Double Standards Every Woman Should Know Essay Example for Free

Double Standards Every Woman Should Know Essay For this book analysis I chose to read a book from this list of books that hasn’t been mentioned much in class. We have been talking about God and topics that are more controversial in society. I read the book He’s a Stud, She’s a Slut, and 49 Other Double Standards Every Woman Should Know by Jessica Valenti. This book was easy to read with Valentis short essays and thoughts on modern feminism, stereotypes, and heightening ones awareness to pervasive myths about women. Double standards are nothing new. Women deal with them every day. Take the common truism that women who sleep around are sluts while men are studs. None of the information was really unexpected or suprising to me because it’s all true. Every women is stereotyped by the way she talks, the way she dresses, her personality, etc, while a man isn’t really stereotyped because people think it’s ok for men to do the things they do, that it makes him look like a stud not a player. The examples Valenti uses are familiar and widespread: he’s tough, she’s a tomboy; he’s a bachelor, she’s a spinster; he’s angry, she’s PMSing; he’s successful, she’s a showoff. Perhaps the most widely cited is the â€Å"he’s the boss, she’s a bitch† scenario, which has been the subject of countless editorials in the past decade. Some of the questions I was seeking to answer when reading this book were am I a feminist? What can feminism do for me? This book made me realize I am a feminist. I believe men and women should all have equal rights and opportunities. Some people may not want to admit they are feminist because they think that feminists are mean, angry, man hating, hairy, lesbians, but they really aren’t. In all of reality feminism refers to movements aimed at establishing and defending equal political, economic, and social rights and equal opportunities for women. Some questions that have arisen are why is it that men grow distinguished and sexily gray as they age while women just get saggy and haggard? Isn’t it unfair that working moms are labeled bad for focusing on their careers while we shake our heads in disbelief when we hear about the occasional stay at home dad? 3a. â€Å"When I was in high school, I had a reputation—a bad one,† she writes. â€Å"It felt, at the time, like the reputation†¦had materialized out of nowhere. And I was confused.† That experience helped to shape her fascination with how the prevailing culture puts men and women into different categories, even when they act in the exact same way. She was categorized because of her sex which wasn’t fair to her, and it isn’t fair to many other women that are being categorized because of their sex. Men aren’t any better then women. 3b. When Valenti said â€Å"He’s dating a young woman, she’s a cougar?† Really? I thought men were cradle robbers. Men aren’t studs anymore, they’re usually players or, simply, douche bags. I probably agree that some double standards do exist but I tend to think that this whole patriarchal society thing, while it is somewhat valid, is honestly most often perpetuated by women j udging each other.

The Leadership Processes Of Daimler Chrysler

The Leadership Processes Of Daimler Chrysler Since its establishment in 1924, Chrysler has been the leading automobile company manufacturing various motor vehicles such as the Chrysler Six; which was the one of the first modern cars to be built. Chrysler Six was claimed to be the first car scoring several firsts, for instance, oil filter, air cleaner, high compression engine, four wheeled hydraulic brakes and other such tech parts. Chrysler took over its competitor, American Motors Corporations in 1987. This was one of its initial mergers and acquisitions that placed Chrysler on the third position of United States auto manufacturers. On the 12th of January 1998, Chrysler Corporation merged with the German company, Daimler. In the period leading up to the merger, both companies were experiencing high profit growths. Daimler admired Chryslers entrepreneurial spirit and innovative thinking while Chrysler respected the methodological engineering and technical capabilities of Daimler. The two companies were interested in a merger as it would complement their capabilities and resources which would produce greater profits. The merger was touted as a corporate merger of equals and held high expectations among all stakeholders of the organizations (Darling, Seristo, Gabrielsson, 2005). Soon after the merger, both subgroups experienced various conflicts due to different national and corporate cultures, business practices, management and leadership styles and inefficient communication networks. Negotiations between senior leaders frizzled and led to the lay-off of then Chryslers CEO, Robert Eaton. Due to the lack of management support, communication and the eventual domination of Daimlers culture over Chryslers, key executives who had been credited with Chryslers success in the 1990s left the organization. This resulted in a management brain drain which evolved into a crisis situation for DaimlerChrysler. Subsequently, an organizational restructuring, production cutbacks and cost cutting measures were announced. However, it was unable to resolve the crisis and thus faced huge losses which eventually resulted in a merger failure. Chrysler dropped from its third position in the United States automobiles chart when it went through a merger with Daimler-Benz. Although it was a merger of equals, it was soon overridden by Daimler-Benz due to Globalization, Classical Approaches, Systems Approaches, Management Styles, Leadership Processes as well as Culture. Soon it was realised that Daimler and Chrysler could not function successfully, and thus in 2009 DaimlerChrysler filed for bankruptcy which left a mark on the history of United States automobiles. The main focus of our report will centre on Chrysler, throughout the period before and during its merger with Daimler, and how internal and external factors affected its operations. GLOBALIZATION When Chrysler first started out, it scored several firsts in the industry such as an oil filter, air cleaner, high compression engine, four-wheel hydraulic brakes, and other advanced Chrysler parts. As the company progressed on, it went through several disturbances in its environment continuing into its merger with Daimler. Globalization started taking its toll on Chrysler.Globalization, according to Miller, K. (2009), is the improvement of transportation and telecommunications system making our world, both on a personal and organizational level ever more connected, efficient and interconnected towards a more global economy (p. 2). Chrysler embarked on its journey of manufacturing efficient automobiles through various improvements such as significantly expanding the electronics and computer content on vehicles, with applications ranging from power train controls for improved fuel economy and reduced emissions, to enhanced safety systems and chassis controls and to on-board communication systems. Moving on in the years, Chrysler developed vehicles using outdated and expensive structures even as its sales and resources shrinked. Since Chryslers business was heavily weighted to North America, this made the organisation more vulnerable to local economic fluctuations and less able to take advantage of developing markets, as stated by the New York Times. Climate change also made an impact on Chrysler. As Stephen J. G. said, The decision to drive cars long distances to work was common among people in North America