Sony Case 1991-2003

Exploring Corporate Strategy CLASSIC CASE STUDIES Restructuring Sony Vivek Gupta and Konakanchi Prashanth The electronics and media giant Sony was struggling through the late 1990s and early part of the 21st century. With each disappointment, it seemed that Sony’s management launched another restructuring of the company. By 2003, commentators were beginning to ask whether restructuring was part of the solution or part of the problem. How should Sony be managing its strategic renewal? G G GAs conditions change, Sony has to change accordingly, because their conventional strategy won’t transcend to the Internet-enabled model. 1 Mitchell Levy, author of The Value Framework INTRODUCTION For the first quarter ending 30 June 2003, Japan-based Sony Corporation (Sony)2 stunned the corporate world by reporting a decline in net profit of 98 per cent. Sony reported a net profit of ? 9. 3 million compared to ? 1. 1 billion for the same quarter in 2002. Sony’s revenues fell by 6. 9 per cent to ? 1. 6 trillion for the corresponding period.Analysts were of the opinion that Sony’s expenditure on its restructuring initiatives had caused a significant dent in its profitability. In the financial year 2002–03, Sony had spent a massive ? 100bn on restructuring (? ?500m; ? a750m). Moreover, the company had already announced in April 2003 about its plans to spend another ? 1 trillion on a major restructuring initiative in the next three years. Analysts criticised Sony’s management for spending a huge amount on frequent restructuring of its consumer electronics business, which accounted for nearly two-thirds of Sony’s revenues.In 2003, the sales of the consumer electronics division fell by 6. 5 per cent. Notably, Sony’s business operations were restructured five times in the past nine years. Analysts opined that Sony’s excessive focus on the maturing consumer electronics business (profit margin below 1 per cent in 2002†“03), coupled with increasing competition in the consumer electronics industry was severely affecting its profitability. 1 2 ‘Sony Analyzed via the Value Framework’, Mitchell Levy, posted on www. ecmgt. com, October 2002. Sony was established in 1946.The company invented the video recorder, walkman and mini-disc recorder. It is a leading manufacturer of audio, video, communications and information technology products. Sony has also forayed into diverse fields like music, television, computer entertainment and motion pictures. The company is engaged in five main lines of business – electronics, games, music, pictures and financial services. This case was prepared by Vivek Gupta and Konakanchi Prashanth of the ICFAI Center for Management Research, Hyderabad, India.It is intended as a basis for class discussion and not as an illustration of either good or bad management practice.  © V. Gupta and K. Prashanth, 2004. Not to be reproduced or quoted without permissi on. Exploring Corporate Strategy by Johnson, Scholes & Whittington 1 Restructuring Sony Table 1 Sony’s financials (1991–2003) Year ended March 31 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 * ? 100 = approx. A0. 75. Source: Annual Reports 1991–2003, www. sony. net. Sales & Operating Revenue (? bn)* 3695. 51 3928. 67 3992. 92 3744. 8 3990. 58 4592. 56 5663. 13 6755. 49 6804. 18 6686. 66 7314. 82 7578. 26 7473. 63 Operating Income/loss (? bn) 302. 18 179. 55 126. 46 106. 96 ? 166. 64 235. 32 370. 33 520. 21 338. 06 223. 20 225. 35 134. 63 185. 44 Net Income/loss (? bn) 116. 92 120. 12 36. 26 15. 30 ? 293. 36 54. 25 139. 46 222. 07 179. 00 121. 83 16. 75 15. 31 115. 52 However, Sony’s officials felt that the restructuring measures were delivering the desired results. According to them, the company had shown a significant jump in its profitability in the financial year 2002–03.Sony reported a net income of ? 115. 52bn in the fiscal 2002–03 compared to ? 15. 31bn in 2001–02. (See Table 1 for Sony’s key financials in the past 13 years. ) A statement issued by Sony said, ‘The improvement in the results was partly due to the restructuring of its electronics business, especially in the components units. ’3 At the beginning of the new millennium, Sony faced increased competition from domestic and foreign players (Korean companies like Samsung and LG) in its electronics and entertainment businesses.The domestic rivals Matsushita and NEC were able to capture a substantial market share in the internet-ready cell phones market. Analysts felt that the US-based software giants like Microsoft and Sun Microsystems and the networking major Cisco Systems posed a serious threat to Sony’s home entertainment business. BACKGROUND On 7 May 1946, Masaru Ibuka (Ibuka) and Akio Morita (Morita)4 co-founded a company called Tokyo Tsushin Kogyo Kabushiki Kaisha (Tokyo Telecommunications Engineer ing Corporation) with an initial capital of ? 190,000 in the city of Nagoya, Japan.They gave importance to product innovation and decided to offer innovative, high-quality products to their consumers. The founders introduced many new products like the magnetic tape recorder, the ‘pocketable radio’, and more. By the 1960s, the company had established itself in Japan and changed its name to Sony Corporation. During the 1960s, the company focused on globalisation and entered the US and European markets. In the 1970s, Sony also set up manufacturing units in the US and Europe. During this period, Sony developed and introduced the Walkman, which was a huge success.It significantly boosted Sony’s sales during the 1980s. By the mid-1980s, Sony’s consumer products were marketed in Europe through subsidiaries in the UK, Germany and France. 3 4 ‘Financial Results for the Second Quarter, FY 2002’, posted on www. sony. net, 28 October 2002. Akio Morita was a graduate in physics, while Masaru Ibuka had a degree in electronic engineering. When Morita joined the Japanese navy as a Lieutenant, he met Ibuka at the navy’s Wartime Research Committee. Exploring Corporate Strategy by Johnson, Scholes & Whittington 2 Restructuring SonyTable 2 Sony’s businesses (1994) Business Electronics Product Groups/Companies Video equipment Details Comprises 8mm, VHS, and Beta-format VTRs, laserdisc players, broadcast and industrial use video equipment, Hi-Vision-related equipment, and videotapes. Comprises CD players, Mini Disc system, headphone stereos, personal component stereos, hi-fi components, digital audio tape recorders/players, radio-cassette tape recorders, tape recorders, radios, car stereos, car navigation systems, professional-use audio equipment, audio tapes, and blank MDs.Comprises colour TVs, Hi-Vision TVs, computer displays, professional-use monitors, satellite broadcast reception systems, projector systems, and large colour video display systems. Comprises semiconductors, electronic components, cathode ray tubes (CRTs), telephone and telecommunications equipment, computers, computer peripherals (including floppy disk systems and CD-ROM systems), home video game systems, batteries, and FA systems. Includes Columbia Records Group; Epic Records Group; TriStar Music Group; Sony Music International; Sony Classical; Sony Classical Film & Video; Sony Wonder; Sony Music Entertainment (Japan) Inc.Includes the Columbia TriStar Motion Picture Companies; Sony Television Entertainment; Columbia TriStar Home Video; and Sony Pictures Studios and The Culver Studios. Sony Retail Entertainment includes Sony Theatres. Comprises the insurance business of Sony Life Insurance Company Limited and the finance operations of Sony Finance International. Audio equipment Television Others Entertainment Music Group – Sony Music Entertainment Pictures Group – Sony Pictures Entertainment Inc. (SPEI) Insurance and Finan ce Sony Life Insurance and Sony Finance InternationalSource: Sony Annual Report 1995, www. sony. net. In 1989, Norio Ohga (Ohga) took over as the chairman and CEO of Sony from Morita. Under Ohga, Sony began to place greater emphasis on process innovations that improved efficiency and controlled product costs. By 1994, Sony’s businesses were organised into three broad divisions – Electronics, Entertainment and Insurance and Finance (see Table 2). Each business division was in turn split into product groups. The electronics business division was split into four product groups, which produced a wide variety of products.The entertainment division, which consisted of the music group and the pictures group, made music videos and motion pictures. The finance division consisted of Sony’s life insurance and finance business. The company’s growth was propelled by the launch of innovative products and by its foray into the music and films business. Restructuring of electronics business (1994) Under Ohga’s leadership, Sony witnessed negligible growth in sales during 1990 and 1994. Sales and operating revenues improved by only 2 per cent during that period.However, the net income and operating income registered a drastic fall of 87 per cent and 67 per cent respectively. Analysts felt that the stagnation in the electronics industry coupled with factors such as the recession in the Japanese economy and the appreciation of the yen against the dollar led to the deterioration in the company’s performance. Exploring Corporate Strategy by Johnson, Scholes & Whittington 3 Restructuring Sony Table 3 Sales performance of the electronics business (1991–95) (in ? bn)* Year/ Business 1991 1992 1993 1994 1995 * ? 100 = approx. A0. 75. Source: Sony Annual Report 1995, www. ony. net. Video Equipment 928 896 828 669 691 Audio Equipment 882 948 928 841 899 Televisions 552 593 634 618 709 Others 619 793 772 817 909 It was noticed that in the e lectronics business (see Table 3), the revenues of the video and audio equipment businesses were coming down or were at best stagnant, while the television and ‘Others’ group were showing signs of improvement. The ‘Others’ group, which consisted of technology intensive products such as computer products, video games, semiconductors and telecom equipment, was performing very well and had a growth rate of nearly 40 per cent.In order to focus on the high growth businesses, Sony announced major changes in the structure of its electronics business in April 1994. Sony’s management felt that the ‘Group’ structure, which had fuelled the company’s growth in the 1980s, was proving to be redundant in the dynamic business environment of the 1990s. In the new structure, the product groups of the electronics businesses were regrouped into eight divisional companies. The eight companies were the Consumer Audio & Video Products Company, the Recor ding Media & Energy Company, the Broadcast Products Company, theBusiness & Industrial Systems Company, the InfoCom Products Company, the Mobile Electronics Company, the Components Company, and the Semiconductor Company. The restructuring exercise laid special focus on the products that formed the ‘Others’ group. Each divisional company had its own goals and was responsible for all its operations (production, sales and finance). The presidents of the divisional companies were authorised to decide upon the investments to be made up to a prescribed limit. They could also take decisions regarding the HR issues for all employees up to the level of divisional director.In addition, they were made responsible for the financial performance of the companies headed by them. Sony’s presidents were expected to perform a role similar to that of CEOs and were accountable to shareholders. The restructuring of Sony’s electronics business was aimed at improving the companyà ¢â‚¬â„¢s focus on high potential products and expediting the decision making process to make the company more responsive to changing market conditions. Following the restructuring, the number of layers in the decision-making process was reduced from six to a maximum of four layers.Commenting on his responsibilities within the new structure, Ohga said, ‘First of all, I would like for the divisional presidents to run their companies as if they were reporting to shareholders once a year at a shareholders’ meeting. My role will be to review their strategies, examine any points I feel should be questioned and provide advice when and where necessary. ’5 The main goals of Sony’s newly formed organisation system were explained in a memorandum entitled ‘The Introduction of the Company within a Company System’ (see Table 4).Explaining the rationale for the new system, Ohga said, ‘By revitalising its organization, Sony aims to introduce appealing p roducts in the market in a timelier fashion while further strengthening cost-competitiveness companywide. ’6 In 1995, after the implementation of the divisional company structure in the electronics business, changes were announced in Sony’s management structure. Under the new framework, Sony was to be led by a team of executives at the top management level.The team included the Chairman & CEO, Vice Chairman, President & Chief Operating Officer (COO), Chief Officers and the presidents of divisional companies. Analysts felt that Sony’s management took this measure to reduce the company’s reliance on 5 6 ‘From a Business Group System to a Divisional Company System’, posted on www. sony. net. As quoted in the 1995 annual report, posted on www. sony. net. Exploring Corporate Strategy by Johnson, Scholes & Whittington 4 Restructuring Sony Table 4 Five main goals of the new systemG To further enhance core businesses while developing new ones. G To i ntroduce an organisational structure in which sales and production work closely together and respond quickly to market changes. G To simplify the structure to clarify responsibilities and transfer authority, thus ensuring quick responses to external changes. G To reduce the levels of hierarchy in the organisation. G To encourage the entrepreneurial spirit in order to foster a dynamic management base for the 21st century. Source: ‘From a Business Group System to a Divisional Company System’, posted on www. ony. net. a single leader. In March 1995, Nobuyuki Idei (Idei) was appointed the President and Chief Operating Officer of Sony. Despite the organisational changes, the financial performance of Sony deteriorated in 1995. For the fiscal year ending March 1995, Sony reported a huge net loss of ? 293. 