Nessicity of Ethics

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The Necessity Of Ethics In Business Ours is a business-centered society. "No group in America is more influential than businessmen" (Baumhart xv). Their influence, for good or evil, enters every life and every home many times each day. If this influence is good, the nation is strengthened; if it is evil, the nation is weakened. Obviously, the myriad decisions of businessmen will significantly determine our national health; ethical, as well as economic. "Business ethics are discussed not only in board rooms, but at dinner tables, in university faculty rooms and on the floor of Congress" (Garrett 1). Many, especially the impressionable young, imitate the mores and manners of successful businessmen. How important are business ethics? In what ways are business ethics defined? The ethical standards of businesses shape America and are key to a business' functioning. Ethics are the backbone of American industry, well, they should be. Whether an organization has good or bad ethical standards, ethics is an issue for all people. "Ethical problems arise not only from the difficulties experienced in making a valid moral judgment, but also from practical obstacles to the execution of even a correct decision" (Pastin 1). Often, it is harder to go through with a morally correct decision even though you know it is the right thing to do. More often than not, the temptation to take the easy way out is overwhelming. There are many definitions of ethics, but, according to author Herbert Johnston, ethics is concerned with two things human conduct and what ought to be done (Johnston 1-). It also involves people's perceptions about what "should" be done. People have duties to do what is right and to not hurt other people. More or less, ethics involve obligations. Johnston also defines ethics as " a practical, philosophical science by which we may reach conclusions concerning the rightness or wrongness of voluntary acts as related to our last end" (Johnston 5). Johnston is saying that ethics are judgments based on society's set moral standards that result in good outcomes or bad outcomes, depending on the goodness or badness of the judgment. More specifically, business ethics are an attempt to develop and apply basic principles in the area of human economic