and Europe in the past 60 years. Cities grew larger. The development of suburbs often placed homes far from work places; massive road construction encouraged extravagant car useà ¢Ã¢â€š ¬Ã‚ ¦Driving a car is the most air polluting act an average citizen commits. Chrysler produced auto vehicles that were manufactured without any consideration to its environment. Stephen J. G. (2008), said that Chrysler faced criticisms for their larger vehicles as they were exploiting the innate human tendency to seek domination over othersà ¢Ã¢â€š ¬Ã‚ ¦Bigger is better. However, in 2009, due to climate change, Chrysler changed their tactics, targeting buyers with their higher fuel efficiency and smaller automobiles. Soon after, Chrysler came up with a Hybrid car which boasted fuel efficiency. Chrysler is further expanding on this idea by following it through till 2011 by making new models of the car but using the same technology, for instance, the electric vehicle Dodge Ev. We can view Chrysler in two different views, namely the Utopian view and the Dystopian view. For the Utopian view, we know that Chrysler will continue to change along with globalization and expand its horizons further than North America. It can also adapt with other cultures and societies by learning from its past and bringing it forward to use it in its future. Despite several downfalls, Chrysler always manages to pick itself up and survive through mergers, with Daimler in 1998 and Fiat in 2009. In terms of the dystopian view, clearly, due to its several changes, Chrysler is losing its original organizational structure. Chrysler is maintaining its image by retaining the Chrysler logo for its automobiles despite merging with various other organizations. Nevertheless, even though Chrysler has worked hard to preserve its external image, it has undeniably lost its charm to potential buyers and its customer base. SYSTEMS APPROACHES During the period of cultural change in the 1990s, Chrysler made some improvements to its organizational system. It increased the involvement of people in its operations which improved the permeability of its operations with its suppliers and customers. Before the merger with Daimler, Chryslers management had allowed permeability in its operations in which there was a two way communication between Chrysler and its customers through feedback and information flows. Recognizing the importance of receiving information from customers for improving their focus on development, Chryslers system processes utilized positive, growth and deviation amplifying feedback. In which, customers were requested to provide feedback about their products. Through processing these inputs from customers and workers, Chrysler modified its products to achieve higher profits (Zatz, 1994). In addition, Chrysler improved its system properties namely, holism and negative entropy. The CEO, designers and assembly line workers held meetings together to create and gather information and ideas. This resulted in the creation of successful products by the company (Zatz, 1994). This shows the property of holism where the end product achieved was greater in value than what the employees could have created individually. Chrysler also practiced negative entropy as it valued customers feedback and provided information of its operations to the public. However, after the merger with Daimler, Chryslers existing organizational system processes and properties were replaced by the dominant Daimlers system. This resulted in organizational restructuring, production cutbacks, cost cutting measures and numerous worker layoffs. The loss of Chryslers successful system resulted in high losses for DaimlerChrysler (Darling et al, 2005). The merger also brought about a high level of uncertainty among employees of Chrysler. According to Cervone, T (2009), communication was an area where DaimlerChrysler fell apart, because there were differences about what needed to be communicated and how to communicate. Daimlers style of communication was solely top-down management communication. However, Chrysler used a more in-depth and extensive communication network with its employees. Therefore as employees were unable to receive important information after the merger, equivocality was high among employees of Chrysler. This was due to the different enactments by employees which created multiple informational environments due to the limited information received in the communication networks. Karl Weicks Theory of Organizing states that reducing equivocality is central to the process of organizing in an organization. It also states that through the use of assembly rules and communication cycles, equivocality should be resolved. In the case of DaimlerChrysler, no effort was made to reduce equivocality and this eventually resulted in the departure of key executives of the organization, creating huge losses for the merger (Darling et al, 2005). The period of merger was a time of uncertainty, disorder and constant conflicts among employees of Daimler and Chrysler. There were various conflicts that stemmed from a vast difference in national and corporate cultures, conflicts on compensation as well as travel expenses. Failure to integrate or assimilate the organizational practices and cultures of both companies created disorder in the merger. Furthermore, the period after Chryslers CEO was fired by Daimler due to differences and the subsequent domination of Daimlers management, pulled Chryslers employees further into disorder (Darling et al, 2005). The New Science Systems Theory states that when systems are at the edge of chaos, order can emerge from disorder. It emphasizes the importance of relationships and being open to information to create new and innovative organizational processes. The high level of disorder present in the merger could have been advantageously used by the management of DaimlerChrysler to create a sustainable and innovative new system. However, as there were problems in the management itself and a lack of information flow and disharmony among employees in the organization, this opportunity was lost to DaimlerChrysler. CLASSICAL APPROACHES As with most German companies, Daimler embodied the concept of absolute formality. There was a high emphasis placed on the respect that junior workers had to show those higher up in the hierarchy, and it was expected of workers to take extreme care not to make mistakes when names and titles were concerned. Chrysler, being an American company, was practically the complete opposite of this. There was very little emphasis placed on hierarchies within the company, and the management encouraged a very comfortable, relaxed atmosphere. Many a time, mid-level executives could make decisions without fear of negative repercussions from higher-ups. In fact, it was this spontaneity and risk-taking attitude that Chryslers success was partially attributed to. (Vance Paik, 2006.) Upon the merger of the two companies, the actions of Daimler-side co-chairman Schrempp made it clear that despite touting the merge as a marriage of equals, Daimler was still fighting to retain dominance in the newly merged DaimlerChrysler. The Chrysler executives were used to ensuring that their opinions were heard by the rest of the board, no matter what their level was in the corporate hierarchy. This style of communication was unheard of in German companies, and Schrempp felt so threatened by this openness that he removed them from the company to preserve his position and power. (Badrtalei Bates, 2007.) Schrempp also axed some individuals from the post-merger management board, and