36bn. The write off of goodwill during 1994, the poor performance of the Pictures group and the strength of the yen were regarded as major reasons for this loss. During 1994, the yen was at an all-time high against the dollar, making Sony’s exports uncompetitive.Analysts also felt that Sony’s consumer electronics business lacked new, innovative products. Given this poor financial performance, the top management of Sony decided to integrate the company’s various domestic and global business functions such as marketing, R&D, finance, and HR. The functions of its numerous divisional companies were thus brought under the direct purview of headquarters. Idei also decided to strengthen the existing eight-company structure and to lay more emphasis on R&D in the IT field. He felt that Sony needed to focus on developing IT-related businesses.Accordingly, Sony’s management reorganised the existing structure to create a new ten-company structure. THE TEN-COMPANY STRUCTURE (1996) In January 1996, a new ten-company structure was announced, replacing the previous eight-company structure (see Table 5). Under the new structure, the previous Consumer Audio & Video (A&V) company was split into three new companies – the Display Company, the Home AV Company and the Personal AV Company. A new company, the Information Technology Company, was created to focus on Sony’s business interests in the PC and IT industry.The Infocom Products Company and the Mobile Electronics Company were merged to create the Personal & Mobile Communications Company. The other companies formed were the Components & Computer Peripherals Company (formerly called the Components Company), the Recording Media & Energy Company, the Broadcast Products Company, the Image & Sound Communications Company (formerly called the Business & Industrial Systems Company) and the Semiconductor Company. Table 5 Basic features of the ten-company structure G A new company structure to promote quicker, more effective operations that better reflect market changes.G The establishment of an Executive Board to reinforce headquarters and corporate strategy and mana gement functions. G The appointment of new companies and groups for entering into the IT and telecommunications businesses. G The consolidation of marketing functions. G The establishment of Corporate Laboratories for new business development. G The training of promising young talent to foster future managers. Source: ‘Sony Announces a New Corporate Structure’, posted on www. sony. net, dated 16 January 1996.Exploring Corporate Strategy by Johnson, Scholes & Whittington 5 Restructuring Sony In order to devise and implement the corporate strategies of the Sony Group, an Executive Board was created. The board was chaired by Idei. The other members of the board included the Chief Human Resources Officer, the Chief Production Officer, the Chief Marketing Officer, the Chief Communications Officer, the Chief Technology Officer, the Chief Financial Officer, the Executive Deputy President & Representative Director and the Senior Managing Director.In an attempt to consolidate th e marketing operations of Sony, the marketing divisions that belonged to the previous organisational setup were spun off to create three new marketing groups – the Japan Marketing Group (JMG), the International Marketing & Operations Group (IM&O) and the Electronic Components & Devices Marketing Group (ECDMG). The JMG was responsible for all marketing activities in Japan for five companies – the Display Company, the Home AV Company, the Information Technology Company, the Personal AV Company and the Image & Sound Communications Company.The IM&O was responsible for supporting all overseas marketing efforts for these companies. The ECDMG oversaw the worldwide marketing operations for the Semiconductor Company and the Components & Computer Peripherals Company. Analysts felt that this consolidation was done to separate Sony’s Japanese marketing operations from its worldwide operations so that the company could operate in a focused manner. To centralise all the R&D e fforts of Sony, the previous R&D structure (in which each company had its own R&D division) was revamped and three new corporate laboratories were established.The laboratories were the Architecture Laboratory (responsible for carrying out R&D for software, network and IT-related technologies), the Product Development Laboratory (R&D for product development in AV businesses) and the System & LSI Laboratory (R&D for LSI and system design, the basic components of hardware products). In addition, a new D21 laboratory was established to conduct long-term R&D for future oriented technology intensive products. Sony also gave emphasis to grooming young, talented people to take up top management positions. The company also introduced the oncept of ‘virtual companies’ – temporary groups consisting of people from different divisions for launching hybrid products. Sony applied this idea when developing the latest generation Mini Disk players. For the financial year 1995†“96, Sony registered a 15 per cent increase in revenues and became profitable again. In April 1998, a new organisation, Corporate Information Systems Solutions (CISS), was established to realign and upgrade Sony’s information network systems and its global supply chain. The CISS comprised an advisory committee of individuals from management consultancy firms and Sony’s CISS representatives.The committee members advised the President on technological and strategic issues related to CISS. Representatives of the CISS were placed in all divisional companies to accelerate the implementation of corporate IT projects. During early 1998, Sony formed Sony Online Entertainment in the US to focus on internet-related projects. In May 1998, Sony changed the composition of its board of directors and established the new position of Co-Chief Executive Officer (Co-CEO). Idei was appointed Co-CEO. Idei reshuffled the management system to facilitate speedy decision making, improve effi ciency, and provide greater role clarity to managers.The new system separated individuals responsible for policy-making from those who were responsible for operations. Under the new system, Idei was responsible for planning and designing Sony’s strategies and supervising the growth of e-business. Along with Ohga, he had to supervise the performance of the entire Sony group. President Ando was made responsible for overseeing Sony’s core electronics business, while Chief Financial Officer (CFO) Tokunaka was made responsible for the company’s financial strategies and network businesses.In addition, the top management positions of Sony’s global subsidiaries, which were previously called Corporate Executive Officers, were redesignated Group Executive Officers. Explaining the rationale for these changes, a Sony spokesman said, ‘These changes are aimed at making Sony’s management more agile’. 7 7 ‘Sony Names Management Team’, by Yoshiko Hara, EE Times, 9 May 2000. Exploring Corporate Strategy by Johnson, Scholes & Whittington 6 Restructuring Sony Table 6 Sales performance of Sony’s businesses (1995–99) (in ? bn)* Year/Business 1995 1996 1997 1998 1999 CAGR (4 years) ? 100 = approx. A0. 75. Source: Sony Annual Report, 1999, posted on www. sony. net. Electronics 3027 3283 3930 4377 4355 8. 55% Game 35 201 408 700 760 215% Music 481 506 570 660 719 10. 5% Pictures 282 317 439 643 540 17% Insurance 113 207 228 291 339 31% Others 52 78 88 84 81 11. 7% The implications From 1995 to 1999, Sony’s electronics business (on which the restructuring efforts were focused) grew at a compounded annual growth rate (CAGR) of 8. 55 per cent (see Table 6). The music business had a CAGR of 10. 5 per cent while the pictures business had a CAGR of 17 per cent.Significant gains were, however, recorded by the games and insurance business. The games business registered a CAGR of 215 per cent, while the insurance business registered a CAGR of 31 per cent. In the late 1990s, Sony’s financial performance deteriorated. For the financial year 1998–99, its net income dropped by 19. 4 per cent. During that period, Sony was banking heavily on its PlayStation computer game machines. It was estimated that the PlayStation (Games business) accounted for nearly 42 per cent of Sony’s operating profits and 15 per cent of total sales for the quarter October–December 1998.In the late 1990s, many companies across the world were attempting to cash in on the internet boom. At that time, Sony’s management felt the need to establish a link between its electronics business (TVs, music systems, computers) and its content-related businesses (music, video games, movies and financial services) by making use of the internet. The management felt that in future, the revenues generated by internet-related businesses might even surpass those earned through the consumer electronics busin ess. It wanted to use the internet as a medium for selling its electronic products as well as its content (music, movies and so on).In order to achieve this, Sony announced another reorganisation of business operations. Analysts felt that Sony was in a good position to exploit the opportunities offered by the internet since the company already had an established position in the electronics and content-related businesses. THE UNIFIED-DISPERSED MANAGEMENT MODEL In April 1999, Sony announced changes in its organisational structure. Through the new framework, the company aimed at streamlining its business operations to better exploit the opportunities offered by the internet.Sony’s key business divisions – Consumer Electronics division, Components division, Music division and the Games division – were reorganised into network businesses. This involved the reduction of ten divisional companies into three network companies, Sony Computer Entertainment (SCE) Company an d the Broadcasting & Professional Systems (B&PS) Company (see Exhibit 1). SCE Company was responsible for the PlayStation business while the B&PS Company supplied video and audio equipment for business, broadcast, education, industrial, medical and production related markets.The restructuring aimed at achieving three objectives – strengthening the electronics business, privatising three Sony subsidiaries, and strengthening the management capabilities. The restructuring also aimed at enhancing shareholder value through ‘Value Creation Management’. 8 8 It aimed at creating value by dividing the group into networked autonomous business units such that the resources within the Sony Group complemented each other. Exploring Corporate Strategy by Johnson, Scholes & Whittington 7 Restructuring Sony Exhibit 1 The unified-dispersed management modelSource: ‘Sony Announces Organization Structure for New Network Companies’, posted on www. sony. net, 29 March 1999 . Strengthening the electronics business The three network companies created were the Home Network Company, the Personal IT Network Company and the Core Technology & Network Company. Each network company was governed by a network company management committee (NCMC) and a network committee board (NCB). The NCMC was responsible for developing management policies and strategies. Its members included the officers and presidents of the concerned network company.The NCB was responsible for managing the day-to-day operations of the network company while keeping in mind the overall corporate strategy of the entire organisation. Each NCB was chaired by the concerned company’s President & CEO, Deputy President, President and Representative Director, two Executive Deputy Presidents and Representative Directors, and Corporate Senior Vice President. The new structure aimed at decentralising the worldwide operations of the company. The corporate headquarters gave the network companies the authority to function as autonomous entities in their corresponding businesses.To facilitate more functional and operational autonomy, the corporate headquarters also transferred the required support functions and R&D labs to each network company. To give a further boost to Sony’s electronics business, the management created Digital Network Solutions (DNS) under the purview of headquarters. The role of DNS was to create a network business model by charting strategies and developing essential technologies for exploiting the opportunities offered by the internet. The basic aim of creating DNS was to develop a network base that would provide customers with digital content (such as music and movies) and financial services.Privatising Sony’s subsidiaries As part of its strategy to promote functional and operational autonomy and to devote more attention to units which contributed significantly to its revenues and profits, Sony decided to convert three of its companies â€⠀œ Sony Music Entertainment ( Japan), Sony Chemical Corporation (manufactured printed circuit boards (PCBs), recording media and automotive batteries), and Sony Precision Technology (manufactured semiconductor inspection equipment and precision measuring devices) – into wholly Exploring Corporate Strategy by Johnson, Scholes & Whittington 8 Restructuring Sony owned subsidiaries of Sony.In addition, Sony converted SCE, which was jointly owned by Sony and Sony Music Entertainment ( Japan), into a wholly owned subsidiary of Sony. Strengthening the management capability To strengthen the management capability, Sony clearly demarcated the roles of headquarters and the newly created network companies. Accordingly, distinction was made between the strategic and support functions. Sony’s headquarters was split into two separate units – Group Headquarters and Business Unit Support. The role of Group Headquarters was to oversee group operations and expedite the allocation of resources within the group.The support functions, such as accounting, human resources and general affairs, were handled by the network companies so that they could enjoy more autonomy in their operations. Significant long-term R&D projects were directly supervised by the headquarters, while the immediate and short-term R&D projects were transferred to the concerned network companies. In order to evaluate the performance of the network companies, a value based performance measurement system9 was introduced. The implications While pursuing its restructuring efforts, Sony started developing products which were compatible with the internet.Its electronic products, such as digital cameras, personal computers, music systems, and Walkman, were made web compatible. Through its website, www. sony. net, consumers could participate in popular television game shows, listen to music, and download songs and movie trailers. Sony also ventured into e-business with the acquisition of Sky Perfect Communications. 