GDP as a measure of development Essay Example | Topics and Well Written Essays - 2000 words

GDP as a measure of development - Essay Example Todaro and Smith elaborates that GDP is â€Å"the total final output of goods and services produced by the country’s economy, within a country’s territory, by residents and non-residents, regardless of its allocation between domestic and foreign claims† (815). GDP is different from the gross national product or GNP in this sense: while the GNP refers to the final value of goods and services produced by citizens of a country, the GDP refers to the final value of goods and services produced by a territory or the country. Thus, the GDP includes all outputs of goods and services in the territory of the country, whether that output were from aliens or citizens. In contrast, the GNP covers only the output of goods and services of citizens whether that output was produced inside or outside the territory of a country. The term â€Å"final goods and services† are meant to emphasize that the concept of the GDP seeks to avoid double counting of goods and services. Fo r example, if a certain input is part of a certain output, the value of the input is not counted but only the value of the final output. The GDP count only the output currently produced (Dornbusch, 36). Thus, for example, the value excludes older houses but includes new house construction (Dornbusch, 36). Dornbusch et al. noted the following difficulties of GDP measurement (36-38): 1. GDP is unable to measure some of a territory’s outputs because they are not traded in the market. 2. GDP does not subtract anything for environmental pollution. Goods and services may have been produced but at high costs to the environment of the nation. 3. GDP does not factor the quality of goods or the improvements in the quality of goods. Baumol and Binder defined GDP as â€Å"a measure of the size of the economy† or the total amount it produces in a year and noted the following limitations of GDP as a measure (23, 90-91): 1. GDP is not a measure of a country’s well-being but, a t the same time, it was never intended to be one. 2. Only market activity is included in the GDP and this explains why African countries can survive on $ 5 per week. 3. International comparisons can be misleading if we use GDP because we are not comparing the same economic activities: many things that are counted in the GDP of the rich countries are not counted in the GDP of the poor countries. 4. GDP places no value on leisure. Baumol and Binder argued that as a country gets richer, its citizens acquire more leisure time and the value of the leisure goes up. 5. GDP can also overstate how a country is well-off because even the bads are counted in GDP accounting. According to Baumol and Binder, even disaster can bloat the GDP as houses or properties are reconstructed once a natural or man-made disaster strikes similar to the 9/11. Hall and Lieberman enumerated the following problems with regard to measuring the GDP (539-540): 1. GDP statistics can be inaccurate, especially among deve loping countries. 2. Many countries, especially developing economies have an underground economy. The underground economy includes hidden economic activity. The hidden economic activity can also include illegal economic activities, especially those involved in drugs, prostitution, many gambling activities, and those that seek to avoid taxes. 3. Many countries, especially the developing economies, have large areas where food is grown and consumed by farmers and many goods do not enter the market. 4. Household activities are also not included in GDP accounting. Parenting is not counted in the GDP unlike daycare programs. Takeouts are counted in the GDP but not homecooked food. Therapy is counted in the GDP but not talking to a friend. For Scott and Miles, there are at least two issues in using GDP as a measure. The first

Learning English In The Vietnamese Context

Learning English In The Vietnamese Context English has become a vital and mandatory communication language in Vietnam since the opening of its doors to the world in 1986. Many English-speaking foreigners from across Asia, Australia, America and Europe started coming to invest in Vietnam. This has motivated the people of Vietnam to learn English to facilitate efficient and effective communication among their counterparts. The importance of English was immediately acknowledged by the Vietnamese government and as a result the English language programs were made compulsory beginning with the secondary schools and subsequently the high schools and finally university. The teaching of English in secondary and high schools strongly focus mainly on grammar, sentence structures and vocabulary. In such a teaching format, conversational English was not taken into consideration. In addition, English learning and teaching is purely examination-based. Examinations were mainly grammar-focused. As a result, the teachers and academicians teach only the bare necessity which is required to pass the examination and is not linked to the learning needs of individual students. This has caused students to become de-motivated because English is just another subject at school, not part of their life. Many students eventually fail to see the importance and pride in being able to speak fluent English. At university level, students who are motivated to