a large majority of those fired hailed from the Chrysler division. Communications-wise, we can see that Daimler favored a top-down, formal style of communication within the company as seen from their strict hierarchy and style of decision-making. Chrysler, on the other hand, preferred to encourage an open floor of discussion, allowing as many employees as possible to participate and took their input into consideration. The main mistake committed by the DaimlerChryslers managerial board was that of being far too rigid when it came to the issue of communications within the company. (Vance Paik, 2006.) In Daimler-Benz, all decisions were made by a board of management executives in the main headquarters in Germany. Those in the lower levels of management had no power in making decisions, as everything would first have to be put past those at the very top of the corporate hierarchy. This cost the company their stability in the time period immediately after the merger, where many problems had the tendency to occur. Despite Chryslers executives being those who were used to making decisions on their own, without having to go through higher levels of authority, they were unable to make any quick decisions which might have saved the company due to Daimlers insistence on forcing them to adopt German style of decision making, which was an arduous, intricate process, and thus took a very long time. Although Frederick Taylors theory of Scientific Management offers that there is only one best way to accomplish any task, the case of DaimlerChryslers failed merger shows that this is not necessarily so there are situations which call for spontaneous, quick thinking as well. (Badrtalei Bates, 2007.) The reason for Chryslers apparent assimilation into Daimler, as opposed to there being a stabilized platform of equals between the two, was made clear by the remark passed by Schrempp in an interview conducted in October 2000. In it, it was insinuated that the German co-chairman had intended for it to be an acquisition of Chrysler instead of a merger of equals from the very beginning. This was ironically the exact same view that Chrysler chairman Robert Eaton had rejected so vehemently. It is then easy to see exactly why such a large majority of the Chrysler executives (about two thirds) had been either fired or left the company and replaced by managers from the Daimler corporate grid (Darling et al., 2005). DaimlerChryslers Hierarchy MANAGEMENT STYLE Despite many labelling the merger of DaimlerChrysler as the deal of the century (Keegan, 2005) where the merger of equals would bring out the best of both organisations, DaimlerChrysler went under major crisis after their merger. According to Darling, Seristo and Gabrielsson (2005), crisis is defined to be situations that interrupt an organisations usual activity and process (pp. 346-347). Crisis occurred within the newly merged company due to a few reasons; Firstly, the merger of Daimler and Chrysler resulted in irreconcilable differences in its managerial and leaderships styles. Managerial-leadership, or the lack of it, makes or breaks an organisation in times of crisis. According to Blake and Moutons Managerial Grid, Chryslers management belonged to the Country club style of management, where organisational leaders exhibited a high concern for its people as compared to the low concern for production. Chrysler, being an American based company, had its managers concentrating efforts on the establishment of a pleasant workplace with friendly and comfortable human relations. On the other hand, Daimler exercised the authority compliance style of management. As quoted from Daimlers Chairman Dieter Zetsche, Daimler systematically train [their] employees so that every one of them clearly understands that compliance is not optional its an integral element of [their] corporate culture (2009), which is characterised as high concern for production and low concern for people. The organisations main objective would be to ensure that its managers focus on arrangements of components in the workplace to maximize efficiency and attain goals. Hence, unlike the American based Chrysler, German Daimler management had little concern for human needs. According to Darling et al. (2005), The DaimlerChrysler merger à ¢Ã¢â€š ¬Ã‚ ¦ was not an ordinary merger. This merger had embedded within it the existence of two very strong yet different organizational cultures that were expected to become integrated to facilitate achievement of the goals and objectives of the merged cross-cultural global enterprise. Failure to successfully integrate the two cultures gave rise to a crisis that à ¢Ã¢â€š ¬Ã‚ ¦ threaten[ed] the existence of DaimlerChrysler. As there was no clear distinction of a culture after the merger, employees from both companies encountered various intergroup conflicts. These conflicts escalated during the interactions of these now interdependent sub bodies of an organisation that lived in mistrust and continued to perceive opposition of goals, aims, and values, each perceiving the other party as potentially interfering with the realization of these goals. Both companies failed to drop their existing organizational culture and find a shared direction or vision. The merger was thus marked by deep distrust between the two subgroups, as could be seen from how Daimler and Chrysler both openly showed their conflict. They failed to reach a compromise, much less a collaboration to solve the differences to resolve the conflict. Many later commented that the DaimlerChrysler merger was nothing more than an outright acquisition of Chrysler by the German automaker (Keegan, 2005). American President of Chrysler group Jim Holden, together with the management, was eventually replaced by Zetsche and the German management from Daimler, who tries to instil the German practice on the American organisation, hence causing the organisational culture of Chrysler to be dominated by the Daimler management. As the merged organisation fought to survive in the highly competitive manufacturing sector, they adopted the Likerts System I due to the Blake and Moutons Authority-Compliance leadership style, the exploitative authoritative organisation, which is characterised by motivation through downward communication, top-level decision making, the giving of orders, and top level control. Although the strict hierarchical regime might have worked with the German Daimler, it only served as a harsh culture shock to American based Chrysler. Chrysler and Daimler succeeded on their own because of their unique features. Merging without collaboration simply meant that their uniqueness had to be sacrificed, hence causing them to lose their edge in the market. LEADERSHIP PROCESSES After the merger of DaimlerChrysler both subgroups experienced a high level of change. Many problems surfaced during the organizational change process. Firstly there was a lack of management support by Daimler and Chryslers management. According to Darling et al. (2005), Chryslers CEO, Robert Eaton who was in charge of the integration of the two companies, lacked the leadership skills or political savvy needed to help the new entity develop a unique culture that represented the best of both worlds. Secondly there was inconsistent action on the part of the management on both sides. Daimler-Benz and Chrysler both had extremely different styles of management and corporate culture. As a result, both companies experienced clashes in operational practices during and after the merger, which quickly escalated in intensity and frequency to the point where the merged company