The Ideals Of Instrumental Music Essay -- essays research papers

At a certain point in the investigation of the Romantic time of music, we happen upon the first of a few evidently restricting conditions that plague all endeavors to get a handle on the importance of Romantic as applied to the music of the nineteenth century. This resistance included the connection among music and words. In the event that instrumental music is the ideal Romantic craftsmanship, for what reason is it recognized that the extraordinary experts of the ensemble, the most noteworthy type of instrumental music, were not Romantic arrangers, be that as it may, were the Classical writers, Haydn, Mozart, and Beethoven? Also, one of the most trademark nineteenth century classifications was the Lied, a vocal piece in which Shubert, Schumann, Brahams, and Wolf achieved another relationship among music and verse. Moreover, an enormous number of driving writers in the nineteenth century were amazingly intrigued and articulate in scholarly articulation, and driving Sentimental writers and artists expounded on music with profound love and knowledge. The contention between the perfect of unadulterated instrumental music (supreme music) as a definitive Romantic method of articulation, and the solid artistic direction of the nineteenth century, was settled in the origination of program music. Program music, as Liszt and others in the nineteenth century utilized the term, is music related with lovely, unmistakable, and even account topic. This is finished not by methods for melodic figures impersonating regular sounds and developments, yet by inventive recommendation. Program music pointed ...

Student Relationship Essay Example

Educator/Student Relationship Essay Example Educator/Student Relationship Essay Educator/Student Relationship Essay Name: Educator: Course: Date: Educator/Student Relationship Training has consistently been considered as the way to progress. It is anyway turning out to be progressively clear that the training framework is progressively getting superfluous. The immateriality of the framework is a result of the instructive methodologies that are planned for driving data on understudies in a way that subverts the procedure of training. The financial idea of instruction by Paulo Freire delineates training as one that is excited about upgrading remembrance as opposed to improving comprehension. This framework is instructor focused instead of student focused. Many have concurred with this investigation and have upheld for a total update of the training framework to one that considers understudies interests and premiums to make learning a satisfying encounter. The film â€Å"School of Rock† is an American melodic parody that portrays the benevolent f educational experience that Paolo Freire is proposing where the instructor and the student share a bond in the learning procedure that converts into genuine information. Freire battles that understudies and instructors need to become accomplices in the learning procedure. Dewey Finn is a battling rock craftsman who has taken up an occupation as an instructor (Rudin). Nonetheless, his encouraging strategies are not powerful (Rudin). His instructing aptitudes now are controlled by his capacity to convey content. This delineates the customary strategies for instruction where the educator is required to go about as a storyteller (Freire 71). The idea o the storyteller by Paolo Freire suggests that an educator is the sole holder of data and that the understudies are relied upon to tune in to what he instructor is stating undeniably. The instructor is regarded as being predominant and that understudies have information holes that lone the educator can fill. In this sense, students’ minds are containers holding back to be filled. This thus subverts basic deduction by students where they are permitted to break down and survey the substance being instructed by the instructor (Freire 73). The circumstance Dewey Finn is confronted with obviously outlines the issue with the instruction framework. The issue is that on the off chance that the instructor is restricted in their capacity to be a ‘narrator’, at that point learning can't occur. The training framework as specified by Freire is one that requires the instructor to be versed with immense measure of information, without which, the learning procedure slows down. The procedure of training as indicated by Freire ought to be one that improves correspondence between the educator and the understudy. Freire contends that objectives illustrated in customary or banking instructive frameworks must be discarded and ought to be supplanted â€Å"with the presenting of the issues of people in their relations with the world† (Freire 75). Conventional encouraging techniques are better when they are utilized along with dynamic instructing learning methodologies. Dewey Finn in training his class utilizes the utilization of customary showing strategies while simultaneously effectively including the class in the learning procedure. Dewey Finn, the substitute educator understands that his class is keen on music, particularly pop and hip-jump (Rudin). He commits his opportunity to improve his learners’ aptitudes and helping them to prepare for an opposition named â€Å"battle of the bans†. All the while, he uncovers t his class the advancement of rock through history with the goal that they can comprehend what it is they are learning. This is a part of conventional training process where instructor accept the job of information conveyor. Be that as it may, Dewey Finn as an instructor permits the class to rehearse music permitting them to be imaginative and produce their own material. Here, a joining of the con ventional training approach and empowering student interest permits the understudy to build up a superior valuation for course content. Basically, this methodology lessens students need to retain while simultaneously improves the connection between the student and guide. Issue presenting instruction is an idea that centers around down to earth or practical use of ideas and speculations that have been learned through training (Freire 81). The difficult presenting approach is powerful in circumstance where students need to utilize their intellectual capacity and become inventive during the learning procedure. In this sense, kids must comprehend that what they realize in the homeroom can help in forming the world in which hello live. Freire recommends that when understudies are given issues as opposed to simply data, at that point the training procedure is less estranged and turns out to be progressively useful. The instructor in this sense is â€Å"always cognitive† (Freire 80). The educator draws in the understudies in discourse and directs venture that improve the students basic reasoning. The film shows that Dewey Finn is thinking fundamentally when showing his understudies. He knows about his students’ melodic interests in pop and hip-jump. He guarantees that he can incorporate all these enthusiasm into making a class musical gang. Music in itself is a procedure of basic reasoning. Melodic sytheses require the author to investigate melodic decisions to guarantee that an organization establishes congruity. Dewey Finn in the film â€Å"School of Rock† in which his understudies were to perform during the clash of the groups rivalry. One significant part of Dewey Finn as an instructor is that he is roused to make his students share a similar energy he has for music. There is proof in the film that the students are thinking fundamentally. Music is intrinsically an inventive procedure where basic reasoning is crucial. While the Dewey Finn was showing his class a tune for them to perform for the skirmish of the groups, the class at long last plays out a melody â€Å"School of Rock† a tune that as composed by their lead guitarist Zack Mooneyham (Rudin). This is the encapsulation of Freire’s position when he says that he educators perspective accomplishes genuineness by the validness of his student’s thinking (Freire 77). In this sense, Dewey Finn figured out how to create Zack Mooneyham’s capacity to be imaginative without his assistance in this way, qualifying Dewey Finns’ educating techniques. Persecution through instruction is the procedure through which the instructor represses the learner’s capacity to think basically by utilizing instructing strategies that intend to store data in the learner’s cerebrum instead of improving comprehension. In such manner, the film shows how Dewey Finn practiced instructive opportunity where students can communicate assessments and thoughts making an intelligent learning process and improving the instructor student relationship. The opportunity of instruction has been communicated through the capacity of understudies to concoct beneficiary own melodic sytheses. The educator in this sense doesn't mistreat the learner’s imaginative psyche by demanding his insight. It is apparent that the film â€Å"School of Rock† guarantees that students appreciate the capacity to investigate their basic reasoning abilities. The film has uncovered that customary instructing strategies upgraded by banking of data are not compelling in the learning procedure. The film shows that customary encouraging techniques cause figuring out how to appear to be pointless. This can be found in when Dewey Finn is constrained tom train the genuine substance of the class doled out to him. The class isn't as enthusiastic as when they are talking about music. In the music class, the understudies are vivacious and it is clear that the understudies are anxious to learn since they pose inquiries and offer thoughts about what the instructor is stating. This is proof that the class is really contemplating what is instructed during the exercise. This procedure permits the instructor and his understudies to collaborate in the learning procedure as accomplices (Freire 80). Freire, Paulo. Instructional method of the Oppressed. New York: Continuum, 1992. Print. Rudin, Scott, Mike White, Richard Linklater, Jack Black, Joan Cusack, Sarah Silverman, Lee Wilkof, Kate McGregor-Stewart, Adam Pascal, Suzzanne Douglass, Joey Gaydos, Miranda Cosgrove, Kevin Clark, Robert Tsai, Maryam Hassan, Rebecca Brown, Caitlin Hale, Rogier Stoffers, Sandra Adair, Craig Wedren, and Karen Patch. The School of Rock. Hollywood, Calif: Paramount, 2003.