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relations (McLennen 5). With the definition of ethics now clarified, the reasons for being ethical arise. Why do/should businessmen act ethically? Based on Ray Baumhart's 18survey of 1,01 businessmen, the most influential incentive for being ethical was a man's personal code of behavior. Most people are ethical because of what they believe to be right. Most people want to take the credit for doing the right thing when they will be recognized or even rewarded. The true test is seeing what people do when no one is looking. The following list are the other top 5 choices in descending order of importance to the surveyed businessmen . formal company policy, . the behavior of a man's superiors, 4. the ethical climate of the industry, and 5. the behavior of a man's equals in the company (Weaver 7). From these rankings, it appears that when a businessman acts ethically, he attributes it to his own ability to resist pressure and temptation, with some credit due to his superiors and the company policy. People want the reputation of being ethical. They feel like they are a good person if they are known as being ethically good. On the other hand, the human reluctance to blame oneself for ethical failings helps to explain why our respondents [to the survey] rank personal financial needs as least important of the five factors influencing unethical behavior (Baumhart 46). (See chart on page 10) In some instances, people believe "good business is good ethics" (Lewis 48). Of those Baumhart surveyed, 8% believed that "sound ethics is good business in the long run." However, after being questioned further, and when defining "good business" as maximized profit, then most disagreed that "good business is good ethics." They stated that good ethics are not going to bring in maximized profit. Others argued that "you can catch more bees with honey than with vinegar." This study leads one to conclude that businessmen are only ethical to make themselves look good and "all is fair" when it comes to making a dollar. The popular image of today's American businessmen includes the notion that they are relatively unethical. The standard consensus seems to think that "most businessmen will do anything, honest or not, for a buck" (Wong 17). An overwhelming 77% regarded business as a "dog-eat-dog proposition." The sources of this popular image of businessmen are, of course, personal experience, but also, the stereotype is produced by communications media (television, radio, daily newspapers, and weekly magazines), plays, movies, and political speeches. Unfortunately for businessmen, their wrongdoings and shortcomings are what most often make the news. This negative press gives the overall impression that businessmen are unethical. Are they really unethical, or are they just getting the bad end of the deal due to negative press? According to Sal Marino's study, the results are bittersweet. Although the majority of those interviewed said they had never been propositioned to do anything unethical at work, a relatively high percent of those who had been propositioned had indeed done the dirty deed that they were asked to do. Marino made the following comment on the results of his study The good news is that seventy-six per cent of the respondents said that they had never been asked (or ordered) to do anything they considered unethical pertaining to work. The bad news is that twenty-four per cent confessed that they have been asked (or ordered) to do something that they considered unethical. And the really bad news is that forty-one of those asked eventually did the dastardly deed that was requested of them without objecting" (Marino ). The ever-prodding Marino then asked the respondents what they would do if they discovered that their employer was asking them to do something unethical, dishonest, or unlawful. An alarmingly low five per cent said they would quit on the spot, another nine per cent would look the other way, and an overwhelming majority, seventy-eight per cent, would try to talk to their bosses or try to resolve the problem in some way that would not cause them to lose their job. The remaining eight per cent were uncertain about what they would do -- or they refused to 'fess up.' Today, "Americans, workers and nonworkers, have developed an alarming tolerance for intolerance" (Trudel 6). People are not bothered as much by dishonesty, crookedness, or lack of respect. They have come to think of it as normal. People just do not expect anything more than a crooked businessman these days. In an interview with Marino, Alvin Toffler, a futurist, replied that, "the sophistication of deception is increasing at a greater rate than the technology for verification. That means the end of truth. Many of our leaders are liars, skilled at deception. Lying has become tolerable, if not acceptable"(Trudel 68). (Bill Clinton Are you listening?) Accountability has slipped. "Lawyer lies," those technically true but misleading statements are prevalent. Why is this happening? Two reasons Greed and poor ethics. Present day Americans are not ethical. They are selfish, deceitful, egomaniacs only looking out for themselves. "Today, if the economy is good, it is tolerable to be bad. Today, if you merely apologize for a heinous crime, it is tolerable to be forgiven. Today, if you misrepresent the goods, it is tolerable if you are selling yourself. Today, if you work for a cheater, it is tolerable as long as you benefit from it" (Marino ). "Ethical leaders, honest people who serve rather than deceive, will be increasingly cherished in the future" (Trudel 6). Right now we live in a time when the ends justify the means. There is hope however. For all of the crooked businessmen in the world, there are still some noble and ethical businessmen holding on. Although some businessmen may not believe it, according to Rodger Spiller, director of the New Zealand Centre for Business Ethics (NZCBE), "there is a strong positive correlation between ethics and sustainable financial performance" (Spiller 5). Ethics is becoming very important and this is reflected by international business' increasing momentum towards ethics and sustainable wealth. Businesses are no longer looking for the quick (albeit probably also unethical) ways of getting rich. They now want to build long term relationships that will keep the income flowing for many years. Businessmen are looking for ways to build a long-lasting, ethical enterprise. To do this, they need to put together the "Four P's of ethical companies" into one cohesive company. According to Stiller, the Four P's are Purpose, Principles, Practices, and Performance. These Four P's are the framework of an ethical organization and assist with identifying and encouraging good ethical standards. The purpose of an ethical business is to "create a triple bottom line of environmental and social as well as financial wealth" (Spiller 5). It operates with "principles such as honesty, fairness, caring, and courage, which guide an individual and business behavior" (Spiller 5). The practices the business applies, such as those noted previously, "take account of all stakeholders, while performance measurement involves ethical accounting for the triple bottom line (environmental, social, and financial wealth). Measuring performance is key to progress. Once you have gotten accurate measurements, you must analyze them to see what adjustments need to be made. There is always room for improvement. Once you have analyzed and decided on what steps should be taken, implement them and follow up once again. Striving to be a company that implements the Four P's and maintains a healthy triple bottom line is an ongoing process that constantly needs work. Mr. Stiller has created an inventory, if you will, of desirable practices for each of the six shareholder groups. To foster environmental care, an organization should reduce, reuse, and recycle materials, conserve energy, and conduct environmental audits. With regard to employees, key practices include effective communication (that's a biggie), learning and development opportunities and the promotion of safe and healthy work environments that provide equal employment opportunities. To keep customers satisfied and happy enough to keep coming back, organizations should practice industry-leading quality programs, full product disclosure and safe products. Suppliers benefit from long-term purchasing relationships along with fair and competent handling of conflicts and disputes. Shareholders should receive a good rate of return, comprehensive and clear information and effective management of corporate government issues. Last, but not least, innovative giving to the community, volunteer programs and support for education and job training programs strengthen the relationship between business and society. This kind of care for the environment will help foster a good relationship with the surrounding community because the people know that the organization cares about the area it is located in. Practicing these charitable and ethical methods in turn will produce results along the triple bottom line and provide the community with an ethical and generous, yet profitable, organization. Even though more and more people are beginning to realize the long-term benefits of running an ethical business, there will always be crooked bosses. People just need to know how to deal them. A survey of ,000 conducted by the International Association of Administrative Professionals indicated that "eighty-eight per cent of secretaries say they have told lies on behalf of their boss. A quarter have bosses that fake expense reports, a fifth have seen information destroyed or carted off, and a third have observed time sheets doctored. Some have even been asked to hire a prostitute" (Mulrine 76). There are ways to avoid these situations and even prevent them from happening. Employees "can negotiate the slippery slope before loyalty becomes culpability in a court of law" (Badaracco 10). First and foremost, by having "ethics chats" with your boss before you ever need them could help stop trouble before it ever starts. "Most employees get into trouble by not broaching the issue of ethics with a boss until they find themselves knee-deep in unexplained packages and fake documents" (Braybrooke 175), says Ellen Bravo, executive director of to5, National Association of Working Women. This is why whistle blowing is rare. People can not tell on the guilty boss because they have been entrapped into the wrongdoings also. You must be aware enough and even brave enough not to blindly get caught in the ring. One should also check out the boss before you sign on and then establish an understanding with your boss during the first week on the job. Rule number two always play the loyal protector. Even if you suspect your boss of wrongdoing, "accusing him or her of illegal conduct should not be your first course of action. Many bosses are truly unaware that their behavior breaks any rules. The best approach would be to say, "I want to alert you to something that might not look good to other people." This might get through to a truly oblivious boss -- and tip off a dishonest person that you are on to the behavior" (Mulrine 77). Even if the talk goes well however, start a paper trail. Protect yourself. "Precede a conversation with a memo saying "I'd like to learn more about the process here. I was hoping you could explain to me why the approach you have asked me to take with bids is better than the approach I though we used" (Mulrine 77). If all else fails and good cop does not work, play bad cop. Some bosses just will not get it otherwise. "Skinny it right down for them, and paraphrase it back -- 'In other words, Phillys, you want me to lie to the tax auditors?' Most employers will back off. If they do not, emphasize that their behavior makes you uncomfortable" (Ferrill 4). Finally, you should know where to turn. "If your boss is a an incorrigible criminal, most companies have someone to turn to -- internal company auditors, ombudsmen, or (the latest rage) 'ethics officers'" (Mulrine 77). If your company is not supportive, find an attorney who will be. You do not need to become a part of a fraudulent company. Just as much money can be made through honest business methods. There are methods of protecting yourself from becoming involved in something you know is wrong. Business ethics are of growing importance in today's economic world. In the long run, ethics will make or break a company. It takes us back to an old saying "cheaters never win." Running a clean, honest business not only puts you ahead in life, it will also move your organization forward with a clean conscience. There will not be any looking over your shoulder or dodging bullets. Customers will recognize that they are being treated fairly and continue to return to a company that provides good, ethical services. People do not want to deal with someone whom they feel is always trying to pull the wool over their eyes. Most people appreciate an honest, hardworking company with a code of ethics or mission statement hanging on the wall in the office. More and more companies are investing time and money into learning more about conducting an ethical business and an increasing number are attending workshops. The 18 Business for Social Responsibility USA conference "attracted 850 participants for thirty-two countries. This compares with 650 people at the 17 conference. This statistic reflects just how important business ethics are becoming. The more businesses learn about ethics, the more they will be able to practice the future of business ethics. The Necessity Of Ethics In Business Ours is a business-centered society. "No group in America is more influential than businessmen" (Baumhart xv). Their influence, for good or evil, enters every life and every home many times each day. If this influence is good, the nation is strengthened; if it is evil, the nation is weakened. Obviously, the myriad decisions of businessmen will significantly determine our national health; ethical, as well as economic. "Business ethics are discussed not only in board rooms, but at dinner tables, in university faculty rooms and on the floor of Congress" (Garrett 1). Many, especially the impressionable young, imitate the mores and manners of successful businessmen. How important are business ethics? In what ways are business ethics defined? The ethical standards of businesses shape America and are key to a business' functioning. Ethics are the backbone of American industry, well, they should be. Whether an organization has good or bad ethical standards, ethics is an issue for all people. "Ethical problems arise not only from the difficulties experienced in making a valid moral judgment, but also from practical obstacles to the execution of even a correct decision" (Pastin 1). Often, it is harder to go through with a morally correct decision even though you know it is the right thing to do. More often than not, the temptation to take the easy way out is overwhelming. There are many definitions of ethics, but, according to author Herbert Johnston, ethics is concerned with two things human conduct and what ought to be done (Johnston 1-). It also involves people's perceptions about what "should" be done. People have duties to do what is right and to not hurt other people. More or less, ethics involve obligations. Johnston also defines ethics as " a practical, philosophical science by which we may reach conclusions concerning the rightness or wrongness of voluntary acts as related to our last end" (Johnston 5). Johnston is saying that ethics are judgments based on society's set moral standards that result in good outcomes or bad outcomes, depending on the goodness or badness of the judgment. More specifically, business ethics are an attempt to develop and apply basic principles in the area of human economic relations (McLennen 5). With the definition of ethics now clarified, the reasons for being ethical arise. Why do/should businessmen act ethically? Based on Ray Baumhart's 18survey of 1,01 businessmen, the most influential incentive for being ethical was a man's personal code of behavior. Most people are ethical because of what they believe to be right. Most people want to take the credit for doing the right thing when they will be recognized or even rewarded. The true test is seeing what people do when no one is looking. The following list are the other top 5 choices in descending order of importance to the surveyed businessmen . formal company policy, . the behavior of a man's superiors, 4. the ethical climate of the industry, and 5. the behavior of a man's equals in the company (Weaver 7). From these rankings, it appears that when a businessman acts ethically, he attributes it to his own ability to resist pressure and temptation, with some credit due to his superiors and the company policy. People want the reputation of being ethical. They feel like they are a good person if they are known as being ethically good. On the other hand, the human reluctance to blame oneself for ethical failings helps to explain why our respondents [to the survey] rank personal financial needs as least important of the five factors influencing unethical behavior (Baumhart 46). (See chart on page 10) In some instances, people believe "good business is good ethics" (Lewis 48). Of those Baumhart surveyed, 8% believed that "sound ethics is good business in the long run." However, after being questioned further, and when defining "good business" as maximized profit, then most disagreed that "good business is good ethics." They stated that good ethics are not going to bring in maximized profit. Others argued that "you can catch more bees with honey than with vinegar." This study leads one to conclude that businessmen are only ethical to make themselves look good and "all is fair" when it comes to making a dollar. The popular image of today's American businessmen includes the notion that they are relatively unethical. The standard consensus seems to think that "most businessmen will do anything, honest or not, for a buck" (Wong 17). An overwhelming 77% regarded business as a "dog-eat-dog proposition." The sources of this popular image of businessmen are, of course, personal experience, but also, the stereotype is produced by communications media (television, radio, daily newspapers, and weekly magazines), plays, movies, and political speeches. Unfortunately for businessmen, their wrongdoings and shortcomings are what most often make the news. This negative press gives the overall impression that businessmen are unethical. Are they really unethical, or are they just getting the bad end of the deal due to negative press? According to Sal Marino's study, the results are bittersweet. Although the majority of those interviewed said they had never been propositioned to do anything unethical at work, a relatively high percent of those who had been propositioned had indeed done the dirty deed that they were asked to do. Marino made the following comment on the results of his study The good news is that seventy-six per cent of the respondents said that they had never been asked (or ordered) to do anything they considered unethical pertaining to work. The bad news is that twenty-four per cent confessed that they have been asked (or ordered) to do something that they considered unethical. And the really bad news is that forty-one of those asked eventually did the dastardly deed that was requested of them without objecting" (Marino ). The ever-prodding Marino then asked the respondents what they would do if they discovered that their employer was asking them to do something unethical, dishonest, or unlawful. An alarmingly low five per cent said they would quit on the spot, another nine per cent would look the other way, and an overwhelming majority, seventy-eight per cent, would try to talk to their bosses or try to resolve the problem in some way that would not cause them to lose their job. The remaining eight per cent were uncertain about what they would do -- or they refused to 'fess up.' Today, "Americans, workers and nonworkers, have developed an alarming tolerance for intolerance" (Trudel 6). People are not bothered as much by dishonesty, crookedness, or lack of respect. They have come to think of it as normal. People just do not expect anything more than a crooked businessman these days. In an interview with Marino, Alvin Toffler, a futurist, replied that, "the sophistication of deception is increasing at a greater rate than the technology for verification. That means the end of truth. Many of our leaders are liars, skilled at deception. Lying has become tolerable, if not acceptable"(Trudel 68). (Bill Clinton Are you listening?) Accountability has slipped. "Lawyer lies," those technically true but misleading statements are prevalent. Why is this happening? Two reasons Greed and poor ethics. Present day Americans are not ethical. They are selfish, deceitful, egomaniacs only looking out for themselves. "Today, if the economy is good, it is tolerable to be bad. Today, if you merely apologize for a heinous crime, it is tolerable to be forgiven. Today, if you misrepresent the goods, it is tolerable if you are selling yourself. Today, if you work for a cheater, it is tolerable as long as you benefit from it" (Marino ). "Ethical leaders, honest people who serve rather than deceive, will be increasingly cherished in the future" (Trudel 6). Right now we live in a time when the ends justify the means. There is hope however. For all of the crooked businessmen in the world, there are still some noble and ethical businessmen holding on. Although some businessmen may not believe it, according to Rodger Spiller, director of the New Zealand Centre for Business Ethics (NZCBE), "there is a strong positive correlation between ethics and sustainable financial performance" (Spiller 5). Ethics is becoming very important and this is reflected by international business' increasing momentum towards ethics and sustainable wealth. Businesses are no longer looking for the quick (albeit probably also unethical) ways of getting rich. They now want to build long term relationships that will keep the income flowing for many years. Businessmen are looking for ways to build a long-lasting, ethical enterprise. To do this, they need to put together the "Four P's of ethical companies" into one cohesive company. According to Stiller, the Four P's are Purpose, Principles, Practices, and Performance. These Four P's are the framework of an ethical organization and assist with identifying and encouraging good ethical standards. The purpose of an ethical business is to "create a triple bottom line of environmental and social as well as financial wealth" (Spiller 5). It operates with "principles such as honesty, fairness, caring, and courage, which guide an individual and business behavior" (Spiller 5). The practices the business applies, such as those noted previously, "take account of all stakeholders, while performance measurement involves ethical accounting for the triple bottom line (environmental, social, and financial wealth). Measuring performance is key to progress. Once you have gotten accurate measurements, you must analyze them to see what adjustments need to be made. There is always room for improvement. Once you have analyzed and decided on what steps should be taken, implement them and follow up once again. Striving to be a company that implements the Four P's and maintains a healthy triple bottom line is an ongoing process that constantly needs work. Mr. Stiller has created an inventory, if you will, of desirable practices for each of the six shareholder groups. To foster environmental care, an organization should reduce, reuse, and recycle materials, conserve energy, and conduct environmental audits. With regard to employees, key practices include effective communication (that's a biggie), learning and development opportunities and the promotion of safe and healthy work environments that provide equal employment opportunities. To keep customers satisfied and happy enough to keep coming back, organizations should practice industry-leading quality programs, full product disclosure and safe products. Suppliers benefit from long-term purchasing relationships along with fair and competent handling of conflicts and disputes. Shareholders should receive a good rate of return, comprehensive and clear information and effective management of corporate government issues. Last, but not least, innovative giving to the community, volunteer programs and support for education and job training programs strengthen the relationship between business and society. This kind of care for the environment will help foster a good relationship with the surrounding community because the people know that the organization cares about the area it is located in. Practicing these charitable and ethical methods in turn will produce results along the triple bottom line and provide the community with an ethical and generous, yet profitable, organization. Even though more and more people are beginning to realize the long-term benefits of running an ethical business, there will always be crooked bosses. People just need to know how to deal them. A survey of ,000 conducted by the International Association of Administrative Professionals indicated that "eighty-eight per cent of secretaries say they have told lies on behalf of their boss. A quarter have bosses that fake expense reports, a fifth have seen information destroyed or carted off, and a third have observed time sheets doctored. Some have even been asked to hire a prostitute" (Mulrine 76). There are ways to avoid these situations and even prevent them from happening. Employees "can negotiate the slippery slope before loyalty becomes culpability in a court of law" (Badaracco 10). First and foremost, by having "ethics chats" with your boss before you ever need them could help stop trouble before it ever starts. "Most employees get into trouble by not broaching the issue of ethics with a boss until they find themselves knee-deep in unexplained packages and fake documents" (Braybrooke 175), says Ellen Bravo, executive director of to5, National Association of Working Women. This is why whistle blowing is rare. People can not tell on the guilty boss because they have been entrapped into the wrongdoings also. You must be aware enough and even brave enough not to blindly get caught in the ring. One should also check out the boss before you sign on and then establish an understanding with your boss during the first week on the job. Rule number two always play the loyal protector. Even if you suspect your boss of wrongdoing, "accusing him or her of illegal conduct should not be your first course of action. Many bosses are truly unaware that their behavior breaks any rules. The best approach would be to say, "I want to alert you to something that might not look good to other people." This might get through to a truly oblivious boss -- and tip off a dishonest person that you are on to the behavior" (Mulrine 77). Even if the talk goes well however, start a paper trail. Protect yourself. "Precede a conversation with a memo saying "I'd like to learn more about the process here. I was hoping you could explain to me why the approach you have asked me to take with bids is better than the approach I though we used" (Mulrine 77). If all else fails and good cop does not work, play bad cop. Some bosses just will not get it otherwise. "Skinny it right down for them, and paraphrase it back -- 'In other words, Phillys, you want me to lie to the tax auditors?' Most employers will back off. If they do not, emphasize that their behavior makes you uncomfortable" (Ferrill 4). Finally, you should know where to turn. "If your boss is a an incorrigible criminal, most companies have someone to turn to -- internal company auditors, ombudsmen, or (the latest rage) 'ethics officers'" (Mulrine 77). If your company is not supportive, find an attorney who will be. You do not need to become a part of a fraudulent company. Just as much money can be made through honest business methods. There are methods of protecting yourself from becoming involved in something you know is wrong. Business ethics are of growing importance in today's economic world. In the long run, ethics will make or break a company. It takes us back to an old saying "cheaters never win." Running a clean, honest business not only puts you ahead in life, it will also move your organization forward with a clean conscience. There will not be any looking over your shoulder or dodging bullets. Customers will recognize that they are being treated fairly and continue to return to a company that provides good, ethical services. People do not want to deal with someone whom they feel is always trying to pull the wool over their eyes. Most people appreciate an honest, hardworking company with a code of ethics or mission statement hanging on the wall in the office. More and more companies are investing time and money into learning more about conducting an ethical business and an increasing number are attending workshops. The 18 Business for Social Responsibility USA conference "attracted 850 participants for thirty-two countries. This compares with 650 people at the 17 conference. This statistic reflects just how important business ethics are becoming. The more businesses learn about ethics, the more they will be able to practice the future of ethicsAs professionals, accountants have an obligation to themselves, their colleagues, their clients and their organisation to adhere to high standards of ethical conduct.