found itself entering a state of crisis (Darling et al, 2005). The leaders of DaimlerChrysler were thus unable to form a clear management vision to be shared with others in the organization. Ownership tension, characterized in this case by these two issues, hampered the successful implementation change efforts and subsequently resulted in a failed merger. In addition, communication between the two subgroups was poor. Daimler practiced an autocratic top down communication style, while Chrysler used an in depth and extensive communication style (Cervone, 2010). As the cultures and communication networks of the two subgroups were not assimilated, there was no clear communication network to both subgroups. Also there were differences about what needed to be communicated. This resulted in uncertainty and anxiety among all organizational members. Despite the multitude of problems experienced by DaimlerChrysler, during the change process, there was no clear effort by the leaders to successfully implement the change process by providing effective management support and reducing uncertainty for organizational members. These problems escalated and subsequently became one of the main factors that caused the merger failure. CULTURE In the early 1990s, Chrysler experienced several problems that stemmed from a lack of a strong culture in the organization. Chrysler was historically known for its innovation but along the years, lost its core value by producing outdated products. Its relationships with its customers and various stakeholders deteriorated. These problems adversely affected the companys profits (Zatz, 1994). In order to boost its falling profits, Chrysler made efforts to create a strong organizational culture that increased individual and organizational performance to greater levels. Chrysler began by revamping its core assumption of innovation with a multitude of effective values. These values supported individual participation, growth and improvement in processes which resulted in an overall increase in organizational performance. They are also described as themes for excellent cultures by Peter and Waterman. The values Chrysler incorporated are; the involvement of people in which ideas were solicited from suppliers, customers wants and needs were collated via customer feedback, assembly line workers were included in the planning process and mechanics were consulted early in the process. The value of learning or the Hands-on, value driven theme in which members actively took part in the analysis of past mistakes and achievements in order to improve their overall processes was implemented. In addition the value of quality was created. Chrysler had in place a product quality improvement partnership program to improve quality by increasing teamwork. This is similar to the theme of Simultaneous loose-tight properties as employees exhibited a unity of purpose of achieving quality through diversity in the form of teamwork. The program was a success as it produced the 1966 Grand Cherokee and Chrysler PT cruiser which consistently appeared at the top of the quality charts (Zatz, 1994). These values were encouraged by top management and in time, supported by all employees. This form of synergy was represented in the organizations behaviours and artefacts. Chrysler adopted a participative decision making style, practised wide communication on all networks, implemented low power distance which resulted in a freewheeling open culture that was indifferent to positions or hierarchy. Chryslers Onion Model in the 1990s In 1998, Chrysler merged with Daimler. The merger was touted as the merger of equals. However, Daimler and Chrysler failed to consider the vast differences in their national cultures during merger negotiations. This led to conflicting corporate cultures, unresolved problems and ultimately a failed merger (Darling et al, 2005). The German culture of Daimler-Benz was generally less individualistic then Americans. They were uncomfortable with anxiety and ambiguity, practised indirectness in communication and gave respect for title, age and background. While, Daimlers culture consisted of an autocratic leadership style, top- down management and limited involvement of employees. Daimler was characterized as being conservative, efficient and safe. This collided with Chryslers values and opposed its American values of a free-wheeling and open culture. They were characterized as being risk-taking and innovative. Therefore, misunderstandings soon occurred due to the differences in their communication styles, planning and decision-making processes and leadership styles (Darling et al, 2005). During the merger, there were long heated discussions between the CEOs of Daimler and Chrysler about the differences in their corporate cultures and behavioural traits. They recognized the differences but were unsure of how to assimilate the cultures. Finally, they decided that if the differences were far apart, they would pick a spot in the middle and they would merge (Cervone, 2010). By doing so, the CEOs failed to recognize that organizational cultures are often ambiguous. There are potentially multiple manifestations to a corporate culture which are diverse and dynamic. Thus, picking a spot in the middle of two different cultures will not create an effective culture for DaimlerChrysler. Also, organizational cultures are not unitary. It is impossible to characterize an organization as having a single culture as there are multitudes of subcultures existing in conflict or harmony with one another. As such, the CEOs decision to pick a culture that is midway between their cultures will not result in success. This would fail to recognize the subcultures within the organization that largely impacts its behaviours and decisions. In addition, organizational cultures are complicated. Integrating two independent companies with divergent cultures into one cohesive organization is a major undertaking (Zatz, 1994). Simply picking a culture will not create a sustainable culture for DaimlerChrysler. This objectifies culture by simplifying it and de-emphasizing the complex processes via which organizational culture is created and sustained. Culture is in actuality pervasive and it affects the everyday business of the firm (Weber, Camerer, 2003). Thus, more effort is needed to collaborate both cultures. The leaders should create joint basic assumptions and related values for the organization. This would create a shared meaning among all employees and subcultures which would in turn create similar behavioural traits. This level of synergy in cultures will result in success for DaimlerChrysler. Furthermore, organizational cultures are emergent. It is a product of constant interrelationships between organizational members in different contexts and settings. After the merger, cultural workshops were put in place to integrate both subgroups of the company. These workshops were not supported by both members and thus failed. Subsequently, no other efforts were made by the management to integrate the members. As no clear distinction of a culture was made, Daimlers culture grew to be more dominant and oppressing to employees of Chrysler. Employees became increasingly dissatisfied and there were constant cultural collisions in the interrelationships between Daimler and Chryslers employees. This led to the departure of key Chrysler executives who had led the company to success in its domestic and international markets for creativity, efficiency and profitability. As a result, the companies faced huge losses (Zatz, 1994). This situation could have been