Cognitive and Emotional Intelligence paper sample Essay Example for Free

Cognitive and Emotional Intelligence paper sample Essay DECLARATION I declare that this assessment is my own work, based on my own personal research/study . I also declare that this assessment, nor parts of it, has not been previously submitted for any other unit/module or course, and that I have not copied in part or whole or otherwise plagiarised the work of another student and/or persons. I have read the ACAP Student Plagiarism and Academic Misconduct Policy and understand its implications. I also declare, if this is a practical skills assessment, that a Client/Interviewee Consent Form has been read and signed by both parties, and where applicable parental consent has been obtained. Organisational Behaviour Assessment 1 Two important differences in organisational behaviour are cognitive intelligence and emotional intelligence. The following essay evaluates theoretical and practical strengths and limitations of both intelligences and discusses the application of each in modern organisations. Modern organisations face differing challenges to those of the previous century, high turn-over, globalization and the rapid development of ever changing technology all require special attention. It has never been more important to find the right person for the right job. General mental ability does not give the whole picture. There is a link between cognitive and emotional intelligence, each being important contributors to modern organisations. Cognitive intelligence (CI) has traditionally been the indicator of successful job performance (Bosco, Nathan, Allen, 2012). Organisational psychology uses cognitive ability to predict workplace success (Neisser et  al., 1996). Cognitive intelligence can be generally defined as academic ability, IQ or general mental ability, including the ability to critically think and reason logically, to analyse and problem solve, as well as individual aptitude in reading and writing (Sternberg, 2006). CI is a valuable asset in employees, particularly in some specialist fields where critical thinking, logic and reason are required, occupations such as scientific researchers, accountants, economists etc. The capacity of all workers to engage cognitive intelligence in quick and effective decision making serves as an important basis for achieving successful outcomes in the most workplaces. Patton (2003) found a consequence of the developing business climate is the global economy and the Internet, each necessitating an increased speed of communications in business transactions. Decisive leaders are forced to make timely decisions without consult and all the data on hand, such an environment necessitates in the need for higher levels of general mental ability in order to achieve both increased levels and faster acquisition of job knowledge, thus leading to greater levels of job performance (Schmidt Hunter, 2004). CEO of Southwest Organisational Behaviour Assessment 1 Airlines, James Patton, displayed the importance of quick and effective decision making when facing a crisis on September 11, 2001. When planes where grounded and millions of passengers stranded, Patton decided that customers and staff would come first. No employees were required to stand down or take pay cuts, and passengers were given hassle free refunds, furthermore, Southwest employees were encouraged to take passengers to a movie or bowling to pass the time while awaiting news. In the aftermath of 9/11, while most airlines were reducing their workforces by 20% Southwest announced a $179.8 million profit sharing program for employees and managed to retain all staff (Gittell et el, 2006). Other examples of CI are literacy skills, such as reading and writing which are major tools of modern day  businesses: emails, documents and various other item of paperwork require high levels of accuracy for effective communication, efficiency on computers and an ability to learn new technolog y is important in this information world. McKenney, Copeland, Copeland and Mason (1995) propose that the revolution in communications and information technology should be considered as a dominant force in recent social and economic change. Although CI is undeniably important in establishing an efficient workforce it is not the whole picture. The value of cognitive intelligence is irrefutable however some limitations apply. Validities of predicting outcomes in real life are low. According to Viswevaran and Ones (2002), general mental ability accounts for only 25% variance in work performance. Furthermore, they suggest that intelligent behaviour is more than just the result of what intelligence tests