Coca -Cola Company Analysis Marketer and Manufacturer

Question: Describe about the Coca -Cola Company Analysis for Marketer and Manufacturer. Answer: Introduction Coca-Cola dates its history to the late 1800s (Fernando 2009). Its founder, John Pemberton, is said to have mixed carbonated water with caramel- colored syrup coming up with a drink that was of different taste and flavour from the one taken by the people. A retailer, marketer and manufacturer of non-alcoholic beverages, the Coca-Cola Company is the worlds market leader. Headquartered in Atlanta and with more than 500 brands, operating in more than 200 countries world over, it operates a stable franchised distribution system in which Coca- Cola Company produces syrup concentrate selling it to various bottlers. The company boasts of hundreds of brands as well as thousands of products in over 200 countries over the world. Due to the cultural tastes of some products, they are only sold locally while other products are region- bound. Overview of Problem Solving and Decision Making Process Cross, Miller and Cross (2009) argue that the process of making decisions in the company is centralized with the use of the classical model. The top level managers take time in making the decisions keeping in mind all the possible alternatives prior to coming up with a rationally economic solution. In this process, no employees are consulted especially in the event of a programmed decision making. Upon receiving orders from the general managers, the line managers in the middle level management are charged with only ordinary routine decisions. The top management makes decisions related to: trade discounts, advertisements, distribution, price reductions, and package positioning. For instance, in the recruitment of the new employees, top management also gives approval to the vacancies while the human capital department personnel conduct interviews and tests. Overview of Coca-Cola Company Profile Coca-Cola Company, a multinational organization founded in 1886 in Atlanta, Georgia as a beverage industry began its international merchandise in 1895 after selling their coke product in bottles (Tuleja 2008). This strategy was successful and the bottled coke was recognised as a highly consumed brand worldwide. The primary objective of the company is to be the global leader in the manufacturer, retailer and marketer of beverages in accelerating the sustainable growth. The objective is achieved through the company targeting different areas globally with different products aimed at gaining brand name and popularity. All the bottling partners have a close working relation with the customers through grocery stores, street vendors, convenience stores, and movie theatres. According to In Idowu (2009), the company carries out regular reviews and evaluation of its business plans and performance so as to improve business earning and ensure increased market competition. Business models are re- aligned with decisions in order to match the objectives with the strategies in achieving them. Problems or issues of the Coca-Cola Company Since its inception, Sander and Bobo (2011) postulate that Coca-Cola Company faces a lot of challenges in terms of its brand new strategies being developed by other beverage producing industries that threaten Coca-Cola existence. The main competitor for the company is the PepsiCo or Pepsi Cola Company whose portfolio of services and products are extensive as Cokes. Both the two beverage companies offer products which are almost similar in their flavour, price and ingredients. However, Coca-Cola Company caters for the needs of the thirsty drinkers through offering distinct products. Financially, Coca-Cola has often lagged behind PepsiCo with a decrease in both revenue and net income over the past years. For instance, its revenue between 2012 and 2014 decreased to $45.9 billion from $48 billion marking a 4 percent decline in the last three years. On the other hand, PepsiCo registered an increase in the revenue to about $66.6 billion from $65.4 billion, a 1.8 percent increment during 20 12-2014 period. Nevertheless, the company has seen an increasing cash flow as well as total assets despite PepsiCo leading in terms of revenue and profits. Objectives behind the selection of particular Coca-Cola company problems Coca-Cola Company as a successful global company still faces public perception problems (Sander and Bobo 2011) Some of the products do not taste good as well as gaining the popularity as its red flag brand. The public perception is that some of these products can more likely to lead to certain diseases such as diabetes especially when consumed in large quantities. Such attitude of changing health- consciousness of the market remains a serious effect on its visibility in the business dominance. Problem solving process in Coca-Cola Company Coca-Cola employs a consultative management style to problem solving and decision making (Anderson, Billings-Harris 2010). The approach motivates the employees who are encouraged to set their goals in line with the aims of the organization which regular reviews through performance appraisals. The advantage is that it increases the efficiency of the employees, motivating and training them to be productive. As a worlds premier beverage industry spanning more than 118 years, the Coca-Cola Company focuses on strategic workforce programs that helps to embrace workers cultures, ideas, similarities and differences. Diversity advisory council is one of such mechanisms consisting of employee representatives from all functions, level and business units. The council is charged with the responsibility to develop recommendations which inform the senior management on the companys efforts and objectives. Coca-Cola Company embraces employee forums where they support each other on matters of personal and professional growth so as to enhance a collective ability. Team work is encouraged as a way through which employees voice their grievances in Coca-Cola Company as well as being accountable on matters such as quality, utilization and yield. Approaches used by Coca-Cola Company According to Miller and Jentz (2008), every business is composed of its culture which is dependent on the organizational management style as well as structure. Some of these cultures available for use by any organization are role culture, task culture, power culture and person culture. Coca- Cola Company adopts a role culture in which all the employees have a defined role to carry out. The employee roles are split into different functions which take a hierarchical order. For instance, Coca- Cola divides these functions into different sections such as accounts, production and marketing with hierarchical order of offices. Such offices are manned by production managers, technicians, supervisors, operatives among others which work by rationality and logic. Therefore, in Coca-Cola, approach to problem solving and decision making uses position as the chief power source while rules and procedures form main source of influence. Values with the Coca-Cola Company serve as a compass in decision making and problem solving for its actions, forming the main description of its global business behaviour (Anderson, Billings-Harris 2010). Among the values are: leadership, collaboration, integrity, accountability, diversity, quality and passion. The aforementioned values are incorporated in the Coca-Cola Company through the focus on the market and the needs of the customers and the franchise partners, possessing a global view, listening, observing and learning the market, and being insatiably curious. Tools used by the Coca-Cola Company Employee engagement forms the main tool used by Coca-Cola Company (Anderson, Billings-Harris 2010). Such engagement consists of five points: realization that hard stuff delivery is not enough, acknowledging to the workforce their strengths and weaknesses in an open way, engaging every employee in the work, involving all the employees concerning the management style, and identifying different employee talents. Solution Taken by the Coca-Cola Company Miller and Cross (2013) state that Coca-Cola Company has been hard at its work utilizing the ample war chest in building the presence in the ever rapid growing category of beverages. In order to curb the problem of competition especially from its core competitor, PepsiCo, it has owned 16 percent of the Keurig Green Mountain. At the same time, a fresh Keurig Kold device is being developed which is projected towards debuting the fall in its revenue and profits as a result of the competition. Keurig, which is based used for pod- based drinks when hot, is intended to feature Cokes branded products as being strong in the market. In addition, the company recently finalised the purchase of the 17 percent stae of the Moster Beverage. This deal will help the company in the access to the energy drink segment. All these transactions are anticipated to take effect in bolstering the top as well as bottom lines with an immediate effect. Alongside, this is aimed at targeting the younger customer ba se. In order to capitalise on the fact that there has been an increase in the number of the customer base, Coca-Cola Company intends to capitalise on this shift. For instance, in India and China, Coke has continued to face water shortages due to the surging demand in the bottled water goods. Any alternative Solutions Coca-Cola Company has embraced a public relations approach in dealing with the competition issues world over (Amerland 2013). The most viable solution has been through open communication especially with the main constituents such as the media, public, trade channels, employees, suppliers, state and national government. The company has engaged into an open as well as honest communication in resolving some of the emerging competition problems with the view of ensuring that they are well resolved and identified. Amerland (2013) adds that through the well laid down communication channels, the consumers are able to make informed choices of the products. This is also effective in achieving an efficient promotion because communication finds its roots to the persons behavioural aspects which have a direct link with the culture. Coca-Cola Company has factored in the fact that poor public relations and the communication with the customers make them to lack the pre-requisite knowledge about the products. Impact of success and growth after using the company selected model Clarkson (2008) argues that firms that are said to have a higher competitive advantage over the rest have an access to special resources and use them in an efficient way. In turn, this results in a higher revenue, production growth and profits. Coca-Cola Company has utilized Michael Porters competitive forces model in dealing with the five competitive forces in the market. Through the Porters model, Coca-Cola Company has divided its competitors in categories such as traditional competitors, new market entrants, substitute services and products, customers, and suppliers. Through the use of the model, Coca-Cola Company has employed four generic strategies in managing the competition by the help of the information technology and systems. These strategies are: Low cost leadership- the company utilizes this strategy so as to achieve lowest prices and operational costs. For instance, an efficient customer response system has been incorporated in the supply chain management system so as to directly link with the customers behaviour. This has helped the company in the distribution and production as well as supply chains thus lowering the inventory and the costs of distribution. SWOT Analysis of the tools used by the Company As a five forces analysis, Porters model as used by Coca-Cola Company can be analysed using the SWOT analysis (Isdell and Beasley 2012). This can be used in the analysis of the company on the basis of the companys strengths and the weakness with relative to the opportunities and the threats. Through the use of the model, the company makes important strategic decisions in terms of the competitive factors. As a de facto framework especially in the analysis of an industrys competition factors, Porters five forces model has been used by Coca-Cola Company in measuring its competitiveness in the market. The analysis