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Nike Ethics Code

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Out staff of freelance writers includes over 120 experts proficient in Nike Ethics Code, therefore you can rest assured that your assignment will be handled by only top rated specialists. Order your Nike Ethics Code paper at affordable prices with essay writing service!

The chronology of Nike's history begins back in 157 when Bill Bowerman, the coach, and Philip Knight, the athlete, met at the University of Oregon. The premise behind Nike's formation began in 16 after Philip Knight, wrote a market research paper about the breaking down of the German domination of the U.S. athletic shoe industry with affordable, high tech exports from Japan. During a trip to Japan, Knight met with the Onitsuka Tiger Company, who was the leading manufacturer and exporter of high tech running shoes. Knight placed an order for 00 pairs of shoes from the Tiger company, which he decided he would sell in the U.S. When Knight was asked which company represents, Knight responded with a fictitious company named "Blue Ribbon Sports". This ficticious company would 10 years later give birth to the athletics powerhouse - Nike. Nike Corporation has a long and extensive background. Presented below are some key highlights in the company's illustrious history· 167 Bowerman initiates the development of the Marathon, the first running shoe made with a lightweight, durable, nylon upper.· 171 Blue Ribbon Sports begins subcontracting its line of shoes. The Swoosh symbol is designed by student Carolyn Davidson for a fee of $5.