How Experience of Colonialism Affected Latin American Development And Essay

How Experience of Colonialism Affected Latin American Development And Post-autonomy - Essay Example This report focuses on that Tte wars for freedom prompted fracture of the current political request, militarization and activation of war assets that at last proceeded with the common wars significantly after autonomy. The autonomy was not quickly joined by monetary and social development since there were not property rights insurance and enough structures that could ensure exchange streams. Haiti was one of the rewarding nations because of fares of sugar and French colonizers constrained the nation to pay reparations after its autonomy in 1804 therefore dishing out in excess of 80 percent of the nation’s financial plan. This paper makes an end that colonization of Latin America prompted distinctive financial, political and social changes, for example, new dialects, Christianity, and new societies. The frontier time frame was set apart by monetary misuse of crude materials and political mistreatment of the locals. The Haiti unrest and resulting French transformation enlivened Latin American developments for freedom and prompted new countries that confronted various administration challenges because of absence of constitution and battles for financial accomplishment by the world class locals. The post-autonomy period was set apart by trade drove economy, military overthrows, inward clashes and commotion for political upset. In any case, the present Latin American culture has incorporated in to world markets and is as of now encountering political security because of vote based administration and social government assistance strategies.

Does Carrefour create value for all its stakeholders - Free Essay Example

The triple bottom line: Does Carrefour create value  for all its stakeholders? Glossary Abstract à ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦. 2 Chapter 2 à ¢Ã¢â€š ¬Ã¢â‚¬Å" Research Objectives à ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦. 6 Chapter 3 à ¢Ã¢â€š ¬Ã¢â‚¬Å" Literature Review à ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬  ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦ 7 Chapter 4 Findings à ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦.. 8 Chapter 5 Analysis à ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦..à ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦.à ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦.à ¢Ã¢â€š ¬Ã‚ ¦ 22 Chapter 6 à ¢Ã¢â€š ¬Ã¢â‚¬Å" Conclusions à ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦..à ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦.. 30 Chapter 7 à ¢Ã¢â€š ¬Ã¢â‚¬Å" Recommendations à ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦.. 33 Appendices à ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦ 36 Bibliography à ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦. 37 Abstract The highly competitive nature of the food retailing market in Europe and a reverse of economic conditions has put French g iant Carrefour on the ropes. Inroads by competitors has eroded market share and profits and has left the company more vulnerable than it has ever been. The question as to whether Carrefour is creating value for its stakeholders thus comes under fire as a result of the aforementioned. This examination will seek to answer this query. 1962 marked a turning point in retailing history when the French company Carrefour introduced the hypermarket format in Sainte-Genevi just outside of Paris (Jones, 2006). The concept represent an outlet that is a combination of a supermarket with a full line discount store to result in a retail facility that is gigantic in terms of size as well as the number and types of products it offers under one roof (Axapata Retail, 2005). The concept represents both of these operations in a space that ranges between 200,000 to 3000,000 square feet which was successful in Europe as a result of the relatively small store framework in most urban centers and rural ar eas whereby shopping entailed visiting several small stores, unlike the United States which embraced shopping malls in these settings (Faculty.Inverhills, 2004). The success of the hypermarket concept in France created the fear that smaller stores would be forced to close and the country enacted a series of laws which made the building of these types of outlets more difficult as well as restricting the economic leverage these chains could utilize on suppliers, however these retailers still managed to continue their growth as a result of loopholes that existed in the legislation (Wikipedia, 2006). The underpinnings of said law, termed à ¢Ã¢â€š ¬Ã‹Å"Loi Gallandà ¢Ã¢â€š ¬Ã¢â€ž ¢, have become under fire recently to have amendments closing the means via which hypermarket retailers have been circumventing it (Wikipedia, 2006). As the second largest retailer in the world after Wal-Mart, and as the largest retailer in Europe, Carrefour is an international operation with 10,778 outlets in 21 countries (Carrefour, 2006): Table 1 à ¢Ã¢â€š ¬Ã¢â‚¬Å" Carrefour Stores in Europe (Carrefour, 2006) Country First Store Number of Stores Hypermarkets Supermarkets Hard Discounters Conv. Stores Cash Carry Belgium 2000 505 56 261 188 France 1960 3704 216 1024 650 1650 156 Greece 1991 631 16 135 337 143 Italy 1993 1277 41 405 813 18 Poland 1997 100 31 69 Portugal 1992 387 7 380 Romania 2000 6 6 Spain 1973 3010 137 176 2668 29 Switzerland 2001 11 11 Turkey 1993 307 12 7 288 Europe 1960 9947 542 2077 4323 2794 203 Table 2 à ¢Ã¢â€š ¬Ã¢â‚¬Å" Carrefour Stores in Asia (Carrefour, 2006) Country First Store Number of Stores Hypermarkets Supermarkets Hard Discounters China 1995 270 64 8 212 Taiwan 1989 36 36 South Korea 1996 31 31 Indonesia 1998 18 18 Malaysia 1994 8 8 Singapore 1997 2 2 Thailand 1996 22 22 Table 3 à ¢Ã¢â€š ¬Ã¢â‚¬Å" Carrefour Stores in South America (Carrefour, 2006) Country First Store Number of Stores Hypermarkets Supermarkets Hard Discounters Argentina 1982 461 28 114 319 Brazil 1975 336 100 35 201 Colombia 1998 21 21 Dominican Republic 1999 1 1 Carrefourà ¢Ã¢â€š ¬Ã¢â€ž ¢s stakeholders include its (Carrefour, 2002): Customers, Suppliers, Service Providers, The governments, local authorities and communities in the countries and locales it operates, Employees, Franchisees, Shareholders, Banks, and Financial Markets All of the preceding are important and essential aspects of the companyà ¢Ã¢â€š ¬Ã¢â€ž ¢s operations and a part of the à ¢Ã¢â€š ¬Ã‹Å"triple bottom lineà ¢Ã¢â€š ¬Ã¢â€ž ¢, which represents a spectrum of criteria as well as values that reflects a measurement of a companyà ¢Ã¢â€š ¬Ã¢â€ž ¢s organizational as well as societal success (Norman et al, 2005): Economic Environmental Social In some quarters, à ¢Ã¢â€š ¬Ã‹Å"triple bottom lineà ¢Ã¢â€š ¬Ã¢â€ž ¢ is analogous to à ¢Ã¢â€š ¬Ã‹Å"Corporate Social Responsibility (CSR) which calls for companies to utilize à ¢Ã¢â€š ¬Ã‹Å"triple bottom lineà ¢Ã¢â€š ¬Ã¢â€ž ¢ in their reporting. In accounting this discipline generally calls for an expansion of the manner in which the company reports take into account financial as well as environmental and social performance. Elkington (1998, p. 43) is credited with the development of this phrase, triple bottom line, when he asked if the holding of corporations to this maxim constituted progress in utilizing a phrase credited to Polish poet Stanislaw Jerzy Lec à ¢Ã¢â€š ¬Ã…“Is it progress if a cannibal uses a fork?