measure. A practical example of the limitations of cognitive intelligence can be referred back to the other airlines effected by the 9/11 crisis. While Southwest airlines triumphed against adversary other airlines suffered greatly. There is no denying that the CEO’s of these struggling airlines were people of high cognitive intelligence, however, this personal asset alone was not enough to avoid financial losses, perhaps other ingredients such  as emotional intelligence and adequate policies are still required in order to retain consumer trust. Other CI limitations include measurement, particularly IQ testing which ma y result in adverse impact against minorities (Viswesvaran Ones, 2002). Tests presented in a language other than an individual’s primary language as well as differing cultural approaches make the result of such tests weighted in favour of the culture that produced it. High IQ does not guarantee adequate function in the  workplace. Highly gifted people are often underestimated and misunderstood by peers and society (Nauta Corten, 2002). They may make ineffective leaders as staff may not appreciate their intensity, perfectionism, questioning, and being â€Å"too smart† Heylighten (n.d.). Furthermore, CI does not guarantee a good team player. Elkin and Burke (2008) report Steve Jobs, while an example of a successful individual with extremely high cognitive intelligence, is reputed to have been a tyrant to work for. Critics claim he took credit for ideas that were not his, was not a team player, and was impatient, domineering and obsessive, behaviour which is inducing of high staff turnover or low employee retention rates. They also suggest Jobs strengths such as vision, magnetic charisma, perfectionism, all drove him to be a great CEO but are also the same drives that placed his company, staff and investors at risk. Highly intelligent individuals may have issues with delegation, trust, admitting error or asking for help. When compared to autonomous work, good teamwork enables tasks to be accomplished faster and more efficiently, reduces workloads, work pressure and improves staff relations (Kelly, 2004). Some highly intelligent people, such as those with Asperger’s Syndrome, may have low social skills. Individuals with Aspergers may test very highly on a CI tests but often their communication with others is blunt, awkward, stilted or odd (Shea, 2009). Saaty (1999) suggests that primary language expresses affections rather than ideas or thoughts. An inability to effectively communicate with consumers may result in difficult social relationships. While CI is indeed an important consideration in e mployee ability it is not a stand-alone measure of success. Emotional Intelligence (EI) is increasingly being viewed as having a significant influence on job performance and effective leadership in the workforce. A commonly referred to definition of EI was given by Mayer, Caruso and Salovey (1999) â€Å"Emotional intelligence refers to an ability to  recognise the meanings of emotions and their relationships and to reason and problem solve on the basis of them. Emotional intelligence is involved in the capacity to perceive emotions, assimilate emotion-related feelings, understand the information of those emotions and manage them† (p. 267). EI reflects one’s capacity to cope with daily challenges and may assist in predicting both personal and professional success in life. Assets in any working relationship include social awareness, social networking, relationship management, self-awareness and self-management. While small business has long relied on understanding the importance of social networking and keeping healthy relations hips and positive reputation in their community, new technology, globalization and social media now take social awareness and social networking to a whole new level. According to Qualman (2009) global connectivity now results in both positive and negative messages regarding products and services becoming immediately, permanently and easily accessible to the whole world. EI is a valuable asset in employees, particularly in some specialist fields where charisma and empathy are required, such as, sales and marketing, counselling or nursing. Effective leaders, as part of their role in managing relationships, should embody competent levels of respect, empathy, courtesy, motivation and be able to inspire others. The importance of empathy can be illustrated by an American business called Toro who manufacture commercial lawn equipment. The nature of the product results in around 100 serious injuries annually, prior to the appointment of CEO Ken Melrose, Toro faced an average of 50 law suits per year, resulting in