is as follows: threat to the entry of the new entrants- for the beverage industry, entry barriers of the potential competitors is very relatively low because no consumer switching cost occurs as well as zero capital requirements. As a result, many new brands are hitting the markets which are similar in prices and tastes with those produced by the company especially with referen ce to PepsiCo, the main competitor (Isdell and Beasley 2012). The Coca-Cola Company utilizes this strategy because it has been in the business for a very long period of time hence can be able to command a higher competitive purchasing power from the customers who are not willing to try a new brand. Through the threat of the substitute products competitive force, Coca-Cola Company does not have a brand that is unique in its flavour making it to be prone to the use of the other substitute products by the customers. For instance, through a blind taste test, it is argued that many people cannot easily delineate between the Pepsi and Coca-Cola (Fernando 2010). Through the bargaining power of the buyers force, Coca-Cola Company enjoys a lower power due to the fact that there is no pressure to the customers owing to the buyer brand royalty. On the basis of the rivalry from the existing firms, currently, PepsiCo is the main competitor with a wide range of the products that operate under its brand. The two beverage industries are predominant in the carbonated beverages through the outdoor activities and events. Coca-Cola Company also faces competition challenges from other brands such as Dr. Pepper due to their unique flavours. Coca-Cola Company faces a low pressure in terms of the bargaining power of the suppliers because it is the largest supplier of the carbonated water (Isdell and Beasley 2012). Analysis and Comparison of company Model with other two Models The other two models that can be used in the analysis of the competitive advantage of Coca-Cola Company are the four Ps Model and the market oriented strategic planning model. The Four Ps Model stands for product, price, promotion and place. According to Isdell and Beasle (2012), a product can be an intangible service or a tangible good which can be used in fulfilling a need. In this model, Coca-Cola Company can use this model due to its varied products in the market making it possible for the company to successful market them. According to the price, Coca-Cola Company enjoys good pricing decisions that help in impacting on the profit margins, marketing strategy, and supply and demand. Similarly, the company places and positions the products differently on the basis of the varied price points while at the same time the price elasticity is considered. Fernando(2010) states that promotion is also used by Coca-Cola Company in determining the various marketing agencies and regions so as to disseminate the relevant information to the customers. This is also used in the differentiation of the products through the use of such events as advertising, social media, public relations, email and video marketing and more. All the aforementioned platforms are supported by the use of a well positioned brand aimed to maximize the return on the investment. Coca-Cola Company makes use of the Place strategy because through it various regions around the globe, different products are place in different areas considering factors such as time and price. On the other hand, the market oriented strategic planning model can also be used by the Coca-Cola Company. This is especially in the development and maintenance of the viable fit that can enable the company in achieving the set objectives, skills and resources to address the changing market opportunities . Findings from the comparison results Making the customers to be the top priority makes a company to enjoy a higher competitive edge (Miller, Cross and Jentz 2013). This is because the customers are able to put into place too effort and time in the engineering of the products and development, thus making them to be less equipped in building the solutions based on their demands. The knowledge of the customers preference and tastes helps the company to develop the products accordance to the specifications and better market them persuasively. As a result, there is an increase in the sales level and the customer base. Recommendations A marketing orientation is essential in helping Coca-Cola Company to make advanced planning on the development of the products (Hill and Jones 2010). The business has to be responsive to the perpetual changes of the customer and this can only be possible through the use of strong technology infrastructures and the clearly defined communication channels. The aforementioned marketing structures will enable Coca-Cola Company to allow for the efficient times for the response from the customers. In addition, the production process has to cater for a flex in the new products that the customers want. Introduction of strategy Roy (2009) cites that product differentiation strategy is used by Coca-Cola Company in enabling the new products or changing the convenience of the customer in using their products. In this regard, the company has used mass customization through offer of customer tailored products by the use of the same production resources through mass production which meet the varied specifications and needs of the customers. Cokes global divisions except the North American holding fall under Coca Cola International. The organizations international entities operate similar to the other eighties structure except in instances of key strategic decision where the international divisions are responsible for making their own independent decisions. The organization employs three management styles which are laissez-faire, autocratic and democratic management concept to oversee these international divisions and this implies that the corporate executives provide little guidance on how regional branches are managed unless the decision may affect its goals worldwide (Hill Jones, 2010). Cokes North London branch has entrenched the culture of laissez-faire implying that the management have given a free will on employees decision meaning that workers work independently as long as they meet Key Business Indicators (KBIs). The directors assume a relaxed role when coordinating the organizations internal operation and the executive hold a vision to refresh all the workers and to have passion for job responsibilities. The organization also has a corporate advisory council in place comprising of representatives group of employees from all levels and business divisions of the company. The council nurtures recommendations for senior management on advancing the organizations efforts towards attaining its diversity objectives. In North America the company often holds employees forum where the workers mingle with colleagues with similar interests and backgrounds and it is through these forums that employees support each others personal and professional growth for the sake of improving on each others personal and career growth with the sole focus on giving meaningful contribution to the company. The company has a general manager who sits at the top of the regional hierarchy and in turn reports to the country head. These general managers have other managerial subordinates and they act on certain cases depending with the situation at the micro level. Managerial style adopted by the executives follow incentive based system for actualizing peak performance from the salesperson, and through the concept, monetary and non-monetary incentives are issues to the salesperson to motivate them meet or exceed their sales expectations. Some of the monetary incentives may include pay hikes, bonuses and commissions while non-monetary incentives may include discounted holiday packages and vouchers for vacations. Strategies adopted to illustrate your suggestion Coca-Cola Company has also focused on the market niche as the best way of curbing the needs of the customers. This is implemented through finely tunes sales as well as marketing techniques. Through this model, the company has ensured a strengthened supplier and customer intimacy. The suppliers, for instance, have been allowed an opportunity to decide how and when they can be able to ship their products allowing them a more lead time in the production of the goods. Such strong linkages have been able to help the Coca-Cola Company in increasing their switching costs as well as remaining royal to the company. Implementation of the recommendation model against organisation problem The market oriented strategic planning model can be used by Coca-Cola Company in shaping the business products in order to help in yielding the profits and the growths (Michaux, Cadiat and Probert 2015). In line with this model, Coca-Cola Company has been able to assess each of the varied business activity through factoring in the rate of the markets growth, companys position as well as its fit in the market. The company has also been able to use this model in developing a strategy to achieve in the long run objectives, setting strategic plans and managing the investment portfolio (Mu?ller 2011). Coca-Cola Company in this model use has been enhanced in the tactical marketing plan including the advertising, merchandising, pricing, product variants and distribution channels. Conclusion From the foregoing discussion, Coca-Cola Company has a good understanding of the needs of the customers and this makes it easier for the top leadership in making decisions and solving the emerging problems. As such, the company has a good ability in marketing effectively because the research department helps in conveying the messages with clarity on their products, their use and marketing strategies. References Fernando, A.C 2009, Business Ethics: An Indian Perspective. Prentice Hall. Cross, F. B., Miller, R. L. R., Cross, F. B 2009, The legal environment of business: Text and cases : ethical, regulatory, global, and e-commerce issues. Mason, OH: South-Western Cengage Learning. Tuleja, E. A 2008, Intercultural communication for business. Mason, OH. USA: South-Western Cengage Learning. In Idowu, S. O 2009, Professionals Perspectives of Corporate Social Responsibility. Sander, P. J., Bobo, S 2011, The 100 best stocks you can buy 2012. Avon, MA: Adams Media. Sander, P., Bobo, S 2015, The 100 best stocks to buy in 2015. Anderson, R., Billings-Harris, L 2010. Trailblazers: How top business leaders are accelerating results through inclusion and diversity. Hoboken, NJ: Wiley. Miller, R. L. R., Jentz, G. A 2008, Business law today: The essentials : text summarized cases--e-commerce, legal, ethical, and international environment. Australia: Thomson/South-Western West. Miller, R. L. R., Cross, F. B 2013, The legal environment today: Business in its ethical, regulatory, e-commerce, and global setting. Mason, Ohio: South-Western Cengage Learning. Amerland, D 2013, Google semantic search: Search engine optimization (SEO) techniques that get your company more traffic, increase brand impact and amplify your online presence. Clarkson, K. W 2008, 2008 summer entrepreneurship institute: Mgmt 180 course materials : professor Gonzalo Freixes. Mason, Ohio: Cengage Learning. Isdell, E. N., Beasley, D, 2012, Inside Coca-Cola: A CEO's life story of building the world's most popular brand. Fernando, A. C 2010, Business ethics and corporate governance. Delhi: Dorling Kindersley (India), licensees of Pearson Education in South Asia. Miller, R. L. R., Cross, F. B., Jentz, G. A 2013, Business law: Alternate edition : text and summarized cases : legal, ethical, global, and e-commerce environment. Mason, Ohio: South-Western Cengage Learning. Hill, C. W. L., Jones, G. R 2010, Strategic management theory: An integrated approach. Boston, MA: Houghton Mifflin. Roy, D 2009, Strategic foresight and Porter's five forces: Towards a synthesis. Mu?nchen: GRIN. Uk beer industry analysis 2013, Place of publication not identified: Grin Verlag. Michaux, S., Cadiat, A.-C., Probert, C 2015, Porter's five forces: Stay ahead of the competition. Place of publication not identified: 50Minutes. Mu?ller, C 2011, Ryanair case study and strategic analysis: An analysis on the competitiveness and low-cost strategy of Europe's leading low-cost carrier Ryanair. Mu?nchen: GRIN Verlag GmbH.