avoided by integrating employees of both corporations. By creating opportunities for employees to interact in settings such as orientation of members to the newly merged company, company events, department dinners or joint work teams, would have increased familiarity and created cohesive relationships between employees. Also, communication networks should be expanded and fully utilized to disseminate information during the merger in order to reduce uncertainty and increase support of the merger. These methods would have allowed a cohesive culture among members of both companies to emerge over time. CONCLUSION Why was Chrysler a success? Chrysler initially pioneered several automobile parts, making it more accepted in the automobile market. After being criticised for not being environmentally friendly, Chrysler replied to the criticisms by introducing a new line of automobiles such as Hybrid cars and electric cars in the Dodge EV series and brought the brand back into demand. Why was DaimlerChrysler a failure? The merger of Daimler and Chrysler did not thrive as many people had predicted. It would have became the collaboration of the century if only they had managed to solve the problems that occurred within the newly formed DaimlerChrysler. The issues they faced were: There were problems with the organizational system processes of the newly merged organization. Chrysler, on its own, constantly strived to improve its system properties, for instance, holism and negative entropy. However after it was merged with Daimler, they went under organizational restructuring, production cutbacks, cost cutting measures and numerous worker layoffs resulting in a high level of uncertainty among employees due to limited information received in communication network. Daimler embodied the concept of absolute formality, while Chrysler placed very little emphasis on hierarchies within the company. Furthermore, Daimler was still fighting to retain dominance in the newly merged DaimlerChrysler. The main mistake committed by the DaimlerChryslers managerial board was them being far too rigid when it came to the issue of communications within the company. The lack of a suitable managerial-leadership also caused a crisis. Daimler exercised the authority compliance style of management over Chryslers style of management of the Country club. The merger was thus marked by deep distrust when they failed to even reach a compromise to resolve their conflict. Chrysler experienced several problems that stemmed from a lack of a strong culture in the organization. Chrysler was historically known for its innovation but along the years, lost its core value by producing outdated products. Daimler and Chrysler failed to consider the vast differences in their national cultures and assimilate them during merger negotiations, thus causing DaimlerChrysler to lose its edge in the market, which ultimately led to a failed merger. What they should have done to solve the problems? During the negotiations prior to the merger, leaders of Daimler and Chrysler should have identified the vast differences in the national and corporate cultures of both companies. As both of the companies merged to complement their capabilities and resources, the domination and oppression of Daimlers culture over Chrysler adversely affected the merger. Chrysler experienced a loss of culture and an erosion of its successful values which reduced its overall capability. Therefore, the leaders of DaimlerChrysler should have exhibited cultural sensitivity and emotional intelligence to facilitate the growth of a cohesive culture. Through the collaboration of shared meanings and values, DaimlerChrysler would have created a successful merger. What happened to Chrysler in the end? Chryslers sales tumbled 30 percent in 2008 and it ended the year with only $2 billion in cash and reliant on a government bailout to keep it afloat. After which Fiat took an interest in Chrysler after thorough research of whether it will have minimal downside and be profitable. As JP Morgans analyst Himanshu Patel said, the merger for both Fiat and Chrysler could help the U.S. automaker secure another round of bailout funds. This is a strategic alliance, said Tim Ghriskey, chief investment officer with Solaris Asset Management in New York By Gilles Castonguay and Poornima Gupta We hope that Chrys

Reducing Communication and Processing Overhead

Reducing Communication and Processing Overhead RACE: Reducing Communication And Processing Overhead And Ensuring Security Milu Sayed Liyamol Aliyar Abstract— RACE, Report based payment scheme for multi-hop wireless network. Race is a secure incentive protocol which used for the multi-hop wireless network, helps packet transmission and enforce fairness. The protocol uses the concept of evidences and the regularity of the nodes. The trusted party evaluates the nodes competence and reliability. The payment method recompenses nodes that impart packets and toll the send incentives and are present in the reports. It submits the light weight payment reports to trusted party for update the credit incentives. AC(accounting center) verifies the regularity of the reports. For fair reports it has less processing overhead and for cheating reports it find the cheating nodes and evicts it. RACE finds the cheating nodes by requesting evidences.For reducing the overhead, the evidence aggregation technique is used. The evaluation of performance and analysis of security demonstrates it has less overhead and less payment clearance delay. Extensive evaluation of RACE provides that it’s robust against the unauthorized access. Extensive study for restraining fraudulent is in progress. Keywords—Incentive, payment, RACE, Accounting center Introduction (Heading 1) INTRODUCTION Now-a-days the multi-hop wireless n/w application is tremendously increased. The more technology advances the more vastness of the subject increases. Multi-hop wireless n/w there are number of hop exits from origin to destination. To reduce the flooding attacks. The nodes in cooperates in imparting information from one node to another. The nodes can be malicious or selfish. In multi-hop wireless networks (MWNs), the traffic originated from a node is usually relayed through the other nodes to the destination for enabling new applications and enhancing the network performance and deployment. MWNs can be deployed readily at low cost in developing and rural areas. Multi-hop packet relay can extend the network coverage using limited transmit power, improve area spectral efficiency, and enhance the network throughput and capacity. MWNs can also implement many useful applications such as data sharing and multimedia data transmission. For example, users in one area (residential neighborhood, university campus, etc.) having different wireless- enabled devices, e.g., PDAs, laptops, tablets, cell phones, etc., can establish a network to communicate, distribute files, and share information.