à ¢Ã¢â€š ¬Ã‚  (quotationsbook.com, 2006). Elkington (1998, p. 44) states that à ¢Ã¢â€š ¬Ã…“à ¢Ã¢â€š ¬Ã‚ ¦ business people are waking up to the fact that key markets are on the verge of rapid change driven by new environmental standards and related customer requir ementsà ¢Ã¢â€š ¬Ã‚ . He adds (Elkington, 1998, p. 44) as a result of the foregoing à ¢Ã¢â€š ¬Ã…“à ¢Ã¢â€š ¬Ã‚ ¦ new bottom lines are being drawn alongside the old profit-and-loss statements.à ¢Ã¢â€š ¬Ã‚  The aim of the research is to delve deep beneath the retailing surface to uncover the advantages in Carrefourà ¢Ã¢â€š ¬Ã¢â€ž ¢s operations as well as its weaknesses. The retailing sector also holds considerable information and insights as to the trends, temper and salient points in the market, as do competitors. This information is both historical as well as contemporary and also calls for the utilization of proven theory and analysis techniques to evaluate and equate the market and competitive situation to provide a clear focus on what is right, and what is not so right in Carrefourà ¢Ã¢â€š ¬Ã¢â€ž ¢s operations to derive a potential fix. The research aim is to determine if the company is creating value for all its stakeholders under the triple bottom line variable, thus the examination must take into account the (Norman, et al, 2005): Economic Environmental Social aspects in order to determine the answer. Chapter 2 à ¢Ã¢â€š ¬Ã¢â‚¬Å" Research Objectives The foundational premise as well as argument for the social responsibility of corporations is that the Earthà ¢Ã¢â€š ¬Ã¢â€ž ¢s resources are limited and at risk and that the delicate balance that is the ecosystem requires our understanding and attention to the fact that rampant use and destruction of the natural balance of nature through deforestation, fossil fuels, depletion of water tables and global warming carry with them the real potential for a catastrophic climate or nature breakdown (Waring, 1977). Her views of oil spills, wars, and other economic processes arising out of the concept of GDP, Gross Domestic Product, as a means to measure economic performance without taking into account the full scorecard that includes the effects of resource depletion continually gained in acceptance to the point where we now have Corporate Social Responsibility as a measure. The Kyoto Protocol represents an agreement under the U.N. Framework Convention on Climate Change is an outgrowth of the understanding of the preceding, and seeks to stabilize the greenhouse effect through the reduction of carbon dioxide and related greenhouse gases to stem the global warming trend (UNFCCC, 2006). With the preceding as an understanding of the changed corporate and social climate of the new age, this examination shall seek to examine the à ¢Ã¢â€š ¬Ã‹Å"triple bottom lineà ¢Ã¢â€š ¬Ã¢â€ž ¢ in equating if Carrefour creates value for all of its stakeholders. Chapter 3 à ¢Ã¢â€š ¬Ã¢â‚¬Å" Literature Review The utilization of Michael Porterà ¢Ã¢â€š ¬Ã¢â€ž ¢s à ¢Ã¢â€š ¬Ã‹Å"Five Forces Modelà ¢Ã¢â€š ¬Ã¢â€ž ¢ (QuickMBA.com, 2004) along with a PESTLE Analysis (Renewal.ed.com, 2004), Industry Life Cycle Analysis and Resource Audit summarized and condensed the wealth of data, facts and information found in the contemporary research that was utilized to provide the foundation for underst anding the operations of the industry sector, competitors and Carrefour. The organizationà ¢Ã¢â€š ¬Ã¢â€ž ¢s strategies, competitive environment, industry sector, and internal factors were researched and analyzed utilizing contemporary sources to equate the foregoing from a number of differing angles and approaches in order to ensure the data base rested on a factual foundation from which to draw conclusions. Jonesà ¢Ã¢â€š ¬Ã¢â€ž ¢ (2006) à ¢Ã¢â€š ¬Ã…“How France is readying for a hypermarket free-for-allà ¢Ã¢â€š ¬Ã‚  provided background as well as relevant present day information which combined with industry sources such as Axapta Retail (2005), Carrefour, Business Week (2004), PriceWaterHouseCoopers (2000) and Ernest Young (2005) gave insights on the companyà ¢Ã¢â€š ¬Ã¢â€ž ¢s market and operational aspects. Norman et al (2005) explanation of triple bottom line in conjunction with Eklington (1998) explored that issue and provided the contextual underpinnings whereby data from Market Research (2004), McCrackenà ¢Ã¢â€š ¬Ã¢â€ž ¢s (1986) à ¢Ã¢â€š ¬Ã…“Culture and Consumption: A Theoretical Account of the Structure and Movement of the Cultural Meaning of Consumer Goodsà ¢Ã¢â€š ¬Ã‚ , and Bole et al (1991) à ¢Ã¢â€š ¬Ã…“Organic Foods in the UK à ¢Ã¢â€š ¬Ã¢â‚¬Å" Niche or Mainstream Opportunity?à ¢Ã¢â€š ¬Ã‚  could be evaluated in terms of subject relevance. The preceding also included research gleaned from statistical data as supplied by Food Drink Europe.com (2004), NutraIngredients.com (2003), International Retailing (2003) and Table data from Organic-Europe (2005). The research sources represented a broad look at all facets of the companyà ¢Ã¢â€š ¬Ã¢â€ž ¢s operations and aided in the correlation of recommendations as well as conclusions that provided a clear analysis of the problems facing a retailer in a highly prized and competitive market that is mature and seeking expansion as the next round of growth. Chapter 4 Findings 4.1 The Supermarket Retail Industry An examination of the retail industry, in spite of Carrefourà ¢Ã¢â€š ¬Ã¢â€ž ¢s invention of the hypermarket, today begins with Wal-Mart. Its impact on the worldà ¢Ã¢â€š ¬Ã¢â€ž ¢s retailers as a result of its size and financial clout can be measured by the fact that its sales exceed the combined totals of the worldà ¢Ã¢â€š ¬Ã¢â€ž ¢s second through fourth largest retailers (PriceWaterhouseCoopers, 2000). And this still holds true today (Ernest Young, 2005): Table 4 à ¢Ã¢â€š ¬Ã¢â‚¬Å" Largest Retailers in the World Ranked by Sales (Ernest Young, 2005) 2005 Rank Company Sales USD (in millions) HQ Country 1 Wal-Mart $285,222 United States 2 Carrefour SA 90,297 France 3 Home Depot 73,094 United States 4 Mtro AG 70,093 Germany 5 Royal Ahold NV 64,615 Netherlands 6 Tesco PLC 62,284 United Kingdom 7 Kroger Co. 56,434 United States 8 Sears Holdings Corp. 55,800 United States 9 REWE Handelsgruppe 50,698 Germany 10 Costco Wholesale Corp. 48,107 United States 11 ITM Enterprises SA 47,218 France 12 Target Corp. 45,682 United States 13 Groupe Casino 45,155 France The dominance as well as threat of Wal-Mart has influenced other global retailers to find ways in which to grow in order to be able to resist an anticipated advance by Wal-Mart into its market(s). On of the particularities of the European market is that it is difficult for Carrefour to grow within their its market as a result of regulatory hurdles limiting large store growth. As a result the company had to look to global markets to expand, a fact borne out by just