develop their competencies in English can pursue a Bachelorà ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒ ¢Ã¢â‚¬Å¾Ã‚ ¢s degree in English Language Teaching or a Bachelor of English degree. After graduation, they can work as teachers of English within the Vietnamese education system or as an English translator/interpreter depending on their capacity and proficiency. Students in these programs normally study for four years, course subjects among others include lessons about language structures, linguistics and teaching methodology. While this may sound theoretically sufficient, the learning and teaching of English in Vietnam today is purely limited to teacher-focused classrooms or in other words teaching methods that do not create opportunities for learners to satisfy their communicative needs. The English syllabus in Vietnam is very Grammar-focused. Therefore, it is very difficult for Vietnamese learners to communicate fluently and effectively in English sinc e it is rarely spoken in Vietnam with the exception of some special places and events such as offices of multinational corporations and English language clubs. In fact you will hardly see Vietnamese speak English unless absolutely necessary. This is a far cry from neighboring countries like Singapore, Malaysia and the Philippines where English is spoken even during casual conversations with friends and family. In recent years, the teaching methodologies of English has been through an enormous amount of changes and improvements especially in the areas of how the communicative approach is being widely applied and integrated into the English learning language classrooms. In classrooms of today, we see more and more learner response taking place. As a result, the English curriculum has also been revamped to generate youths which are able to communicate holistically in English and not merely in grammar theories. Problem statement The result of poor learning and ineffective teaching methodologies of English in Vietnamese classrooms today (due to the lack of genuine communication experience and examination à ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬ centric lessons) are generating many students that achieve relatively good grades in their exams but on the other hand unable to communicate effectively in the real world. According to Cunningham Una (2009) Vietnamese-accented speech in English has been informally observed to be notably unintelligible for native English-speaking listeners and even for Vietnamese listeners. There are extremely limited opportunities for proper hearing and speaking of English in Vietnam. It is undeniable that the pronunciation of English presents severe challenges to Vietnamese learners but they were not trained on how to pronounce English phonetics accurately and nobody corrected their mispronunciations in the early years of learning English. In addition, students mainly learn English pronunciation from Vietnamese English teachers who sometimes encounter difficulties themselves. Students are likely to imitate their teachersà ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒ ¢Ã¢â‚¬Å¾Ã‚ ¢ pronunciation. This is somehow a kin to the Blind man leading another Blind man across the street. The concern here is that we are unsure if Vietnamese students can recognize common pronunciation errors which they make on a regular basis. The purpose of the study This paper explores to what extent Vietnamese learners recognize common pronunciation errors in their spoken English and the reasons why they do not or are unable to correct their own mistakes. Suggestions will be made on how to improve the methods of teaching and correcting English pronunciation flaws in the Vietnamese context. The significance of the study This study will paint honest picture of the difficulties in learning and improving the English pronunciation of Vietnamese students. The students will have opportunity to self-assess their own English speech and recognize their mispronunciation with support from a native English-speaker. In the event a native speaker is unavailable, an equally competent and qualified speaker of English will be invited to observe and act as a point of reference. The scope of the study The primary focus of this study is to present an overview on the major difference between English and Vietnamese phonology and the capacity of a Vietnamese speaker to recognize common English pronunciation errors in his/her own speech. The students for this study will consist of English Language undergraduate students from the Foreign Languages Faculty at the Industrial University of Ho Chi Minh City. The correlation between theory and practice in the learning of English pronunciation will also be studied. The study will contribute some suggestions that will further enhance the accuracy in pronouncing the English phonetics. Methodology The experiment will be conducted using qualitative methods. The speech of three students during a speaking test at the Industrial University of Ho Chi Minh City will be recorded and analyzed. All three students will get to listen to their own speech again respectively to see if they are able identify their pronunciation errors. A native/competent English speaker will also get listen to the studentsà ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒ ¢Ã¢â‚¬Å¾Ã‚ ¢ speech to identify their mistakes in pronunciation.