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· 17 BRS launches the NIKE brand at the US Olympic Trials. Canada becomes BRS's first foreign market· 174 The "Waffle" design becomes the best outsole in America's athletic training shoe market· 178 Nike signs it's first "celebrity" endorser John McEnroe The company is officially called Nike Inc.· 180 Nike files an initial public offering for million common stock. Employees number 700 and revenues top $6 million.· 18 The apparel line grows to nearly 00 styles and a value of $70 million. · 185 Chicago Bulls rookie Michael Jordan endorses a line of Air Jordan basketball shoes and apparel.· 186 Revenues surpass the billion dollar mark, reaching $1,07 billion.· 18 The "Just Do It" campaign enters its second year and the company's net income is reaching a record high.· 10 With the aid of the international market, Nike passes the $ billion revenue mark. Nike opens the its World Campus in Beaverton, Oregon and it opens its first NikeTown.· 11 Becomes the world's first sports company to surpass $ billion in total revenues and international revenues increase 80 percent, topping $860 million.· 15 The company breaks industry records, reporting $4.8 billion in revenues· 16 Nike's high performance apparel leads yet another banner year, accounting for nearly 1 percent of Nike's $6.5 billion in revenues· 17 China becomes both a source country and a vital market for Nike. Industry analysts predict Nike revenues will reach more than $ billion. Nikes overall driving force "Helping athletes perform" II. BackgroundOne Bowerman Dr. Beaverton, OR 7005 Phone 50-671-645 Fax 50-671-600 NIKE is the worlds #1 shoe company. It is a global marketer and designer of leading edge athletic footwear and apparel worldwide. The company controls more than 40% of the US athletic shoe market. The company designs and sells shoes for just about every sport, including baseball, volleyball, cheerleading, and wrestling. Wholly owned Nike subsidiaries include Bauer NIKE Hockey Inc., the world's leading manufacturer of hockey equipment; Cole Hann, which markets a line of high quality men's and women's dress and casual shoes; an NIKE Team Sports, Inc., which markets a full line of licensed apparel. In addition, it operates NIKETOWN shoe and sportswear stores and is opening JORDAN in-store outlets in urban markets. NIKE sells its products to about 1,000 US accounts, in about 140 other countries, as well as on-line via nike.com. Headquartered in Beaverton, Oregon, the company led by CEO Philip Knight directly employs more than ,000 people worldwide, including 5,00 employees based in Oregon. III. Financial InformationFor the first quarter of 001, Nike reported revenues of $,170.1 billion and total assets of $5,856. billion (www. CNBC.com 4/0/01). As of 4/0/01, Nike's stock price closed at $.74. The company has a market capitalization of 10,716 million. Presented below is Nike's one-year stock chartNIKEfff IV. Factories Since Nike is purely a design and marketing multinational conglomerate, it is not involved in the manufacturing of its products. Instead Nike outsources the majority of its production to overseas supply chain contract factories. In total Nike has 704 contract factories. Contract factories are located in 50 countries around the world, with a heavy concentration in Central and South America (1) Columbia, Dominican Republic, Ecuador, El Salvador, Guatemala, Honduras and Asia Pacific (11) Cambodia, China, Indonesia, Japan, Korea, Malaysia, Taiwan, Thailand. Of the 700 factories, approximately 40 factories in 8 countries, make Nike shoes, while the other plants are involved in apparel and equipment manufacture. Footwear sales generates the largest share of the company's annual revenues. The opposite holds true in the apparel sector. Apparel makes up only one-third of the corporation's business, and yet more than 600 factories are required to produce its apparel needs. This is because under current US legislation import quotas are imposed for most of the established production countries. If, for example, Nike sources knitwear from Mauritius and local manufacturers reach their quota, manufacturing shifts to Cambodia; once Cambodia reaches its quota the company moves on to Thailand and so on. This quota system is set to end by the year 005 under the WTO Agreement on Textiles and Clothing. This is a date that Nike is anxiously awaiting attests Amanda Tucker, Nike's senior manager for corporate social responsibility (Phone interview4/1/01). Senior management is also waiting for this date, as Nike will then move towards contracting with a decreasing number of large suppliers.Tucker claims that Nike is facing its' biggest set of criticisms from the "anti-Nike groups" is in the apparel industry. This is because apparel manufactures will not grant exclusivity to just one brand because of changing fashion trends. Instead they want to manufacturer many brand names in the same factory (Ex Gap, Liz Claiborne etc) and this is where the problems arise. In factories where Nike has full exclusivity they have a much stronger presence and they can enforce their labor practice compliance than in the apparel factories where the company has less power to initiate change because of the limited presence. V. Issues Since Nike's formation in the early 170's the company has constantly been the focus of attention by anti-globalization forces. These groups have continuously targeted Nike as the company that is responsible for the extraction of global resources. The early 10's saw Nike growing at exponential rates to a multi-billion dollar company. As a result, Nike gained higher visibility in the world via multi million dollar celebrity endorsements. Due to the fact that Nike outsources the majority of its production in both apparel and athletic shoes to overseas countries, the company as recently between 16 and 17 has come under intense fire for their alleged uses of contract factory sweatshops. In October of 16, a CBS news reporter for the investigative news show 48 Hours, reported a story of Nike's labor practices in Vietnam. The reporter allegedly spoke with young women who worked in a factory that manufactured Nike athletic shoes. The young women reported tales of physical abuse, illegally low wages and long working hours. Further a Business Week article entitled "Pangs of Conscience over Sweatshops" July , 16 (Appendix 1) reported criticisms of The Nikomas Gemilang factory in Serang, Indonesia. This article brought to light the following workplace violations that were rampant throughout the factory· Overtime was mandatory· Exhausted workers were fainting from overwork· Punishment for misdeeds consisted of petty humiliation Ex A supervisor who skipped work to care for his sick wife and child was forced to clean toilets and then was demoted· One worker was forced to run laps around the factory because the shoes she assembled had defectsOne quote from the article summarized the overall thoughts of the workers"From the outside, Nikomas looks like heaven, but for workers on the inside, it''s hell" In addition, Price Waterhouse Coopers, the monitoring firm who is responsible for visiting all of Nike's contract factories and making sure the factories are in compliance with Nike's Code of Conduct, released a report in 17 and found the following violations in a plant in China· Health and Safety Air quality standards and ventilation· Blocked fire escapes· The improper use, as well as non existence, of protective equipment· Overtime pay not being properly calculated or even awarded· Excessive overtime Amanda Tucker, the senior manager of corporate responsibility for Nike, cited the example of a plant in Vietnam. She said that in 17 a monitoring team went into the factory and saw improper treatments by the supervisors to the workers. She also mentioned that many times the problem lies with the supervisor and their inadequate training. More specifically she was referring to the use 'expatriate management'. The company now insists on cross-cultural training for supervisors. VI. An up-close and in-depth look at a contract factory Kugdong International Mexico Atilxco, Pueblo Mexico This factory produces sweatshirts and pants for both Nike and Reebok. The plant has been producing garments for Nike since March 000 and has manufactured over one million pieces. This factory employs over 600 people, of which 85% are women. Workers are from the local area, but management and several supervisors are Korean. The typical age of the single female worker ranges from 16-. On average, these women possess a middle school education.The complaints against Kukdong allege that managers and supervisors of the Kukdong enterprise (1) Unlawfully employed childrenAuditor FindingsMexican law allows the employment of juvenile workers between the age of 14-15 as long as they have parental permission. The only way for minors to slip through the cracks, was by presenting false birth certificates to management. Interviews with workers revealed some workers who were 1 years of age.() Physically assaulted and verbally abused workersAuditor FindingsPhysical Abuse Ongoing incidents, mainly by supervisors in the cutting and sewing rooms. Ex "Slaps the female workers and pulls their hair"Sexual Abuse Security personnel made suggestive comments to female workers. Incidents were reported to management, but no action was taken. Ex Supervisors in the quality inspection line were found to "touch all the girls in a suggestive manner"Psychological Harassment Did exist. Ex Yelling at workers and using fowl language. Employees claimed that management "pulled worker's ears and hit them over the head with a screwdriver". In addition, workers were threatened with longer hours on Saturday, if they did not work faster() Unfair disciplinary practicesAuditor FindingsA worker reported that he/she was fired for returning late to his work station after using the toilet. Another worker reported that he was fired for using the washroom more than three times in one workday.(4) Health and SafetyAuditor FindingsEvidence showed that there were no fire extinguishers in the weaving section of the plant. Washrooms were not sanitized. Workers in the cutting sections did not have access to Personal Protective Equipment (Eye protection, mesh gloves etc)(5) Compensation and Work HoursAuditor FindingsThe regulation wage in Mexico was $4.8 US or 46.0 pesos. Some workers reported only earning $.6 US a day. Also, it was found that one-third of all the sewers were paid below the legal wage. One worker reported that he needed to get 8 different signatures before he could be granted a day off. A major problem was the fact that workers did not understand the method used to calculate their pay.VII. Stakeholders and their stakesThe internal stakeholder of Nike management plays a key role in the long-term outcome of the company's growth. The jobs and the livelihood of the managers are at stake. The management is expected to keep Nike as an industry leader and to grow sales. However, they will also be expected to control the issue of sweatshops. Management's effectiveness will be measured not only by their impact on Nike's sales, but also by how well they are able to handle the sweatshop issue. If management is unable to establish proper auditing procedures and to implement fair labor practices, the pressure from the media and special interest groups will continue. The Board of Nike will not wish to take the risk that consumers may, or may not, remain loyal to a company that is reported to condone such poor treatment of its employees. The challenge for Nike management is to identify the correct actions that must be taken and to implement them successfully, in order to ensure that Nike's profits and good reputation are sustained.The Nike employees of the LDC contract factories are internal stakeholders, and their stake is that they have the right to protect their personal well-being and to make a fair living under normal working conditions. The challenge for these workers is to take advantage of the audits and media attention in order to force change for their own well-being. The threat to these workers is that efforts to create this change could result in negative repercussions, such as the loss of their jobs. Another potential threat is that this change, could be too rapid, and result in the closing of entire factories if Nike imposes regulations that are too stringent.The Nike employees of the less developed nations also have a stake in the well- being of the company which provides their income. Therefore, the challenge for these employees is to assist in the corporate culture change, by supporting the improvement in working conditions for employees in the contract plants. The threat for these workers is their jobs would be in jeopardy if the company were to shift more work to LDCs in order to offset the increasing costs of doing business overseas.Since clothing styles and brand popularity change so quickly, the consumer will play a key role in determining if the Nike Swoosh remains popular in the future. The consumer's stake is that they will use their own judgement in order to decide whether or not to buy Nike products based on the media's assessment of Nike's progress in the monitoring efforts of its factories. The challenge for the consumer is that they will be required to educate themselves regarding this issue and to make an informed decision of whether or not to buy products from Nike. The receipt of good information, in order to make the decision will be difficult. After all, both Nike and the media will actively try to sway the public to believe their claims. The ultimate decision the consumer will finally make is a potential threat to the management and owners of Nike, the contract factories and the 500,000 workers that make Nike products. The activist groups and critics of Nike are external stakeholders that have been key in initiating change in the apparel industry thus far. At stake for these individuals and groups is the goal of fair treatment for workers throughout the world. Their challenge is to find a way to maintain an effective level of pressure and to continue to make Nike accountable for their actions. The threat for these activists is that the attention of the public is short. The public is quick to become desensitized to an issue when it has been reported over a long period of time. This means that the critic and activist groups could loose their political steam before their objectives are met.The management and owners of Nike contract factories in LDCs are also stakeholders whose jobs and profits are potentially at stake. The challenge for the managers and owners of these companies is to institute the changes that are being imposed by Nike to bring their facilities up to respectable levels. This would ensure good relations with Nike, since this would hopefully eliminate their likeliness of being the main focus of negative reports. The threat for the managers and owners of the contract companies is that if the change does not occur eventually, Nike may be forced to stop using them as a supplier. This would be devastating for many of these contract companies who have often made a previous agreement with Nike not to produce any products that are in direct competition with Nike in their offerings. The governments of the LDCs are also an external stakeholder. Their stake is the relationship that they have with the industry that operates within their boarders and the responsibility that they have to ensure a decent quality of life for all of their population. The challenge for these governments is to begin to take steps forward by setting enforced standards for health and safety that will improve the quality of life for their own population. The risk in doing this is that enforcing these regulations may be costly. Therefore, Nike may decide to negotiate their supplier contracts in countries where the cost of operating is not as high.VIII. Era of time and its effectIn order to effectively analyze this scenario, one must understand the history of owner-employee relations in western countries and the massive amount of media attention given to the issue of sweatshops over the past five years. At the start of the industrial revolution there were no laws and regulations regarding workers safety, hours of work and discrimination in the work place with respect to age, sex or color. As a result, poor treatment and lack of concern for the safety of employees was common. In the early 100's, workers began to organize and demand better working conditions and a higher pay. Although initially resisted by the owners, workers did eventually gain ground and improve workplace practices. Also, this better work environment was re-inforced due to the legislation passed by governments in the industrialized nations. However, regulations on worker safety and increased wages, due in part to unions, began to erode the profits of industry owners. By the 160's the amount of legislation and the general awareness of workers made it very difficult for industry to get away with widespread abuse. At the same time companies had already begun to look abroad for cheaper labor and less stringent environmental and worker safety requirements. As companies began to establish themselves in Less Developed Nations (LDN) they began to create working conditions reminiscent of the late 1800's in the western world. This practices went relatively unchallenged for decades until mid -1 when the Harper's Magazine wrote an article comparing the wage of a Nike factory worker with the amount of money made by Michael Jordan for advertisements of Nike products. The Harper's article was the catalyst that triggered other mainstream media stories that focused on the working conditions of factories that make clothing in LDCs. The articles got the public's attention since the sweatshops being reported were often compared with working conditions in the early days of the industrial revolution. The ultimate outcome was an increasing amount of pressure on companies like Nike to improve situations at their own facilities and the facilities of their suppliers. If they failed to do so, Nike was fated to run the risk of public criticism and a possible loss of sales. Nike shareholders enjoyed explosive growth from $750 million in 187 to $4 Billion US in 1 and a reported $ Billion US in 000. The stake for the investors is to maintain the sizeable return on their investment. The challenge for the Nike shareholder is to find a way to maximize profits while still having company policies that treat workers fairly. This means having a balance between profitability and the working conditions in the factories located in LDCs. The main threat the shareholders face is a damaged reputation that comes with having the public image of running or condoning sweatshops. If their reputation continues to worsen, the turn in public opinion would lead to a loss of sales. The shareholders of Nike must force their managers to find a balance between profitability and corporate social responsibility quickly so that Nike can distance themselves from the issue of sweatshops. This is key because image is everything when it comes to sales of sports apparel.IX. Environmental ForcesThe main economic force in this case is the push by Nike to maximize profit. Competition and high labor costs in developed countries has led them to do business in over 50 countries around the world. This wide spread of manufacturing throughout the world actually benefits Nike, as it makes them less vulnerable to the environmental or economic policies of any specific country. For example, if one country were to increase the minimum wage by a factor of 10, Nike could easily shift production to a similar facility in another country. A second economic force at work in this case is the natural evolution of the economy from being labor intensive and very low tech, to becoming a high tech economy. For example, consider the United States which began to industrialize in the late 1800's. Initially the economy was agriculture based and slowly evolved into a labor intensive and low-tech economy. Yet, over time the US economy has slowly shifted towards higher skill jobs, due to the education of people and the skills and talents they can offer a company. As the level of education for the average person increased, so did the wage expectation. This phenomenon is known as affluence and education factors in the social environment. Ultimately low tech/labor intensive industries like the apparel industry will begin to seek cheaper labor markets. This evolution of an economy suggests that Nikes is currently operating sweatshops in countries where the economy will eventually evolve to higher tech economies. In response to this, companies like Nike will repeat what was done in the US in the 160's as they will continually seek and move towards low-tech countries were labor is cheap. The distinction that should be made from this is that although these companies are benefiting from low labor rates there is a clear line between benefit and exploitation. Taking advantage of low labor rates is not unethical, but the refusal of basic human rights and the refusal to institute basic safety guidelines for workers is not only unethical, but immoral. Manufacturing methods are one of the technological forces that play an important role in this case. Critics of Nike claim that despite adequate technology available to keep workers safe and make their jobs easier, there is little consideration for worker safety in plants The key factor to consider is that as requirements for safety and ergonomics increase, the cost to produce the product also increases. As long as there are LDCs with weak or no regulations for safety and ergonomics, it will be difficult for any one country to begin the process of putting tough requirements into place. The reason again is that Nike will simply shift operations from one LDC to another due to their broad distribution throughout the globe. A second factor to consider with respect to additional technology is that if Nike were to use technology to automate some of its processes, it would be able to reduce the number of jobs required to make the products. This would be seen as undesirable for the LDC who would prefer to see as many of its citizens as possible employed. Therefore, technology and its forces are less likely to be welcomed by LDCs.There are three main political forces at work in this case. The first is the political environment of the LDC. When companies like Nike move into a new country they are subject to the employment and environmental laws of that country. Therefore, the government of these countries has a responsibility to the citizens to establish fair and humane requirements for the working environment. At the same time the government must be careful to uphold good relations with the companies investing in the country. A balance must be established between benefiting the population and the potential for profit of the investing company. Therefore, the political policies of LDCs must allow for the natural evolution of the economy, which essentially is the establishment of a middle class, who will eventually become engineers and nurses instead of sewing machine operators. The second political force is exerted by special interest groups. These activists are trying to gain public awareness and to apply pressure on companies who operate or contract work to sweatshops. Various groups, such as Student Against Sweat Shops, have nothing to gain personally by their efforts. However, they feel morally compelled to act on behalf of the people who work in these factories and do not themselves have the power to make changes. The third political force is the government of the home nation where the company originated, which in Nike's case is the US government. The US government is affected because they, as well as all other western nations, preach the necessity for human rights and the protection of the environment. It is ironic because at the same time western companies operating abroad are ignoring basic human rites and taking advantage of weak laws in order to use dangerous work practices and materials. Because of this, western countries are criticized for being contradictory since their firms are benefiting from the very actions which their western governments condemn. In response, the western governments place a great deal of political pressure on the accused firms to improve their operations overseas, by establishing basic humane conditions in the factories. An example of this is the American Industry Partnership (AIP), which was organized by former president Bill Clinton. The aim of the AIP is to get commitment from large corporations to establishe codes of conduct for factories and facilities in LDCs.Public policy and its implications Several questions must be raised in an attempt to understand the public policy implications of this case, which revolve around the public's reaction and opinion to the flood of information provided by the media, Nike and the activists groups. The first question with respect to public policy is does the public care about the issue of sweatshops? The initial reaction to the press releases about Nike suggest that they do. However, over time Nike has been able to restore all of their previously lost market share. This suggests one of two things. Either the public's concern is short lived or the public believes that Nike is working on making changes to eliminate poor working conditions. The second question with respect to public policy is "who does the public ultimately believe?" On the topic of sweatshops there is so much information provided from all sides that the public never genuinely knows what to believe. The third question is "even if the public believes that sweatshops must be stopped, are they willing to pay the price for this noble quest?" Today the cost of labor represents about 1% of the total cost of goods sold when made in LDCs. And the cost to abide by pollution and safety standards are minimal due to the lack of requirements. However, the cost to make goods would increase if sweatshops were reformed. This would ultimately lead to higher prices for the consumer.At this time there has not been a long-term change in public policy regarding sweatshops. In the end public policy will only change if the media and special interest group are able to magnify the pressure against firms who currently use or at one time did use sweatshops. X. Nike's Global Responsibilities As Nike ventures into the twenty first century striving to achieve the conceptualization of a responsible global company, in the sense that they provide a sustainable footprint in not only environmental performance, but also in people performance, they are met with many complex and delicate ethical issues. This complexity arises as result of the fact that there is a wide variety of value systems, stakeholders, cultures, forms of government, socio-economic conditions, and standards of ethical behavior that exist throughout Nike's manufacturing plants. Nike, similar to other Northern-based apparel and footwear brands, is a virtual company, since the vast majority of its supply chain is owned by other firms. Nike products are currently produced in more than 700 factories employing in excess of 550,000 people in over 50 countries. Since the United States has played such a major leadership role espousing fairness and human rights, US firms such as Nike have a heavy burden of social responsibility towards underdeveloped countries and LDCs.Nike attempts to balance ethical imperialism and cultural relativism An immense challenge for Nike, when operating in foreign countries, has been attempting to achieve a balance when trying to respect both the cultural and moral standards of their home and host countries. As Nike continues to espouse higher standards for their foreign suppliers, that cover such issues as wages, safety and worker's rights, they have been accused of attempting to unilaterally impose their standards and practices on the host country, thus acting under the philosophy of ethical imperialism. Yet, Nike has shown that they have also acted in the spirit of cultural relativism by respecting the cultural norms of their host countries. This is exemplified in 15 when Nike decided to make soccer balls in Pakistan. Using a production process that was decades old, leather panels cut by a factory were collected by middlemen, who provided the panels to dozens of subcontractors in the surrounding villages. Subcontractors delivered the pre-punched leather panels to stitchers, usually working in homes of mud or abode, the typical bulk of housing in one of the poorest countries of Asia. On one level, Nike recognized that the system of providing soccer ball panels for home stitching made good sense. It allowed workers with other obligations, including rearing children, running a home, and tending to crops and livestock, the opportunity to earn an income. However, the home stitching of soccer balls also elevated the potential for exploitation. Nike recognized that the simple homes of poor people did not offer a good work environment.Nike and its sole soccer ball supplier, Saga Sports, began to devise a plan for converting home work into a more controlled work environment. Under the philosophy of ethical imperialism, Nike may have opted for the easiest solution build a factory in the city, bus skilled stitchers to it, and eliminate home work altogether. Nevertheless, Nike was concerned that such a system would tear apart the delicate fabric that binds the families of stitchers together. After all, the little stitching villages were hours from the center of the main city. This would necessitate hours of daily commute time across a road system where accidents were common. Therefore, in the spirit of cultural relativism, Nike began to construct a series of stitching centers to ring the Sialkot district. In effect, this proposed bringing stitchers out of their homes, but not out of the village. Nike's respect for Sialkot's core cultural value of family resulted in them paying higher prices for their soccer balls.Nike and its efforts to achieve Laczniak and Naor's Four Recommended Actions for Improving Global Business Ethicsq Global code of conductq Ethical and impact statementsq Suspension of activitiesq Ethics and global strategyNike's Code of Conduct Multinational corporations have been severely criticized for operating with divergent ethical standards in different countries, thus making it appear as though they are attempting to exploit local circumstances. Undoubtedly, in such a scenario, the course of action that manifests ethical leadership would require the firm to adhere to the higher rather than lower set of standards. In numerous countries, Nike has found that local factory standards are not high enough. Therefore, in light this fact, Nike established a Code of Conduct. This code sets out minimum global standards that Nike contract factories would have to achieve, sometimes superseding local regulations, in order to maintain their business. Nike's Code of Conduct defines contractor's obligations not only to the Nike corporation, but also to the worker's themselves. The code provides a set of standards against which Nike measures their contractor's compliance to ethical work practices. The code is translated into the language of the worker and the manager, and is prominently