two of the U.S. based retailers having an international stance as opposed to the top European companies (PriceWaterhouseCoopers, 2000). The importance of including Wal-Mart in a discussion of European based hypermarkets and full discount retail operations is a result of the impact this retailer has had thus far in the market. Wal-Martà ¢Ã¢â€š ¬Ã¢â€ž ¢s entry into Germany, although it started off on the wrong foot, is still strong and its acquisition of ASDA in the United Kingdom has shown that its new strategy of à ¢Ã¢â €š ¬Ã‹Å"buying intoà ¢Ã¢â€š ¬Ã¢â€ž ¢ new markets through the take over of established operations, outlets, customer base, personnel and lines of suppliers. This has put the European retailers on notice. The highly competitive nature of the European as well as global retailing landscape which can not be either forgotten or discounted as growth strategies create low margins, and difficulties in opening new outlets. The fast way to rapid growth, states Dr. Ira Kalish, Los Angeles Director of PriceWaterhouseCoopersà ¢Ã¢â€š ¬Ã¢â€ž ¢ Global Retail Intelligence Unit is via à ¢Ã¢â€š ¬Ã…“Rapid entry and expansion into new countriesà ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ , which Kalish adds à ¢Ã¢â€š ¬Ã…“à ¢Ã¢â€š ¬Ã‚ ¦ is often best accomplished via strategic acquisitionà ¢Ã¢â€š ¬Ã‚  (PriceWaterhouseCoopers, 2000). Carrefourà ¢Ã¢â€š ¬Ã¢â€ž ¢s top competitors in the European market represent (BBC News, 2001): ASDA/Wal-Mart Tesco Intermarche Aldi Rewe Metro Group Schwartz Group (Lidl) E. Leclerc, and the highly competitive climate is marked in Europe by acquisitions as well as foreign expansion as they jockey for position (MeatNews.com, 2006). The à ¢Ã¢â€š ¬Ã‹Å"hard discountersà ¢Ã¢â€š ¬Ã¢â€ž ¢ are making the biggest sales gains in the European market, lead by ASDA/Wal-Mart, Aldi and Lidl, a subsidiary of the Schwartz Group. ASDA/Wal-Mart has continued to strengthen its United Kingdom market position through the acquisition of William Morrison/Safeway, and Aldi, which stands for Albrecht-Discount (Wikipedia, 2006), and its acquisition of Edeka, which was the largest food retailer in Germany and whose own strategy for growth was via acquisition (MarketResearch.com, 2004). The intra European battles for increased sales and market share will also be fueled by international activities on the part of Europeà ¢Ã¢â€š ¬Ã¢â€ž ¢s retailers. They are more active on the international stage than their American counterparts, with the exception of Wal-Mart and the former Safeway acquir ed in Europe by Wal-Mart which has garnered the reputation as à ¢Ã¢â€š ¬Ã‹Å"Public Enemy No. 1à ¢Ã¢â€š ¬Ã¢â€ž ¢ inside as well as outside the United States as a result of community groups, environmentalists and competitors (About.com, 2004). The lack of American food retailerà ¢Ã¢â€š ¬Ã¢â€ž ¢s international focus and the fact that they are reaching market saturation in their home market means that they will be seeking expansion in other locales. Europe is expected to be a target, however the sophistication of European food retailers in the complex European market is likely to stem any real inroads from American based food retailers who are likely to look to the higher growth markets of China, India, South America and other parts of Asia (About.com, 2001). Coincidently, the aforementioned markets are likely to represent the new battleground for European retailers as well, as a result of the limited growth opportunities in Europe where expansion through acquisition is the number one methodology (About.com, 2001). Carrefour is taking this same route as its 2000 acquisition of Promodes indicates (BBC News, 2001). According to Richard Parks of Retail Intelligence, major mergers among European retailers is the key growth and expansion strategy because of Wal-Martà ¢Ã¢â€š ¬Ã¢â€ž ¢s entrees, thus they will have to think more in terms of international expansion to counter Wal-Martà ¢Ã¢â€š ¬Ã¢â€ž ¢s financial clout and size (BBC News, 2001). Parks continued that Retail Intelligence sees two or three major European retailers emerging that will then battle U.S. based food retailers internationally (BBC News, 2001). Thus, the European food retailing sector is one with decidedly international designs to fuel growth, stability and self preservation in an acquisition hungry market. 4.1.1 Social Enterprise Analysis Corporate Social Responsibility is a term that describes a corporationà ¢Ã¢â€š ¬Ã¢â€ž ¢s obligation to understand the needs of its stakeholders in it s business operations and to be sensitive to the ramifications arising from it. The foregoing, stakeholders, represents those that are either influenced by and or those that can influence the decisions and actions of a company in local and or global terms. Corporate Social responsibility is linked to principles represented by à ¢Ã¢â€š ¬Ã‹Å"Sustainable Developmentà ¢Ã¢â€š ¬Ã¢â€ž ¢, which proposes that companies are obligated to make decisions that are not just based upon economic and financial factors, but includes the social as well as environmental consequences of activities as well (Wikipedia, 2006). The concept of à ¢Ã¢â€š ¬Ã‹Å"sustainable developmentà ¢Ã¢â€š ¬Ã¢â€ž ¢ represents the understanding that the process of meeting todayà ¢Ã¢â€š ¬Ã¢â€ž ¢s needs in the development of business opportunities, land, cities, communities and other facets must be considered from the standpoint of the impact on future generations as well. The preceding recognizes the finite resources of the planet and the need to limit as well as overcome environmental degradation in consort with economic development and social equity. Corporate Social responsibility is in excess of any charitable operations and or support or donations of a company. It requires a corporation to take into full account the representative impact its decisions have upon all stakeholders: Customers, Suppliers, Service Providers, The governments, local authorities and communities in the countries and locales it operates, Employees, Franchisees, Shareholders, Banks, and Financial Markets The precept of corporate social responsibility means that the company balance the needs concerning all of its stakeholders and the pragmatic aspects of generating a profit along with the rewarding of stakeholders in an adequate manner. The preceding sounds and is a complex balancing act that proposes that companies are in an implied partnership with the environment as well as society at large and thus the narrow approach of business interests for its own sake is no longer applicable (Wikipedia, 2006). Carrefourà ¢Ã¢â€š ¬Ã¢â€ž ¢s suppliers are between 4,000 to 15,000 depending upon the country in question with the main issues in this area are (Carrefour, 2002): The traceability of products Supplier relationships The quality as well as safety of the companyà ¢Ã¢â€š ¬Ã¢â€ž ¢s food and non-food lines The social conditions relating to how products are manufactured Carrefour was listed on the Dow Jones Sustainability Index for the first time in 2002, with the following comments from Gabriela Grab, the Sustainability Asset Managementà ¢Ã¢â€š ¬Ã¢â€ž ¢s retailing analyst à ¢Ã¢â€š ¬Ã…“à ¢Ã¢â€š ¬Ã‚ ¦ the Group provided evidence in 2002 of greater organizational transparency à ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚  (Carrefour, 2002) which Ms. Grab indicated was a result of the companyà ¢Ã¢â€š ¬Ã¢â€ž ¢s first Sustainability Report. Ms. Grab (Carrefour, 20002) added that the foregoing came from a company in an industry sector à ¢Ã¢â€š ¬Ã…“à ¢Ã¢â€š ¬Ã‚ ¦ where trading practices commonly lack clarity.