short story Essay example -- essays research papers

Short Story It was about one-thirty in the morning in the town of Homestead Michigan. The almost florescent light of the moon bouncing off the fresh puddles that covered the ground. The grass and trees were covered in a thin layer of water causing every little beam of light to reflect back up. Anyone who may have been outside at this time would have without double, smelled the mix of fresh dirt and night crawlers. As the moonlight started to fade away through the cloud cover, three buses made there way through the streets and parked in front of HHS, the local high school.   Ã‚  Ã‚  Ã‚  Ã‚  As the team started to depart the bus, the numbered shorts and jerseys slowly made there way back to there cars. As Rich opened his door and practically collapsed in his seat he wondered if the game that they had just arrived from was even worth the humiliation that his team suffered by the 110-53 victory by there rival team. Rich slumped the rest of the way into his car buckling up and starting the engine. After a night as bad as this one all he wanted was to get home and finally get to sleep. Rich put his car in drive and slowly made his way to the street in front of the school.   Ã‚  Ã‚  Ã‚  Ã‚  As Rich made his way past the barber shop on Vine street he started thinking about when he got home all that he was going to do was to slip into his covers and fall right to sleep and now have to even get up early in the morning. thump thump. Rich snapped his eyes open s...

Toyota Way

Asian Institute of Technology School of Management SM71. 42 Cross-cultural Management How does Toyota operate its philosophies between Japan and Thailand? [pic] Tutor: Prof. Dr. Marie-Therese Claes Group 1: †¢ Ms. Phung Viet Ha †¢ Ms. Nguyen Le Hang †¢ Mr. Vu Quang Linh †¢ Mr. Nguyen Van Ha †¢ Mr. Nguyen Trung Thuc Date: September 7, 2012 Executive summary In the 21 century, the world we inhabit is coming â€Å"flat† where many political, social economic and cultural barriers have been being discharged. The development of global organizations means that clients, suppliers and business may be located across a range of countries and regions.The number of interactions between people of different cultural backgrounds in the workplace is growing exponentially in companies of all sizes. Understanding cultural differences and developing cross-cultural communication and coordination have become important than ever before for organizations. These skills help or ganizations to work more effectively across cultural barriers. This paper examines the cross border coordination between Toyota and its subsidiaries in Thailand. In this paper we will have a brief research about the intercultural problems of Toyota.How Toyota deals with cross-border business coordination problem to become the global No. 1 automaker in general and Thailand’s bestseller automobile in particular is analyzed on basic information and cross-culture management. The empirical case of Toyota in Thailand is selected to for study and lessons learnt as Thailand is the first country in the oversea expansion of Toyota’s manufacturing and where Toyota experienced good practices in coordination mechanism between mother Corporation and its regional and local subsidiaries. 1. INTRODUCTION 1. Background on cross-cultural business coordinationCross-cultural business coordination aims at dealing with the  interaction  of people from different  backgrounds in the busi ness world. Cross culture is a vital issue in international business, as the success of international trade  depends upon the smooth interaction of employees from different cultures and regions. A growing number of companies are consequently devoting substantial resources toward training their employees to interact effectively with those of companies in other cultures in an effort to foment a positive cross-cultural experience.Nowadays, firms, especially those from developed countries, increasingly expand their business overseas in the attempt of seeking for the competitive advantages of the new resources. This results in the more complex structure of multi-national corporations. Transnational corporations see cross-cultural business coordination very important in order to have smooth operation and balance control between headquarters and its subsidiaries toward production efficiency improvement. In this connection, the differences in languages, values and other dimensions should be studied and based on that find the ways to harmonize those for better coordination.Cross culture can be experienced by an employee who is transferred to a location in another country. The employee must learn the language and culture of those around him. This can be more difficult if this person is acting in a managerial capacity;  someone in this position who  cannot effectively communicate with or understand  their employees' actions can lose their credibility. In an  ever-expanding  global economy, cross culture and  adaptability will continue to be important factors in the business world. 