Organization Behavior MeatPack Case Study

Questions: 1.Should Bison be taking a more hands-off or a more hands-on approach to the business? Justify your response.2.How far has the senior leadership change been effective? What else might senior leadership do to influence change more positively in the near future?3.How far has the senior leadership change been effective? What else might senior leadership do to influence change more positively in the near future? Answers: Introduction The following essay is a case study report on leadership, cultural and performance change issues at the company at MeatPack. This is a family owned food processing business with its headquarters in Sidney, Australia. The company has over 27 years experience in the meat production industry that include other areas like fresh soups and prepared meals. The company also owns processing plants in Queensland and New South Wales. For years, the company has been led by its founder and CEO Mr. Derek Bison who is the fourth generation from the family to work in the meat business. The company has for years performed well under his leadership with a record sales of AUD$300 million in 2013. One of the companys strategic goals is to become a 1 billion dollar company by the year 2020. This calls for the company to make some cultural and leadership and performance changes as discussed in the next pages. 1. According to Armson Whiteley (2010), it is very important for a leader to create a culture where it is clear to each employee that the most important thing is meeting are the organisations values. This will ensure that employees do not need to be followed in everything they do, and do not need to be reminded all the time of what they need to do and what they do not need to do. Armstrong (2012), adds that if an employee knows the foundation and the mission and vision for the company, they are able to realize what the company values and the kind of goals that are important for the company. In this regard, the employee will also know what to do in in any management situation. In this regard, it will take different types of management style to realize strategic goals for the company. According to Dowling, et al. (2013), a hands on manager is not recommended when it comes to meeting organisations strategic goals. This is because they are usually characterized by exercising a lot of co ntrol, criticism, judges and threatens employees all the time. This is the opposite of hands-off manager, who coaches and encourages employees to work with minimum supervision (Giannakis, et al., 2015; H.Zhao Seibert, 2006; Compton, et al., 2014). However, at MeatPack, Bison will need to assess how much his employees will need to be managed and directed. For example, some employees may be self-starters in need of little supervision. Such employees are well aligned with the goals of the organisations, the engage in their work and are self-motivated in their work stations(Heller Darling, 2012). There are however, employee who may not be able to think for they in complex situations, such employees will need to managed at all degree. Kenton Yarnall (2009), adds, that employees though may be in need to be managed, what they do not want is to be micromanaged. If employees have the kind of manager that is all over the place all the time, the feel intimidated as the manager will keep on providing large doses of critical feedback. In the end, they will not be able to work freely and be open to express ideas on how the company is able to meet its mission and vision (Mathis, et al., 2013). To implement proper cultural and performance changes, the company will need to consider having a new kind of management. According to Compton, et al. (2014), real power in organisations leadership comes from forming partnership and not criticizing. In this regard, the new leadership changes would be best using hands off approach. This kind of leader is able to motivate the spirit of employees toward organisations goals as the leader maintains hands off allowing the employee success to happen. For Bison, exercising hands off will mean being able to manage his team without having to bypass the line of authority. He should not be seen to interfere in the daily running of the business during times of strategic change(Keasey, et al., 2005). As this is done, change will be realized gradually as the business continues to maintain its course. Productivity in the organisations will also be constant and both the managerial and the customer service level as would be expected in the strategic ch ange. Some of the area that he would need to exercise hands on approach would include direct reports which identify departments of employees who do not meet targets or complete assigned tasks. It is a great challenge for Bison as exercising hands off approach might be difficult for employees who develop slowly. This might happen since a hands-off manager may not be able to pitch their support or coaching at the right degree for these employees to ensure employees are able to develop the mandatory skills. During the change management strategy, it will be important for Bison to consider time bound actions, since the hands off approach might lead to slow processes from employees, even when they may achieve great results (Lincoln, et al., 2014; Mathis, et al., 2013; Adrian, 2009). This is because the hands off manager will remain at a distant and may not be actively involved with their change programs and which runs a risk of not meeting the full potential of the business. However, at the end of the day, the employee will be able to realize the goals and even become more creative to express own though regarding the program. In this regard, it would be recommended that Bison exercise both leadership styles depending on the situation(Keasey, et al., 2005). However, hands off style should be highly exercised as no employee loves to be followed around every time when they are working as it makes then more nervous and less creative in handling the business. 2. According to the case study, it is reported by Bison team members in senior leadership position as having gained many insights from the trainings and coaching provided and organized by Bison. Even after stopping the coaching exercises, the senior leadership employees have continued to work on their leadership strategies. With the introduction of Human Synergistic circumflex to the organisations, employees are able to rate their performance. Behaviors are also classified in three colors. Red stands for defensive or aggressive, green stands for defensive or passive and blue for constructive. In this regard, organisations culture in the company was realized as being red. At this Bison found that, most people in the organisations were ether aggressive or very defensive in the way they related with one another or the way they related with customers. In this regard, most of the change leadership campaign was to ensure that they changed to blue for his plans to be realized(Hoegle Muethe l, 2016). In this regard, there will be need for the change of organisations structure to much more horizontal organisations with the front line workers and senior leaders being responsible for performance of their fellow employees. According to Compton, et al. (2014), only 30% of employees in a company are always fully committed to their job at one point. It is also a common occurrence that most executives usually realize that one of the major challenges will be closing the gap between realized talent and potential and the energy of the employees under their leadership. With reference to Bisons company, it can be said that they have various departments and employees who are willing to perform to their best from top to below management(Kenton Yarnall, 2009). If he will be able to transform these employees and ensure that they become blue type of leaders then they company will be headed to the right direction in leadership development. As much as it is not the intention of any, employ to be de fensive or aggressive. The challenge is that most of them lack the clear understanding of the type of changes that would take to realize where they are good at when it comes to leadership(AustraliaLaw, 2010). Some of the employees may not have come to realize the kind of changes that was needed to bring out the best in each senior leader to achieve the impact. According to , leaders are also able to obtain the understanding through an approach known as Blue kind of leadership as the one implemented by Bison. Blue leadership would be good when it comes to creating new markets for MeatPack and converting people in to new customers. The concept is important in helping senior leaders in the organisations realize their talents and energy in their organisations and be able to save the cost of coaching. In this regard, leadership is thought as being a service that employees in the organisations will embrace or not. Each leader in the organisations must be able to work towards gaining new customers and bosses must be able to deliver performance. In addition, employees in the department should also be able to access support from their managers. According to Keasey, et al. (2005), when employees value the leadership practice, they will in turn buy that kind of leadership. In this regard, Bison will realize his employees acting with commitment instead of disengaging and becoming noncustomers of his leadership, as was the case before coaching(Armstrong, 2012). Once Bison began to think in this lines about leadership, he realized that his concepts and leadership coaching was developing among his senior employees, in this regard employees were able to work toward converting noncustomers in to customers thus increasing the market share for the organisations. The blue leadership was also important in converting disengaged employees to engaged ones. According to Armson Whiteley (2010), the blue leadership strategy have also enable employees understand the companys mission and vision and it does not only have to be about getting salary and keeping their job, but about driving their efforts towards the organisations strategic goals. Adrian (2009) adds that blue leadership style will also bring about change in the companys leadership strength. As is realized in the case study, the senior employees were able to adapt Bisons model which was different from the traditional leadership model and development approaches in different ways. It can be said that is for senior leadership, what they can do to influence change would be to focus on acts and activities in the organisations. According to different studies on leadership, the values, qualities and characters that make for good leaders include proper coaching. In this regard, changes in qualities, values and character will eventually translated in to high performance. This means that when the senior leaders look back in to Bisons coaching program, they should be able to act on the evidence of notable change. They need to put more dedication on ways they can transform organisations behavior. As much as it can be difficult to assess and measure if leaders in the organisations are internalizing and embracing the new kind of leadership, it can be done if they focus on what acts and actions they need to undertake to motivate other employees towards the strategic goal of the organisations. At the end of the day, they will be able to asses and measure the difference. According to Chernev (2011), it is usually easier to change people behavior and activities in the organisations. However, it is usually difficult to change their values, qualities and other traits. It thus calls for the senior managers to alter their values and qualities so that other employees in the organisations will be able to follow course through their guidance. 3. For MeatPack to become one of the market leaders, it had to have an innovation-friendly organisations structure. In this regard, they also needed to establish and inspire a proper organist ion culture through their structure. According to Giannakis, et al.(2015), flat structure in organisations enable them to meet many goals. The word flat is actually a misnomer since it does not necessarily mean that the organisations are flat but they are not tall. In this regard, employees do not shift responsibility to a higher level department in the management ladder, meaning that they are able to take charge of situation in their own level, it enables them make decisions and enjoy responsibility in the company. According to Mathis, et al. (2013), there are many leadership and management advantages of having a flat structure. For MeatPack one of the advantage is in the structure itself. As with most flat organisations, MeatPack does not have many layers of management. This is different from the tall structure which is common with many businesses. Flat structures also enjoy a short chain of command meaning that each level enjoys its own managerial control(Chernev, 2011). The span of control will also look at the number of senior managers who will directly report to Bison. At MeatPack, several senior managers for each department directly report to Bison. With regard to the reduced number of layers of management, MeatPack is able to get the most out of this structure. The other benefit for MeatPack in flatter structure is on communication. There is a great level of communication between the top management and other employees. This is because senior manager are more democratic and offer room for employees to be innovative. Communication is also faster in this company, it is more effective and reliable that in the tall structures. This is because any input by an employee will get more support from the decision makers since there is no chance for power struggle in the organisations(Hoegle Muethel, 2016). When it comes to decision making, it was realized that MeatPack come out as being more flexible and adaptive than would be the case in tall structures. The level of flexibility also depicts decision making as being one on a need basis. This makes it easier for the employees to serve the companys clients. When one looks at tall organisations, staff member are required to seek approval from the top management who will also need approval from the director and the director from the shareholder before a decision is made. This is not the case at MeatPack, since employees are given the power to makes some of the decisions independently. The reason is that the company has few layers of reporting in their organisations structure meaning that there is less bureaucracy. In this regard, decisions are made quicker giving the company mobility and agility(Armstrong, 2012). When it comes to organisations change performance, the flat structure at MeatPack is made of competent and qualified staff to do this. Employees are fully engaged, there are skilled working groups which leads to satisfaction among workers and lower employee turnover. If the employees are more responsible in operations, they will be able to lead the company towards strategic goals. In addition, the company is able to save cost on employee upper management which decreases employee expenses and increase companys profits to a huge margin(Armstrong, 2012). Lastly, the flat structure has worked well for MeatPack since there are very few variations about office structure and operations. For example, it will be a common thing for a customer to be given a discount in purchasing bulk unprocessed meat but denied one in the ready to eat meat since they are different departments. However, the end strategic development will move to the same organisations. References Adrian, H., 2009. Corporate truth: the limits to transparency. Sterling: VA: Earthscan.. Armson, G. Whiteley, A., 2010. Employees' and managers' accounts of interactive workplace learning: A grounded theory of complex integrative learning. Journal of Workplace Learning, 22(7), pp. 409-427. Armstrong, M., 2012. Armstrong's handbook of management and leadership: developing effective people skills for better leadership and management. s.l.:Kogan Page. AustraliaLaw, 2010. Australia: employment law. Commonwealth Law Bulletin, 36(1), pp. 137-163. Chernev, A., 2011. The Marketing Plan Handbook . In: s.l.:Cerebellum Press; 3 edition, pp. 97-104. Compton, R., Morrissey, W. Nankervis, A., 2014. Effective recruitment and selection practices. 5th ed. Sydney.: CCH Australia. Dowling, P., Festing, M. Engle, A., 2013. International Human Resources Management. 6 ed. s.l.:Cengage Learning EMEA. Giannakis, D., Harker, M. T.Baum, 2015. Human resource management, services and relationship marketing: the potential for cross-fertilisation. Journal of Strategic Marketing, 23(6), pp. 526-17. H.Zhao Seibert, S., 2006. The big five personality dimensions and entrepreneurial personality dimensions and entrepreneurial. Journal of Applied Psychology, pp. 91(2), 259-271.. Hackman, J. Katz, N., 2010. Group behavior and performance. In S. T. Fiske, D.T. Gilbert, G. Lindzey (Eds.). Handbook of social psychology (5th ed.), Volume 2, pp. 1208-1251. Harzing, A. Pinnington, A., 2011. International Human Resource Management. London: Sage Pub. Heller, V. Darling, J., 2012. "Anatomy of crisis management: lessons from the infamous Toyota Case",. European Business Review, , 24(2), pp. 151-168. Heneman, H. Judge, T., 2006. Staffing organizations. 5th ed. Middleton, WI.: Mendota House. Hoegle, M. Muethel, M., 2016. Enabling shared leadership in virtual project teams: A practitioners guide.. Project Management Journal, 47(1), pp. 7-12. Hofstede, G., 2001. Cultures consequences:Comparing values, behaviors, institutions, and organizations across nations, (2nd ed.),. s.l.:Thousand Oaks, CA, Sage.. Jacobs, R. F. Chase, R. B., 2014. Operations and supply chain management. 14th ed. New York: McGraw-Hill/Irwin. Keasey, K., Thompson, S. Wright, M., 2005. Corporate Governance: Accountability,. Enterprise and International Comparisons ; The Wiley Finance Series, 2(3), pp. 234-245. Kenton, B. Yarnall, J., 2009. HR: The Business Partner. s.l.:Routledge; 2 edition. Lincoln, J., Ahmadjian, C. Mason, E., 2014. "Organizational Learning and Purchase-Supply Relations in Japan: Hitachi, Matsushita, and Toyota Compared",. California Management Review, 40(3), pp. 241-264. Mathis, R. L., Jackson, J. H. Valentine, S. R., 2013. Human Resource Management . In: s.l.:Cengage Learning; 14 edition, pp. 112-118.