à ¢Ã¢â€š ¬Ã‚  The assessment went on to indicate that the company à ¢Ã¢â€š ¬Ã…“à ¢Ã¢â€š ¬Ã‚ ¦ is still below the sectorà ¢Ã¢â€š ¬Ã¢â€ž ¢s average on economic criteriaà ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚  (Carrefour, 2002), which consist of corporate governance, risk management as well as supply chain management, and code of conduct, but added that Carrefou rà ¢Ã¢â€š ¬Ã¢â€ž ¢s à ¢Ã¢â€š ¬Ã…“à ¢Ã¢â€š ¬Ã‚ ¦ environmental and social ratings outperform those for the sectorà ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚  (Carrefour, 2002) in respect to how the companyà ¢Ã¢â€š ¬Ã¢â€ž ¢s suppliers impact upon the environment as well as Carrefourà ¢Ã¢â€š ¬Ã¢â€ž ¢s à ¢Ã¢â€š ¬Ã…“à ¢Ã¢â€š ¬Ã‚ ¦ strict requirements on working conditionsà ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚  (Carrefour, 2002). The mixed comments contained in Ms. Grabà ¢Ã¢â€š ¬Ã¢â€ž ¢s (Carrefour, 2002) statements were included in the companyà ¢Ã¢â€š ¬Ã¢â€ž ¢s own report thus indicating a seeming propensity to be transparent in its disclosures and thus also representing the intention of providing honest informational content. Further evidence of Carrefourà ¢Ã¢â€š ¬Ã¢â€ž ¢s social responsibility is provided by the ODE, which assesses French companies concerning the potential for being represented on the FTSE4GoodIndex. Pierre Naudot, an analyst with ODE stated that à ¢Ã¢â€š ¬Ã…“Decent worki ng conditions and a ban on child labour have been (ODE) priorities in recent yearsà ¢Ã¢â€š ¬Ã‚  (Carrefour, 2002), and that Carrefour has been in partnership with the INFANS Association à ¢Ã¢â€š ¬Ã…“à ¢Ã¢â€š ¬Ã‚ ¦ in supervising suppliersà ¢Ã¢â€š ¬Ã‚  (Carrefour, 2002). Naudot (Carrefour, 2002) continued that à ¢Ã¢â€š ¬Ã…“à ¢Ã¢â€š ¬Ã‚ ¦ Carrefour products are manufactured in accordance with basic human rights and ILO requirementsà ¢Ã¢â€š ¬Ã‚ . Naudot (Carrefour, 2002) added that in order to à ¢Ã¢â€š ¬Ã…“à ¢Ã¢â€š ¬Ã‚ ¦ strengthen its sustainable development policyà ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚  that the company needed to add clarity to its strategy in the environmental area through the utilization of a framework as well as standards and an action plan representing present initiatives. Further information representing a clarification on this area found that in 2004 Carrefour had met the stringent standards established by the FTSE4Good Index (CSRwire, 2004). 4.1.2 E nvironmental Analysis The responsibility for ensuring that the highest standards of food safety are maintained within the European Union is a critical policy area for the EU Commission. Consumer and environmental concerns over the use of biodegradable as well as non-polluting products including air and water quality in conjunction with uniform food standards and the elimination of pesticides and other growth by products represent health related factors that have come to the forefront. These environmental factors represent: Cultural McCracken (1986, p. 71-84) indicates that cultural context are variables in the environmental aspect in that the manner in which individual dietary preferences have been shaped represent a link to their buying behavior as well as concerns or lack of concerns regarding organically grown foods verses foods utilizing growth hormones and other additives and pesticide controls. Increased consumer awareness in markets means that they influence supplier demands in providing the types of foods grown and processed under the public consciousness culture. The more consumers demand and seek organically grown foods the better the impact upon the environment and such buying behavior forces food suppliers to meet these demands in the marketplace. The foregoing also represents a better utilization of natural resources in keeping with the sustainability factor. The differences in food consumption patterns resulting from societies that consume more organically grown foods has a bearing upon the envi ronmental processes linked to its use, such as the reduction of pesticide components that seep into rivers and water tables as well as crop dusting, hormone additives and other chemicals that affect the ecosystem. Economic The cost of food in general also has an environmental bearing in that lower income families will tend to consume foods that are not of an organically grown nature due to the higher price. As the total consumption pattern of the lower and middle income groups constitutes a higher percentage of the market this inhibits a greater use of organically grown foods which impacts or keeps its price higher under the supply and demand theory. Thus, food processors and suppliers will need to take the first steps to make organic foods more plentiful, therefore helping to drive down costs which will have the effect of increasing consumption causing the organic foods to represent an increasing percentage of products sold, and having a more positive environmental impact. Since the lower and middle income segment of the market consumes more food, a factor of higher demographic numbers, and the preceding means that a shift in food retailer emphasis will help to drive the aforementioned. Organic food s are defined as à ¢Ã¢â€š ¬Ã…“à ¢Ã¢â€š ¬Ã‚ ¦ the product of a farming system which avoids the use of man-made fertilizers, pesticides, growth regulators and livestock feed additives.à ¢Ã¢â€š ¬Ã‚  (Boyle et al, 1991). Boyle et al (1991) continues that à ¢Ã¢â€š ¬Ã…“Instead, the system replies on crop rotation, animal and plant manures, some hand weeding and biological pest controlà ¢Ã¢â€š ¬Ã‚ . Sullivan and Frost (Ministry for the Environment, 2004) Report Number 3365 on à ¢Ã¢â€š ¬Ã…“The European Market for Organic Vegetablesà ¢Ã¢â€š ¬Ã‚  estimated that the organic food market in Europe would grow from $200 million in 1996 to $510 million in 2003. Interest by consumers in organic foods among the moderate and upper level middle income brackets is on the increase with Germany leading the European Union in consumption as represented by the fact that 18% of the overall volume in the vegetable and fruit segment of the market is organic (Wright, 2003). Denmarkà ¢Ã¢â€š ¬Ã ¢â€ž ¢s market for organic vegetables and fruits stands at 16%, followed by the United Kingdom at 14% (Wright, 2003). The UK represents one of Europeà ¢Ã¢â€š ¬Ã¢â€ž ¢s fastest growing markets with projected consumption estimated to increase to 15.1%, and Franceà ¢Ã¢â€š ¬Ã¢â€ž ¢s projections indicate an increase to 15.9% (Wright, 2003). Growth in the United Kingdom has been a result of the high degree of consumer interest and demand which supermarket chain Safeway reported that organic food represented 2% of the fruit and vegetable purchases in their outlets, however they represented 