10 While focusing on offering internet-enabled products, Sony also attempted to increase internet penetration by offering internet connection at lower cost and higher speed to consumers in urban areas. Sony’s restructuring efforts in 1999 were well received by investors.Following the announcement of the restructuring programme, Sony’s stock prices nearly tripled. This positive trend continued even in 2000. By March 2000, its stock prices were at a high of $152. Having already offered its PlayStation game console on the internet, Sony successfully launched its PlayStation 2 (PS2) video game console in Japan in March 2000. The PS2 sold 980,000 units within the first three days of its launch. However, Sony still faced problems since its other businesses, including electronics, movies, personal computers, and mobile telecommunications, were not performing well.Analysts felt that the low internet penetration rate in Japan (estimated to be 13 per cent in 199 9) was proving to be a major hurdle for Sony. Consequently, Sony’s financial performance deteriorated by the end of 1990s. For fiscal 1999 –2000, Sony’s net income fell to ? 121. 83bn compared to ? 179bn in the fiscal 1998–99. This resulted in a major fall in its stock prices. By May 2000, Sony’s stock prices fell by 40 per cent to $89. Analysts were quick to criticise Sony’s efforts towards transforming itself into a web-enabled company.They commented that the company had created more hype rather than taking a few significant steps in this regard. In response to these financial problems, Sony announced a reshuffle in its top management. Idei became the Chairman and Chief Executive Officer of Sony. Ando, who headed Sony’s PC division, was 9 A system that helps in effectively determining the cost of capital. The measurement is based on economic profit, which is calculated by subtracting the cost of debt and equity from the operating pr ofit after tax. Sony planned to use this system of measurement to set targets and evaluate business unit performance.The performance was to be linked, in future, with management compensation. 10 A popular satellite broadcasting company in Japan which owned Sky Perfect TV and had successfully ventured into the internet service provider (ISP) business by launching the website, www. so-net. This website enabled online shopping, interactive games, fortune telling as well as stockbroking. Exploring Corporate Strategy by Johnson, Scholes & Whittington 9 Restructuring Sony made the President, while Tokunaka, who previously headed the PlayStation unit, was made the Chief Financial Officer of Sony.Sony also undertook a massive cost-cutting exercise. Its global manufacturing facilities were reduced from 70 in 1999 to 65 in 2001. Sony planned to further bring down the number of manufacturing facilities to 55 by the end of 2003. This move would result in the elimination of 17,000 jobs. While im plementing these measures, the company had to deal with severe resistance from employee unions and local governments (in areas where jobs would be eliminated). Despite the above measures, Sony’s financial condition did not show any significant improvement in 2001.The company was severely affected by the slowdown in the IT industry during 2000–01, which led to a decline in the demand for its computer-related products. As a result, in spite of a 9. 4 per cent increase in revenue in the fiscal 2000–01 (mainly due to the improved sales of the PlayStation games console) Sony’s net income dropped significantly from ? 121. 83bn in the fiscal 1999–2000 to ? 16. 75bn in the fiscal 2000–01. Analysts commented that Sony required a new business model. The company had immediately to take concrete measures to increase its net income.Sony’s management also felt that with the emergence of net-compatible devices like cellular phones, audio and video g adgets and laptops, PCs were losing their charm. It felt that in the emerging age of ‘broadband’11 the demand for the above products was likely to increase in future. Sony’s management felt that in order to boost profitability and exploit the opportunities offered by the broadband era, there was a need for yet another organisational restructuring. RESTRUCTURING EFFORTS IN 2001 Sony announced another round of organisational restructuring in March 2001.The company aimed at transforming itself into a Personal Broadband Network Solutions company by launching a wide range of broadband products and services for its customers across the world. Explaining the objective of the restructuring, Idei said, ‘By capitalising on this business structure and by having businesses cooperate with each other, we aim to become the leading media and technology company in the broadband era. ’12 The restructuring involved designing a new headquarters to function as a hub for Sony’s strategy, strengthening the electronics business, and facilitating network-based content distribution.New headquarters to function as a hub for Sony’s strategy Under the new structural framework (see Exhibit 2), Sony’s headquarters was revamped into a Global Hub centred on five key businesses – electronics, entertainment, games, financial services and internet/ communication service. The primary role of the Global Hub (headed by the top management) was to devise the overall management strategy of the company. Sony’s management decided to integrate all the electronics business related activities under the newly created Electronic Headquarters (Electronics HQ).In order to achieve the convergence of Audio Video Products with IT (AV/IT convergence), Sony devised a unique strategy called ‘4 Network Gateway’. Under this strategy, the games and internet/communication service businesses were combined with the electronics hardware busine ss so that innovative products could be developed and offered for the broadband market. The three businesses were under the supervision of Ando. In order to provide support services for the entire group, a management platform was created, which consisted of key support functions in diverse fields such as accounting, finance, legal, intellectual 11An acronym for broad bandwidth, it is a high-speed, high-capacity data transmission channel that sends and receives information on coaxial cable or fibre-optic cable (which has a wider bandwidth than conventional telephone lines). This channel can carry video, voice and data simultaneously. 12 As quoted in the Annual Report 2002, www. sony. net. Exploring Corporate Strategy by Johnson, Scholes & Whittington 10 Restructuring Sony Exhibit 2 Sony organisational chart: electronics-related business (as of 1 April 2001)Source: ‘A New Group Structure for the Next Stage of Integrated, Decentralized Management’, www. sony. net, 29 March 2001. copyrights, human resources, information systems, public relations, external affairs and design. The management platform was later split into the Engineering, Management and Customer Service (EMCS) Company and the Sales Platform (which comprised the regional sales companies and region-based internet direct marketing functions). The management platform was headed by the Chief Administrative Officer, a newly created position.Sony’s management also converted the product-centric network companies into solution-oriented companies by regrouping them into seven companies. Group resources were allocated among the network companies on the basis of their growth potential. Exploring Corporate Strategy by Johnson, Scholes & Whittington 11 Restructuring Sony Strengthening electronics business To enhance the profitability of the electronics segment, Sony’s management decided to give emphasis to product development efforts. The management felt it was also essential to enhance the quality of the electronic devices manufactured.In order to achieve this, Sony’s management devised an innovative business model called the Ubiquitous Value Network,13 which connected the company’s existing hardware, content and services through an agency of networks. Sony planned to develop a wide range of products which could be connected through this network. Network-based content distribution Like the electronics, games and internet/communication service businesses, the entertainment and financial services businesses were also developed in a network compatible manner to facilitate electronic content distribution.In the entertainment business, music and movies were converted into a digital format and distributed over the internet (apart from being distributed through traditional channels such as music stores and theatres). In Japan, Sony Music Entertainment launched online music through its website. This website allowed customers to download popular songs for a f ee. In the financial services business, Sony Life Insurance Japan launched the ‘Life Planner’ consultancy system which offered personalised financial services online to its customers.Sony Life Assurance Japan also went online and started selling its insurance policies over the internet. The implications Soon after the reorganisation, Sony launched some innovative products to cater to the broadband market. For instance, in 2001, the company launched a series of internet-compatible mobile phones. However, the product was unsuccessful (owing to problems in the software used in the mobile devices) and in early 2002 Sony had to recall three batches of phones sold to Japanese companies. In consequence, Sony had to write off $110m in the quarter ending June 2002.In April 2003, Sony announced another major restructuring exercise (to be carried out in the next three years) in order to strengthen its corporate value (see Exhibit 3). Following this announcement, Sony was reorganis ed into seven business entities – four network companies and three business groups (see Exhibit 4). These business entities were given the authority to frame short-term and long-term strategies. According to analysts, the company’s financial performance did not improve in spite of the frequent restructuring by Sony’s management.For the financial year 2001–02, Sony’s operating income fell by a significant 40. 3 per cent while its revenues registered a marginal increase of 3. 6 per cent. According to a BusinessWeek report, sales of Sony’s most profitable products – the PlayStation and the PS2 game consoles – were likely to fall (see Exhibit 5). Due to Sony’s poor financial performance, the management planned to further reduce the number of manufacturing facilities and shift some production activities out of Japan.Analysts also criticised Sony for being a diversified business conglomerate engaged in several businesses from semiconductors to financial services. They felt that the company should focus on a few highly profitable businesses like games, insurance, and audio-video equipment and hive off the unprofitable businesses. Analysts felt that spending huge amounts of money on restructuring was not justified, particularly since the restructuring exercises had not yielded the expected results. In 2001, restructuring efforts had cost the company ? 100bn; and the proposed restructuring in April 2003 was expected to cost another ? 40bn. 13 The Ubiquitous Value Network is an environment in which PC and non-PC consumer electronics devices are seamlessly connected to each other and to the network, giving users access to all types of content or service, from anywhere across the globe. Exploring Corporate Strategy by Johnson, Scholes & Whittington 12 Restructuring Sony Exhibit 3 Sony organisational chart (as of 1 April 2003) Source: ‘Sony Announces Executive Appointments and Organizational Reforms Effec tive as of April 1, 2003’, www. sony. net, 31 March 2003. Exhibit 4 Responsibilities of network companies and business groups No. 2 3 Network company/ business group Home Network Company Broadband Network Company IT and Mobile Solutions Network Company 4 5 6 Micro Systems Network Company Game Business Group Entertainment Business Group Responsibility To create a new home environment with networked electronic devices centred on next-generation TV Development of next-generation electronics devices and linkages to Game devices To realise a connected world with PC and mobile devices and strengthen the B2B solutions business To enhance key devices and modules as core components of attractive set products To promote Game businesses for the broadband era To develop entertainment content businesses based on pictures and music and develop a new content business model for the network era To integrate various business units providing services based on direct contact with customers (fina nce, retail, etc). Strengthen synergies and develop attractive new business models for customers through the application of IT. 7 Personal Solutions Business Group Source: ‘Sony Announces Executive Appointments and Organizational Reforms Effective as of April 1, 2003’, www. sony. et, 31 March 2003. Analysts also felt that the convergence of consumer electronics, PCs and the internet was not only opening up new opportunities for Sony but also creating more competition for its core businesses. As Sony took steps to strengthen its networking capabilities, the company faced new forms of competition in both domestic as well as foreign markets. For instance, in the US, software giants like Microsoft and Sun Microsystems (as well as a few startups) were planning to enter the home entertainment market. Exploring Corporate Strategy by Johnson, Scholes & Whittington 13 Restructuring Sony Exhibit 5 Break-up of Sony’s businesses (31 March 2002)Business Electronics Games Insu rance Films Music Others Sales ($bn) 35. 6 7. 4 3. 7 4. 6 4. 5 0. 6 Operating profits ($m) 125 578 91 147 203 NA Source: ‘Can Sony Retain the Magic’, by Irene M. Kunii & Cliff Edward, BusinessWeek, 11 March 2002. Even Cisco Systems, which provided network solutions, had started manufacturing consumer electronics products. A BusinessWeek report said that Sony lacked any distinctive competencies in the internet-related businesses. It was neither an aggregator of content like Yahoo! , nor a limited-product vendor with an efficient distribution network such as Dell. Exploring Corporate Strategy by Johnson, Scholes & Whittington 14