[1] Now-a-days the interest in multi-hop wireless networks is increasing MWNs and can be deployed readily at low cost in developing and rural areas. Multi-hop packet relay can extend the network coverage using limited transmit power, improve area spectral efficiency, and enhance the network throughput and capacity. A good payment scheme should be secure, and require low overhead. However, the existing receipt-based payment schemes impose significant processing and communication overhead and implementation complexity. The incentive schemes can be divides into two and are reputation and credit based system. Reputation based scheme Reputation schemes mainly depend on sending information from one node to the neighboring nodes and keep a track of these nodes so that can eventually helps to find the node which is corrupted or malicious. In reputation based the selfish nodes are punished. Credit based scheme Here a node relying the packets from one to other is service. In this unlike reputed scheme, the nodes are not punished when they do not cooperate. It prompts nodes to collaborate with the other nodes for transaction Multi-hop Wireless Networks Mainly develop a suite of efficient security mechanisms and protocols for mobile ad-hoc and multi-hop cellular networks. Specifically, we focus on thwarting packet-dropping and selfishness attacks, privacy preserving for user , and creating more determined routes to reduce the breaking of the routes , thus boosting the network performance in terms of end -to- end packet delay, packet delivery ratio, throughput, etc.[10] Efficient and Secure Credit-Based Incentive Mechanism We develop a fair efficient secure credit-based incentive mechanism that uses credits (or micropayment) to charge the nodes that impart the packets, and to toll those relaying packets. In this network origin to destination transfer of the node is shown. Here from origin to destination the node forms a path and the form a hop .Thus for moving from origin to destination there creates a number of hops .for multi-hop network there are number of hops from origin to destination. cellular networks. Specifically, we focus on thwarting packet-dropping and selfishness attacks, privacy preserving for user , and creating more determined routes to reduce the breaking of the routes , thus boosting the network performance in terms of end -to- end packet delay, packet delivery ratio, throughput, etc. We develop a fair efficient secure credit-based incentive mechanism that uses credits (or micropayment) to charge the nodes that impart the packets, and to toll those relaying packets. In this network origin to destination transfer of the node is shown. Here from origin to destination the node forms a path and the form a hop .Thus for moving from origin to destination there creates a number of hops .for multi-hop network there are number of hops from origin to destination. MICROPAYMENT Micropayment is a online and e commerce payment for transferring money from one system to one another node .A micropayment is a incentive transaction involving sum of money and usually one that occurs online. PayPal defines a micropayment as a transaction of less than 12 USD Applications Mesh networks may involve either fixed or mobile devices. The solutions are as diverse as communication needs, for example in difficult environments such as emergency situations, tunnels, oil rigs, battlefield surveillance, high speed mobile video applications on board public transport or real time racing car telemetry. An important possible application for wireless mesh networks is VoIP. By using a Quality of Service scheme, the wireless mesh may support local telephone calls to be routed through the mesh. Some current applications: U.S. military forces are now using wireless mesh networking to connect their computers, mainly ruggedized laptops, in field operations. Electric meters now being deployed on residences transfer their readings from one to another and eventually to the central office for billing without the need for human meter readers or the need to connect the meters with cables. The laptops in the One Laptop per Child program use wireless mesh networking to enable students to exchange files and get on the Internet even though they lack wired or cell phone or other physical connections in their area. The 66-satellite Iridium constellation operates as a mesh network, with wireless links between adjacent satellites. Calls between two satellite phones are routed through the mesh, from one satellite to another across the constellation, without having to go through an earth station. This makes for a smaller travel distance for the signal, reducing latency, and also allows for the constellation to operate with far fewer earth stations that would be required for 66 traditional communications satellite II SYSTEM DESIGN Contribution: is the first to verify the payment by investigating the consistency of the nodes’ reports without: Systematically relenting Processing security tokens imprecise allegation Proposed System Security was emphasized both for merchants and customers. Server has end to end transaction. It does not handle with public key only with the private key and message digest. Mutual authentication between users is for security purposes. Valid signature gives a recipient reason to believe that the message was created by non sender. Message digest the representation of the text in the form of single string of digit created using a formula. The comparison factors between the other existing system are symmetric key ,falcified data, duplicated data Race mechanism In the scheme it supports the concepts of reports and evidences. In the reports its of format R={R,F,X} where it gives sessions ids and flag bits and the number of packets sent through the medium. The evidences include E={R, X, Ts, H (MX), h (0), h(X), H (SigS(R, X, Ts,H(MX)), SigD(R, Ts, h(0)))}In race mechanism the portable node will send the the data to the other [10].Each node keeps information about the details of it with it temporarily. When the trusted party asks for the evidences the nodes will sent the evidences. The different phases of the architecture do different duties such as classifier classify the nodes with fair and cheating reports .the cheating reports testified and evicted from the node base on different rules. The evicted nodes are evicted from the network. While cheating occurs the trusted party asks for the evidences and the node will submit the evidences and these evidences are verified .if verified evidences are falcified data the node cannot be able sent the data to the data. III IMPLEMENTATION In the proposed system the system consists of different phases such as Communication phase Classifier phase Identifying cheaters phase Credit update In communication phase it divides into different modules such as rout establishment, data transmission evidence composition, payment report composition/submission Communication phase Communication phase is divides into different sections as shown in below. In this phase communication from one phase to other takes place. In this it temporarily stores the evidences and the reports in this phase. In communication phase it end to end communication. It uses DSR algorithm to transfer the information from one to another. It first sends the route request message (RREQ) and then its session ID’s such as origin and destination. It then send the route reply message send from the destination node. Here it contains the TTL value where TTL is the maximum number of intermediate nodes in the network. When we sent the data from one node to the intermediate node then the TTL value gets decreased. Here a hash chain root is created to send the information from origin to destination. The hash chain authenticated with the signature helps to route the data. Here the evidences are present where the evidences are unmodifiable and undeniable. Network Model Route establishment Data transmission Evidence composition Payment report composition Network Model Route establishment: The mobile nodes are probable assailant but the TP is fully solid. The mobile nodes are autonomous and self-interested and thus motivated to misbehave. The TP is run by an operator that is prompt to make certain the