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The differences and similarities between Gattaca and Pleasantville

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The Similarities and Differences Between Gattaca and Pleasantville It is very rare for films of different genres to share similar topics and ideology. Two films,Gattaca and Pleasantville, offer this rare occurrence of having several things in common that makeboth films similar yet vastly different while maintaining their uniqueness.

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Gattaca is a science fiction film that focuses on the future and how it will be impacted byhuman genetic engineering. It offers the basis that, one day we will be faced with the decisions toalter the pre-determined attributes of our existence and thus must deal with a new form ofdiscrimination and segregation. Instead of people being judged by their race, religion, social class,or sexual preference, they are judged by whether or not they are genetically perfect. Those whoare imperfect genetically are treated as second-class citizens and are deprived of resources thattheir counterparts receive. Like Gattaca, Pleasantville is also a film based several important social issues, but insteadof taking place in the future, it occurs in the late 150's. The film is a creative fictional depictionof two siblings being trapped inside of a 150's sitcom and their effects on the citizens theyinteract with. As the siblings began to share their ideals and beliefs with the people ofPleasantville, it causes an uproar between the citizens who's views they changed, and the citizenswho retain their conservative ways of life. It ultimately leads to the people of Pleasantvillejudging each other by their differences, instead of their similarities. There are several similarities between Gattaca and Pleasantville; some are more distinctthan others. Though executed differently, both films emphasize the importance of family. InPleasantville, David and Jennifer (brother and sister) help each other through their inhibitionswhich ultimately leads them to achieving their goals as well as becoming more well-roundedpeople. Without David's optimism and support, Jennifer may have never opened herself up to theawaiting experiences that Pleasantville had to offer. If not for Jennifer's savvy and experience,David may have never been able to overcome his obstacles with his communication barriers aswell as expressing his emotions. In Gattaca, initially the family structure becomes heated due to the intense competitionbetween Vincent and his brother Anton. Anton, a genetically enhanced human, steers an innerdrive inside Vincent that stays with him throughout adulthood. Like in Pleasantville, a sibling isan important force in Vincent achieving his goals and ambitions. Vincent also forms anotherfamily once he reaches adulthood. Though not a typical family, he forms a sort of pact betweenhimself and his friends who know of his secret identity. His roommate Eugene (who's identityVincent obtains) as well as his love interest, Irene; all are vital parts to Vincent reaching his goalof becoming an astronaut so he can reach the moon Titan. Eugene provides Vincent with vitalblood and urine samples, dead skin cells, and also helpful insight. Irene gives Vincent moralsupport as well as the love that he has been reaching out for his entire life. Without this "family"Vincent would succumb to the evils of discrimination that haunt many of the citizens of Gattaca. Another thing that both films have in common is that they both tackle the issue ofdiscrimination--though differently. Pleasantville compares white suburban ideals of the mid 150sto a fantasy sitcom of the same era. A monochrome template is used as a metaphor for a white,perfect, utopia, and Technicolor is precisely depicted on people or things that contradict thenorm. When the monochrome citizens realize that other citizens look differently, they begin tojudge and segregate from the citizens of color--just like how it occurred throughout Americanhistory. The only solution to the problem was for the black and white citizens to accept the"colored" people as regular people instead of strange or second-class. These are some of thesame revolutions that America had/has to face in order for progress among races to occur. Like Pleasantville, Gattaca deals with issues of discrimination--but in a future setting. While Pleasantville focused on where our society once was with discrimination, Gattaca dealswith where America is headed. The city of Gattaca was divided into two groups-- "valids"(genetically enhanced) and "invalids" (naturally born). The society's view was that valids weresuperior than invalids and thus shall receive the top jobs and opportunities. Vincent, an invalid, isfaced with either settling for a maintenance job or seeking his dream of becoming an astronaut. Unfortunately, only valids can hold positions of that status so Vincent has to do whatever possibleto obtain his goal. Vincent is forced to fight the system by any means necessary to prove that heis worth of fair treatment. This leads to him working twice as hard to obtain the same privilegesand opportunities that the vaids have--similar to what African-Americans have faced over thetimespan of American history. Both films also focus on the predetermined limitations of its characters. Before Jenniferand David entered the world of Pleasantville, the people there lived their lives with frequentmonotony. Everyone possessed the same mannerisms, thought similarly, and never created anywrongdoing. The grass was always cut, the weather was perfect (it never rained), and dinner wasalways ready when the family arrived home. Everything appeared to be perfect in Pleasantville,but looks can be deceiving. By the daily lives of the citizens being set, there wasn't any room forindividuality. Without any individuality in Pleasantville, the city lacked depth in its citizens as wellas its history. All of these factors lead to vast limitations that prevent the society from tapping itsunlimited potential. Gattaca's predetermined limitations are set from a scientific standpoint. Through geneticmanipulation, children's physical and mental attributes are set long before their birth. All geneticdeficiencies are removed, thus creating an almost perfect human being. The child's chances ofmental illness, disease, and even their year of death are concluded as soon as the child is born. Bythe children's appearance, personality, and health being predetermined, it can become very hardfor them to live their lives in any other fashion then what was given to them. They are simplydepicting an image that others felt was "acceptable" or "perfect" and thus may make it difficult forthe people to become individuals. The characters in both films struggle with identity issues. The Pleasantville people initiallylack a sense of identity and don't find it until David and Jennifer come to grips with their own. AsDavid and Jennifer learn more about themselves, they then realize that they have the knowledgeand obligation to help the others around them. Pleasantville slowly transforms from a cookiecutter suburb to a fluid culture of diversity. Gattaca's issues with identity center around Vincent and his determination towardspreventing people from finding it. By Vincent using Eugene's identity to move up the corporateladder at Gattaca Corp., he finds himself using just as much energy preventing anyone fromknowing his true identity then he does using a false identity in the first place. In conclusion, Pleasantville and Gattaca, though vastly different films, have severalsimilarities that link two well-executed movies.