Personal Statement (Oxford)

Personal Statement Every year, thousands of people all over the world apply the best of themselves to Oxford. Some believe in the distinguished faculties producing groundbreaking research that addresses critical issues facing our academia, while the others believe in the synergy between fundamental and applied research and the â€Å"The Lord is my light† approach, which foster intellectual partnerships between faculties and students. As an up-coming graduate in Economics, I yearned to further my postgraduate study for an Oxford master programme in the School of Geography and the Environment because of a passion running deep inside my thought.The passion is rooted from the place where I grew up, and sparked by a practice of enviromental change research I experienced recently. I grew up in Zhongwei, Ningxia, China — a small oasis located in the junction between the Yellow River and Tengri Desert in northwestern China. My feeling on this land has been a complex mixture of love and sigh, as folks are nurtured by this land, but also tortured by frequent sand storms and very dry weather. During my college life in Jiangsu University, I, as a volunteer, participated in a research project to study the environmental changes and the corresponding socio-economic effects around Shapotou.I was impressed by the fresh scene of Shapotou, the place where once engulfed by desert has been covered mostly by vegetation. Because of the success in desert-control, Shapotou is known as a â€Å"Miracle in the history of the world’s desertification control†. I was honored to be invited to participate in the field investigation led by Professor A from the Chinese Academy of Sciences. Through participating in the research project, I obtained the knowledge on the history of the desert movement and principles governing the desertification control.I have also learned that the achievement of Shapotou desertification control project has attracted the attention of expe rts and scholars from many parts of the world, including the Dean of St Cross College of Oxford University, Professor who visited Tengri Desert with Professor Huang in 2007. Deeply impressed with the success of desertification control at Shapotou, I have been very interested in topics related to geography and environmental conservation since then. For this, I have done some studies on climate change, ecological protection, energy conservation and environmental economics. I have also been keeping in a close contact with Prof.A for consulting and discussing issues on geographical and environmental aspects. Through my contacts with Professor A, who used to be a research fellow at Oxford University, and many other sources including the information shown on the website of Oxford University, I understand well that Oxford University is one of the leading universities in geography in the world. Following my passion and maturing self-conscious, I started to draw my own blueprint catiously â €“ I would make all my effort to earn an offer from Oxford University for studying in the programme of Nature, Society and Environmental Policy.Armed by the knowledge and skills I gained from my college study, I will dedicate myself on environmental protection in my hometown. I am truly convinced that choosing to become an Oxford’s â€Å"dark blue† is the best choice to fullfill my life’s pursuit. I sincerely hope that I can be admitted as a postgraduate student of Oxford University, and I am very confident of my capability for completing my studies at Oxford University.

Should all pupils have the same opportunities or do some merit or Essay

Should all pupils have the same opportunities or do some merit or deserve different opportunities - Essay Example This is in line with the notion that being satisfied fairly leads to satisfaction of the basic need. Aristotle in his Politics (1280a) argues that true justice is treating equals equally and unequal’s unequally with regard to the notable and relevant difference between these groups. What these means essentially is that if there is no exact difference between two persons, the two should be treated similarly. Concerning pupils and opportunities, there are many people who, in line with Aristotle’s statement observe that only the same pupils who harbor the same interests should be given admission in particular schools. On the other hand, other people suggest that schools should be open to all pupils regardless of their interests or abilities. Presently, many governments around the word are forming education policies that are geared towards comprehensive education. However, many more are establishing schools that admit only students with the same interests. In my view, there are two faces in all things and therefore, educators have to consider the specific needs of a child in educator. This paper presents an argument on why pupils deserve different opportunities and why equal pupils should be treated equally while unequal ones are treated unequally. My argument in this discussion are in line with Aristotles statement â€Å"true justice is treating equals equally, and unequals unequally with regard to the notable and relevant difference between them†. This means that giving children the same opportunities will be unjust course since they have different capabilities, interests and objectives. On the other hand, it would be considered justice to give these learners opportunities and chances that suit their interests, objectives, capabilities, and goals. Educators and guardians must understand that maintaining high expectations for the learning of children needs them to understand these children well, and focus upon