massive financial losses to the company. However, Melrose added empathy. Injured workers and their families where meet by company representativ es, sympathies where expressed, investigations made and any needs were meet at the onset. This change in policy has reduced the number of lawsuits from an  average of 50 per year to only one since 1991 when the policy was introduced (Rainey, Chan Begin, 2008). Furthermore, leaders need teams who are energetic, innovative, creative and passionate (Sloane, 2007). Understanding individual drives and motivations enables management to get the best results from their team. Effective management must be self-aware and have the ability to self-manage, including being aware of and managing moods, adapt appropriate emotions and behaviours to appropriate situations. Jack Welsh, Chairman of General Electric states that A leaders intelligence must have a strong emotional component. He has to have high levels of self-awareness, maturity and self-control.’ (as cited in Balakrishanan Mouli, 2011, p. 44). EI allows managers to get the best out of their employees. Perks (2007) advises that successful leaders are high in emotional intelligence; they maintain positive working relat ionships and employ adequate coping strategies in all areas of life. Leaders, ideally, should possess emotional intelligence to encourage the best of their team. Emotional intelligence, however, has its limitations. Cherniss (2010) even suggests that EI has produced the highest level of controversy in the social sciences of recent years. More clarity in regard to theory is required. Roberts, Matthews and Zeinder (2010) propose that EI models do not adequately address theory. Furthermore, Roberts suggests that emotional intelligence definitions lack clarity and questions the criterion of which qualities should belong under the banner of emotional intelligence. It seems necessary to adopt one clear common definition. Measures of EI are currently underdeveloped in this relatively new field, more research and the creation of better measures may improve construct validity (Cherniss, 2010). This may result in the development of greater understanding and respect for the field. There is no guarantee that a person high in EI, will use this asset in a positive manner. Individuals with high emotional intelligence may manipulate people or situations for personal gain. Saaty (2001) suggests that decisions are not always based on the greatest idea  but on a person’s ability to persuade others to accept the idea. More exploration and clarification is required to address some of the limitations of emotional intelligence. Modern organisations face fundamentally different problems from those of the in the past, globalization, increases in technology and staff turnover are just some of the issues being confronted. The belief has been held for around a century that higher intelligence in individuals is more valued due to their higher task performance (Viswesvaran Ones, 2002). Modern organisations provide services, and are organised according to a blend of individual’s, information and communication technology, social capital and recognized talents (Schoemaker Jonkers, 2005). The measuring of CI enables modern organisations an affordable and speedy way of evaluating an employee’s general mental ability. General mental ability has been related to occupational level on both cross-sectional and longitudinal studies (Schmidt Hunter, 2004). CI measures allow employers to apply specific cognitive abilities to valid and appropriate positions within the business with a view to discovering the bes t person for the job. According to Holloway (2003) employing the â€Å"right person for the job† or job fit is more essential now than ever. Job fit can be described as â€Å"the degree to which a person’s cognitive abilities, interests and personality dynamics fit those required for the job† (Russell, 2003, p.27). This is where the importance of emotional intelligences comes into play. A constant balance between understanding the individual drives and motivations of workers and ensuring staff remain engaged, enthusiastic and valued has many rewards for modern organisations. Incorporating a balance between both intelligences gives employees the greatest chance of achieving appropriate job fit. Holloway (2003) states that positive job fit, results in increased job satisfaction, increased productivity and reduced staff turnover. Furthermore, research by O’Reilly, Chatman and Caldwell (1991) suggests newly hired staff whose with values that fit in with the culture of the organisation tend to adjust quicker, remain longer with the company and are overall more satisfied. While