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Disclosing Antony's and Cleopatra's relationship from Scenes 1-4 in Act 1, in "Antony and Cleopatra"

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"Antony and Cleopatra"Act 1Scenes 1-4In the first four scenes, Shakespeare introduces to us his tragedy, history and Roman play, "Antony and Cleopatra", where he discloses this as a story between two passionate and power-hungry lovers. It is very important for us the audience to have a great impact on the opening scenes and to feel the tragedy, dramatic and entertaining side of it, so that we can be involved deeply in them and to be anxious for the next ones, which I believe Shakespeare has achieved this marvellously.Buy cheap Disclosing Antony's and Cleopatra's relationship from Scenes 1-4 in Act 1, in "Antony and Cleopatra" term paper

Furthermore, we are disclosed to some of the problems and dilemmas facing the couple such as the fact that they are trapped into a no way adulterous relationship and that both of them have to show their devotion to Caesar. Moreover, even though we are introduced to several different characters and baring in mind that the opening scenes are focused on Cleopatra and Antony, there's only one true main character who's caught in the middle and who plays a major part in it; Antony.Furthermore, Antony is the one who's offered a lot of choices and open doors or even closed, but unlucky for him, cannot move one step to any of them, in other words it's like he's in the centre of a crossroad without a car. He is the main subject of most of the other characters' discussion, where each one of them keep him in their mouth and judge him with their poisoned tongue, which we the audience spotted from the first opening scene, where Philo and Dimitrius the opening characters share their thoughts on him or better judge him as it pleases them, where for their point of view he's a "strumpets fool". From this we get the impression that Antony used to be a great dominant exemplary idol who everyone used to look up to, but unfortunately not anymore, thus for both us the audience and the rest of the characters in the play we want to know what changed him; even though we do have an idea about this, which includes Cleopatra and most importantly we want to find out what happens next, which all these points meet Shakespeare's purpose. In addition, in the first scene the major dramatic theme is that we are introduced to a clash between the Roman and the Egyptian worlds. "Where is Fulvia's process?This is Cleopatra taunting Antony about being married to a woman he doesn't truly love and desire or better she's pushing herself forward by telling him what she wants him to think, in other words she's saying he doesn't love and desire Fulvia as much as he loves and passionately desires her. We can see that Cleopatra is pushing away Fulvia's name and character from Antony meltingly. Thus, we the audience can detect that Antony in Cleopatra's eyes is a minority when it comes to compare him with herself and she wisely takes advantage of his weak manliness side and lack of moral discipline to twist his way into her own. Furthermore, in scene , two new characters are introduced, Charmian and Iras, who are both Cleopatra's servants. They both consult a soothsayer and she predicts that they both will leave their Queen. I think this is a very wise and impressive structure for the beginning of the play up till now because in the last scene we're deeply drown into the two main characters' relationship and feeling their joys and conflicts, but now Shakespeare changes it completely into an area which we haven't been before. This is because we need to tranquil a little and know more about other backgrounds and hidden characters, which make this play complete and I think Shakespeare has done a great job with it. Later on, we learn that Fulvia has died and this is quite dramatic because in the last scene we are told that she was on Cleopatra's way and now Shakespeare responds with her death. We see that a lot of actions are happening and scenes are responding to each other too fast, which sends us the message that is a very dramatic and tragedy play, thus we guess it's not going to have a happy ending. However, Antony grabs our attention immediately, as we want to see his reaction for his wife's death, someone he did not honestly love. We can see that he is panged with guilt, as he vows to return to Rome in the midst of civil upheaval. This makes the characters in the play and us wonder if he's coming into his senses and if this major dramatic event into his life will change him to mend his ways and maybe go back to old Antony. Moreover, in scene Cleopatra is advised by Charmian and Iras to allow Antony to leave. I think this sentence says it all that Antony no longer has power to choose for his own actions, which makes us the audience feel sorry for him, but yet again cannot really judge him as he's a man of his own power and actions and this behaviour with Cleopatra is quite childlike. However, Charmian is shown as very reasonable and fair. She advices Cleopatra that she should stop torturing him like this and if she continues to act like this then he'll get tired of her and abandon her. Charmian does not take sides and we can see that Cleopatra listens to her, so she is the right character at the right place. I think Shakespeare has included and built Charmian's character to keep the play go steady when it gets too dramatic or a bit unreasonable. We could see that before there was a dramatic irony, where we the audience could see that Cleopatra wasn't reasoning right and I think it was getting to a point where we wanted to tell her to stop, but instead Charmian does, which calms us and I think it was very cleaver of Shakespeare to do so. However, Cleopatra finally allows Antony to depart as she learns that his wife has died, which I think Cleopatra comes across as very priggish because it didn't have to die his wife for her to let him go. Also, I think at this point Antony is very low and cannot choose his own path. Later on, in scene 4, the setting moves to Rome and we are presented to Caesar and Lepidius, where they are talking about the latest events and gossips. We are disclosed to Caesar's personal views on Antony, which are not very pleasant. He strongly disapproves with his affair with Cleopatra and he describes him as manliness and powerless compare to Cleopatra. We can see that Caesar is very strict and loyal to his duty and country. Thus, he says that Antony should really be in here beside his country when his needed as Rome is suffering now, not paying attention to his personal pleasures, and most importantly not betraying his homeland. Furthermore, he says because of being drunk all the time from alcohol and sometimes from so called love he cannot reason properly, which I think we can agree with his comment at some point. Also, Antony clearly has lost his popularity thus he is nobody's idol anymore and certainly not Caesar's. However, Lepidius does not take sides, but he does try to excuse Antony for his actions, which I think he is a bit like Charmian. I think Shakespeare has structured it in this way so that things do not get too heated up for the play and for the audience as well. Finally, I conclude that up till now the play has been full of excitement, drama and tragedy, which are wisely fitted with each other and that for each one Shakespeare makes sure that it doesn't cross the constant level for us the audience, even for the play.

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Coping with cultural distances in International Business

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1. INTRODUCTION . THE CHARACTERISTICS OF THE CULTURE 4 .1 The three levels of culture 4 Help with essay on Coping with cultural distances in International Business