Hipaa, How it may affect me in a doctor office Essay

Hipaa, How it may affect me in a doctor office - Essay Example In case of a job change I will be able to benefit from the act as I will be able to reduce the exclusion period in group health plan and health insurance coverage. This is a positive affect that the act will have on me. As an employee in a doctor’s office, HIPAA would affect me in numerous ways from the second part of the HIPAA. First and the foremost, there would be increased pressure in order to ensure the safety of the health care data. Personal responsibility needs to be taken in order to ensure that all the rules and regulations are followed in order to the safeguard the information. Failure to do so will attract serious penalties. There will be special training on the use and understanding of the new systems. As the patient information is accessed by many, the responsibility to protect that information becomes even greater. Hence, I will need to undergo training not just on how to use the new systems but also on the various aspects of the act itself. This will help to have a clear understanding of the act and hence act within the rules and regulations defined in the act. Also training is required in using the equipments that will be in place as a result of the HIPAA act (Iyer et al., 2006). It is also the responsibility of me and my colleagues to explain the provisions and the various aspects of the act to the patients. The complexities of the act must be clearly communicated to the patients so that they can make full use of it. Also a result of the act, there will be continuous monitoring and supervision of my work. I will be monitored to see if all the procedure laid out by the hospital is being followed or not. Also I must comply with the personnel and security management systems in the hospital. Osborne, H. (2002). In Other Words†¦How the New HIPAA Regulations Affect Healthcare Communication. Boston Globes On Call.[Online]. Available at:

National health indicators Essay Example | Topics and Well Written Essays - 500 words

National health indicators - Essay Example Health indicators for United States Birth rate-14 per 1000 population Fertility rate- 68.6 births per 1000 women aged 15-44 years Percent born low birthweight-8.2% Life expectancy-77.9 Obese population aged 20 years and above – 34% (Source: World Health Organization, 2007) Health indicators for India Population 60 years and above – 7.8% (in 2001) Crude birth rate (per 1000 population) – 23.8 (in 2005) Crude death rate (per 1000 population) – 7.6 (in 2005) Population with access to improved sanitation – 52% (in 2001) Physician per 1000 population – 7 (in 2005) (Source: Centers for Disease Control and Prevention, 2010) Health indicators for Bangladesh Population 60 years and above - 7% (in 2004) Crude birth rate (per 1000 population) – 20.9 (in 2003) Crude death rate (per 1000 population) – 5.9 (in 2003) Population with access to improved sanitation – 59% (in 2004) Physician per 1000 population – 3 (in 2005) (Centers for Disease Control and Prevention, 2010) From the above data, it is evident that United States maintains a satisfactory health condition. The US’ life expectancy is 77.9 and it reflects the nation’s improvement in health sector. Similarly, the country keeps a well low birthweight rate (8.2%), which represents the changing face of United States’ health care sector.

Based on public health role in flu epidemic, identify one ethical Research Paper

Based on public health role in flu epidemic, identify one ethical consideration and one cultural consideration for a public health response. What is the nurse's role in address each of these - Research Paper Example Moreover, the paper will demonstrate the role of a nurse in each of the considerations. Being prepared for flu epidemic is crucial since it ensures that the public health system can mitigate the effects of the pandemic. However, certain ethical and cultural considerations must be deliberated on while deciding the appropriate measures. Nurses play an important role in the response to flu pandemic. Understanding the ethical and cultural considerations as well as the role of nurse is thus important (Debruin, 2012). One ethical consideration involved is the moral commitment to justice and alleviating any barriers that could hinder the some people from accessing healthcare. Ethical guidance to public health response to pandemic should be concerned with the justice. Justice is important while dealing with pandemics and it entails disbursement of common advantages as well as equal sharing of burdens. However, justice should be accompanied by reasonableness in that the caregivers should prioritize the needs of the affected population based on their level of vulnerability. Therefore, the public health system should make a pledge to serve all the affected persons with first priority being given to most affect without ignoring those likely to be affected by the epidemic. In a flu pandemic, nurses have a role of enhancing justice by ensuring that they focus on the needs of the most disadvantaged and give equal priority to all irrespective of their ethical background (Debruin, 2012). During pandemics, the public health personnel have to make decisions, which may conflict individual interest with the community interests. However, the response must take into account cultural considerations to ensure that even the minority groups access adequate care. One cultural consideration is the cultural diversity of a nation (Institute of Medicine, et al., 2008). It is important for the caregivers to

Small business Research Paper Example | Topics and Well Written Essays - 1000 words

Small business - Research Paper Example It is important to determine WHY the business is being set up and what is expected out of it. In this case of opening a restaurant we have clearly defined objectives. It is aimed at serving fresh halal food to the target community that is mostly based on students so the specialty is going to be fresh, halal food at cheaper rates. Now it is important to determine the input and output means. Input includes all the budgeting, hiring of employees and setting up the place etc an the out put is the result that is in the form of customers’ response and the profits. So first of all we need to determine the scale of this input and output. It is important to keep in mind and have a regular check on the customers’ and the suppliers’ requirements and their ease. It is important to have a smooth customer relation with the suppliers of raw materials like meat etc for the restaurant. On the other hand the customers’ requirements should be kept in mind and they should be regularly updated according to their demands. So in case of this restaurant, the customers’ response to food items is very important. Food should be cooked according to their demands and the rates should be regularized according to the customers’ pockets. Getting the employees into the process of planning is also very important. Thus they would understand the whole system better and define things according to their own ease and so that would help in running the plan smooth. Moreover, in systematized planning, clear definition of duties and process owning is very important. The employees should not be confused about their duties nor should they be over burdened. A good division of labor according to the duties is important for running the system efficiently. All the employees should be told about their duties clearly and they should be asked about those duties by the management in a constant check. A proper management and check and balance or monitoring is very

Globale warming Essay Example | Topics and Well Written Essays - 1000 words

Globale warming - Essay Example One of the reasons for this is due to research conducted on global warming, where there are studies indicative of increasing temperatures all around the globe and there is a potential for the failure of temperature regulation around the globe. This is to imply that there is a high possibility, according to some weather scientists, that the mechanism that ensures the weather and climate remains stable within the atmosphere is likely to fail, in which case the temperatures will fall to a scenario of the legendary ice age (Carter 2008, p.182). This accounts for the larger percentage of the reason why there are varying opinions pertaining to global warming, whereas there are others such as research that looks into the erratic patterns of the weather and the climate following the large impact of global warming across the globe. This is to an extent that it is difficult to provide detailed information on how much change has occurred and even future trends of the world based on climate chan ge studies, where the effects of different causative agents of global warming are evaluated and their amount of damage assessed to ensure that the latest data is acquired and utilized adequately. With this in mind, there are also sceptical scientists that only focus on single aspects of global warming thus with every new research or study on the weather, there is a new opinion based on hypothetical situations. This will be discussed later when looking at the future of the world from the perspective of global warning. Problem To understand the concept of global warming and even the theory of global warming, there is a need to look at the evidence presented by different researches as to how global warming works and affects the world. With this in mind, scientists have discovered that humans are the greatest cause of global warming, where they do not cause it by their state of being but through their activities, both economic and social. As a result, the temperatures of the earth have increased over the past 250 years at a steady pace, but this is not to mean that there are no other factors causing this. First looking at this reveals that burning fossil fuels for energy and heat is part of what causes global warming by releasing carbon dioxide which traps a layer of warm air (Jacobson 2004, p.2910). Findings that brought this to light states that a combination of human activities and natural causes has resulted in the rapid in surface temperature rise (Zuo et al 2012, p.3432). However, there are also other findings that refute and support this at the same time in that there are natural occurrences and human activities that have significantly contributed to the cooling of the earth meaning that a form of balance to the global temperature belt is returning including chloral-flouro-carbons. These include eruptions of mountains as seen in the 1991 case of Mt. Pinatubo, which lowered global temperatures for a number of years (Soden et al, 2002). On a similar note rese arch has also found that global warming is not necessarily a bad thing based on studies and evidence presented by various scientists. As such, there have been findings that since 1860 to date, there has been roughly an increase in global

Knowledge and knowledge management Essay Example | Topics and Well Written Essays - 750 words

Knowledge and knowledge management - Essay Example Knowledge management practitioners and scholars acknowledge that there exist knowledge that is hard to articulate and grasp. Most of these scholars to approach the issue by a taking the representational point of view and trying to represent that which is not representable, that is, trying to make hard the soft knowledge. However, knowledge as a soft or hard quality brings out a clear perception that this is not the right understanding in knowledge management. Wenger (1999), in his understanding of knowledge management, uses shared artefacts and social processes as his case study to explain individual’s reification and participation in understanding KM If we concur that experience and interaction with individual’s milieu necessitate the learning process, then it is also easier to concur that learning involves explicit and tactic knowledge. Argote and Ingram (2000) emphasizes that the main key attribute to knowledge is that it exists in the head of individuals, and it only becomes information when it is on paper or any other medium. The original knowledge, however, remains in the author’s mind and an ideal world it is only transmitted to the readers mind through this medium. According to Grover and Davenport (2001), progresses today has seen to it that knowledge is put on record inform of stories. The above sentiments created sparks among the knowledge practitioners who questions the form that the knowledge takes in the story. With other such as Woods and Prusak (1999) wondering on whether the soft knowledge is transforming to be harder. During articulation and understanding there is always some levels of abstraction. In order to retrieve something back, the soft knowledge is necessary. Kidd (1999) explains that an individual who concentrates on the hard aspects of knowledge, mostly newcomers, can only comprehend a story at its superficial level. He further illustrates that the interpretation

Jurnal Essay Example | Topics and Well Written Essays - 250 words - 1

Jurnal - Essay Example She believes that as a woman, she not only needs to look beautiful but also confident and efficient to show the opposite sex that women have brain that can outsmart them. She also thinks that she can get away with anything! She is a marketing manager in a cosmetic company. She has a dynamic personality and her confidence in her abilities is important part of her professional success. Her smiling appearance and ready apologies for lateness just do not let any negative feelings to persist. Would my impatient behavior have any long lasting impact? I do not think so! She comes from different culture where personal relationships are important but punctuality is not. This is what I have come to realize which may or may not be true for others. But she has a heart of pure gold and I love her for her vivacious personality. She bears no hard feelings for others. She is late for the 5th time in a row. I have now resigned myself that we would be late for cinema. She is very conscious of her looks. Appearances are very important for her and dressing smartly ensures that clients and business partners are impressed at first sight. She is as usual impeccably dressed. (words:

Abstract for Choices, Values, and Frame Essay Example for Free

Abstract for Choices, Values, and Frame Essay Reading 2.2 Kahneman,D and Tvesky, A. (1984), ‘ Choices, values, and frames’. Ameriacn Psychologist, 39 (4) Abstract This article discuss when consumers feel a certain price which is bringing the loss rather than the income, they are more sensitive to price. Consumers are feeling a certain price more cost-effective manner and the other a less cost-effective. They will accord the cognitive psychological evaluation to exhibit a completely different personal attitude and decision making. Economic decision making theory has always been that people are fundamentally rational animal. However, human beings have irrational features in many aspects. One of the most attract somebodys attention example is calling the â€Å"framing effect In this effect, the positive or negative way to make a decision has had a dramatic effect on subsequent choice. The researchers found that integration from the decision system of emotional preference were potential causes of framing effect. With the potential risk benefit choices need to pay the cognitive effort than defined benefit choice; however, determining the damaged choice and risk selection potential damage to pay cognitive effort is the same. There are two fundamental analyze principles for rational choice theory: dominance and invariance. Dominance can be defined that project A in the worst case is better than project B, project A should be accept. Invariance requires that human describe selectivity problem for the same thing that will draw the common preference. Framing effect can be divide two types: positive and negative. The positive frame shows risk-averse preference for gains. On the other hand, the negative frame shows risk- seeking preference for losses. In addition, in mental accounting, money can be attributed to the different types of account which cannot replace each other. People are always divide outcomes into different mental accountings and use decision value and experience value, in order to evaluate the results whether can be accepted. EXAMPLE To discuss the cognitive psychology effects our daily life, I will give a  example of rent or buy a house in Sydney. If we want rent a house or apartment in Sydney which have two bedrooms, a living room and 2 bathrooms, according to my experience, we need to pay 600-800 dollar each week. Most of us may not feel pressure to rent an apartment for one or two years. If we spend 20000 or 30000 as down payment which is use for purchase an apartment. I think we could be hesitating. We analyze that purchase a apartment is better than rent in order to live one or two years in some place. We are willing spend less to live although we make sure loss 600-800 each week. However, it leads to a value of experience, and this experience value effect our decision. Finally, we would rather to rent an apartment although we know it not a rational investment. Reading 8.3 Abstract This article point out that the exercise of power in the process of development and implementation of organizational information systems are very expensive and time consuming. Accordingly, the theory of ‘sociology of translation’ provides corresponding solutions for the organization. According to the theory, there are two important features in the problemastisation. Firstly, actor or group should more specific in a general problem to find a mental to solving. Secondly, actors should be defined identities in a plan that will use their skill and experience precisely. The author point out an example that senior manager enjoy the IT program and analyze it to use reducing cost as a new tool. In addition, most of the consultants believe that organizations should make clear position, future goals and behavior before implement IT strategy. Meanwhile, consultants also believed that IT system is great significance strategy for organizations lead to successful. For another example, IT consultants try them best to make sure problematisation steady. The successive problematisations build an exercise of power and prevent other alternative problematisations from getting onto the agenda of the project team. In conclusion, the author solves the problems in the information technology process in the theory of concepts. Consultants adopted the theory of  Ã¢â‚¬Ëœsociology of translation’ to solve organizations’ problem. Discuss the nature of the relationship between external management consultants and customer or user groups. The author considers the other resource management role and differential access to its knowledge and skills, such as an important exercise of power relations. Example ERP (Enterprise Resource Planning): Enterprise resource planning system is basing on information technology. The use of information technology implementation of enterprise supply chain management, in order to realize scientific management of each link in the supply chain. ERP integrates information technology and advanced management ideas become the modern enterprise mode which reflecting the era of enterprise reasonable allocation of resources. It maximizes the creation of social wealth and become the cornerstone of corporate survival. In the company, the general management mainly includes three aspects: production control (planning, manufacturing, logistics (distribution), procurement, inventory management) and financial management (accounting, financial management); three systems are integrating and the importance of human resources constitutes the primary module of ERP system. The ERP system of business each module refinement, split, forming a relatively independent software syst em and the seamless connection, so that the enterprises of different scales can be freely combined according to need and make enterprise resource optimization configuration. Reading 1.3 Abstract The author claims a general make a strategic relate to several aspects. This article points out that your teammates or colleagues making decision will affect on yourself. Namely, the title of this article: â€Å"looking up and looking around†. Firstly, â€Å"looking up† is a basic human nature in any situation. In other words, when you meet a more experience and knowledge person (such as your manager and your boss) make a strategic, and then making decision follow how he/she would act. Secondly, ‘looking around’ is one of your opinions. When you work with your teammates or colleagues, you will find out how they deal with problems and what they make decisions. Then  you will follow their opinions to deal with yourself problems. The author also points out that â€Å"decision- making paralysis† always effect on everyone no matter you are middle manage or even the top manager and CEO. When face with a problem, human minds always goes blank. They want to find a solution to solve the problem. If not, they will look for someone to take the burden. On the other hand, they will afraid to make decision in any situation because they don’t want the decision bring fail. Most of managers suffer from anxiety that colleagues will find out their incapability. There is important problem that makes a rational strategic not only managers’ duty, it also relate to company’s structure and the project. Manager always are demanded to make a decision quickly which based on information transmits from primary levels. However, the information not particularly correct that leads to some wrong decisions in that situation. Obviously, the manager who makes the wrong decision in a organization should take the bl ame and be fired. This situation always happens in many companies. The author claims that a outstanding managers should have a rational analyze and quick thinking abilities. Example In my experience, when I worked at an international land sales company, my manager receives a project to help a China company find an office. Our team receive the order which needs a 300㎠¡ work place in shanghai CBD. Firstly, we should make a research to find out whether a suitable square. Our manager makes a decision to ask some building manager which is located in shanghai CBD. Finally, we find a suitable place for the China Company. However, when we check require with the company, our assistant told us we get wrong squares that is 400 ㎠¡. So our manager has to afresh contact to the building list. Fortunately, we found a 90 ㎠¡ near the former one. Our manager decides to connect the two work place to reach 400㎠¡. We successfully completed out task on time.

Marijuana-A description of the drug and its aeffects Essay Example for Free

Marijuana-A description of the drug and its aeffects Essay Marijuana is the most commonly used illegal drug in the United States. It is made from the dried leaves and flowering tops of the Indian hemp plant Cannabis Sativa. People smoke, chew, or eat marijuana for its hallucinogenic and intoxicating effects. The flowering tops of the Cannabis plant secrete a sticky resin that contains the active ingredient of marijuana, known as Delta-9-Tetrahydrocannabinol (THC). The plant has both male and female forms. The sticky flowers of the female plant are the most potent. Hashish is a similar drug prepared from the same plant. It differs from marijuana in that it is made of only the resin from the plant, but where marijuana is made up of flowering tops and leaves. The main active chemical in marijuana is THC (delta-9-tetrahydrocannabinol). The membranes of certain nerve cells in the brain contain protein receptors that bind to THC. Once securely in place, THC initiates a series of cellular reactions that lead to the high that users experience when they smoke marijuana. There are usually phases in marijuana use there are: intoxication, initial stimulation, which includes giddiness and euphoria, followed by sedation and pleasant tranquility. Mood changes are often accompanied by altered perceptions of time and space. Thinking processes become disrupted by fragmentary ideas and memories. Other feelings include increased appetite, heightened sensory awareness, and general feelings of pleasure. Negative effects of marijuana use can include confusion, acute panic reactions, anxiety attacks, fear, a sense of helplessness, and loss of self-control. Like alcohol intoxication, marijuana intoxication impairs judgment, comprehension, memory, speech, problem-solving ability, reaction time, and driving skills. Although marijuana is not physically addicting and no physical withdrawal symptoms occur when use is discontinued, psychological dependence develops in some 10 to 20 percent of long-term regular users. Smoking marijuana can damage the lungs, and long-term use may increase the risk of lung cancer . Even infrequent use of marijuana can cause burning and stinging of the mouth and throat, often accompanied by a heavy cough. Someone who smokes marijuana regularly may have many of the same respiratory problems that tobacco smokers do, such as daily cough and frequent chest illness, a heightened risk of lung infections, and a greater tendency to obstructed airways. Cancer of the respiratory tract and lungs may also be promoted by marijuana smoke. Marijuana use has the potential to promote cancer of the lungs and other parts of the respiratory tract because it contains irritants and carcinogens. Marijuana smoke contains 50 to 70 percent more carcinogenic hydrocarbons than does tobacco smoke. It also produces high levels of an enzyme that converts certain hydrocarbons into their carcinogenic form, levels that may accelerate the changes that produce malignant cells. Marijuana users usually inhale more deeply and hold their breath longer than tobacco smokers do, which increases the lungs exposure to carcinogenic smoke.Some other effects of marijuana may occur because THC impairs the immune systems ability to fight off infectious diseases and cancer. In laboratory experiments that exposed animal and human cells to THC or other marijuana ingredients, the normal disease-preventing reactions of many of the key types of immune cells were inhibited. In other studies, mice exposed to THC or related substances were more likely than unexp osed mice to develop bacterial infections and tumors Depression, anxiety, and personality disturbances are all associated with marijuana use. Because marijuana compromises the ability to learn and remember information, the more a person uses marijuana the more he or she is likely to fall behind in accumulating intellectual, job, or social skills. Students who smoke marijuana get lower grades and are less likely to graduate from high school, compared to their non-smoking peers. Workers who smoke marijuana are more likely than their coworkers to have problems on the job. Several studies associate workers marijuana smoking with increased absences, tardiness, accidents, workers compensation claims, and job turnover. A study of municipal workers found that those who used marijuana on or off the job reported more withdrawal behaviors such as leaving work without permission, daydreaming, and spending work time on personal matters. Although no medications are currently available for treating marijuana abuse, recent discoveries about the workings of the THC receptors have raised the  possibility of eventually developing a medication that will block the intoxicating effects of THC. Such a medication might be used to prevent relapse to marijuana abuse by lessening or eliminating its appeal.