2. Toyota and its philosophies 1. About ToyotaToyota Motor Corporation was founded on August 28, 1937 by Sakichi Toyoda. After 70 years of manufacturing and developing, at the end of March 2012, Toyota conducts its business worldwide with 50 overseas manufacturing companies in 27 countries and regions. Toyota's vehicles are sold in more than 160 countries and regions. The Toyotaâ €™s capital reached 397. 05 billion yen with 325,905 employees all around the world. Toyota is known as the World’s N01 automaker with its regional headquarters in the North America (03 headquarters), Europe (01 headquarter) and Asia (03 headquarters).Thailand was the first country where Toyota Motor Corporation started to expand its business overseas. Toyota Motor Thailand (TMT) was established in 1962 with the capital of 11 million Baht. Toyota Motor Thailand grows continuously and reached the capital of 7,520 million Baht with 13,500 employees and production capacity of 550,000 units per year in 2009 (Toyota, 2009). TMT becomes one of the key contributors to Toyota worldwide, and Thailand’s number one automobile manufacturer. 2. Toyota’s Vision and PhilosophiesTo manage subsidiaries around the world to achieve the same Toyota quality, Toyota created a corporate philosophy that’s has been passed down from generation to generation within company, whi ch is called â€Å"Guiding Principle at Toyota†. Toyota Code of conduct and Toyota Way are tools implementing to assist Toyota realize their goals. Toyota Code of Conduct was issued in 1998 providing a basic, detail explanation and examples of actions and issues that one must be aware of when carrying out business activities in and living in global society.The code of conduct is dispersed among management of subsidiaries in Japan and overseas for developing common awareness. Besides Toyota Code of conduct, Toyota Way was established in 2001 to simplify the values and methods that employees have to carry out to undertake the guiding principle throughout company activities. Toyota Way is functioning as the key standard of global Toyota organization and it presents Toyota’s philosophy to focus on long-term benefit while developing vehicles that exceed customer expectations and contribute to community and to the future of mobility.The Toyota Way consists of continuous impr ovements and respect for people. The key concept of Toyota Way is actively working and creating new ideas for the best with ongoing process to improve their business, never satisfied where they are, respect all the stakeholders and working with be believe in success by personal effort and good teamwork (Toyota, 2007). One of the main elements in Toyota Way is mutual respect by promoting safety among employees and employees have to be trained both for daily operation and behavioral role.Toyota’s Global Visions look toward to following goals: ? To lead the way to the future of mobility, enriching lives around the world with the safest and most responsible ways of moving people. ? To exceed the expectation and be rewarded with a smile through their commitment to quality, constant innovation and respect for the planet. ? To meet their challenging goals by engaging the talent and passion of people who believe there is always better way. Toyota Production System (TPS) aims at pursi ng the most efficient methods for all aspects of production the method of production.Toyota considers the objective of â€Å"making the vehicles ordered by customers in the quickest and most efficient way, in order to deliver the vehicles as quickly as possible† as an issue of great importance. TPS was built based on following concepts to achieve the best quality of product while minimizing waste through defective detection: ? The first concept is â€Å"Jidoka†, which stands for automation. Toyota set up the mechanization and links it with computerization so the production system immediately stops working when a problem arises in the process to avoid defective products. The first concept is â€Å"Just-in-Time†, which enables the company to minimize level of inventory. 3. Intercultural problem in the business coordination between Toyota and its subsidiaries in Thailand Toyota has set up its global strategies and goals for all Toyota’s subsidiaries. ? To ma intain Toyota’s position as market leader in automotive industry; ? Continuous growth; ? Boost profitability and return for the shareholders. In the process spreading its philosophies, strategies and goals to the subsidiaries, Toyota encountered certain difficulties on cross-border coordination, which are arisen from cultural differences.The Japanese management style was called â€Å"group capitalism† by Alfred Chandler – a business historian. The style was described as emphasized group behavior and values interpersonal harmony. The manager and corporation are put together in a very culturally dependent system, which is considered as a constraint for many companies when they expanded globally. The management system did not function well because subsidiaries operate separately by substantial time and distance barriers (Christopher A. Bartlett and Sumantra Ghoshal, 1999).Different ways of thinking also were difficulties for the integration of non-Japanese into the management process. Japanese corporations often retained decision-making and control at the center, i. e. the management was conducted by those who understood the subtleties of the existing system (Christopher A. Bartlett and Sumantra Ghoshal, 1999). In case of Toyota and its subsidiaries in Thailand, Japanese managing officers of Toyota Motor Corporation (TMC) served as the president of both Toyota Motor Asia Pacific Engineering and Manufacturing Co. Ltd (TMAP-EM) and Toyota Motor Thailand (TMT).Language and communication created barriers to the business coordination as people were speaking with different voices and sending out inconsistent messages. 