Hollaway,  (2003) states th at understanding of workers in regards to work/life balance, personal goals and drives may encourage loyalty reducing turnover, saving on retraining and downtime. Furthermore, EI combined with CI addresses the gaps between management and workers through understanding of positive leading by example management that can result in emulation by employees resulting in a ripple effect throughout the organisation. There is a strong link between emotional intelligence and cognitive intelligence and the combination of both intelligences has become necessary for successful business relations in modern organisations. Cognitive intelligence and emotional intelligence are each important factors in regard to individual differences in the field of organisational behaviour in modern organisations. While general mental ability accounts for many valuable employee assets such as efficiencies in regard to knowledge acquisition and technological aptitude, limitations to validity and measurement of testing and relevance mean that cognitive intelligence is not the only measure of a successful employee. Emotional intelligence also plays a key role in individual success in modern organisations. Effective leadership, self- awareness, social networking, empathy, self-management are all are assets of the emotionally intelligent. Modern organisations benefit from the combination of both intelligences by finding the best fit for the position resulting in higher job satisfaction, higher retention of staff and greater profits. References Balakrishanan, L., Mouli, S. (2011). Emotional Intelligence – A Key for Effective Employee Management. Amet Journal of Management,1(1),44. Retrieved from http://www.ametjournal.com/attachment/Amet-journal.pdf Bosco, F. A., Nathan, B., Allen, D. G. (2012, July). Higher validity and less adverse impact! Using â€Å"Executive Attention† to measure cognitive ability. Paper presented at the meeting of the International Personnel Assessment Council, Las Vegas, NV. Cherniss, C. (2010). Emotional intelligence: Toward clarification of a concept. Industrial and Organizational Psychology, 3(2), 110-126. doi:10.1111/j.1754-9434.2010.01231.x Elkind, P., Burke, D. (2008). The trouble with Steve. Fortune, 157, 54-63. Retrieved from http://personal.bellevuecollege.edu/llum/GBUS101/09WSteveJobs.pdf Gittell, J. H., Cameron, K., Lim, S., Rivas, V. (2006). Relationships, layoffs, and organizational resilience airline industry responses to September 11. The Journal of Applied Behavioral Science, 42(3), 300-329. doi:10.1177/0021886306286466 Heylighen, F. (n.d.). Gifted People and their Problems. Retrieved from http://pespmc1.vub.ac.be/Papers/GiftedProblems.pdf Higgins, D. M., Peterson, J. B., Pihl, R. O., Lee, A. G. (2007). Prefrontal cognitive ability, intelligence, Big Five personality, and the prediction of advanced academic and workplace performance. Journal of personality and social psychology, 93(2), 298. doi:10.1037/00223514.93.2.298 Holloway, P. (2003). Job Fitness Series: The Right Person for the Job. AboutPeople. Retrieved from http://www.aboutpeople.com/PDFFiles/The%20Right%20Person%20For%20the%20Job.pdf Kelly, B., (2014). Importance of Teamwork in Organizations, Demand Media retrieved March 8, 2014. Retrieved from http://everydaylife.globalpost.com/importance-teamworkorganizations-12033.html McKenney, J. L., Copeland, D. C., Copeland, D. G., Mason, R. O. (1995).Waves of change: Business evolution through information technology. Harvard Business Press. Boston, USA. doi: 10.1080/08109029608632025 Mayer, J. D., Caruso, D. R., Salovey, P. (1999). Emotional intelligence meets traditional standards for an intelligence. Intelligence, 27(4), 267-298. doi:10.1016/s0160-2896(99)00016-1 Mayer, J. D., Roberts, R. D., Barsade, S. G. (2008). Human abilities: Emotional intelligence. Annual Review Psychology, 59(1), 507-536. doi:10.1146/annurev.psych.59.103006.093646 Nauta, N. Corten, F. (2002) Tijdschrift voor Bedrijfs- en Verzekeringsgeneeskunde Journal for Occupational and Insurance Physicians, 10(11), 332-335. doi:10.1007/12498.1876-5858 Neisser, U., Boodoo, G., Bouchard Jr, T. J., Boykin, A. W., Brody, N., Ceci, S. J., Urbina, S. (1996). Intelligence: Knowns and unknowns. American psychologist, 51(2), 77. doi:10.1037/0003-066x.51.2.77 OReilly, C. A., Chatman, J., Caldwell, D. F. (1991). People and organizational culture: A profile comparison approach to assessing person-organization fit. Academy of management journal, 34(3), 487-516. doi: 10.2307/256404 Patton, J. R. (2003). Intuition in decisions. Management Decision, 41(10), 989-996. doi:10.1108/00251740310509517 Perks, J. (2007, September). The Role of Emotional