Media Essays Baudrillard Media Terrorism

Media Essays Baudrillard Media Terrorism Baudrillard Media Terrorism Discuss Baudrillard’s controversial contention that Western media have been complicit in terrorism. What does he mean and how convincing is his argument? Jean Baudrillard was an influential but highly controversial French Philosopher, Sociologist and cultural theorist. The â€Å"prophet of the postmodern media spectacle† (Butterfield: 2002) best known for his work on contemporary social theory, the modes of mediation and technological communication (Kellner: 1994: 1), commenting in particular on AIDS, cloning, the first Gulf War and terrorism. Baudrillards writings and his almost confrontational view have led to him being fiercely criticised by many, giving him nicknames such as â€Å"the high priest of post-modernism† (Gane: 1991: 47) and â€Å"the David Bowie of Philosophy† (Merrin: 2005a: 5). His continual TV appearances, tours and newspaper coverage only reinforced his critics â€Å"suspicion of his superficiality† (Merrin: 2005a: 6). Overall his theories were regarded as old hat up until 9/11 and the World Trade Centre terrorist attacks, where his writings on the matter once again put him in the spotlight, although not all agreed with what he has to say none could help but take note. Before I get into Baudrillards writings on terrorism it is important to outline some of his earlier works and theories, so you get a good scope of the mans thinking’s and view of the world in which we live in. An important point, central to all Baudrillards theories is his concern over the importance of images within contemporary culture. He builds upon Plato’s allegory of the cave, in which he compares the world’s population to cave dwellers, viewing false reality instead of absolute truth, in the form of shadows on the wall. Baudrillard takes inspiration from this idea, as well as the work of Lev Manovich, to come up with a theory which has been described as â€Å"inverted Platonism† (Stam: 2000: 306). In â€Å"Plato’s Cave† the cave dwellers, shackled to the wall, naively view the shadows cast on the back wall as actuality as they have never seen anything other than that, they never experience the absolute truth only the manufactured truth. Baudrillard takes this one step further though by â€Å"denying the existence of any actuality or reality that may be revealed† (Plantinga: 1996: 307), arguing that there is no protocols now in place which can help us distinguish between appearances and reality. Baudrillard states that we are stuck in a postmodern â€Å"hyper-reality†, where ‘truth’ is â€Å"simply the latest media consensus† (Plantinga: 1996: 307). The televisions, images and mass media which have now replaced Plato’s cave wall have become a means not of informing and revealing truth but of taking part in the creation of the manufactured consensus which passes as truth and knowledge in the postmodern world (Plantinga: 1996: 307). The real has almost completely disappeared, with any glimmer of absolute truth over-shadowed by media simulation. In his book Simulacra and Simulation Baudrillard looks at the West’s relationship between reality and images. He claims that modern society has replaced all reality and meaning with symbols and signs, and that humans are experiencing a simulation of reality rather than reality itself. This is an idea famously explored in the Wachowski brothers film The Matrix (1999), with the character Morpheus referring to the real world as the â€Å"desert of the real† (Baudrillard: 1994: 1), a reference lifted straight from Baudrillards work. Baudrillard has since claimed in interview that The Matrix is nothing more than a misunderstanding of his work (Lancelin: 2004). The simulacra that Baudrillard refers to are signs of culture and media that creative the perceived reality, serving as a powerful form of â€Å"social control† (Baudrillard: 1993a: 60), and can be divided into four discreet semiotic stages. Before simulacra, in pre-modern societies signs are few in number and simply refer to and reflect reality. Their primary purpose is to reflect a divinely sanctioned hierarchy and social positioning (Barker: 1996: 50), rigid and firmly fixed in place. Religious paintings such as those of Jesus or the Virgin Mary are held to be true copies of a higher reality, which people can worship like they are the real thing, disregarding the fact that they are nothing but a replica. The so called First Order of Simulacra stretches through the 14th and 15th centuries, during the Renaissance period. Baudrillard states that during this counterfeit time we changed from being a limited order of signs, â€Å"to a proliferation of signs according to demand† (1983: 85). As religious views and sanctioned hierarchy begin to fade, man-made copies of the real world start to be produced on mass. For the first time during this period we get signs splitting away from reality, the truth can be altered and changed to suit different purposed, creating false copies which are not representable. The third stage and Second Order of Simulacra came as a consequence of the Industrial Revolution, where advances in mechanical production in things such as cameras and printers radically changed the relationship between signs and the real. At this stage an â€Å"industrial law of value† (Smart: 1993: 52) reigns, where technological and mechanical reproduction come to constitute a new reality. The more these signs multiply, the more their relationship with the real is undermined. As Walter Benjamin once said images become the things themselves, absorbing â€Å"the process of production, changing it finalities and altering the status of product and producer† (Baudrillard: 1983: 98). The reproductions dilute the experience of the unique image, they lose the special value associated with the unique and authentic, instead acquiring a much more abstract kind of value. Baudrillard’s Third Order of Simulacra is where we are at now. In our contemporary postmodern societies, images have floated free of reality, taking the processes of abstraction which took hold in industrial modernity to their extremes. As Baudrillard says â€Å"one is not the simulacrum of which the other would be the real: there are only simulacra† (1994: 21). The copy has now become the real, with nothing authentic left behind the simulation. It is no longer possible to appeal to a real referent, as distinctions between representations and objects can no longer be sustained in a world where simulation models rule (Smart: 1993: 52). Baudrillard’s work explores the paradoxes of post-modern, simulation culture, stating that we have now got to a stage where the simulations merely refer to other simulations. As he sees it we can no longer experience anything outside the codes of simulation, the boundaries between signification and reality have imploded, so now all we can experience are representations of representations. According to Baudrillard reality has either disappeared or never existed in the first place. This death of reality has caused enormous panic amongst our post-modern culture as we attempt to nostalgically resurrect and retrieve the real. We find evidence of these attempts to search for authenticity everywhere, as Baudrillard says â€Å"when the real is no longer what it used to be, nostalgia assumes it full meaning† (2001: 174). The rise of myths of origin, second-hand truth and objectivity, lead to an escalation of the true lived experience, which grows into a demand for things which are more and more real. Baudrillard defines this obsessing of the real as â€Å"hyperreality† (1995: 28), with it in fact taking us further away, rather than closer to the real. We as a postmodern culture never stop on our search for more reality, through things such as DVD deleted scenes and commentaries, and the watchings of documentary series such as Bodyshock and Extraordinary People, with their less than subtitle titles, we attempt to come closer with ‘reality’, but once again we are just one step closer to a media fabrication. Baudrillards views reject those of traditional Marxist productivism, with him thinking they no longer offer an adequate explanation to postmodern situations. He has turned to theorists who look at formulating an alternative notion of economy and culture, based on observations of primitive societies, in particular the work of Georges Bataille. Bataille’s notion of the â€Å"solar economy† (1997: 193) of excess and destruction argued that there is a more fundamental, primary form of economy which could be taken straight form primitive society. Baudrillard also studied the work of Marcel Mauss, with his theories on gift-giving. Mauss states that there was no â€Å"pure expenditure† (Mauss: 2001: 98) without the expectation of a replicating â€Å"counter-gift† (Mauss: 1998: 101). This â€Å"symbolic exchange† between gift and counter-gift becomes the law of the universe, the challenge to give. Baudrillard refers to the semiotic culture in which we live as â€Å"the code† (2001: 7), where control has been taken from the realm of decision-making. Where our Western binaristic semiotic culture rests largely on binary opposites, good and evil, life and death, etc, societies based on symbolic exchange do not. Everyday life deals with symbolic offerings of gifts to the dead, and they are expected to respond as a matter of obligation. I n western semiotic culture, our choices are defined in terms of yes/no decisions, binaristic regulations which displace real choice, pepsi or coke, Manchester United or Manchester City, for example. When Baudrillard refers to an event as symbolic he means that it is a gift, and thus demands a counter-gift in return, resulting in a challenge. 9/11 was the largest example of this symbolic challenge, and perhaps â€Å"the most potent symbolic event since the crucifixion of Christ† (Butterfield: 2002), where the terrorists gave a gift to the west in the form of terrorism, so there was no alternative than for the gift to be countered. Baudrillard stated that the erection of the twin towers â€Å"signifies the end of competition† (1993a: 69) and the monopoly of binary logic. Where before the Manhattan skyline had been filled with skyscrapers all competing with each other for our attention, the World Trade Centre with its two identical towers put an end to it, they where both the yes and the no. William Merrin says that Baudrillard is â€Å"motivated by his belief in the radical presence and possibility of symbolic forces opposing, spiralling with and irrupting within the semiotic culture† (2005b). His views have never differed from those that semiotic culture has never truly freed itself from older symbolic culture, with the symbolic operating within the semiotic. We need to break out of this yes/no culture and find the symbolic within and outside culture. For Baudrillard it is this outside culture, notably Islam, which threatens the Western semiotic system. Although his theory has been attacked as â€Å"an imaginary construct which tries to seduce the world to become as theory wants it to be† (Kellner: 1989: 178), Baudrillard claims that the media itself creates many of the worlds events, and thus are actually ‘non-events’ as they are creations of simulation. Things such as Reality TV and celebrity news create a large number of these hyperreal non-events, which just wouldn’t happen without the media. We as media consumer’s infact crave real events to happen, even going as far as to fantasize about them. Films such as Cloverfield, The Siege and Day After Tomorrow, show our secret fantasies of mass destruction and death, which creep into our mundane lives. With the rise of these non-events comes the rise of ‘fateful events’, in the same way simulation triggers a quest for the real. The death of Princess Diana was the result of a media circus, reality TV which created both a non-event and a â€Å"secret exhilaration† (Merrin: 2005b) In the same way as Diana’s death, 9/11 was a non-event in the sense that it was experienced as a hyperreal image and embraced as a media event. The buildings where chosen as targets due to their media prominence, relating to films and previous fantasies of destructions. It was however also, as Baudrillard calls it, an â€Å"absolute event† (2003: 41) in that it testified to some secret symbolic sense of fate in Western culture. For Baudrillard â€Å"in the end it was they who did it but we who wished it† (2003: 5), the terrorists where just â€Å"pushing that which already wants to fall† (1993b: 209). Baudrillard sees this terrorism as being produced by the repression of the symbolic, with it returning, infiltrating and destroying us like a virus. The closer the western project of globalisation gets to perfection, the more we will see resistant symbolic challenges. Baudrillard says that the more cursed gifts of westernisation we give out the more countergifts we will receive in the form of sacrificial death. 9/11 is a paradox, Islam’s countergift to the west. The west has responded in the only way they know how, as a semiotic culture, by going to war. Although it was not as simple as yes/no, good/evil, this is how it was responded to, conceived in binary, systematic terms. As Baudrillard states â€Å"if we hope to understand anything we will need to get beyond Good and Evil† (2002), this was much more than just a clash of civilisations; it was gift giving at its most destructive. Jean Baudrillard sets out to be provocative in his work, he wants to stand out and make people take not of him, even if it’s for all the wrong reasons. He describes himself as a â€Å"terrorist and nihilist in theory as the others are with their weapons† (1994: 163), noting that change must be brought upon our postmodern society, although not through means of violence. For Baudrillard it is our semiotic culture that have given rise to terrorism, through its imposing of our values on other cultures and mass media fantasization of our own destruction, so we must accept the returning gift of terror which comes with that. As Baudrillard says, the only thing which is not acceptable about terrorism is the violence behind it, â€Å"theoretical violence, not truth, is the only recourse left to us† (1994: 163). Through his work he was trying to do what the terrorists where, just without killing anyone. Bibliography Barker, S., 1996. Signs of Change: Premodern, Modern, Postmodern. New York: SUNY Press Baudrillard, J., 1983. Simulations. New York: Semiotext(e) Baudrillard, J., 1993a. Symbolic Exchange and Death. London: Sage Baudrillard, J., 1993b. Baudrillard Live: Selected Interviews. London: Routledge Baudrillard, J., 1994. Simulacra and Simulation. Michigan: University of Michigan Press Baudrillard, J., 1995. America. London: Verso Baudrillard, J., 2001. Jean Baudrillard: Selected Writings. Stanford: Stanford University Press Baudrillard, J., 2002. L’Espirit du Terrorisme. Trans. Donovan Hohn. Harper’s Magazine, February 2002. p.13-18 Baudrillard, J., 2003. The Spirit of Terrorism. London: Verso Botting, F. Wilson, S., 1997. Bataille: A Critical Reader. Oxford: Blackwell Publishing Butterfield, B., 2002. The Baudrillardian Symbolic, 9/11, and the War of Good and Evil [ONLINE]. Postmodern Culture, 13.1 (September). Available at: http://muse.jhu.edu/journals/postmodern_culture/v013/13.1butterfield.html [accessed: 12.03.08] Gane, M., 1991. Baudrillard: Critical and Fatal Theory. London: Routledge Keller, D., 1989. Jean Baudrillard: From Marxism to Postmodernism and Beyond. Stanford: Stanford UP Keller, D., 1994. Baudrillard: A Critical Reader. Oxford: Blackwell Lancelin, A., 2004. Le Nouvel Observateur with Baudrillard [ONLINE]. Le Nouvel Observateur. Available at: http://www.empyree.org/divers/Matrix-Baudrillard_english.html [accessed: 17.04.08] Mauss, M., 1998. Marcel Mauss: A Centenary Tribute. Oxford: Berghahn Books Mauss, M., 2001. The Gift: The Form and Reason for Exchange in Archaic Societies. New York: Routledge Merrin, W., 2005a. Baudrillard and the Media: A Critical Introduction. Cambridge: Polity Merrin, W., 2005b. Total Screen: 9/11 and the Gulf War Reloaded. International Journal of Baudrillard Studies, Volume 2, Number 2, July 2005 Plantinga, C., 1996. Moving Pictures and the Rhetoric of Nonfiction: Two Approaches. In Bordwell, D Carroll, N., Post-theory: Reconstructing Film Studies. Wisconsin: University of Wisconsin Press. p. 307 Smart, B., 1993. Postmodernity. London: Routledge Stam, R., 2000. Film Theory: An Introduction. Oxford: Blackwell