2. DISCUSSION 1. Analysis of the intercultural problem The intercultural challenge faced by Toyota Motor Corporation in the cross-border coordination in Thailand originated in cultural differences. In general, from viewpoints of national level, putting Japan and Thailand in the value dimensions as in Hofstede’s Study, the ranki ngs received is shown in the table below (David C. Thomas p. 51-52) (David C. Thomas p. 51-52). Table 1. Cultural dimension rankings follow Hofstede’s Study Dimension |Japan |Thailand | |Power Distance |54 |64 | |Individualism |46 |20 | |Masculinity |95 |34 | |Uncertainty Avoidance |92 |64 | |Long-term orientation |80 |56 | Power distance Japan has lower power distance culture that Thailand does. Therefore, it is implied that in order to have smooth coordination from TMC to its subsidiaries in Thailand, Toyota should consider the followings: ? Give clear and explicit directions to Thai employees; ?Do not expect Thai subordinates to take initiative; ? Show deference to those with higher level through language, behavior, etc. ; ? Expect to encounter more bureaucracy behaviors. Individualism It is can be seen from Hofstede’s rankings that both Japan and Thailand has collectivist cultures. However, Thai is more collectivistic than Japanese. Therefore, some possible conside ration for Toyota in developing business with Thais is listed below: ? Promotions do not depend upon Thai employee’s performance and achievement, but seniority and experiences; ? Decision making may be a slow process as many individual across the system will need to be asked for advices; Praise should be addressed to a team rather than individuals. Masculinity In the research of Hofstede, Japan was the world’s most masculine country and Thailand was among the least one or most feminine culture. In the case that Toyota seeks for the sustainable manufacturing subsidiary development in Thailand, some notes should be taken into account such as: ? Personal questions are normal rather than assertive; ? Dealing with trust weights more than projected profit margins and other similar things; ? Thais openly show favoritism to close relations; ? Small talk at business functions will focus on Thai employees’ life and interest rather than just business. Uncertainty avoidance Japan has highly risk-averse culture, which can be seen through strict laws and regulations. Thailand has the uncertainty avoidance score just above medium, therefore much lower than that of Japan. Some attentions that Toyota should pay for developing its manufacturing in Thailand could be as follows: ? Try to be more flexible or open to new ideas; ? Allow Thai employees the autonomy and space to execute their task on their own; ? Recognized that Thai employees may take different approach to life and see their destiny; ? Agreed plans should be realized as soon as possible. Long-term orientation At the score of 80 Japan is considered as one of the long term oriented societies.This is reflected that Japanese see their life as a very short moment in a long history of mankind. In Japanese corporations, the possible observations are long term orientation in the constantly high rate of investment in R&D even in economically difficult times, higher own capital rate, priority to steady grow th of market share rather than to a quarterly profit, and so on. With a score of 56 Thailand is a mild term oriented culture. Amongst the values that are admired, working hard and having a sense of moderation are dominant for Thais. Timescales and deadline in Thailand are fluid. Therefore, Toyota should consider the followings in working with Thais: Reliability, responsiveness and empathy as very important element. ? Building up close relationships with Thai subsidiaries is of importance. ? Building relationship takes time. 2. Solutions for Toyota in Thailand There are some solutions were found out by Toyota to achieve the same objective and target among the subsidiaries all around the world, especially in Thailand – the first country where Toyota Motor Corporation started to expand its business overseas. 