Intelligence in Business. Computer Weekly.com retrieved from http://www.computerweekly.com/news/2240082956/The-role-of-emotionalintelligence-in-business Qualman, E. (2009). Socialnomics: How Social Media Transforms the Way we Live and do Business. Hoboken, USA. John Wiley Sons. doi:10.5860/CHOICE.48-1576 Rainey, M. B., Chan, K., Begin, J. (2008). Characterized by conciliation: Heres how business can use apology to diffuse litigation. Alternatives to the High Cost of Litigation, 26(7), 131-134. doi: 10.1002/alt.20237 Roberts, R. D., Matthews, G., Zeinder, M. (2010). Emotional Intelligence: Muddling Through Theory and Measurement. Industrial and Organizational Psychology, 3, 140-144. doi: 10.1111/j.1754-9434.2010.01214.x Russell, C. (2003). Right Person, Right Job: Guess or KnowThe Breakthrough Technologies of Performance Information, (2nd ed.). Amherst, USA. HRD Press Inc. Saaty, T. L. (2001). Decision Making for Leaders: the Analytic Hierarchy Process for Decisions in a Complex World (2nd ed.). Pittsburgh, USA. RWS publications. doi: 10.1080/00137918308967693 Schmidt, F. L., Hunter, J. (2004). General Mental Ability in the World of Work: Occupational Attainment and Job Performance. Journal of Personality and Social Psychology, 86(1), 162173. doi: 10.1037/0022-3514.86.1.162 Schoemaker, M., Jonker, J. (2005). Managing Intangible Assets: An Essay on Organising Contemporary Organisations Based upon Identity, Competencies and Networks. Journal of Management Development, 24(6), 506-518. doi: 10.1108/02621710510600964 Shea, S.(2009). Capstone: Communications Difficulties Among Individuals With and Without Aspergers Syndrome. Retrieved from: http://www.asdjobsink.com/CommunicationDifficulties.pdf Sloane, P. (2007). The Innovative Leader: How to Inspire Your Team and Drive Creativity. Philadelphia, USA. Kogan Page Publishers. Retrieved from: http://books.google.com.au/books?id=fb1vXOzjIBYCprintsec=frontcoversource=gbs_ge _summary_rcad=0#v=onepageqf=false Sternberg, R. J. 2006. Intelligence. Encyclopedia of Cognitive Science. doi: 10.1002/0470018860.s00555 Viswesvaran, C. Ones, D. S. (2002). Agreements and Disagreements on the Role of General Mental Ability (GMA) in Industrial, Work, and Organizational Psychology. Human Performance, 15(1/2), 211-231. doi:10.1207/s15327043hup150102_13

Analysis of The Complete English Tradesman :: Complete English Tradesman Essays

Analysis of The Complete English Tradesman Daniel Defoe's "The Complete English Tradesman", is a good example of his non-fiction writing. The content in the writing is thorough and well presented by Defoe. In the writing, Defoe explains what his opinions on what it means to be an English tradesman. Contrary to some experienced tradesmen, he believes that to be a good tradesman, one needs to acquaint himself with all business in general. According to Defoe, application is of more importance than diligence in business. "Without application nothing in this world goes forward as it should.." Tradesmen of Defoe's day said that there needs to be an aggressive passion in how one handles business, and anger and temper sometimes are necessary. Defoe also challenges this. He believes a "complete tradesman" should not show the least return, signal of disgust, no passions or fire in his temper. A complete tradesman should be soft and smooth, showing little emotion. Basically, Defoe explains how to be by his definition a complete tradesma n. "When a tradesman has thus conquered all his passion, and can stand before the storm of impertinence, he is said to be fitted up for the main article, namely, the inside of the counter." The content of the writing is very comprehensive, covering many aspects of being a tradesman. The content that has already been praised, is presented very well. Defoe organizes the information into letters to all tradesman of England. The writing is a collection of letters to English tradesman, each addressing a different issue. Defoe makes it clear that the information is based on opinion, so there are no false leads. For example, "It its the judgment of some experienced tradesman that no man ought to go form one business to another... I, myself will not enter that dispute here. I know some very encouraging..." Defoe also provides examples by making a story using a script format. "Lady. No I can't he'd use me. Cit. How does your ladship know? Lady. Why, I know...." Defoe uses different techniques and ideas to present the content well in this piece. In Daniel Defoe's "The Complete Tradesman", the description usage is adequate, but in a few cases it is a little too much. There is enough description to explain the whole situation, but it is not overdone to tire the reader.