80% of the calls they received thus prompting them to increase their offerings in response to market demand (Wright, 2003). UK market demand has seen Tesco reduce the prices on its organic fruit and vegetable products so that they match the prices of conventional fruits and vegetables and the marketing move was evidenced by a 500% increase in organic sales. Table 5 à ¢Ã¢â€š ¬Ã¢â‚¬Å" Organic Agricul tural Land and Farms in the E.U. 2004 (Organic-Europe, 2005) Country Organic Hectares % organic area Organic Farms % organic farms Austria 344916.00 13.53% 19826 11.30% Belgium 23728.00 1.70% 693 1.26% Cyprus 1017.96 0.71% 225 . Czech Rep. 263299.00 6.16% 836 2.20% Denmark 154921.00 5.76% 3166 5.50% Estonia 46016.00 5.17% 810 2.00% Finland 162024.00 7.31% 4887 6.00% France 534037.00 1.80% 11059 1.71% Germany 767891.00 4.52% 16603 4.10% Greece 249488.00 2.72% 8427 0.71% Hungary 128690.02 2.19% 1583 4.10% Ireland 30670.00 0.70% 897 0.60% Italy 954361.00 6.22% 36639 1.70% Latvia 43901.99 1.77% 1043 . Lithuania 42000.00 1.21% 1811 2.70% Luxemburg 3158.03 2.49% 66 2.24% Malta 13.00 0.13% 1 . Netherlands 48152.00 2.49% 1469 1.40% Poland 82730.00 0.49% 3760 0.20% Portugal 169892.00 4.46% 1302 0.30% Slovak Republic 53901.00 2.41% 117 1.56% Slovenia 23032.00 4.55% 1590 2.04% Spain 733182.37 2.87% 16013 1.40% Sweden 222044.00 7.31% 3138 3.90% UK 690270.00 4.39% 4010 1.70% Totals 5773335.37 3.37% 139971 1.54% Table 6 à ¢Ã¢â€š ¬Ã¢â‚¬Å" Year Organic Land Conversion in the European Union 1985 à ¢Ã¢â€š ¬Ã¢â‚¬Å" 1990 (UK Statistics, 2001) Year end 85 86 87 88 89 90 European Union Austria 5880 7000 8400 12320 16674 21546 Belgium 500 700 972 1000 1200 1300 Denmark 4500 4800 5035 5881 9553 11581 Finland 1000 1200 1400 1500 2300 6726 France 45000 50000 55000 60000 65000 72000 Germany-cert 24940 27160 33047 42393 54295 90021 Germany-other 0 0 0 0 0 15000 Greece 0 0 0 50 100 150 Ireland 1000 1100 1300 1500 3700 3800 Italy 5000 5500 6000 9000 11000 13218 Luxembourg 350 400 412 450 550 600 Netherlands 2450 2724 3384 5000 6544 7469 Portugal 50 200 320 420 550 1000 Spain 2140 2500 2714 3000 3300 3650 Sweden-cert 1500 2500 4870 8598 23600 28500 Sweden-other 0 0 0 0 5092 4890 U. Kingdom 6000 7000 8500 11000 18500 31000 EU 15 100310 112784 131354 162112 221958 312451 EU 15 % change 12% 16% 23% 37% 41% Table 6 à ¢Ã¢â€š ¬Ã¢â‚¬Å" Year Organic Land Conversion in the European Union 1991 à ¢Ã¢â€š ¬Ã¢â‚¬Å" 1996 (UK Statistics, 2001) Year end 91 92 93 94 95 96 European Union Austria 27580 84000 135982 192337 335865 309089 Belgium 1400 1700 2179 2683 3385 4261 Denmark 17963 18653 20090 21145 40884 46171 Finland 13281 15859 20340 25822 44695 84556 France 81225 85000 87829 94806 118393 137084 Germany-cert 158477 202379 246458 272139 309487 354171 Germany-other 30000 96742 126385 173128 152062 121575 Greece 200 250 591 1188 2401 5269 Ireland 3823 5101 5460 5390 12634 20496

Speech About Company

Speech about company is a unique type of a public presentation that is widely used in the business world. Company management usually appeals to the related speeches in order to persuade the employees of something or to motivate them. Besides, these speeches are used to announce the successful or failed results of the commercial year, to assign special benefits, risks, and consequences faced by the company during the specific period. The motivating speech about company is widely used with the aim to show the employees that their work is appreciated, and the company values their efforts. Dear friends! Today we are here in order to discuss the results of our hard work and cooperation that was directed particularly at the ultimate success. As we can see, the business results of our firm are great, and we appreciate that all of you considerably contributed to the development of the project that brought an unbelievable success to our company. First of all, we have to mention that effective collaboration and excellent dedication were two factors that significantly contributed to the development of the project and its positive consequences. Our company has been constantly developing during the past ten years. However, only now we can feel the results of this fruitful growth. The goals that we stated at the beginning of the year are achieved. Of course, these results were not just an accidental success but became a sequence of our mutual work. Every person standing here contributed to it and we are glad to inform that your achievements and devotion will be highly appreciated. We would like to express our gratitude to the supervisors of every operational group for useful appeals to creativity, knowledge, and experience. While analyzing the results that have been achieved during the implementation of the project, we came to the conclusion that our main strength is our employees. Your skills, abilities, and, of course, personal characteristics that include motivation and determination contributed to the economic expansion of our branches. However, I would like to inform that it is just a beginning, and what we have today is a start of our constant success. Tomorrow we will definitely face more challenges that should be turned into possibilities. It is a key to building a powerful corporation. I believe that you can perform your daily tasks better than you used to in order to show a supreme operational process. For my part, I can ensure that contribution of each employee will be maintained, and you will get fair reparation for the accomplished work. Today we are celebrating our victory and the beginning of a new era. We are officially the winners of the economic year, and we have to do our best in order to prove that we deserve such a noble status. Taking into consideration all the flow of the previous year and the results of the performed project, we can suggest that we will obtain a status of the international company in the closest time. Please remember that you are free to express your opinion and to offer new promising projects. You are welcome to celebrate this great event, because you deserve it!

Essay on Why Is Freud Criticized - 1143 Words

Sigmund Freud is highly renowned psychologists known for his most controversial theories in the history of psychology. He is also believed to be the father of modern psychiatry and psychology. His works are read widely and are criticized as well. He has left behind numerous theories regarding human mind and behavior out of which some are commonly accepted and some are widely debated. The question after that arises now is â€Å"Why did Freud’s theories get many criticisms?† Freud was in his day an answer to many of society’s questions. As evolved and as the sciences evolved, we learned much more about Freud and his theories. Most of his work has been criticized most of the time. The criticisms of Freud and his theories have increased since†¦show more content†¦Bronislaw Malinowski, in his book ‘Sex and Repression in Savage Society’ says that it is wrong to assume that Oedipus complex is universal. He argues that this complex only â€Å"corresponds to the patrilineal societies† (5) in the world. He says that since â€Å"the constitutions of the family† goes under changes related to power, settlement, housing, sources of food, labour etc from time to time, and the â€Å"passion and attachments within the family vary† (4). Some critics connect this theory with Freud’s complex family structure. In his book, his father was twenty years elder than his mother and had a grandson when Freud was born (Afro z 9). M. Young, in his book â€Å"Whatever happened to Human nature?†, present Freud’s words from his letter to a friend where he says that he remembers falling in love with his mother and being jealous of his father and thus he â€Å"regards this complex as universal† (Afroz 9). Thus critics criticize him of regarding his personal experience as a universal one. 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Leading Organisation Change