The Importance of Technology Education in Schools Essay -- Teaching Ed

The Importance of Technology Education in Schools The education world has been greatly influenced by rapidly changing technology and the increasing availability of information. Schools have advanced by leaps and bounds when it comes to incorporating technology into the learning environment, however, many more advances need to be made. In all areas of the country, educators are trying to help students keep up with technology, but there are more changes that are essential for preparing the next generation for the future. By increasing computer usage by students, installing classroom Internet access and providing instructional classes dedicated to software and hardware education, schools have tried to provide an up-to-date education for students. This is all very important, but is it enough? I feel that perhaps this just isn’t going to cut it for the twenty-first century. Michael Eisenberg and Doug Johnson pose the question in the ERIC Digest, â€Å"Can the student who operates a computer well enough to play a game, send e-mail, or surf the Web be considered computer literate?† [1] I believe the answer is yes and no, it depends on whom you are comparing them to. If you are comparing these kids with many adults, then yes they are; however, if you are comparing them to the next younger generation of children that are learning to do these things before they even learn to read, then the answer is a large resounding NO. Schools need to incorporate technology education into all areas of curriculum. Students need to be able to understand not only the how-to of computers, but they need to understand when to use it, where to use it, and why it should be used. Many students only have a basic working knowledge of computer... ... 5. 5. Network systems and data communications analysts 6. 6. Desktop publishers 7. 7. Database administrators 8. 8. Personal and home care aides 9. 9. Computer systems analysts 10. 10. Medical assistants3 Locally, the high schools have begun to understand this growing need and have issued laptops to all students in the freshman classes. This is just a first step. The teachers must now make good use of these new tools and help the students understand the how, when, where, and why of their gifts. It will be awhile before education can afford to catch up to societies needs, but if we recognize the need now, changes can be made to ensure that our next generation will be prepared for the future. A future were bugs are very different from insects, surfing requires no water and viruses have nothing to do with infection.

Education, Academic Intelligence, and Personal Experience Essay

Education, Academic Intelligence, and Personal Experience Education not only revolves around academic intellect, but also around experiences one comes across in life. It is clearly evident that all living creatures, with human beings being the highest form, have evolved throughout history up until now, solely by learning or being educated in order to survive. For example, from the moment a baby comes into the world, the infant tries to acquaint him or herself to the environment maybe by touching or by struggling to see the world ahead. Even in today’s society, social status is not depended solely upon one’s economic wealth, but also by the capacity of one’s intellect. The same rules apply when thinking in terms of learning in the classroom. Because the idea of being â€Å"educated† means so many things, it is hard to distinguish who is the more intelligent individual when comparing to another bright human being. As the short story titled, â€Å"The Lesson,† by Toni Cade Bambara suggests, educ ation comes in many forms; the two main forms everyone is familiar with, academic intelligence and knowledge gained from personal experiences or interactions with the rest of the world. But, the story favors knowledge being gained from personal experiences where one interacts with the world around him. Some might think that the more money people have, the more intelligent they are. Many ignorant individuals believe that social status engenders one’s educational background. Yes, for some it is true, but not for all. Education can lead to success. Many people, especially students receive higher education in hopes of succeeding in the business world. But what is success? Is it the kind of success where one feels good... ...Quite similarly, Miss Moore’s students realized that the world does not live much like â€Å"a democracy.† They commented that â€Å"equal chance to pursue happiness means an equal crack at the dough.† Some people ridiculously spend so much money on toys that can feed a family of six or seven. Miss Moore realizes that her students have learned an important lesson in their life without the use of school textbooks or classroom atmosphere. In conclusion, education is so powerful that it does not only revolve around academic intellect, but also around experiences one has come across in life. As the students in â€Å"The Lesson† have learned an important lesson outside of the classroom about money and their value on human life, it clearly shows that experiences can light the bulb inside the brain more so than a teacher trying to teach its students in a classroom. Education, Academic Intelligence, and Personal Experience Essay Education, Academic Intelligence, and Personal Experience Education not only revolves around academic intellect, but also around experiences one comes across in life. It is clearly evident that all living creatures, with human beings being the highest form, have evolved throughout history up until now, solely by learning or being educated in order to survive. For example, from the moment a baby comes into the world, the infant tries to acquaint him or herself to the environment maybe by touching or by struggling to see the world ahead. Even in today’s society, social status is not depended solely upon one’s economic wealth, but also by the capacity of one’s intellect. The same rules apply when thinking in terms of learning in the classroom. Because the idea of being â€Å"educated† means so many things, it is hard to distinguish who is the more intelligent individual when comparing to another bright human being. As the short story titled, â€Å"The Lesson,† by Toni Cade Bambara suggests, educ ation comes in many forms; the two main forms everyone is familiar with, academic intelligence and knowledge gained from personal experiences or interactions with the rest of the world. But, the story favors knowledge being gained from personal experiences where one interacts with the world around him. Some might think that the more money people have, the more intelligent they are. Many ignorant individuals believe that social status engenders one’s educational background. Yes, for some it is true, but not for all. Education can lead to success. Many people, especially students receive higher education in hopes of succeeding in the business world. But what is success? Is it the kind of success where one feels good... ...Quite similarly, Miss Moore’s students realized that the world does not live much like â€Å"a democracy.† They commented that â€Å"equal chance to pursue happiness means an equal crack at the dough.† Some people ridiculously spend so much money on toys that can feed a family of six or seven. Miss Moore realizes that her students have learned an important lesson in their life without the use of school textbooks or classroom atmosphere. In conclusion, education is so powerful that it does not only revolve around academic intellect, but also around experiences one has come across in life. As the students in â€Å"The Lesson† have learned an important lesson outside of the classroom about money and their value on human life, it clearly shows that experiences can light the bulb inside the brain more so than a teacher trying to teach its students in a classroom.