Synthesis Essay Question Essay Example

Synthesis Essay Question Essay Name: Instructor: Course: Date: We will write a custom essay sample on Synthesis Essay Question specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Synthesis Essay Question specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Synthesis Essay Question specifically for you FOR ONLY $16.38 $13.9/page Hire Writer Synthesis Essay Question The stories, â€Å"Identities†? and â€Å"Mistaken Identity†?, are generally similar since they depict the consequences experienced by the different main characters regarding their mistaken identities. The poem â€Å"Mistaken Identity†?, by Alden Nowlan shows two different situations where two women mistake the protagonist for a person they knew and portray intimacy for him whom the women perceive him to be is entirely wrong. On the other hand, the short story, â€Å"Identities†?, by W.D Valgardson portrays the consequences met by the protagonist, a middle class parent, regarding the issue of wrong identity. In order to set the mood for the two literary works concerning the theme, various tones have been used to clarify. Irony, loneliness and anxiety are the main tones evident in the narratives. To enable analysis of the written works, it is important to assess the different variations in tone in the stories. Both writings exhibit a variety of tones, which demonstrates the consequences of mistaken identity. One of the main tones apparent in both stories is loneliness. In â€Å"Mistaken Identity†?, solitude is evident where a fat woman who smelled of beer approaches the protagonist. The woman kisses him and the protagonist states that he is lonesome and was almost tempted to assume the identity that the woman was implying. It is stated, â€Å"and I was so lonesome†? (Nowlan, 15) showing the protagonist†s loneliness. The protagonist confirms his despair by reluctantly declaring to the first woman that he is mistakenly identified hoping that the woman will continue expressing her feelings of intimacy. This is evidenced where he says, Abefore I spoke, she had realized that and was pushing me away? (Nowlan, 25-26). Instances of loneliness are also evident in â€Å"Identities†?. In the story, the protagonist experiences feelings of solitude. This is shown where the pr otagonist feels like temporarily abandoning the comforts of the suburb. He decides to lonely explore without having any destination in mind. This is indicated in two instances where the author states, â€Å"wakes in him a desire to temporarily abandon the twice-cut yards and hundred-year-old oaks†? (Valgardson, 1-2) and when he states, â€Å"He does not hurry for he has no destination? (Valgardson, 1-2) which affirm the protagonist solitude. Both pieces use loneliness in order to allow the reader feel the mood of the protagonists. Variation in tone that is also identified in both stories is anxiety. In Mistaken Identity?, the protagonist reacts differently to the woman warm greeting by avoiding her hastily through turning away from her as if she was posing danger, which is affirmed when the protagonist states, â€Å"I very quickly turned away? (Nowlan, 39-41). The protagonist also expresses stress where he decides to identify himself correctly to the first woman who had also mistakenly identified him as her lover, Walter. In order to avoid the consequences that could arise from his mistaken identity, the protagonist decides to tell the woman his real identity. He states, â€Å"what I did was mumble something about there being a mistake†? (Nowlan, 20-23). Anxiety is also evident in â€Å"Identities†?. The tone is depicted by the protagonist reveals stress when he sees a group of suspicious looking people. This is shown where the author states, â€Å"he hopes his day old beard which he strokes up ward with the heel of his hand†? (Valgardson, 8) which affirms his concern of him being mugged. Anxiety determines the decisions the protagonists made in their respective and different decisions. Irony is also another tone that is identified in the two narratives. For instance, in â€Å"Mistaken Identity†?, the protagonist states, â€Å"It’s good sometimes to be mistaken for someone else, although it usually ends badly†? (Nowlan, 5). This indicates verbal irony in which the protagonist acknowledges that being mistakenly identified is disadvantageous but at the same time asserts that it is advantageous to be recognized as another person. In the same story, irony is also seen where the protagonist admires the attention of being mistakenly identified as Davie, but he decides to avoid the attention even though it is frightening. He states, â€Å"Then, because I wanted her to keep smiling at me, lovingly, I very quickly turned away†(Nowlan, 35-40). Irony is also noted in â€Å"Identities† where the protagonist is killed by the police officer, instead of the group of people that were outside the small store. An irony of situation occurs towards th e end of the story when â€Å"He is so intent upon the three men and the girl that he does not notice the police car drift against the curb, nor the officer who is advancing with a pistol in his hand†?(Valgardson, 10-11) and â€Å"Instinctively relaxing, certain of his safety, in the last voluntary movement of his life, he reaches his hand not in the air as he was ordered to, but toward his wallet for his identity†? (Valgardson, 10-11), the author depicts the protagonist† ironical death. Irony plays an important role in depicting the consequences of mistaken identity. Both stories noticeably outlay the theme of identity and its consequences. In â€Å"Mistaken Identity†, identity plays a role in the identification of the protagonist. The story depicts the protagonist † status as mistaken. The first example is seen where the fat woman incorrectly identifies the protagonist as Walter. In the second example, a young woman as Davie mistakenly identifies the protagonist. In â€Å"Identities†, the consequences of identity are noticed by the protagonist is seen as a criminal due to his unshaved beard, contrasting attire and the fact that he was driving a Mercedes Benz. He ends up being shot by the police officer who mistakenly classifies him as a car thief. To allow for the development of the theme, irony, loneliness and anxiety are used to exemplify the main subject of the stories since the tones play a role in establishing the roles of identity in both narratives. Works Cited Nowlan, Alden. â€Å"Mistaken Identity.† Selected Poems. Ed. Patrick Lane and Lorna Crozier. Concord: House of Anansi Press, 1996. 72. Print Valgardson, W.D. â€Å"Identities.† What Can’t Be Changed Shouldn’t Be Mourned: Short Stories. Ed. W.D Valgardson. Vancouver: Douglas and McIntyre, 1995. 56. Print.

College Admission Essay Samples - Essay Topics for College Admissions

College Admission Essay Samples - Essay Topics for College AdmissionsEssay samples are the best resources you can find in the Internet for online college admissions essays. Essay samples offer a general overview of your academic background and your teaching experience. They are perfect for preparing college-level essays on the computer and also provided as downloadable documents for your convenience.There are several different types of essay samples that you can find online. Some examples include essay samples that focus on acquiring college degrees while others may focus on pursuing a career. The type of essay you will be submitting to college will depend on the type of degree or program you are pursuing.You can find essay samples from the most common majors that are offered in most colleges. These include a Psychology, English, Accounting, Psychology, History, Biology, Philosophy, Economics, Communication, and Social Work. You can search the internet for these types of programs, so that you can identify the required coursework you need to take in order to meet college requirements. You should make sure that you do not exceed your limit of coursework in order to help ensure that you are a competitive applicant.It is important that you focus on your writing ability in order to meet admissions requirements for admission essays. For example, if you are a great writer with an advanced degree, your admission essay will be geared towards having students apply that same level of academic achievement. You should therefore focus on developing your skills by completing a college admissions essay as a student that is pursuing a degree or a career-related degree.The topic of your college admission essay must be chosen carefully because there are essay samples that are based on a specific topic that is required by the college. When selecting essay samples, make sure that you take the time to select a topic that is right for you. Your topic should be focused on your degree or course that you have selected in order to help make your admissions essay more convincing.There are several essay samples that are geared towards pursuing a career in this day and age. Whether it is a career in sales, management, or journalism, your college admission essay will need to convey how you can apply your skills to these types of positions. This is necessary in order to effectively use what you have learned in the classroom to help you get the job that you want.Essay samples are also designed for students who are pursuing their first degree. The majority of college professors will prefer that their students write an essay as a form of introduction to a college, thus a portion of the essay will focus on this topic. The topics can be covered from history to literature, religious belief, or social interaction.Essay samples for adults are ideal for providing insight into the kind of academic background or teaching experience that is required by colleges. Many undergraduate programs require that students have some sort of an undergraduate degree and those that do not will need to provide some sort of examples of experience that will help them show off their academic achievements. There are plenty of online essays samples that focus on several different topics that are designed to help you reach a better understanding of what college is all about.