. Hofstedes four dimensions of culture 5 ..1 Power Distance 6 .. Individualism-Collectivism 6 .. Uncertainity Avoidance 7 ..4 Masculinity ..5 Summary of the four dimensions . NEGOTIATION PROCESS 14 .1 What is negotiation? 14 . The aspects of negotiation 14 . Negotiation strategies 154. CROSS-CULTURAL BUSINESS NEGOTIATIONS 17 4.1 Cultural implications 174.1.1 Communication 174.1. Relationships 18 4. Stereotypes of cultures 1 4. Practical viewpoints interview of Jyrki Paavola, Hacklin Oy 1 5. SUMMARY 0 REFERENCES APPENDIX 11. INTRODUCTIONNowadays distances are getting shorter and the world is globalizing. In order to survive companies must respond to the tightening competition. Internationalization is becoming a part of companies' daily lives. Exporting and importing has been part of the business for centuries, but also other types of international activities are becoming more frequent. International acquisitions and mergers as well as establishing new product plants abroad are common projects for large corporations.Even though business is dealt between companies, it is people, human beings, who are involved in these processes. This requires interaction and communication between various individuals and decision makers. Negotiations are held for various instances and play a crucial role in accomplishing decisions between and within companies. Couple of decades ago companies were satisfied with having a product and being able to sell it to somebody; nowadays both parties are involved in negotiations trying to find win-win situations and different solutions. This creates pressures for people who are responsible of negotiations.As mentioned earlier, we are now living in more and more international environment. It does not, however, mean that there are no cultural differences anymore. Language alone can be a challenging obstacle. In addition negotiation techniques and procedures can be very different. Behind these artifacts lays the values, which are very difficult to comprehend.In this seminar paper we are trying to illustrate the effect of cultural values on different negotiation techniques and methods. We believe that preparation plays a vital role in successful cross-cultural negotiations. First we approach the matter from theoretical point of view and at the end of the paper we also show practical example from the life of a Finnish manager.. THE CHARACTERISTICS OF THE CULTUREAccording to Geert Hofstede, culture is 'collective programming of the mind'. What we have learned from our parents, from school and from work, affects our values and behaviour. Everything we do, or think is in some way taught. (Hofstede 180) Cultures effects on our behaviour can be demonstrated with Figure 1.Figure 1. Cultures effects on behavior (Hasan 18)In fact, one could compare culture with an ice berg, where only the top is above the water. The danger with ice berg and culture is that after we have seen the top, we believe that we know what is under the surface. The top of culture, which is perceived, could be e.g. behavior, clothing and architecture. Below the surface lies ethics, values, sense of justice and our relations towards work and other people. (Brislin and Yoshida 14, 41; Szabo 18)When we meet people from another culture we begin to form perceptions and standpoints. We are trying to understand them. If we form these perceptions by only observing their behavior and their looks, our estimates about them will not be correct. True values and the reasons for their behavior lie somewhere else. Therefore, we must examine the culture deeper, under the surface..1 The three levels of cultureCulture can be divided in different levels. At the top level there is the national culture. The most important element of it consists of values. Our values determine what we consider to be beautiful or ugly, good or evil and right or wrong. Values are part of our unconscious and are therefore very difficult to reach. We cannot say that somebodys values are right or wrong, they are just different. If we want to change someones values, we must be prepared for a long and difficult process. (Hofstede and Usunier 16, 11-10)The lower levels of the culture are easier to reach. At the middle level there is the professional culture. Certain professional groups, such as soldiers, engineers and doctors share their own professional language, jargon, and professional culture. (Hofstede and Usunier 16, 10; Snell et al. 18) A Finnish and a German doctor may relate closer to each other, than for example a Finnish doctor and a lawyer.At the lowest level there is the organizational culture. In each organization there are certain rituals and habits that occur worldwide regardless of the country where the daughter company is located at. For example, the employees of a large multinational company may feel to be the part of the big, happy family. Even though organizations often have deep values and beliefs, organizational culture is usually superficial. (Hofstede and Usunier 16, 10; Brewster and Tyson, 11)In next chapters we will concentrate to observe mainly national cultures.. Hofstedes four dimensions of culture Geert Hofstede conducted a large survey in 167 and 17. He studied employees of the IBM in over 50 countries. Since all of the employees were working within the same company, he was able to concentrate on national differences. In this way he was capable of differentiating four dimensions, with which he could observe the differences and similarities of national cultures. These four dimensions are Power Distance, Individualism-Collectivism, Uncertainty Avoidance and Masculinity . (Hofstede and Usunier 16, 10-11; Brislin and Yoshida 14, 16-17; Hofstede 180; Szabo 18)..1 Power DistanceWith Power Distance can be explained those perceptions that people have about power distribution and its justification. If society accepts that power and wealth is distributed unequally, the society has high Power Distance. In high PD countries managers are authorities. In low PD nations, like in Nordic countries, managers and leaders are consultative and they will discuss about issues. (Hofstede and Usunier 16, 11; Brislin and Yoshida 14, 16-17; Hofstede 180)Asia has typically high Power Distance. If manager for example in negotiation makes an error, the subordinate must accept the mistake and continue the negotiation. He/she cannot notify the manager about the error, because manager would loose his/hers face. It would shrink the distance between superiors and subordinates, and that would be against cultural rules. (Brislin and Yoshida 14, 6-7)Reasons for high or low Power Distance has been researched widely. For high PD countries it seems to be typical, that they are former colonies. The nation is typically poor and power has concentrated in few hands. Climate is usually warm tropical or sub-tropical. Also middle class is more often than not less educated than in low PD countries. (Hofstede 180)When negotiators from low PD countries meet their counterparts from high PD countries there will eventually be misunderstandings. For example Finnish negotiators may be confused when the other party talks only to the Finnish manager. The other negotiators may become frustrated since nobody pays attention to them. On the other hand, once you know who is the superior manager of the opposite party, you know who makes all the decisions. And thus you can concentrate only to that one person... Individualism-CollectivismIn cultures, where individualism is appreciated one should look after him/herself and ones family. In collective cultures people are more likely to form groups and look after each other within these groups. In collective societies family is also larger than just a nuclear family. Aunts, uncles and grand parents belong often in families. In collective countries teamwork has a significant role. When in individualistic countries people are thinking about themselves, in collective cultures people are first thinking about groups interests. (Hofstede and Usunier 16, 11; Brislin and Yoshida 14, 16-17; Hofstede 180)The United States and the other Anglo countries are typically high Individual cultures (Hofstede 180). Competition of the success between individuals is keen. This can lead to aggressive behavior in negotiations. There may also be individuals who are just trying to 'look good' rather than trying to find the best solution for everybody. Asia and Arabic countries are collective cultures. People work more effectively in groups than in individualistic cultures. Negotiators from high IND cultures can expect to face problems if they are for example trying to emphasize their individual brightness. It is also common that when dealing with collective cultures, the relationships must be stable before anything firm and concrete can be achieved. In some cases it can take years. (Hofstede 180; Hofstede and Unusier 16).. Uncertainty AvoidanceUncertainty Avoidance is the one of the four dimensions, which most depends on persons individual characteristics. Still there are clear national differences. (Hofstede 180) We believe, that UA is the dimension, which most easily can be perceived in negotiations.Uncertainty Avoidance describes how uncomfortable members of society feel in new, unstructured situations and when facing uncertainty. High UA cultures form strict rules and laws to deal with upcoming situations. Members of culture are often emotional and are trying to find the absolute truth. They believe that one should not brake companys rules, even though the company would benefit from it. (Hofstede and Usunier 16, 1; Brislin and Yoshida 14, 16-17; Hofstede 180) Organizations are often slow and bureaucratic. Negotiators from uncertainty tolerant cultures may become frustrated with the slow speed of negotiations, when the high UA negotiators are trying to consider everything. On the other hand, surprises are not common in high UA countries.Members of uncertainty tolerant cultures can deal better with differencies. They are more likely to be able to function effectively in cross-cultural negotiations. They do neither express their feelings openly. Negotiators from low UA cultures are less likely to suffer from stress than people from high UA cultures. (Hofstede and Usunier 16, 1; Hofstede 180) Members of uncertainty tolerant cultures are used to taking risks. Therefore they can handle their stress well, even though they might have more stress than people from high UA cultures.When people from high UA cultures are afraid of the worst, people from low UA cultures hope for the best. (Hofstede and Usunier 16, 1; Hofstede 180)If we research history, we can find many interesting points dealing with Uncertainty Avoidance or Tolerance. It seems like without few exceptions, those democratic nations who have formed their present structure of government after the WWI, belong to the high UA cultures. The other historical fact seems to be that if the ancestors of todays inhabitants have been under the rule of Roman Empire they have been used to strict governing and thus avoid uncertainty. The ancient Buddhism is in favor of new and openness. (Hofstede, 180) The bureaucracy of China is not because of the religion, but because of the communism.We have heard to be argued, that people from low UA cultures are better and more effective negotiators, because they are more capable of dealing with new, uncertain situations. When negotiating with people from different cultures negotiators may feel unsecure. Members of high UA cultures are not willing to take risk. On the other hand, they can be very temperamentic and even scary for the members of low UA cultures. Low UA negotiators may also become frustrated with high UA rules and rituals...4 MasculinityThe differences between values are small among the women from both masculine and feminine cultures. The national differences can be seen mainly from the values and behavior of men. Norms of the business, however, are formed by the actions and values of men. (Hofstede and Usunier 16, 1; Hofstede 180) Members of the masculine society are competitive and task oriented. People are self-confident and know what they want. In masculine cultures men are succeeding better in business than women. Money and power are highly appreciated. Big is beautiful. (Hofstede and Usunier 16, 1; Brislin and Yoshida 14, 16-17; Hofstede 180)In feminine cultures caring and helping are important in life. Pleasure and the quality of life is appreciated. In feminine society men and women are equal. Serving is more important than achieving. (Hofstede and Usunier 16, 1; Brislin and Yoshida 14, 16-17; Hofstede 180) In masculine society managers concentrate on tasks, performance and their personal status. In feminine cultures managers are people oriented and serve and negotiate with their subordinates. In feminine cultures people work to live, when in masculine cultures people live to work. (Hofstede, 180; Brislin and Yoshida 14, 8) In cross-cultural negotiations there can be huge differences. Masculine negotiators are aggressive and want to proceed fast. Negotiators from feminine cultures want to go on slower and have also good time. Especially women from feminine cultures may face problems when negotiating with the men from the masculine cultures...5 Summary of the four dimensionsBy using the criteria described above can different cultural areas be determined and classified rather accurately. Hofstede's studies have been criticized especially because they make too wide generalizations. (Collett, 18) On the other hand, when the purpose is to give an overview about cultural differences in international business negotiations, very specific details of cultures are useless and can be confusing.As we have stated above, in every culture there are individuals who act and think differently from the large majority. However, the conclusions demonstrated below describe rather clearly the national differences. In Table 1., there is one way to classify different countries. Dimensions have certain indexes. They are not comparable with each other, but demonstrates the differences between nations. The larger the index score is, more the country has the characteristics of the dimension. In order to give an illustrative example, we have chosen only 0 countries in our table.Table 1. Cultural values by four indicators in 0 countries (Hofstede 180, 15.)Country PD UA IND MASAustralia 6 0 51 61Austria 11 70 55 7Brazil 6 76 8 4Canada 48 80 5Denmark 18 74 16Finland 5 6 6France 68 86 71 4Germany (West) 5 65 67 66Great- Britain 5 5 8 66Greece 60 11 5 57Hong Kong 68 5 57India 77 40 48 56Iran 58 5 41 4Israel 1 81 54 47Italy 50 75 76 70Japan 54 46 5Mexico 81 8 0 6Netherlands 8 5 80 14Peru 64 87 16 4Philippines 4 44 64South Africa 4 4 65 6Singapore 74 8 0 48Spain 57 86 51 4Sweden 1 71 5Switzerland 4 58 68 70Taiwan 58 6 17 45Thailand 64 64 0 4Turkey 66 85 7 45United States 40 46 1 6Yugoslavia 76 88 7 1Mean 5 64 50 50Standard deviation 0 4 5 0There are few clear areas in the Table that can be distinguished. The countries can be divided in eight different sections Developed Asia, developing Asia, developed Latin, developing