The Significance of Cultural Differences for Foreign Companies

My essay is about significance of cultural differences for international companies which want to set up a business in China. To do a clearly demonstration, I break it down into 3 parts: First is an example that the culture differences affect international companies in China; Second is the significance of these cultural differences; Third is how the companies would overcome them. For the first part, there will be examples of international companies which set up a business in China. As we know, since China joined the WTO in 2001, many foreign companies were attracted by China’s huge market and lower labour cost. But some of them experienced hard times when they came into Chinese market. The unfamiliar of the cultural difference is a very important factor. From their experience, we can have a direct impression of how the culture differences would trouble for foreign companies in China. Second part is very important. As I choose China as the country. I will try to show some Chinese features, which are the Chinese cultural difference from others. I will to analysis why the cultural differences are significance and what effects they will cause. Real evidence will be given to support my idea. The third part is most critical, because it is not enough for us just know about the problems. We should find out ways to solve them. I will from four parts to demonstration, and try to cover the ways which can both improve the ability of foreign companies to deal with cultural difference in China as possible as I can. Example that the culture differences affect international companies in China: Looking back at past, we can find that China has been the first place of absorbing international capital in all developing countries for nearly 18 years. Since China joined the WTO in 2001, many international companies had been attracted by China’s huge market, lower labour cost, preferable government policies for foreign investors. But in fact, we can easily find some of them had come across a hard Why KFC had a better development than McDonalds? The reason is KFC was more careful to deal with culture difference in China. Before the year 2004, the McDonalds focus their customer group on children, and then parents and young people. Meanwhile, KFC focus on young people, then children and parents. We cannot say McDonalds strategy was wrong, because it brought great successful for it in USA. But it is not suitable in China. A survey made by China Chain Operation Association (CCFA) showed that no matter in the ratio of customers number or the ratio of money consume, the young people account for more than 60%. After 2005, McDonalds push-off its new series called â€Å"I just like it†, and changed their strategy to young people, the situation came better. This is an example of difference of the market positioning caused by the culture difference. [3] The McDonalds’ failure was not only because of this. It also ignored that people in different culture background may have different tastes. The GADLING website (2005) [4] showed that before 2005, while KFC began to create some news kinds of foods which were fit for Chinese people’s tastes, such as the Traditional Peking Chicken Loaf, Tomato and Egg Soup, the McDonalds still insisted on its western taste hamburger. In this period, the McDonalds had to cut half price to attract customers. And there was a thing which had a very bad influence about McDonalds. The Sina website [5] has some details about it. In June, 2005, McDonalds pushed a new advertisement. One scene of this advertisement is a man kneels down to beg the McDonalds lengthen the promotion period. This advertisement caused a very bad effect. Because in China, kneel down is very important and serious thing. Chinese people think kneel down to others is a sign of lost dignity. In some countries, people may regard it just as a funny advertisement. But in China, this kind of advertisement should be avoided. This is the difference of philosophy caused by different culture. It is also which the international company should be careful. The McDonalds’ example shows us how the cultural differences affect international companies in China. Then, in the following part, I will give a more clearly demonstration based on real evidence and shows what are the China’s specificity and why the culture differences is significance for international companies in China. Significance of cultural differences in China Culture is a very widely identity. For a company, we usually consider two main parts: the national culture, and the corporate culture. So when talk about Chinese culture’s influence to international firms, I will include both Chinese national culture and Chinese corporate culture. For Chinese national culture, we need to consider many parts, such as the philosophy. Because of the long history, China has formed very complete and complicated philosophy, which has a great different from western countries. Some traditional ideas are still kept in every Chinese people’s mind. A simple example is the advertisement of McDonalds mentioned above. Kneel down in China could never be a joke or used in an advertisement. Because of the influence of Confucianism, Chinese people in some parts are more conventional than western people. Some things which have a strong sex and violence implication may be forbidden by the government. The Techcn website (2009) [6] has showed that one of the reasons why Google suffer from a failure in China in 2007 is the Chinese most powerful media CCTV made it public that Google can link to some porn websites. It would be a common thing in some countries, but