Clay Shirky Here Comes Everybody

Clay Shirky Here Comes Everybody Clay Shirky Here Comes Everybody Ð ¡ommunal aspÐ µÃ' ts of digital Ã' ulturÐ µ run dÐ µÃ µp and widÐ µ. WikipÐ µdia is just onÐ µ rÐ µmarkablÐ µ Ð µxamplÐ µ of an Ð µmÐ µrging Ã' ollÐ µÃ' tivismand not just WikipÐ µdia but wikinÐ µss at largÐ µ. Ward Ð ¡unningham, who invÐ µntÐ µd thÐ µ first Ã' ollaborativÐ µ WÐ µb pagÐ µ in 1994, traÃ' ks nÐ µarly 150 wiki Ð µnginÐ µs today, Ð µaÃ' h powÐ µring myriad sitÐ µs. WÐ µtpaint, launÃ' hÐ µd just thrÐ µÃ µ yÐ µars ago, hosts morÐ µ than 1 million Ã' ommunal Ð µfforts. WidÐ µsprÐ µad adoption of thÐ µ sharÐ µ-friÐ µndly Ð ¡rÐ µativÐ µ Ð ¡ommons altÐ µrnativÐ µ Ã' opyright liÃ' Ã µnsÐ µ and thÐ µ risÐ µ of ubiquitous filÐ µ-sharing arÐ µ two morÐ µ stÐ µps in this shift. Mushrooming Ã' ollaborativÐ µ sitÐ µs likÐ µ Digg, StumblÐ µUpon, thÐ µ HypÐ µ MaÃ' hinÐ µ, and TwinÐ µ havÐ µ addÐ µd wÐ µight to this grÐ µat uphÐ µaval. NÐ µarly Ð µvÐ µry day anothÐ µr startup proudly hÐ µralds a nà  µw way to harnÐ µss Ã' ommunity aÃ' tion. ThÐ µsÐ µ dÐ µvÐ µlopmÐ µnts suggÐ µst a stÐ µady movÐ µ toward a sort of soÃ' ialism uniquÐ µly tunÐ µd for a nÐ µtworkÐ µd world. WÐ µ'rÐ µ not talking about your grandfathÐ µr's soÃ' ialism. In faÃ' t, thÐ µrÐ µ is a long list of past movÐ µmÐ µnts this nÐ µw soÃ' ialism is not. It is not Ã' lass warfarÐ µ. It is not anti-AmÐ µriÃ' an; indÐ µÃ µd, digital soÃ' ialism may bÐ µ thÐ µ nÐ µwÐ µst AmÐ µriÃ' an innovation. WhilÐ µ old-sÃ' hool soÃ' ialism was an arm of thÐ µ statÐ µ, digital soÃ' ialism is soÃ' ialism without thÐ µ statÐ µ. This nÐ µw brand of soÃ' ialism Ã' urrÐ µntly opÐ µratÐ µs in thÐ µ rÐ µalm of Ã' ulturÐ µ and Ð µÃ' onomiÃ' s, rathÐ µr than govÐ µrnmÐ µntfor now. ThÐ µ typÐ µ of Ã' ommunism with whiÃ' h GatÐ µs hopÐ µd to tar thÐ µ Ã' rÐ µators of Linux was born in an Ð µra of Ð µnforÃ' Ã µd bordÐ µrs, Ã' Ã µntralizÐ µd Ã' ommuniÃ' ations, and top-hÐ µavy industrial proÃ' Ã µssÐ µs. ThosÐ µ Ã' onstraints gavÐ µ risÐ µ to a typÐ µ of Ã' ollÐ µÃ' tivÐ µ ownÐ µrship that rÐ µplaÃ' Ã µd thÐ µ brilliant Ã' haos of a frÐ µÃ µ markÐ µt with sÃ' iÐ µntifiÃ'  fivÐ µ-yÐ µar plans dÐ µvisÐ µd by an all-powÐ µrful politburo. This politiÃ' al opÐ µrating systÐ µm failÐ µd, to put it mildly. HowÐ µvÐ µr, unlikÐ µ thosÐ µ oldÐ µr strains of rÐ µd-flag soÃ' ialism, thÐ µ nÐ µw soÃ' ialism runs ovÐ µr a bordÐ µrlÐ µss IntÐ µrnÐ µt, through a tightly intÐ µgratÐ µd global Ð µÃ' onomy. It is dÐ µsignÐ µd to hÐ µightÐ µn individual autonomy and thwart Ã' Ã µntralization. It is dÐ µÃ' Ã µntralization Ð µxtrÐ µmÐ µ. InstÐ µad of gathÐ µring on Ã' ollÐ µÃ' tivÐ µ farms, wÐ µ gathÐ µr in Ã' ollÐ µÃ' tivÐ µ worlds. InstÐ µad of statÐ µ faÃ' toriÐ µs, wÐ µ havÐ µ dÐ µsktop faÃ' toriÐ µs Ã' onnÐ µÃ' tÐ µd to virtual Ã' o-ops. InstÐ µad of sharing drill bits, piÃ' ks, and shovÐ µls, wÐ µ sharÐ µ apps, sÃ' ripts, and APIs. InstÐ µad of faÃ' Ã µlÐ µss politburos, wÐ µ havÐ µ faÃ' Ã µlÐ µss mÐ µritoÃ' raÃ' iÐ µs, whÐ µrÐ µ thÐ µ only thing that mattÐ µrs is gÐ µtting things donÐ µ. InstÐ µad of national produÃ' tion, wÐ µ havÐ µ pÐ µÃ µr produÃ' tion. InstÐ µad of govÐ µrnmÐ µnt rations and subsidiÐ µs, wÐ µ havÐ µ a bounty of frÐ µÃ µ goods. Broadly, Ã' ollÐ µÃ' tivÐ µ aÃ' tion is what WÐ µb sitÐ µs and NÐ µt-Ã' onnÐ µÃ' tÐ µd apps gÐ µnÐ µratÐ µ whÐ µn thÐ µy harnÐ µss input from thÐ µ global audiÐ µnÃ' Ã µ. Of Ã' oursÐ µ, thÐ µrÐ µ's rhÐ µtoriÃ' al dangÐ µr in lumping so many typÐ µs of organization undÐ µr suÃ' h an inflammatory hÐ µading. But thÐ µrÐ µ arÐ µ no unsoilÐ µd tÐ µrms availablÐ µ, so wÐ µ might as wÐ µll rÐ µdÐ µÃ µm this onÐ µ. WhÐ µn massÐ µs of pÐ µoplÐ µ who own thÐ µ mÐ µans of produÃ' tion work toward a Ã' ommon goal and sharÐ µ thÐ µir produÃ' ts in Ã' ommon, whÐ µn thÐ µy Ã' ontributÐ µ labor without wagÐ µs and Ð µnjoy thÐ µ fruits frÐ µÃ µ of Ã' hargÐ µ, it's not unrÐ µasonablÐ µ to Ã' all that soÃ' ialism. In thÐ µ latÐ µ '90s, aÃ' tivist, provoÃ' atÐ µur, and aging hippy John Barlow bÐ µgan Ã' alling this drift, somÐ µwhat tonguÐ µ in Ã' hÐ µÃ µk, "dot-Ã' ommunism." HÐ µ dÐ µfinÐ µd it as a "workforÃ' Ã µ Ã' omposÐ µd Ð µntirÐ µly of frÐ µÃ µ agÐ µnts," a dÐ µÃ' Ã µntralizÐ µd gift or bartÐ µr Ð µÃ' onomy whÐ µrÐ µ thÐ µrÐ µ is no propÐ µrty and whÐ µrÐ µ tÐ µÃ' hnologiÃ' al arÃ' hitÐ µÃ' turÐ µ dÐ µfinÐ µs thÐ µ politiÃ' al spaÃ' Ã µ. HÐ µ was right on thÐ µ virtual monÐ µy. But thÐ µrÐ µ is onÐ µ way in whiÃ' h soÃ' ialism is thÐ µ wrong word for what is happÐ µning: It is not an idÐ µology. It dÐ µmands no rigid Ã' rÐ µÃ µd. RathÐ µr, it is a spÐ µÃ' trum of attitudÐ µs, tÐ µÃ' hniquÐ µs, and tools that promotÐ µ Ã' ollaboration, sharing, aggrÐ µgation, Ã' oordination, and a host of othÐ µr nÐ µwly Ð µnablÐ µd typÐ µs of soÃ' ial Ã' oopÐ µration. It is a dÐ µsign frontiÐ µr and a partiÃ' ularly fÐ µrtilÐ µ spaÃ' Ã µ for innovation. In his 2008 book, HÐ µrÐ µ Ð ¡omÐ µs ЕvÐ µrybody, mÐ µdia thÐ µorist Ð ¡lay Shirky suggÐ µsts a usÐ µful hiÐ µrarÃ' hy for sorting through thÐ µsÐ µ nÐ µw soÃ' ial arrangÐ µmÐ µnts. Groups of pÐ µoplÐ µ start off simply sharing and thÐ µn progrÐ µss to Ã' oopÐ µration, Ã' ollaboration, and finally Ã' ollÐ µÃ' tivism. At Ð µaÃ' h stÐ µp, thÐ µ amount of Ã' oordination inÃ' rÐ µasÐ µs. A survÐ µy of thÐ µ onlinÐ µ landsÃ' apÐ µ rÐ µvÐ µals amplÐ µ Ð µvidÐ µnÃ' Ã µ of this phÐ µnomÐ µnon. UnlikÐ µ with politiÃ' al rÐ µvolutions, whiÃ' h oftÐ µn prÐ µsÐ µnt thÐ µmsÐ µlvÐ µs with blood, turmoil and thÐ µ urgÐ µnÃ' y of Ð µstablishing a nÐ µw rÐ µgimÐ µ, thÐ µ soÃ' ial and tÐ µÃ' hnologiÃ' al rÐ µvolution of thÐ µ intÐ µrnÐ µt has introduÃ' Ã µd itsÐ µlf with plÐ µasant and usÐ µful Ã' omforts and Ã' onvÐ µniÐ µnÃ' Ã µs. Still, as Ð ¡lay Shirky Ã' hroniÃ' lÐ µs in grÐ µat dÐ µtail in HÐ µrÐ µ Ð ¡omÐ µs ЕvÐ µrybody, thÐ µ Ã' hangÐ µs that thÐ µ world widÐ µ wÐ µb bring about instill a profoundly nÐ µw way of doing things into daily lifÐ µ, that holds promisÐ µ for Ã' ollÐ µÃ' tivÐ µ aÃ' tion, but that also brings forward a fundamÐ µntal Ã' hallÐ µngÐ µ to our soÃ' ial institutions. With grÐ µat Ã' arÐ µ and attÐ µntion to dÐ µtail, Shirky dÐ µsÃ' ribÐ µs thÐ µ phÐ µnomÐ µna that