1. Global Production Center Toyota has established Global Production center (GPC) in 2003 as Toyota’s global human resource training center. Toyota operation comprise of 53 production sites in 27 countries around the world.In managing its operation, Toyota encounter a diversity of people therefore Toyota consider human resource development as an important mechanism in maintaining its global business. GPC is the place where employees are trained about the Toyota’s culture and values and make them understand the Toyota way and to provide the skills which are needed for employees to carry out the task. In the past, human development was carried out in Japan only. However, with rapid growth of Toyota’s overseas operations leads to the transition of GPC to the regional. Technical skills from Japanese trainers are spread to local trainers and from the local trainers to local employees and also to employees from the other countries in the region.The objective of the GPC is to inculcate employees that Toyota’s products should have the same quality regardless of which origin it as produced (Toyota Annual Report, 2008). GPC, human res ources development is implementing by developing supervisors and trainers in subsidiaries with assistance from headquarter. Another function of GPC is helping the subsidiary plants to prepare for redesign of production when newly developed model is launched so that the plant can efficiently switch over to produce them. Visual manual videos were studied and make used in GPC for representing the best demonstration. This practice takes advantages over the traditional manuals, by which only written words or still illustration are shown.Toyota can reduce time for staff training and avoid misunderstanding through the adaptation of visual manual videos. Within 5 years, 13000 employees both from Japan and abroad were trained by GPC and distribute knowledge they learn to their team members. The Asia Pacific Global Production Centre (AP-GPC) was established in Samutprakarn, Thailand in 2005 to serve as the regional training centre. AP-GPC provides trainings for TMT’s employees and also supporting to other Toyota’s Asian manufacturing affiliates. 2. Restructuring of organizational structure Toyota Motor Corporation spread out its organization around the world and set up regional headquarters in North America, Europe and Asia.In Asia, there are two headquarters in Singapore and Thailand that are responsible for different business entities. In the past, subsidiaries in each country had to report directly to headquarters in Japan. The restructuring to regional headquarters believes that it could allow subsidiaries to work more efficiently and regional headquarter assist to each country in the region in time. The close coordination between the regional headquarters can support each other through corporation in engineering, manufacturing and marketing. The regional headquarters also facilitate and response in time to customer’s demands throughout the region and provide flexible react to market changes.With the establishment of Asian regional headquarter i n Thailand; Toyota Motor Thailand became a main center to provide support for manufacturing and also research and development in Asia – Pacific region. 3. Thainization Toyota Motor Thailand launched the localization policy, which is called Thainization. Thainization was the philosophy that drives Toyota Motor Thailand before Toyota way was introduced. Thainization is to promote the local employees to take part in management level in 20 years (Amano, 2008). In the 1960, at the beginning of Toyota in Thailand, the management was carried on by Japanese and strictly followed the policies and guidelines set by its mother company Toyota Motor Corporation. Around 1980’s, very few Thai’s were positioned as managers but the final decisions were still made by Japanese expatriates.Since 1987, Toyota Motor Thailand decided to transform the organization from management only by Japanese to only by Thai, which is called Thainization. The Japanese expatriates were converted fro m managers to coordinators. In every department have some Japanese staffs work together with Thai staffs mainly in the coordinator role as an adviser for technical information and making connection network among Toyota group to help communication flow smoothly. At present, only the president, executive Vice president and Treasurer are Japanese and the other high-level management officers are Thais (http://www. toyota. co. th/en/about. php? Page= management).Thainization in Toyota Motor Thailand was implemented as the necessity to adopt of globalization in the world while considering localization (Imai, 2006). 4. Lateral communication Lateral communication is of importance because it is the way that all organizational units are connected throughout the system of resource exchange and organizational set of transnational corporation in different locations. Toyota Technical Center Asia Pacific –Thailand (TTCAP-TH), which was established serving as Research and Development unit fo r Asia Pacific region, can be seen as a network platform for exchange knowledge and skills between different functions and with counterpart in Japan to support local needs.This kind of lateral communications between business units through the collaboration between each geographically specialized division contributes to widespread of Toyota Way that focuses on sharing the same Toyota values and cultures. Another step toward the relocation of support division from Japan to Asian region is the setting up of TMAP Thailand, which represents the network platform providing production assistance to TMC’s affiliates in the region. 