in China, this let Google at the disadvantage. â€Å"Abstract, Characteristics of national cultures have frequently been claimed to influence the selection of entry modes† (Bruce Kogut) [7]. After these years of developing, Chinese market has formed its own potential market culture. It means the sales models which are successful in other countries may not work in China. To take Best Buy for an example, as the world chain electronics giant, the Best Buy didn’t have a satisfactory performance in Chinese market. An report on Netease website (2010) [8] shows that after Best Buy opened the first shop in China in 2006, it only opened 7 shops in the following 4 years. And in the 2009, while the Best Buy had done a good job in global market, which has about 45 billion dollars sales, it didn’t make a profit in Chinese market. One important factor is Best Buy insisted on its traditional model, decorated the shop and hired the sales promotion person by themselves. But in China, these things are always hand to the suppliers. This cause high cost for Best Buy and also caused for discontent of the suppliers. The suppliers in China were not like the ways which Best Buy play down the publicity of product brands, while enhance the publicity of its own brand. If Best Buy can not get the support of Chinese suppliers, its failure is an understandable result. This kind of potential market rules are critical but easily to be ignored. How to overcome cultural differences After discussed the significance of cultural difference, and the bad effects they will make, we should try to find ways to overcome them. To deal with this, I will from 4 parts to analysis. First is the foreign companies should find a suitable management mode. The reason of some foreign companies failed in Chinese market was their management mode didn’t adapt to Chinese market to a large extend. Like Best Buy I had mentioned above, even though its management mode had been proved successful in North America. It didn’t work well in China. In my personal view, the main advantage of foreign companies is their tremendous capital and their foreign background. So when the foreign companies enter Chinese market, they can learn the management mode which Chinese native companies have. Then they can use their advantages to have a foothold in the Chinese market, and continuing complete their management mode based on their improved understanding about Chinese market. Second is the companies should do clearly and comprehensive market research before they come into Chinese market. The researches which are just about the market prospect are not nearly enough. They should investigate other things like Chinese culture, government policies, the operating mode of market. These kinds of research can provide the companies much more clearly understanding about Chinese market. At least they will not make some silly mistakes when they enter Chinese market. Third is about the employ of staff. To employ staff, the companies can give priority to overseas students and the people who had the experience of working in other foreign companies. These kinds of people are more easily to adapt to the different kinds of culture in the companies. Meanwhile, they can deal with things based on Chinese practical situation, which means more efficient in sometimes. And in my opinion, the top level of the company’s Chinese branch should have at least one Chinese people, it is not only because he or she has a deeply understand about China, but his or her personal networking with others can bring some help for the company. It is also kind of Chinese specific culture, networking with others sometimes are as important as own strength. The last one is staff training and internal management [10]. The foreign company should pay attention on the training of staffs. For the Chinese staffs, the training should include the part of training them to adapt the company’s culture and ways to deal with things. For the staffs from the home country, the company should train them about the Chinese culture, at least the part in relation to their professional business. And the internal management should consider about Chinese people’s value view and norms, it should be more humanization and can provide the staffs a more stable life, that’s what most of Chinese people desirous. Conclusion: To summarise, the cultural different is a very important problem which troubles most of foreign companies. For these companies, the incomprehension of Chinese people’s and market’s view about value and norms is one of the factors which limit their development in China. Things like the potential market culture of China; the cultural conflicts inside and outside the company; the different taste and tendency for Chinese people had brought a lot of problems for the foreign companies. That’s why some foreign companies which are very strength didn’t perform well in China. To overcome those problems caused by the cultural difference, the companies should do clearly and comprehensive researches for different parts of China and Chinese culture, and they should not overconfidence about their management mode even they are successful in other countries. Meanwhile, the companies should try to employ the people who are familiar about China. It can help the companies blend in Chinese society and market. The companies should also enhance the training of both Chinese staff and staff from home country. It will reduce the conflict between two cultures in the company. A humanize internal management mode and treatment which can provide staffs more stable life will also be helpful to attract Chinese people and reduce the rate of job-hopping.