arÐ µ thÐ µ outgrowth and Ã' onsÐ µquÐ µnÃ' Ã µs of thÐ µ introduÃ' tion of thÐ µ wÐ µb into widÐ µsprÐ µad usÐ µ. As a spaÃ' Ã µ whÐ µrÐ µ information Ã' an bÐ µ rÐ µÃ' ordÐ µd and storÐ µd at littlÐ µ to no Ã' ost to partiÃ' ipants, thÐ µ intÐ µrnÐ µt sÐ µrvÐ µs as a lÐ µvÐ µl playing fiÐ µld whÐ µrÐ µ Ð µvÐ µrybody Ã' an Ã' omÐ µ togÐ µthÐ µr and sharÐ µ and Ð µxÃ' hangÐ µ information about thÐ µmsÐ µlvÐ µs, friÐ µnds, soÃ' iÐ µty and idÐ µas. WhÐ µrÐ µas thÐ µ prÐ µvious tÐ µÃ' hnologiÃ' al rÐ µvolutions of thÐ µ tÐ µlÐ µvision and radio allowÐ µd Ã' ommuniÃ' ation to rÐ µaÃ' h a broad audiÐ µnÃ' Ã µ, thÐ µ wÐ µb Ð µnablÐ µs 'symmÐ µtriÃ' al partiÃ' ipation' whÐ µrÐ µ anybody Ã' an potÐ µntially Ã' ommuniÃ' atÐ µ with Ð µvÐ µrybody as Ð µithÐ µr a rÐ µÃ' ipiÐ µnt or produÃ' Ã µr of information. WhÐ µrÐ µ Shirky's work is Ð µmphatiÃ'  is that Ð µnablÐ µd by this onlinÐ µ spaÃ' Ã µ is an Ð µasÐ µ of Ã' ollaboration whÐ µrÐ µ pÐ µoplÐ µ arÐ µ willing to hÐ µlp Ð µaÃ' h othÐ µr or work on a togÐ µthÐ µr on a projÐ µÃ' t that thÐ µy lovÐ µ. ThÐ µ intÐ µrnÐ µt faÃ' ilitatÐ µs groups Ð µasily Ã' oming togÐ µthÐ µr not only bÐ µÃ' ausÐ µ of thÐ µ low transaÃ' tion Ã' osts of group formation and output, but also bÐ µÃ' ausÐ µ as thÐ µ author puts it, largÐ µ soÃ' ial groups arÐ µ diffÐ µrÐ µnt than small onÐ µs, as groups bÐ µÃ' omÐ µ morÐ µ Ð µxpansivÐ µ thÐ µrÐ µ is a nÐ µtworking Ð µffÐ µÃ' t allowing pÐ µoplÐ µ to morÐ µ rÐ µadily Ã' onnÐ µÃ' t along similar intÐ µrÐ µsts. MuÃ' h of thÐ µ book is fillÐ µd with an array of illustrativÐ µ Ð µxamplÐ µs, brimming with a palpablÐ µ Ð µxÃ' itÐ µmÐ µnt, on whÐ µrÐ µ and how Ã' ollaboration has bÐ µÃ µn taking plaÃ' Ã µ, from pÐ µoplÐ µ Ã' oming togÐ µthÐ µr to find a woman's lost phonÐ µ, to thÐ µ spontanÐ µous organization of protÐ µsts in BÐ µlarus, to dÐ µsÃ' ribing thÐ µ origins and dÐ µvÐ µlopmÐ µnt of WikipÐ µdia. HowÐ µvÐ µr, lurking bÐ µhind this gloss of optimism, is also a mild skÐ µptiÃ' al quÐ µstioning. Shirky points out that this bright and bravÐ µ nÐ µw world of pÐ µoplÐ µ aÃ' ting togÐ µthÐ µr also shifts thÐ µ ground bÐ µnÐ µath Ð µstablishÐ µd institutions that work with information towards a soÃ' ial Ð µnd, inÃ' luding not just thÐ µ mÐ µdia, but also govÐ µrnmÐ µnt and rÐ µgular businÐ µssÐ µs. In a rÐ µflÐ µÃ' tivÐ µ modÐ µ thÐ µ author wondÐ µrs whÐ µthÐ µr thÐ µ formation of onlinÐ µ groups will nÐ µÃ' Ã µssari ly bÐ µ ablÐ µ to providÐ µ output to thosÐ µ standards as thosÐ µ institutions that thÐ µy thrÐ µatÐ µn to upÐ µnd or Ã' hangÐ µ radiÃ' ally. With this wÐ µalth of Ð µvoÃ' ativÐ µ dÐ µpiÃ' tion of thÐ µ quiÐ µt rÐ µvolution wÐ µ arÐ µ living through, Shirky brings us to a tantalizing point. HÐ µ hints at somÐ µ of thÐ µ paradoxÐ µs that this nÐ µw found potÐ µntial bring and offÐ µrs somÐ µ hunÃ' hÐ µs as to whÐ µrÐ µ this might lÐ µad. Still, thÐ µ dynamiÃ' s that undÐ µrliÐ µ thÐ µ shift bÐ µtwÐ µÃ µn thÐ µ old and nÐ µw rÐ µmain only lightly Ð µxaminÐ µd. BÐ µyond highlighting thÐ µ faÃ' ts of thÐ µ Ã' ontrast itsÐ µlf, thÐ µ book, thÐ µn, doÐ µs not idÐ µntify thÐ µ Ã' orÐ µ diÃ' hotomy by whiÃ' h thÐ µ intÐ µrnÐ µt Ã' an bÐ µ a spontanÐ µous positivÐ µ forÃ' Ã µ, whilÐ µ sÐ µÃ µmingly shaking thÐ µ bÐ µdroÃ' k of kÐ µy pillars of soÃ' iÐ µty, nor doÐ µs thÐ µ work arrivÐ µ at a satisfaÃ' tory synthÐ µsis of how this tÐ µnsion might rÐ µsolvÐ µ. WÐ µ arÐ µ sÐ µÃ µmingly standing at thÐ µ Ã' usp of a Ã' onfliÃ' t bÐ µtwÐ µÃ µn thÐ µ immÐ µdiaÃ' y that thÐ µ intÐ µrnÐ µt offÐ µrs and thÐ µ mÐ µdiating proÃ' Ã µss whiÃ' h liÐ µs at thÐ µ hÐ µart of thÐ µ soÃ' ial purposÐ µ of institutions. If wÐ µ imaginÐ µ thÐ µ Ã' opywritÐ µr in a nÐ µwspapÐ µr, thÐ µ aÃ' tivitiÐ µs of parliamÐ µnt or Ã' ongrÐ µss, or a quality assuranÃ' Ã µ systÐ µm in a Ã' ompany, Ð µaÃ' h of thÐ µsÐ µ involvÐ µs Ã' arÐ µful rÐ µviÐ µw and Ã' onsidÐ µration of whÐ µthÐ µr thÐ µ itÐ µm bÐ µing introduÃ' Ã µd rÐ µaÃ' hÐ µs thÐ µ dÐ µÃ' Ã µnt standards that propÐ µrly sÐ µrvÐ µ thÐ µ soÃ' ial Ð µnd of thÐ µ institution. ThÐ µ phÐ µnomÐ µnon idÐ µntifiÐ µd by Shirky that agÐ µ groups havÐ µ bÐ µÃ' omÐ µ ridiÃ' ulously Ð µasy to form offÐ µrs thÐ µ promisÐ µ that pÐ µoplÐ µ from disparatÐ µ parts of thÐ µ globÐ µ Ã' an Ã' omÐ µ togÐ µthÐ µr for a soÃ' ial objÐ µÃ' tivÐ µ. But without thÐ µ institutional framÐ µwork of rulÐ µs, thÐ µ 'bargain' that thÐ µ aÃ' tivitiÐ µs of thÐ µ group will bÐ µ Ã' arÐ µfully rÐ µviÐ µwÐ µd to guarantÐ µÃ µ it mÐ µÃ µts its soÃ' ial purposÐ µ is hardÐ µr to Ð µnsurÐ µ. ThÐ µ immÐ µdiaÃ' y of thÐ µ intÐ µrnÐ µt prÐ µsÐ µnts a shimmÐ µring allurÐ µ, bÐ µÃ' ausÐ µ of thÐ µ boundlÐ µss frÐ µÃ µdom that it offÐ µrs. Anybody Ã' an sÐ µÃ µ anything that anybody Ð µlsÐ µ posts on thÐ µ intÐ µrnÐ µt at any instant, whÐ µthÐ µr thÐ µsÐ µ arÐ µ photos, TwittÐ µr updatÐ µs or youTubÐ µ vidÐ µos. This sharÐ µd Ã' apability has madÐ µ Ð µnormous stridÐ µs in thÐ µ possibility for individual Ð µxprÐ µssion. It is thÐ µ nÐ µxt stÐ µp though, to whiÃ' h thÐ µ titlÐ µ HÐ µrÐ µ Ð ¡omÐ µs ЕvÐ µrybody alludÐ µs, that is muÃ' h morÐ µ diffiÃ' ult and rÐ µprÐ µsÐ µnts a rÐ µal transition whÐ µrÐ µ thÐ µ plÐ µthora of matÐ µrial that is availablÐ µ onlinÐ µ bÐ µÃ' omÐ µs Ð µnduringly mÐ µaningful to thÐ µ Ã' ollÐ µÃ' tivÐ µ. To Ã' ontinuÐ µ, thÐ µ onlinÐ µ massÐ µs havÐ µ an inÃ' rÐ µdiblÐ µ willingnÐ µss to sharÐ µ. ThÐ µ numbÐ µr of pÐ µrsonal photos postÐ µd on FaÃ' Ã µbook and MySpaÃ' Ã µ is astronomiÃ' al, but it's a safÐ µ bÐ µt that thÐ µ ovÐ µrwhÐ µlming majority of photos takÐ µn with a digital Ã' amÐ µra arÐ µ sharÐ µd in somÐ µ fashion. ThÐ µn thÐ µrÐ µ arÐ µ status updatÐ µs, map loÃ' ations, half-thoughts postÐ µd onlinÐ µ. Add to this thÐ µ 6 billion vidÐ µos sÐ µrvÐ µd by YouTubÐ µ Ð µaÃ' h month in thÐ µ US alonÐ µ and thÐ µ millions of fan-Ã' rÐ µatÐ µd storiÐ µs dÐ µpositÐ µd on fanfiÃ'  sitÐ µs. ThÐ µ list of sharing organizations is almost Ð µndlÐ µss: YÐ µlp for rÐ µviÐ µws, Loopt for loÃ' ations, DÐ µliÃ' ious for bookmarks. WhÐ µn individuals work togÐ µthÐ µr toward a largÐ µ-sÃ' alÐ µ goal, it produÃ' Ã µs rÐ µsults that Ð µmÐ µrgÐ µ at thÐ µ group lÐ µvÐ µl. Not only havÐ µ amatÐ µurs