Question: Discuss about theLeading Organisation Change. Answer: Introduction Identification of issues and problems in Wong Manufacturing Company (WMC) based on information supplied. Considerations are to be made from the perception of an external change consultant engaged to assist the board address the issues and challenges. The four assumptions that can be added to the issues and problems being faced by the Wong Manufacturing company are succession planning to the third generation; an in-depth research report into the new markets suggested by Mira and Ryan to generate awareness among the board members regarding entry into newer markets as well as customer perception in existing markets; awareness of new technology in manufacturing that would further help reduce the cost of production; lack of training in CRM among the staff which would help keep a track of the expected large scale operations. Larry Greiner (1997) suggests that the growth of all organisations can be classified into five distinct phases. Each phase is characterised by a period of calm and culminates in a management crisis. Furthermore, each phase of growth shows the influence of the previous phase. Greiner, therefore, argues that organisations that are aware of the previous stages of growth can be proactive in managing the next stage. He believes that the management can be influential in anticipating the impending crisis and therefore preparing themselves for the same. Grenier comes to the conclusion that proactive companies can utilise expected organisational crisis by converting them into stepping stones for capitalising on opportunities of future growth. In this article, Grenier has provided a suitable solution to manage the crisis in each phase of organisational growth. Malhotra and Hinings (2015) however speak different language in their studies on continuity and change as a process of organisational transformation. They are of the opinion that organisational transformation occurs as a result of continuous change rather than disruptive change. They argue that while resistance to change is always constant, if the factors resisting and promoting change are equal, then the energy that is generated as a result of the tug of war would aid in the completion of the transformation. Furthermore, they observed that the same energy that aids in the change transformation can be channelled to create awareness among all parties to the debate. Malhotra and Hinings (2015) were of the opinion that this would help create an environment of mutual discussion and help resolve the conflict from the grass root levels. They therefore believe that a suppression of this energy would precipitate the crisis by magnifying possible issues involved. Finally, they observed that the discussion and debate as a result of the mutual exploration into the crisis would help mould the continuity and prepare the organisation for change. This initiative would be possible due to the synthesizing pattern that would aid the unanimous transition of change rather than a splintered approach that would result from a polarised ideology among all concerned persons. They further suggested that any weakness in any of these phases would only aggravate the crisis rather than simulate continuity and change. A comparison between the two approaches, show that while the underlying question remains the same, both articles have adopted distinct and different methods to resolve the issue (Malhotra Hinings, 2015), (Greiner, 1997). While Greiner speaks of change happening in five phrases, Malhotra and Hinings speak of continuity and reciprocal relationship it enjoys with change. While both are of the opinion that change is needed for the growth of organisations, Greiner speaks of a futuristic approach of utilising change for organisational growth; Malhotra and Hinings look at ensuring a smooth transition or continuity in the organisation by channelling the energies that are created as a result of the tussle between resistance to change and need for change. Gersick (1991) speaks of the influence of change on the development of organisational systems. The study into the revolutionary changes to multiple levels looks into traditional assumptions as wells new theories at each level of analysis. He conceptualises change as a punctuated equilibrium. In other words, he assumes that alterations are separated by long period s of stability. Furthermore, he argues that stability does not impact incremental adaptability of the organisation while it is effective in controlling and limiting any disruptive or sudden change. He continues on the same thinking put forth by Malhotra and Hinings when he speaks of continuity in the organisation (Malhotra Hinings, 2015), (Gersick, 1991). He also supports the findings of Greiner, when he states that organisations enjoy long period of stability or calm with upheavals or crisis between each period. (Greiner, 1997), (Gersick, 1991). The entire study focuses on disruptive change in organisations and the manner in which systems react to such changes as well as their ability to function despite the changes that are occurring. The article raises several questions about the impact of revolutionary changes on organisational growth and continuity within the company despite the changes that are happening. A quick look at the events occurring at Wong Manufacturing Company also supports the findings by Gersick. Three generations have been shown at the helm in WMC. While the founder, Sofea Wong is shown as a woman of substance who created the company from scratch, she is also picturised as a fair leader, who is willing to share the profits with her employees. This character is clearly visible in the wages that she offers ( clearly above the minimum wages in the country); as well as employee benefits like child minders, that help her employees focus on the work on hand rather than worrying about matters close to their heart like the welfare of their children during the hours that are spent at work. The second generation is shown as a bridge between the larger than life Sofea Wong and the employees. While Hana is efficient, she is highly dependent on Sofea whom she consults before making any major decision. This thinking and working style earns Hana the respect of her employees who are happy that there is not disruptive change despite a change in