5. Informal communication Nohria and Ghoshal (1994, p. 494) asserted that extensive socialization and communication builds trust among the managers and creates foundation for reciprocity and easier negotiation and resolution of potential conflicts.Informal communication exits in Toyota organization so that it brings bout informal exchange idea between Toyota Japan and Toyota Thailand. In Thailand, TMT made use of job rotation of employee as a tool for developing people because of the consideration that working in the same job for long time could make people stick with the old habit and, therefore, reluctant to change. This practice has enhanced the informal communication and made information widely shared throughout in the organization. Employees and departments in rotation process accumulate working experiences and knowledge as well as share their own values for adapting to the same organization culture. 3. CONCLUSIONIn summary, Toyota has successfully applied many strategies in order to improve communication across border while keeping many existing core values. Also, due to the scale of the Toyota Company, there has been no particular method or formula that is best fit for achieving the existing success in Toyota. Toyota had to apply a few methods to efficiently achieve localization while remaining competitive in globalization. Firs tly, The Thai’s characteristics are different than the Japanese so the GPC was introduced to help Toyota’s employees to think in the same way – The Toyota way in term of values and cultures. Also it trained employees many certain skills to be capable of finishing given tasks.Secondly, In Thailand, the structural mechanism obviously takes part as the fundamental formation of the organizational structure. Toyota remarkably use of departmentalization as the structure to manage the business entity according to function and responsibility. The critical scrutinize regarding centralization or decentralization of decision making is become blurred since Toyota to some extent delegate the decision authority to its subsidiaries while the final exclusive decision remain at the headquarters. In addition, the formal written policies together with standard production system considerably utilize in Toyota subsidiaries so that its affiliates follow the same principle and maintai n the same Toyota standard.To achieve the same goal, planning in the form of the strategic planning, regional target goal as well as reward is used as guideline to accomplish the goal. To control the performance of the company, output control is one of the tools that Toyota use to motivate the performance of their employee as well as subsidiaries. However, the hierarchical or behavioral control is coexisting to ensure the employee act in order to fulfill the best performance. The optimum control is to mix between output and behavioral control so that the finest advantage is achieved. Thirdly, Toyota has introduced â€Å"Thainization† which allowed Thai people to get into managerial positions as the top position before was only for the Japanese sent from headquarter.Last but not least, the informal or subtle mechanisms are broadly promoted within the Toyota organization. The lateral or cross department communication visibly seen by the messy organization that employee have to communicate or coordinate with other departments or the same department in the region among functional and geographical line simultaneously to undertake the work. The establishment of regional headquarters in Thailand (TMAP-EM) is one of the cases that put forward lateral communication, as the network of exchange in the region required the lateral communication among the concern departments. Besides, the informal communication plays as vital mechanism in the organization.The present of Japanese as employees and also coordinators make possible the informal exchange of idea between Toyota Thailand and Japan that finally facilitate the subsidiaries action and decision in line with those of headquarters. In short, the achievement of Toyota when applied with all the methods, mechanism was very fruitful as Toyota Motor Thailand (TMT) operated more efficiently resulting in time and cost savings, better communication, better understanding in the organization and better employees involvement . So the most obvious example was that the second factory was opened in 1989. And this result showed that Toyota has successfully managed all the operation across border, retaining local flexibility and while achieving global integration.Moreover, with the rapid development of many other Multi-National Companies (MNCs) and trying to recruit more and more talents, Toyota has also exploited the local population in order to get a broader pool of talents (combining not only from Japanese and Thai in this case, but also from other nationalities). Furthermore, with the matrix of subsidiaries and one headquarter, Toyota tries to make the organization stable with core visions and beliefs from the Headquarter but also loot the host of new ideas from all around the globe as they need to keep up with the quickly-changing characteristic of technology with new ideas. With all the cross-cultural issues above, Toyota would have more experience and solution for future encounters. REFERENCES †¢ Bartlett, Christopher A. and Ghoshal, Sumantra (1999). Managing