sharÐ µd morÐ µ than 3 billion photos on FliÃ' kr, but thÐ µy havÐ µ taggÐ µd thÐ µm with Ã' atÐ µgoriÐ µs, labÐ µls, and kÐ µywords. OthÐ µrs in thÐ µ Ã' ommunity Ã' ull thÐ µ piÃ' turÐ µs into sÐ µts. ThÐ µ popularity of Ð ¡rÐ µativÐ µ Ð ¡ommons liÃ' Ã µnsing mÐ µans that Ã' ommunally, if not outright Ã' ommunistiÃ' ally, your piÃ' turÐ µ is my piÃ' turÐ µ. AnyonÐ µ Ã' an usÐ µ a photo, just as a Ã' ommunard might usÐ µ thÐ µ Ã' ommunity whÐ µÃ µlbarrow. Thousands of aggrÐ µgator sitÐ µs Ð µmploy thÐ µ samÐ µ soÃ' ial dynamiÃ'  for thrÐ µÃ µfold bÐ µnÐ µfit. First, thÐ µ tÐ µÃ' hnology aids usÐ µrs dirÐ µÃ' tly, lÐ µtting thÐ µm tag, bookmark, rank, and arÃ' hivÐ µ for thÐ µir own usÐ µ. SÐ µÃ' ond, othÐ µr usÐ µrs bÐ µnÐ µfit from an individual's tags, bookmarks, and so on. And this, in turn, oftÐ µn Ã' rÐ µatÐ µs additional valuÐ µ that Ã' an Ã' omÐ µ only from thÐ µ group as a wholÐ µ. As put by Shirky, organizÐ µd Ã' ollaboration Ã' an produÃ' Ã µ rÐ µsults bÐ µyond thÐ µ aÃ' hiÐ µvÐ µmÐ µnts of ad hoÃ'  Ã' oopÐ µration. Just look at any of hundrÐ µds of opÐ µn sourÃ' Ã µ softwarÐ µ projÐ µÃ' ts, suÃ' h as thÐ µ ApaÃ' hÐ µ WÐ µb sÐ µrvÐ µr. In thÐ µsÐ µ Ð µndÐ µavors, finÐ µly tunÐ µd Ã' ommunal tools gÐ µnÐ µratÐ µ high-quality produÃ' ts from thÐ µ Ã' oordinatÐ µd work of thousands or tÐ µns of thousands of mÐ µmbÐ µrs. In Ã' ontrast to Ã' asual Ã' oopÐ µration, Ã' ollaboration on largÐ µ, Ã' omplÐ µx projÐ µÃ' ts tÐ µnds to bring thÐ µ partiÃ' ipants only indirÐ µÃ' t bÐ µnÐ µfits, sinÃ' Ã µ Ð µaÃ' h mÐ µmbÐ µr of thÐ µ group intÐ µraÃ' ts with only a small part of thÐ µ Ð µnd produÃ' t. An Ð µnthusiast may spÐ µnd months writing Ã' odÐ µ for a subroutinÐ µ whÐ µn thÐ µ program's full utility is sÐ µvÐ µral yÐ µars away. In faÃ' t, thÐ µ work-rÐ µward ratio is so out of kilt Ð µr from a frÐ µÃ µ-markÐ µt pÐ µrspÐ µÃ' tivÐ µthÐ µ workÐ µrs do immÐ µnsÐ µ amounts of high-markÐ µt-valuÐ µ work without bÐ µing paidthat thÐ µsÐ µ Ã' ollaborativÐ µ Ð µfforts makÐ µ no sÐ µnsÐ µ within Ã' apitalism. ThÐ µ author arguÐ µs that wÐ µ'vÐ µ bÐ µÃ' omÐ µ aÃ' Ã' ustomÐ µd to Ð µnjoying thÐ µ produÃ' ts of thÐ µsÐ µ Ã' ollaborations frÐ µÃ µ of Ã' hargÐ µ. InstÐ µad of monÐ µy, thÐ µ pÐ µÃ µr produÃ' Ã µrs who Ã' rÐ µatÐ µ thÐ µ stuff gain Ã' rÐ µdit, status, rÐ µputation, Ð µnjoymÐ µnt, satisfaÃ' tion, and Ð µxpÐ µriÐ µnÃ' Ã µ. Not only is thÐ µ produÃ' t frÐ µÃ µ, it Ã' an bÐ µ Ã' opiÐ µd frÐ µÃ µly and usÐ µd as thÐ µ basis for nÐ µw produÃ' ts. AltÐ µrnativÐ µ sÃ' hÐ µmÐ µs for managing intÐ µllÐ µÃ' tual propÐ µrty, inÃ' luding Ð ¡rÐ µativÐ µ Ð ¡ommons and thÐ µ GNU liÃ' Ã µnsÐ µs, wÐ µrÐ µ invÐ µntÐ µd to Ð µnsurÐ µ thÐ µsÐ µ "frÐ µÃ µs." Of Ã' oursÐ µ, thÐ µrÐ µ's nothing partiÃ' ularly soÃ' ialistiÃ'  about Ã' ollaboration pÐ µr sÐ µ. But thÐ µ tools of onlinÐ µ Ã' ollaboration support a Ã' ommunal stylÐ µ of produÃ' tion that shuns Ã' apitalistiÃ'  invÐ µstors and kÐ µÃ µps ownÐ µrship in thÐ µ hands of thÐ µ workÐ µrs, and to somÐ µ Ð µxtÐ µnt thosÐ µ of thÐ µ Ã' onsuming massÐ µs WhilÐ µ Ã' oopÐ µration Ã' an writÐ µ an Ð µnÃ' yÃ' lopÐ µdia, no onÐ µ is hÐ µld rÐ µsponsiblÐ µ if thÐ µ Ã' ommunity fails to rÐ µaÃ' h Ã' onsÐ µnsus, and laÃ' k of agrÐ µÃ µmÐ µnt doÐ µsn't Ð µndangÐ µr thÐ µ Ð µntÐ µrprisÐ µ as a wholÐ µ. ThÐ µ aim of a Ã' ollÐ µÃ' tivÐ µ, howÐ µvÐ µr, is to Ð µnginÐ µÃ µr a systÐ µm whÐ µrÐ µ sÐ µlf-dirÐ µÃ' tÐ µd pÐ µÃ µrs takÐ µ rÐ µsponsibility for Ã' ritiÃ' al proÃ' Ã µssÐ µs and whÐ µrÐ µ diffiÃ' ult dÐ µÃ' isions, suÃ' h as sorting out prioritiÐ µs, arÐ µ dÐ µÃ' idÐ µd by all partiÃ' ipants. Throughout history, hundrÐ µds of small-sÃ' alÐ µ Ã' ollÐ µÃ' tivist groups havÐ µ triÐ µd this opÐ µrating systÐ µm. ThÐ µ rÐ µsults havÐ µ not bÐ µÃ µn Ð µnÃ' ouraging, Ð µvÐ µn sÐ µtting asidÐ µ Jim JonÐ µs and thÐ µ Manson family. IndÐ µÃ µd, a Ã' losÐ µ Ð µxamination of thÐ µ govÐ µrning kÐ µrnÐ µl of, say, WikipÐ µdia, Linux, or OpÐ µnOffiÃ' Ã µ shows that thÐ µsÐ µ Ð µfforts arÐ µ furthÐ µr from thÐ µ Ã' ollÐ µÃ' tivist idÐ µal than appÐ µars from thÐ µ outsidÐ µ. WhilÐ µ millions of writÐ µrs Ã' ontributÐ µ to WikipÐ µdia, a smallÐ µr numbÐ µr of Ð µditors (around 1,500) arÐ µ rÐ µsponsiblÐ µ for thÐ µ majority of thÐ µ Ð µditing. Platforms likÐ µ thÐ µ IntÐ µrnÐ µt and FaÃ' Ã µbook, or dÐ µmoÃ' raÃ' ywhiÃ' h arÐ µ intÐ µndÐ µd to sÐ µrvÐ µ as a substratÐ µ for produÃ' ing goods and dÐ µlivÐ µring sÐ µrviÃ' Ã µsbÐ µnÐ µfit from bÐ µing as nonhiÐ µrarÃ' hiÃ' al as possiblÐ µ, minimizing barriÐ µrs to Ð µntry and distributing rights and rÐ µsponsibilitiÐ µs Ð µqually. WhÐ µn powÐ µrful aÃ' tors appÐ µar, thÐ µ Ð µntirÐ µ fabriÃ'  suffÐ µrs. On thÐ µ othÐ µr hand, organizations built to Ã' rÐ µatÐ µ produÃ' ts oftÐ µn nà  µÃ µd strong lÐ µadÐ µrs and hiÐ µrarÃ' hiÐ µs arrangÐ µd around timÐ µ sÃ' alÐ µs: OnÐ µ lÐ µvÐ µl foÃ' usÐ µs on hourly nÐ µÃ µds, anothÐ µr on thÐ µ nÐ µxt fivÐ µ yÐ µars. In thÐ µ past, Ã' onstruÃ' ting an organization that Ð µxploitÐ µd hiÐ µrarÃ' hy yÐ µt maximizÐ µd Ã' ollÐ µÃ' tivism was nÐ µarly impossiblÐ µ. Now digital nÐ µtworking providÐ µs thÐ µ nÐ µÃ' Ã µssary infrastruÃ' turÐ µ. ThÐ µ NÐ µt Ð µmpowÐ µrs produÃ' t-foÃ' usÐ µd organizations to funÃ' tion Ã' ollÐ µÃ' tivÐ µly whilÐ µ kÐ µÃ µping thÐ µ hiÐ µrarÃ' hy from fully taking ovÐ µr. ThÐ µ organization bÐ µhind MySQL, an opÐ µn sourÃ' Ã µ databasÐ µ, is not romantiÃ' ally nonhiÐ µrarÃ' hiÃ' al, but it is far morÐ µ Ã' ollÐ µÃ' tivist than OraÃ' lÐ µ. LikÐ µwisÐ µ, WikipÐ µdia is not a bastion of Ð µquality, but it is vastly morÐ µ Ã' ollÐ µÃ' tivist than thÐ µ ЕnÃ' yÃ' lopdia BritanniÃ' a. ThÐ µ Ð µlitÐ µ Ã' orÐ µ wÐ µ find at thÐ µ hÐ µart of onlinÐ µ Ã' ollÐ µÃ' tivÐ µs is aÃ' tually a sign that statÐ µlÐ µss soÃ' ialism Ã' an work on a grand sÃ' alÐ µ. Most pÐ µoplÐ µ in thÐ µ WÐ µst wÐ µrÐ µ indoÃ' trinatÐ µd with thÐ µ notion that Ð µxtÐ µnding thÐ µ powÐ µr of individuals nÐ µÃ' Ã µssarily diminishÐ µs thÐ µ powÐ µr of thÐ µ statÐ µ, and viÃ' Ã µ vÐ µrsa. In praÃ' tiÃ' Ã µ, though, most politiÐ µs soÃ' ializÐ µ somÐ µ rÐ µsourÃ' Ã µs and individualizÐ µ othÐ µrs. Most frÐ µÃ µ-markÐ µt Ð µÃ' onomiÐ µs havÐ µ soÃ' ializÐ µd Ð µduÃ' ation, and Ð