guard within the top management at WMC. The change in management has been smooth and the transition has not created any major change in the company other than a slight decrease in the number of employees. His change has been attributed I the reduction in profit margins due to shrinking markets. The third generation, consisting of Mira and Ryan, on the other hand, are not ready to sit back and watch the company build by their grandmother bite the dust. They realise that dramatic change is essential for the company to survive in the long run. Due to their education, both of them look at meeting the challenge in two different ways. They are of the opinion that a two pronged approach would be highly beneficial for the company in the changed economic circumstances. Unfortunately, they are unable to convince the board, who believe that the siblings have bitten off more than they can chew. The board is of the opinion that the change of guard must be slow and similar to the transition between Sofea and Hana. Narratives and story-telling help foster a sense of belonging to all who believe themselves to be part of the story, or are remotely associated with it (Dailey Browning, 2013). This concept is similar to the sense of ownership felt by call children who love listening to stories from their grandmother. At a later stage, even if the same story is told by any other individual, the child continues to associate the story with his or her grandmother. On similar lines, each organisation or company would have stories associated with it. These stories add a dimension to the company and create an atmosphere of reverence and awe mong the listeners. Repetitive listening also creates an image that is constantly re-enforced with each re- telling. Thus, on analysing Dailey and Brownings article on repetitive narration with the events occurring in Wong Manufacturing Company, it is evident that many of the findings and conclusions hold true. Sofeas larger than life image is a classic example of the power of narrative repetition. The larger than life image also ensures that she can do nothing wrong in the eyes of her employees who hold her high up on a pedestal. While Hana was able to successfully use the ideology during her transition to the top management by ensuring that all employees knew that Sofea was involved in the decision making process. Unfortunately, narrative repletion failed to work its magic during the transition to the third generation. By this time the larger than life image of Sofea and the humble image of Hana were well established the minds of the employees, who now felt that Mira and Ryan were young children who did not know what they were doing. The employees as well as the Board were of the opinion that the siblings were merely trying to prove their superiority in light of the transition of power. Mira and Ryan are the change managers, if change were to occur at WMC. They need to consider two aspects of successful change management. Eh first is in the implementation of change and the second is concerned with the continuous monitoring and review of change to ensure that it is on the correct track. The change agents need to manage the speed and complexity of the change in an effective and efficient manner (Hayes, 2014) so as to neutralise the threats that may arise as a result of any possible opposition to change. The effectiveness of collaborative intervention is directly increased when they enjoy the respect of the persons with whom they are working (Hayes, 2014). The two modes that would be apt for use at WMC are listening to the viewpoints of employees and Board members. Both Ryan and Mira should adopt this method rather than riding roughshod over them in a bid to put forth own views regarding the impeding change in the company. The second method would involve suspending all critical judgement and keeping an open mind to the changes as well as the opinion of the Board, employees, and other concerned parties. This initiative would help the aggrieved parties like employees and the board, as well as clients to explore the possibilities and options before them. This would also allow them a free hand in understanding the reasons for the initiatives by the change agents (Hayes, 2014). While these methods of collaborative intervention do not usually go hand in hand, the change agents need to ensu re that there is no deviation from this process, in order to ensure that the transition is smooth and does not happen under the shadow of conflict and upheaval within the company. Organisational change follows a typical typology classification that holds true regardless of the country or industry that is being referred to. The typology may be broadly classified into traditional and modern. While the classical theories were concerned with hierarchy and were more rigid, the modern theories tend to consider the basic human psychology and changes in technology which would affect the manner in which the company functions. Based on this perception, WMC which has followed a traditional approach till date would be better positioned if it were to adopt a shift in its ideology when considering implementation of change. Since the change agents need to ensure that change is smooth and stress free, they need to focus on four important questions, viz., What, How, Who and When. It is observed that the issues being faced by WMC is primarily due to the lack of commutation between the change managers and the organisation members. Dialogue is the best option to overcome this situation. As can be observed, from the happenings at WMC, the organisation members are agitated and have a negative opinion about the initiatives by the siblings. Change agents at WMC can help cool the situation by adopting a collaborative and more passive approach to change management. The agents need to communicate the various proposed changes as well as the reasoning behind the proposals. However, the change agents must ensure that they leave the interpretation of the changes and the reasons change with the organisation members. The change agents must be prepared for not only opposition to the changes (resistance to change) but also to the fact that interpretation and the subsequent perception may be against the ideology of Mira and Ryan. The change agents must be prepared to implement the changes slowly and in a phased manner to minimise the opposition to change as much as possible. References Dailey, S. L., Browning, L. (2013). Retelling Stories in Organizations: Understanding the Functions of Narrative Repetition. Review, 22-43. Gersick, C. J. (1991). Revolutionary Change Theories: A Multilevel Exploration of the Punctuated Equilibrium Paradigm. Academy of Management Review, 10-86. Greiner, L. E. (1997). Evolution and Revolution as Organizations Grow: A company's past has clues for management that are critical to future success. Family Business Review, 397-409. Hayes, J. (2014). The Theory and Practice of Change Management. Hampshire: Palgrave Macmillan. Malhotra, N., Hinings, C. (2015). Unpacking Continuity and Change as a Process of Organizational Transformation. Long Range Planning, 1-22.