network proper operation. In order to establish an end-to-end route, the origin node broadcasts the Route Request(RREQ) packet containing the identities of the origin (IDS) and the destination (IDD) nodes, time stamp (Ts), and Time-To-Live (TTL). The destination node devises the Route Reply (RREP) packet for the nodes beam the first received RREQ packet, and sends the packet back to the origin node. Data transmission: The origin node sends data packets to the destination node through the established route and the destination node replies with ACK packets. For the Xth data packet, the origin node appends the message MX and its signature to R, X, Ts, and the hash value of the message and sends the packet to the first node in the route. The security tokens of the Xth data and ACK packets are illustrated. The origin node’s signature is an undeniable proof for relying X messages and ensures the message’s authenticity and rectitude. Evidence composition: Evidence is defined as information that is used to establish proof about the eventuality of an event or action, the time of eventuality, the parties involved in the incident, and the outcome of the incident. The impetus of Evidence is to resolve a dispute about the amount of the payment resulted from data transmission. Payment report composition/submission: A payment report is updated by the Trusted Party. After the Trusted Party verification any transaction is updated. By using the Certificate, Public Key, Symmetric Key, the transaction is approved. If the transaction is faulty or fraud, then the Trusted Party verifies it and the transaction is cancelled. The transaction amount will not be updated in the receiver account. Classifier In classifier the nodes consistency is determined. The fair reports and the cheating reports are investigated. Here in cheating reports it will steal the credits . The fair reports are rather complete or broken sessions. Identifying cheaters : In this phase the cheaters are identified using some rules. Our main objective of secured payment is identifying the ones who steals the credit and one who pays less. So for this the TP determines the evidences and the evidences are verified. The evidences consists PROOF where by investigating the proof we can find the cheaters. PROOF is composed by the onion hashing technique. Cheating nodes are evicted from the network. Update credits In this phase credits are updated to the account. The fair reports update in the account. Hera the public/private key pair is use for the communication and the symmetric key is used for the submission of the fair reports. After identifying the duplicated and falcified data from the network they are evicted from the network. Here when first cheating action occurs the cheating node is investigated . In my area of research the identified node is evicted from the network so that they to register again to the trusted party as well as each node is provided with trusted value ie, the node with high trust value helps to transfer the data such as the path in which the data passed is of high trust value it considered as valid path IV CONCLUSION It is of 24 bytes length. Small size reports (≈ 24 bytes).Fair reports are clear with almost no cryptographic operations or processing overhead. It reduce communication and processing overheads significantly. It effective implementation due to little storage required. In this secure values are given t each nodes is considered as future work V REFERENCES [1] Mahmoud And Shen: A Secure Payment Scheme With Low Communication And Processing Overhead For Multihop wireless networks., IEEE Transactions On Parallel And Distributed Systems, Vol. 24,No. 2, pp. 209-224, February 2013. [2] G. Shen, J. Liu, D. Wang, J. Wang, and S. Jin, â€Å"Multi-Hop Relay for Next-Generation Wireless Access Networks,† Bell Labs Technical J., vol. 13, no. 4, pp. 175-193, 2009. [3] C. Chou, D. Wei, C. Kuo, and K. Naik, â€Å"An Efficient Anonymous Communication Protocol for Peer-to-Peer Applications Over Mobile Ad-Hoc Networks,† IEEE J. Selected Areas in Comm., vol. 25, no. 1, pp. 192-203, Jan. 2007. [4] H. Gharavi, â€Å"Multichannel Mobile Ad Hoc Links for Multimedia Communications,† Proc. IEEE, vol. 96, no. 1, pp. 77-96, Jan. 2008. [5] S. Marti, T. Giuli, K. Lai, and M. Baker, â€Å"Mitigating Routing Misbehavior in Mobile Ad Hoc Networks,† Proc. MobiCom à ¢Ã¢â€š ¬Ã… ¸00, pp. 255-265, Aug. 2000. [6] G. Marias, P. Georgiadis, D. Flitzanis, and K. Mandalas, â€Å"Cooperation Enforcement Schemes for MANETs: A Survey,† Wileyà ¢Ã¢â€š ¬Ã… ¸s J. Wireless Comm. and Mobile Computing, vol. 6, no. 3, pp. 319-332, 2006. [7] Y. Zhang and Y. Fang, â€Å"A Secure Authentication and Billing Architecture for Wireless Mesh Networks,† ACM Wireless Networks, vol. 13, no. 5, pp. 663-678, Oct. 2007. [8] L. Buttyan and J. Hubaux, â€Å"Stimulating Cooperation in Self-Organizing Mobile Ad Hoc Networks,† Mobile Networks and Applications, vol. 8, no. 5, pp. 579-592, Oct. 2004. [9] Y. Zhang, W. Lou, and Y. Fang, â€Å"A Secure Incentive Protocol for Mobile Ad Hoc Networks,† ACM Wireless Networks, vol. 13, no. 5, pp. 569-582, Oct. 2007. [10] P.Visalakshi1, R. Dineshbabu2 and K. Vijayalakshmi3 1,2SRM University, MCA Department, Kattankulathur, Kanchipuram, India 3St. Peter’s University, Department of Computer Science Engineering, Avadi, Chennai, India

Contemporary Themes of The Merchant of Venice :: Free Merchant of Venice Essays

Contemporary Themes of The Merchant of Venice      Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   One of the many elements that make up a classic, is that the book, novel or play can be read in any generation, decade, century or in any part of the globe at any time and have relevance to the reader. The themes of the work should be universal, so that the reader can take something and create a parallel to an event or situation in his or her own life. The Merchant of Venice has elements that make it a classic. The Merchant of Venice has many contemporary themes in it. In this essay I will provide you with examples of themes that still hold true today, many years after Shakespeare wrote this masterpiece. The re-occurring themes of love, anti- Semitism and inter-racial marriages are a few examples of contemporary themes that are manifest in The Merchant of Venice that are still issues that we discuss, worry, and care about today.      Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   A key theme in the book is love. There are many loving relationships in this play and not all are the type that involves the love that a man has for a woman, or vice versa. Bassanio and Portia, Jessica and Lorenzo and Gratiano and Nerissa are all types of love that involve a man and a woman, which are of course relevant to today's society. When one looks deeply into these relationships, they would see parallels to the ones of today. For instance, the concept that all three marriages will probably not last, is a parallel to the number of divorces that are occurring today. More and more divorces are happening and the increase from other years is shocking! One of the main reasons why this is happening is that more people are getting married too fast and leaving no time to realize that there are not meant for each other. This is the same in two - and possibly three - of the relationships. Gratiano and Nerrissa got married after knowing each other for only several hours and Bassiano and Portia got marri ed before they go to know each other (, but you can't fault Portia for this, for strict policies were ordered onto her). Jessica and Lorenzo's marriage might split for other reasons.