Across Borders: The Transnational Solution – Companies, Cultures and the Transformation to the Transnational. Book excerpt. Nohria, Nitin and Sumantra Ghoshal (1994). Differentiated Fit and Shared Values: Alternatives for Managing Headquarters-Subsidiary Relations. Strategic Management Journal, Vol. 15, No. 6 †¢ Thomas, David C. (2008) Cross-Cultural Management: Essential Concepts. Sage Publications. Chapter 3 †¢ Petison, Phallapa, (2010). Cross Cultural Relationship Marketing in the Thai Context: The Japanese Buyer’s Perspective. International Journal of Trade, Economics and Finance, Vol. 1, No. 1, June, 2010 †¢ Friedman, Thomas L. (2005). The World is flat: A Brief History of the Twenty-first Century †¢ Cutler, John. The cross -cultural communication trainer’s manual – Vol. : designing Cross-Cultural Training †¢ Toyota Motor Corporation profile from http://www. toy ota-global. com/company/profile †¢ Toyota Guiding Principles, Toyota Way, Toyota Code of Conduct, Toyota Global Vision and Toyota Production Centre from http://www. toyota-global. com/company/vision_philosophy/ †¢ Toyota Motor Thailand Management Team from http://www. toyota. co. th/en/about. php? Page=management †¢ Business coordination across borders within Toyota: a case study focusing the coordination between Japan and Toyota from http://mdh. diva-portal. org/smash/record. jsf? pid=diva2:224180 †¢ Toyota: A Transnational case study from http://www. ecclesbourne. derbyshire. sch. uk[pic]

Cardio

The angle and camera movement was mainly focused on Rick and his surroundings. . Discuss the use of at least three of the conventions of continuity editing used in this sequence as discussed in your text, starting on page 340. The scene was mostly based around the 1 80 degree rule, It Insured that I was not confused or It was Inconsistent. One example was when Sam was playing the Plano and the some background that was necessary was exploited. The A-line and B-line match was directed between Rick and his friend having conversation.The cross cutting created suspense when Islam and Rick met by the Plano when Sam and was playing the piano. C. This sequence is part of the plot's exposition. Define â€Å"exposition† as it is used in terms of plot. (You first encountered this term in the chapter on narrative. ) In this Sibilance? Exposition in terms of plot is a form of discourse that explains, defines, and interprets. The word is also applied to the beginning portion of a plot in wh ich background information about the characters and situation is set forth. . Watch the sequence in Citizen Kane which begins with a snowball hitting the â€Å"Mrs.. Cane's Boarding House† sign and ending with the sled being covered by snow. This sequence is approximately four minutes long. (1) How many shots are there? I counted 2-3 shots. (2) Describe the use of the camera, including camera angle and movement and the types of shots used in this short sequence. The angle I would describe this scene as would be a long shot. The focus was on Mrs.. Kane, Mr..Kane and Jaw Getty's while Junior was in the background outside playing in the snow. The camera followed the characters as well. Therefore, that is why there were not a lot of shots. (3) Notice the composition of each frame, I. E. , the placement of characters and objects within the frame of the shot. What is symbolically significant about this frame composition? The frame composition in this view led me intrigued on when t here was going to be the next shot. The camera kept following the characters.All the characters were centered around each other except for Junior was in the background which is to be considered the long shot as in question 2. The images it conveyed was the window in the background and Junior playing in the snow which added a little dimension to the shot. 3. In a minimum of two well-developed paragraphs, compare/contrast the overall editing styles used in Sibilance and Citizen Kane. Be specific about types of editing quenches and transitions between scenes and between shots within a scene.The shots conveyed in Sibilance were more of mid shots than of Citizen Cane. In Citizen Cane there were more transitions fading in and out. Including Atlanta's groundbreaking â€Å"deep focus† shots and many astonishing scenes, Citizen Kane is not only spectacular to look at, but the whole story telling is astonishing. Consider this famous scene, which captures the breakdown of a marriage in 2-1/2 minutes by furthering the distance of Kane and his first wife, Emily, at the breakfast table. Stupendous. And in terms of ingenuity, nothing in Sibilance compares.The lighting in both movies seemed to be the same considering they were both â€Å"black and white† The two main characters; Ills and Emily Norton were bright and stood out. Although Sibilance had one of the first new editing techniques brought to film I think Citizen Cane had more genius perspectives and editing, shots throughout the movies. Consider the scene in Citizen Cane when Not only has Wells now aged as Kane from about 25 to 70-something, but the shot of Kane walking though his huge, empty house with only reflections of himself is truly brilliant, as both visual imagery and none-too-subtle allegory.