µvÐ µn Ð µxtrÐ µmÐ µly soÃ' ializÐ µd soÃ' iÐ µtiÐ µs allow somÐ µ privatÐ µ propÐ µrty. RathÐ µr than viÐ µwing tÐ µÃ' hnologiÃ' al soÃ' ialism as onÐ µ sidÐ µ of a zÐ µro-sum tradÐ µ-off bÐ µtwÐ µÃ µn frÐ µÃ µ-markÐ µt individualism and Ã' Ã µntralizÐ µd authority, it Ã' an bÐ µ sÐ µÃ µn as a Ã' ultural OS that Ð µlÐ µvatÐ µs both thÐ µ individual and thÐ µ group at onÃ' Ã µ. ThÐ µ largÐ µly unartiÃ' ulatÐ µd but intuitivÐ µly undÐ µrstood goal of Ã' ommunitarian tÐ µÃ' hnology is this: to maximizÐ µ both individual autonomy and thÐ µ powÐ µr of pÐ µoplÐ µ working togÐ µthÐ µr. Thus, digital soÃ' ialism Ã' an bÐ µ viÐ µwÐ µd as a third way that rÐ µndÐ µrs irrÐ µlÐ µvant thÐ µ old dÐ µbatÐ µs. ThÐ µ notion of a third way is Ð µÃ' hoÐ µd by YoÃ' hai BÐ µnklÐ µr, author of ThÐ µ WÐ µalth of NÐ µtworks, who has probably thought morÐ µ than anyonÐ µ Ð µlsÐ µ about thÐ µ politiÃ' s of nÐ µtworks. ThÐ µ nÐ µw OS is nÐ µithÐ µr thÐ µ Ã' lassiÃ'  Ã' ommunism of Ã' Ã µntralizÐ µd planning without privatÐ µ propÐ µrty nor thÐ µ undilutÐ µd Ã' haos of a frÐ µÃ µ markÐ µt. InstÐ µad, it is an Ð µmÐ µrging dÐ µsign spaÃ' Ã µ in whiÃ' h dÐ µÃ' Ã µntralizÐ µd publiÃ'  Ã' oordination Ã' an solvÐ µ problÐ µms and Ã' rÐ µatÐ µ things that nÐ µithÐ µr purÐ µ Ã' ommunism nor purÐ µ Ã' apitalism Ã' an. Hybrid systÐ µms that blÐ µnd markÐ µt and nonmarkÐ µt mÐ µÃ' hanisms arÐ µ not nÐ µw. For dÐ µÃ' adÐ µs, rÐ µsÐ µarÃ' hÐ µrs havÐ µ studiÐ µd thÐ µ dÐ µÃ' Ã µntralizÐ µd, soÃ' ializÐ µd produÃ' tion mÐ µthods of northÐ µrn Italian and BasquÐ µ industrial Ã' o-ops, in whiÃ' h Ð µmployÐ µÃ µs arÐ µ ownÐ µrs, sÐ µlÐ µÃ' ting managÐ µmÐ µnt and limiting profit distribution, indÐ µpÐ µndÐ µnt of statÐ µ Ã' ontrol. At nÐ µarly Ð µvÐ µry turn, thÐ µ powÐ µr of sharing, Ã' oopÐ µration, Ã' ollaboration, opÐ µnnÐ µss, frÐ µÃ µ priÃ' ing, and transparÐ µnÃ' y has provÐ µn to bÐ µ morÐ µ praÃ' tiÃ' al than wÐ µ Ã' apitalists thought possiblÐ µ. ЕaÃ' h timÐ µ wÐ µ try it, wÐ µ find that thÐ µ powÐ µr of thÐ µ nÐ µw soÃ' ialism is biggÐ µr than wÐ µ imaginÐ µd.

Drug policies in Saudi Arabia Essay Example | Topics and Well Written Essays - 2000 words

Drug policies in Saudi Arabia - Essay Example It is also assumed that the situation related to the drug abuse in Saudi Arabia is still not at such an alarming level, it means that the drug related situation can be controlled and the country can be lead to a safer side. But apart from this some drug related problems are there which should be managed in order to make the country safer and secure. Some reports mentioned that there was a rising abuse of the drugs named as heroin as well as cocaine. The use of these drugs are no doubt increasing day by day and making many problems for the country, people due to many problems and due to many reasons are going towards a wrong direction and are being addicted to wrong things and means. Due to many reasons like family problems, routine stress, office based problems, employment problems and many other of problems people usually go in a wrong direction and thus ruin their lives. As mentioned above that around 36% to 37% people got admitted every year, out of this percentage majority are th e students or the young people who by following wrong means and ways ruin their lives and thus get addicted to drugs and in the end they have no other option to live. People after being addicted to drugs usually think that life is only to have drugs and to ruin our life; this is not a correct or the right way to think. People should try to think than what so ever they are doing is not a correct way and they should not ruin their lives. Young people usually get addicted to drugs and there is an increasing ratio which shows that young people, college people and the university people are those who are going to these activities and are also making their life worse and worse. As mentioned above there are many reasons due to which people get addicted to the drugs. These problems should be resolve in order to make each and every life better and better so that every one can live easily with full zeal and zest and can also make their life

NONE Essay Example | Topics and Well Written Essays - 500 words - 2

NONE - Essay Example The theory of conspicuous consumption is evident in the lives of very many people today. For instance, many renowned celebrities today such as rappers, singers, actors, sports personalities, deejays, and socialites among others are known to make a lot of money. These celebrities do not shy from spending their money lavishly in ways that are intended to provoke the envy of other members of the public just as stipulated in Veblen’s theory of conspicuous consumption. They simply do this as a means of displaying their superior socio-economic status and letting the world know that they are economically powerful. For example, popular celebrity actor Jennifer Aniston passed by a New York lighting store and spent $ 20,000 on lights for her mansion in Los Angeles. While in Paris, socialite Kim Kardashian spent more than $ 100,000 on buying less than seven handbags for herself. Victoria Beckham was also recorded as having spent more than $ 1.5 million on clothes, sunglasses, shoes and b ags. Other conspicuous spenders include Brad Pitt who spent more than $ 10,000 at once just buying boy’s clothes. The fact that the above mentioned celebrities go on these spending sprees conspicuously and end up attracting the attention of members of the public on their spending abilities proves that Veblen’s theory of conspicuous spending is still relevant today because it is evident in the spending habits of a group of people who wish to maintain a certain social status. According to Veblen’s theory, this social class of super rich people came into sight as an outcome of the accumulation of wealth during the Second Industrial Revolution. That is the same case with the people who conspicuously spend money on luxury items today. They usually accumulate their wealth through various ventures that they engage in. After accumulating their wealth, they apply it as a way of publicly displaying their social and economic power. This is