Neve Cambell :: essays research papers

Neve Campbell Neve Campbell’s career was a success because she danced. Neve Campbell started to dance when she was 6, following a visit the made to go and see the performance "The Nutcracker". When she was in dancing school (The National Ballet school of Canada) Neve had learned 5 different types of dancing. These types include jazz, flamenco, modern, hip-hop and classical. Neve reefers to the school as being "the best dance school in the world, but an extremely competitive one too". She also says that there is a lot of backstabbing mentally, with a lot of favoritism. While at her dancing stage of her life, she preformed in "Sleeping Beauty", and "The Nutcracker". But her dancing was soon to be put to a halt, for after various injuries and lots of competitiveness, she had a nervous breakdown and quit dancing when she was 15 years old. She also had been a model for two months but found that modeling had no satisfaction and very low. After this she turn ed towards the theatre for a career, since she wanted to be a performer. Another contribution to her career was when Neve was involved in the theatre. After her quitting dancing, she had turned out to be the Degas girl in "The Phantom of the Opera". She preformed at the Pantages theatre in Toronto. Neve had preformed in over 800 shows when she was done in "The Phantom of the Opera" Neve says she likes the theatre because she gets an automatic response from the audience. It was this part of her career that Neve found the love of acting, not only on a stage but to reach higher in her career and be a movie star. Neve’s career as a movie star was just the beginning of her debut on television. Neve Campbell appeared in the NBC movie " I know my son is alive". She also played Daisy in the television series "Catwalk". But Neve Cambell’s television career is most well known for her performances in "Party of Five", as Julia Slalinger. This show won an Emmy for "best show in 1995. Neve made appearances on "Kids in the hall", "kung-fu", and "Are you afraid of the dark?". She has also starred in films such as "Paint cans", Web of deceit", "The dark", "Baree", and "Canterville Ghost". The movies that Neve has been most known for are "Scream 1", "Scream 2", "Scream 3", "Wild Things", and "Hair shirt". Neve Cambell :: essays research papers Neve Campbell Neve Campbell’s career was a success because she danced. Neve Campbell started to dance when she was 6, following a visit the made to go and see the performance "The Nutcracker". When she was in dancing school (The National Ballet school of Canada) Neve had learned 5 different types of dancing. These types include jazz, flamenco, modern, hip-hop and classical. Neve reefers to the school as being "the best dance school in the world, but an extremely competitive one too". She also says that there is a lot of backstabbing mentally, with a lot of favoritism. While at her dancing stage of her life, she preformed in "Sleeping Beauty", and "The Nutcracker". But her dancing was soon to be put to a halt, for after various injuries and lots of competitiveness, she had a nervous breakdown and quit dancing when she was 15 years old. She also had been a model for two months but found that modeling had no satisfaction and very low. After this she turn ed towards the theatre for a career, since she wanted to be a performer. Another contribution to her career was when Neve was involved in the theatre. After her quitting dancing, she had turned out to be the Degas girl in "The Phantom of the Opera". She preformed at the Pantages theatre in Toronto. Neve had preformed in over 800 shows when she was done in "The Phantom of the Opera" Neve says she likes the theatre because she gets an automatic response from the audience. It was this part of her career that Neve found the love of acting, not only on a stage but to reach higher in her career and be a movie star. Neve’s career as a movie star was just the beginning of her debut on television. Neve Campbell appeared in the NBC movie " I know my son is alive". She also played Daisy in the television series "Catwalk". But Neve Cambell’s television career is most well known for her performances in "Party of Five", as Julia Slalinger. This show won an Emmy for "best show in 1995. Neve made appearances on "Kids in the hall", "kung-fu", and "Are you afraid of the dark?". She has also starred in films such as "Paint cans", Web of deceit", "The dark", "Baree", and "Canterville Ghost". The movies that Neve has been most known for are "Scream 1", "Scream 2", "Scream 3", "Wild Things", and "Hair shirt".

Magnolia Essay

In July 1992, Magnolia corporation publicly challenged xemexco marketing corporation markers of zest –o brand juice drinks to match the real fruit content of magnolia fruit drinks and to prove that the zest – o does not use chemical ingredients to preserve their products. Magnolia claim that there is a big difference between real fruit drinks that contains at least 10% real juice and artificial fruit drinks which contain less than 10% and depend more on artificial flavoring and chemical preservatives such as sodium benzoate to keep some products from easily spoiling. You are a marketing manager of zest – o, what would you do to the public challenge of magnolia assuming: a. You don’t have at least 10% juice content b. You have at least 10% juice content A. Accepting the challenge of magnolia knowing that your product doesn’t have at least 10% juice content would be a great factor of slumping your product sales, as a marketing manager of Zest –O I wouldn’t accept the challenge of magnolia because it would lead to downfall of my product Being the marketing manager of Zest-O changing the products name packaging and adding more nutritional content is the best alternative so that the consumers will not focus on the product nutritional content but on the new look of product . B. Accepting the challenge of magnolia would be a great opportunity by increasing the sales of our product in the market by returning the favor in them that what if we prove that our product do have 10 % juice content. Ingredient list is very helpful in determining nutritional content. A lengthy list of ingredients is another clue for the people that our product is not 100 percent fruit juice, but rather a fruit flavored drink or fruit juice blend so that the consumers are aware that our product have at least 10% percent real fruit drink, so they won’t have to worry about our product safety.

Meditech Organization and Systematic Issues Essay

1. What are Meditech’s problems in introducing new products? In manufacturing ALL products? Meditech was continuously turning its products obsolete by introducing new products. Every time a new product was introduced it resulted in serious supply problems, which in turn resulted in the dissatisfaction of customer due to poor service resulting from each product introduction. The variation of production schedules was often higher than variation in demand. Another problem was monthly forecasting that was the base of determining assembly schedules and parts orders. 2. What is driving these problems, both systematically and organizationally? The driver of the problem was the way to determine the production planning and scheduling. The Material Requirement Plan (MRP) system, which determines assembly schedules and part orders was based on three components one of them is the monthly forecast which was an erroneous approach. Customer Service and Distribution department could not figure out why Meditech consistently had shortages with each product introduction. Their distribution system was decentralized; the information existed on many systems in several different areas of the organization which make it even more difficult to realize what the problems were. 3. Why is the customer service manager the first person to recognize major issues? Customer services deals with everything from occasional customer complaints to establishing strategies to improve delivery to customers. Customer service department noticed that customers were becoming tired of the poor service resulting from each introduction. Through many meetings with hospital material managers, they began to realize about its customer’s frustrations when handling new products. 4. How would you fix these problems? The demand of any product is higher during the introduction stage and growth stage after that the demand of that same product will decrease during the maturity stage, therefore the supply could also be reduced so they won’t experiment surplus. As the book suggested I would change the method of planning production schedules. Instead of using monthly forecasting they should use more simple statistical methods. 5. Relate the learning of this case to a similar supply chain with which you are familiar? I’m familiar with a different industry that can experiment supply and demand differences, it is the case of restaurant distributors. Certain foods such as fruits and vegetables become obsolete in a very short period of time, so the distributors may get a lost if they don’t receive orders from restaurants, that is the reason why if there is an unexpected increase in demand they must be ready and have a back up or find a way to supply their customers, or else the distributors can lose customers. Restaurants on the other hand might have ten customers one day and seventy the next day so they also need a prestigious supplier to rely on in the case of sudden demand.