Merchant of Venice Shylock Analysis Essay - 1044 Words

Robert F. Kennedy stated, â€Å"Each time a man stands up for an ideal, or acts to improve the lot of others, or strikes out against injustice, he sends forth a tiny ripple of hope... and crossing each other from a million different centers of energy and daring those ripples build a current that can sweep down the mightiest walls of oppression and resistance.† In Shakespeare’s Merchant of Venice, Shylock is the core of all ripples. He lashed out against the prejudice that was thrust upon him and is considered evil for doing so. The Merchant of Venice brought together different characters of different religions. Shakespeare used characters in this play to reflect sixteenth century views on Christianity and Judaism. The character Shylock wass†¦show more content†¦This duality of Shylock being portrayed with positive points as well as bad was developed further at the end of act 1. Early on in the play Antonio described Shylock as the Devil and stated, â€Å"The d evil can cite Scripture for his purpose† (Act1 scene 3 line 107). The devil is described in the dictionary as, the supreme spirit of evil and nowhere in the text or in Shylocks actions does it suggest this. Clear resentment and tension was shared between Shylock and Antonio. In one of Shylocks monologues he explained, â€Å"I hate him for he is a Christian† (Act 1 scene3 line 42). A contemporary audience during Shakespeares time would have been deeply offended at this attempt to degrade a Christian and this would have easily made Shylock evil in their eyes. Due to Shylocks lower status in this scene he spoke in prose, whereas Antonio spoke in verse. This showed the difference in position between the two characters and the wide gap linking Judaism and Christianity. Respect for Shylock may be less easily attained when he doesnt offer any to Antonio. When the bond was made between Antonio and Shylock it is easy to see how Shylock’s character can be considered the de vil as he binds Antonio to contract, â€Å"An equal pound/ of your fair flesh, to be cut off and taken† (Act 1 scene 3 line 161). Requesting a pound of flesh was possibly a little too extravagant; it suggested that he was capable of and willing to take a life. Making Shylock more a butcher of animals than ofShow MoreRelatedMerchant Of Venice Shylock Character Analysis762 Words   |  4 PagesThe Merchant of Venice is one of Shakespeare’s most widely known and controversial comedies. Written in the late 1590s, its’ controversy stems from the modern mindset between tolerance and prejudice. Shylock, who was â€Å"at once a fabulous monster, the Jew incarnate, and also a troubling human uneasily joined with the monster in an uncanny blend†, is now looked at as a victim in light of the prejudice bestowed upon him now being recognized. 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He has been tormented and repressed mainly by the Christian population. One finds it easy to sympathize with him mainly because he has his own reasons to be loathing, greedy, and miserly. This ends up making the entire ‘Merchant of Venice’Read MoreRacism And Prejudice By William Shakespeare s The Merchant Of Venice Essay1699 Words   |  7 Pagesreligion and what they believe in, however there is racism and prejudice present in the world. William Shakespeare’s The Merchant of Venice is one of his most controversial plays. Written in the 16th century England, the play poses many questions concerning racial, religious and human differences due to anti-semitism being very common at the time. The story is set in Venice where a merchant named Antonio lived. 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Literary versions of the pound of flesh story circulated during the sixteenth century and were collected since the nineteenth century because of the plot’s longevity and populairity Shakespeare would have been familiar with pound of flesh stories (326 ). Human commodification is a central issue in both The Merchant of VeniceRead MoreMerchant Of Venice Essay Outline956 Words   |  4 Pages The Merchant of Venice Essay Outline Introduction: Hook: The theme is the main subject or message of a story. It is used to give depth and enhance the plot. The themes of The Merchant of Venice are used throughout the story of the play to make the plot move along and to encourage the characters into action. Bridge: When you read The Merchant of Venice by William Shakespeare there are many themes throughout the play and many lessons to be learned. 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The riveting play shows the best and worst aspects of human nature and contains one of Shakespeares most reviled, complex and compelling characters. Love and romance end this play, yet before that come bigotry, racism, hatred, death threats andRead MoreIs Shylock The Villain Or Victim In The Merchant Of Venice By William Shakespeare1411 Words   |  6 PagesCharacter Analysis Shylock Is Shylock the villain or the victim in the Merchant of Venice? In the play the ‘Merchant of Venice’ by William Shakespeare the antagonist Shylock is both the victim and the villain. Shylock is a Jewish moneylender and is initially portrayed as anger filled and bloodthirsty but as the play continues we begin to see him as more human and his emotions become more evident. As the antagonist, Shylock is a fearful adversary to Antonio, the protagonist. But as good begins to