Latin, Middle-East, Anglo-cultures, Germanic cultures and the Nordic countries. (Hofstede, 180) Japan seems to be separate from the other Asian cultures. The sectors can be perceived better in the next Table. We have divided the countries in quartiles. After the country, there is the ordinal number, which illustrates in which quartile the country belongs. For example Philippines have the PD index score of 4. It is among the first 5 per cent of the countries in PD dimension, so it has the quartile score 1. In UA dimension Philippines score is 44, which places it to the last quartile of the 7 countries, thus the quartile score is 4.Table . Cultural areas divided in quartiles with 7 example countries. PD UA IND MAS Philippines 1 4 4 India 1 4 Singapore 1 4 4 Hongkong 1 4 4 Thailand 4 4Taiwan 4 Japan 1 1Mexico 1 4 1Brazil 1 France 1 1 1 4Peru 1 4 4Greece 1 Spain 1 4Italy 1 1Turkey 1 Iran South-Africa United States 1 Canada 1 Great-Britain 4 4 1 1Australia 1 Germany 4 1Austria 4 1Switzerland 4 1Finland 4 4Sweden 4 4 1 4Denmark 4 4 1 4. NEGOTIATION PROCESS.1 What is negotiation?Negotiation, as trade in general, can be seen as an effort to reach a win-win situation where both sides of the negotiation feel that they have gained from the deal. Within this continuum each negotiator tries to maximize the gain to his/her own organization. Negotiation has been described by Kapoor et al (11, 18) as "a process of interaction between people. It has the mission of creating lasting relationships. The objectives of negotiation are to manage and nurture those relationships." Other statement by Cateora (16) defines that "to negotiate is to confer, bargain or discuss with a view toward reaching an agreement."Many shortsighted negotiators do not often understand the importance of relationship nurturing and try to gain all the advantage they can from the current negotiation. This approach can be profitable when the deal is one-shot and passing in nature. However, when trying to contribute to lasting relationships more notice should be placed on the partner's situation. The reputation of stone-hard and advantage taking negotiator travels fast in business world and the negotiator may find his situation weakened also in negotiations with old partners. (Fuller 11, 8-). The aspects of negotiationAccording to Kapoor et al (11) there are four aspects to negotiating. The first of them is the aspect of networking, which involves acquiring background information about the other company and its negotiators. The aspect of communication is about the pre-meeting discussions between team members. Also during the actual negotiation negotiator will be communicating constantly, either overtly or covertly. Overt communication is proceeded through spoken words and documents, covert communication is through e.g. dressing, mannerisms and seating arrangements. In negotiations one will have to observe the other party and to analyze their communication. From that analysis one can discern facts about the other negotiators.The aspect of preparation is probably the most important part when considering the whole negotiation process. It is about the formation and training of the negotiation team. In this process information is gathered through the networking aspect or within one's own organization. When the negotiation situation is practiced, roleplays are often very good in preparing team members on what to expect. (Kapoor et al., 11, 48; Fuller, 11, 86)The aspect of contribution is the bargaining piece of the whole negotiation. If neither side is willing to give something in order to reach something the whole negotiation process is not worthwhile. Therefore a team should have a clear idea of their limits and requirements before entering the negotiation. (Kapoor et al, 11, 48; Hofstede and Usunier, 15)The aspect of environment concerns the outside influence on negotiations. As only part of the environment can be immediately understood much remains hidden to the eyes of the participants. These factors include cultural differences, economic backgrounds and also personal backgrounds. (Kapoor et al, 11, 4; Szabo, 18; Brislin and Yoshida, 14). Negotiation strategiesAccording to the dual concerns model there are four generic strategies used in negotiation. These strategies are dependent on the level of concern for both one's self interest and the other party's interest. The following matrix depicts the relationship between self and other interests and the resulting approach to negotiation. Concerns for others High LowHigh Integrative DominatingLow Obliging AvoidingConcerns for Self Different methods can be used in getting to negotiator's objectives. Several strategies are often used in negotiations and even if the negotiator is not using them him/herself negotiator must recognize these strategies in order to counter them. Win-win strategy where both parties operate in harmony and reveal their positions to each other might be best strategy to choose if there really is mutual trust. Often the opposite side may, however, choose not to reveal their facts and that would leave the negotiator in a position where bargaining is impossible. (Fuller, 11, 86-87)In stonewalling strategy the other party stubbornly refuses every suggestion. In this way they hope to gain irresistible bargain or to make the other party lose their poise.In the good samaritan approach the other party tries to prove that they are actually doing a favor to you by offering their product at such a low price. 'Take it or leave it' -negotiators want a decision to be done immediately or they will leave. Splitting the difference is a tactic where the other sides solution to tie-ups is to split the difference in price, this can however leave the other party in much worse situation than the proposing party. Piece by piece approach tries to get the other party to accept certain conditions and then negotiate on something else. The negative side of this strategy is that when tie-ups occur in some other issue, those already agreed can not be re-evaluated. (Fuller, 11, 8-5)The previous examples are general strategies used by negotiators. Some other tactics and techniques can be used for specific situations. When negotiating internationally some strategies may, however, have drawbacks when used in cultures which differ from American culture (previous examples are taken from a book made in the US). We will examine these cultural differences in next chapter.4. CROSS-CULTURAL BUSINESS NEGOTIATIONS4.1 Cultural implicationsNegotiators entering international business negotiations without proper research into that culture are most likely to face unstructured situations. Process of negotiation varies remarkably according to culture. This is the point that is not usually taken into consideration. Certain tools, such as knowledge of different strategies and Hofstede's four dimensions, enables negotiators to understand the deeper meaning behind the negotiation techniques and methods encountered in other cultures. This also assists in forming negotiators' own strategies to be used in different cultures. (Brislin and Yoshida, 14, 4; Cateora, 16)Probably the most important thing the negotiator can have is the correct mindset. Negotiators should accept the fact, that the members of the opposite party behave in different ways it is not right or wrong, it is only different. People are 'programmed' by their culture to function as they do. (Hofstede, 180; Szabo, 18; Hasan 18; Brewster, 11; Brislin and Yoshida, 14)To begin with, the negotiator must comprehend his/her own cultural mindset in order to be able to reflect the values and characteristics of other cultures to his/her own. To understand someone else one has to first understand him/herself. (Brislin and Yoshida, 14; The Development of…, 1)4.1.1 CommunicationLanguage barriers are probably the most visible obstacles when considering communication. The problem of getting something said can, however, be smaller problem when compared to that how it is understood. Western countries generally are Low Context cultures. To them the precise meaning of what is said counts significantly and everything is usually very clearly phrased. This explains the lawyer armies of American businessmen. Other than western cultures, however, belong to High Context linguistic group, which means that they place more meaning on the relationship between the agreeing parties. Contracts may be more vague, but continuing relations solidify them on the way. (Schuster and Copeland, 16)In countries with high individualism, people are used to protecting their personal interests in opportunistic manners. Therefore they are trying to prevent the opposite party to do the same by having everything written down. In collectivist countries people place more emphasis on relationships and trust, because they expect everybody to protect the interests of group before their own.In some cultures 'yes' can mean 'no'. This is due because in high power distance cultures, one can not lose his/hers face. In these cultures saying no would mean insulting the other party and terminating the negotiation. (Hofstede, 180; Brislin and Yoshida, 14)General directness of Nordic businessmen can also lead to problems when faced with more talkative counterparts. Everything should not be accepted at a face value, because in some countries it is custom to exaggerate the offers. (Kapoor et al., 11, 154)4.1. RelationshipsWhen conducting international business negotiations it is important to understand the local relationships. You have to have the right contacts in order to negotiate at all. There can even be cases when people in negotiation room have no power about the decision to be made. Strategically it is important to understand who is the real decision maker. In countries with high power distance this is usually the superior manager, when in low PD countries the whole negotiation team is integrated in the decision making process. (Kapoor et al, 11, 84-88; Hofstede, 180; Hofstede and Usunier, 16, 15-16)When negotiating internationally good relations between negotiating parties play significant role. E.g. collective cultures do not even begin to negotiate without firm relationships. To build up relationship takes time (even years), but once a firm relationship has been formed negotiation process itself goes smoothly.4. Stereotypes of CulturesIf stereotypes are used as the only reference to cultural understanding there is a great potential to turn the cross-cultural business negotiation into a disaster. Even though stereotypes determine the culture in general, every negotiator is still an individual. (Cateora, 16, 518-51) However, stereotypes are the first (and in some cases the only) source of information about cultures. In this aspect they provide a basis for understanding of those cultures, because there are roots and reasons for stereotypes. (Szabo, 18)Here we will present a few case examples of stereotypes. When faced with these cultures in actual situation it is worthwhile to find out in what extent they are accurate. One should e.g. respect German punctuality and formality, be patient with French disability to stick with the agenda, always use humor with British and Americans and try to understand the consensus decision making of the Swedes. (Hasan, 18)4. Practical viewpoints interview of Jyrki Paavola, Hacklin OyIn order to gain also practical knowledge, we conducted an interview via e-mail. Our interviewee Jyrki Paavola is board member in Hacklin Oy, which is a middle-sized logistics provider company. He conducts about 0-50 business negotiations per year in various cultures. Therefore we consider him as an expert in our field of study. Mr. Paavola's answers support many of our findings. He for example claims preparation to be the most important stage of the negotiation process. One thing, which we found surprising, is that Mr. Paavola said language to be the most difficult aspect of negotiations. We believed that this could have been solved with the use of translator, and more emphasis could have been placed to other cultural differences.Mr. Paavola's advise to novice business negotiators to cope with cultural differences in international business negotiations is the following. You should do your homework and learn the language. In the negotiation itself you should ask if you do not understand. Behave more subtly than in domestic situations, but still do not mimic the opposite party. Also remember to mention the other party's name frequently enough.We have attached the whole questionnaire and Mr. Paavola's answers to the end of this paper.5. SUMMARYInternational business negotiations are coming more and more frequent in the global business environment. Cultures vary, however, remarkably in different countries. Hofstede alone has found eight different cultural areas, by using only four different indicators of culture. Also within cultural areas the differences can be enormous. Culture forms values attitudes and behavior, which again form culture. Everything affects everything. Thus only observing the members of alien culture we can not comprehend why people act as they do. Without the deeper knowledge of culture negotiator can not function efficiently in cross-cultural situations.In negotiations different strategies are used to reach the solution, which is usually the win-win situation. By using different cultural studies negotiators are able to better understand the mindset of their opponents. Basis for this understanding is the comprehension of one's own culture.When communicating in different cultures one should remember that everything said should not be taken literally. The effects can be reduced by establishing firm relationships and networks. These relationships can also be requirements for successful negotiations.Stereotypes are the usual form of cultural understanding. This should, however, be only a stepping stone for further research.To cope efficiently with cultural differences, the international business negotiator has to reserve time and be committed. The importance of preparation and networking should not be overlooked. It is more important to acknowledge the basic differences between cultures than to know few specific details of the culture of the opposing party.BIBLIOGRAPHYBrewster, Chris (11) The Management of Expatriates. Cranfield School of Management LondonBrewster, Chris - Tyson, Shaun (11) International comparisons in Human Resource Management. Pitman Publishing LondonBrislin, Richard W. - Yoshida, Tomoko (14) Improving Intercultural Interactions. Modules for Cross-Cultural Training Programs. Sage Publications Thousand Oaks, CaliforniaCateora, Philip R. (16) International Marketing. Library of Congress Cataloging in Publication Data, USACollett, Peter (18) Contrasting styles in international management research. Journal of Managerial Psychology Vol. 1 No. /4 s. 14-4 Forrström, Birgitta (17) The Great Wall On Finnish expatriates in Asia and the interaction between Chinese and Finns. Åbo Akademi TurkuFuller, George (16) The Negotiators Handbook. Prentice Hall, Englewood Cliffs, New JerseyHofstede, Geert (180) Cultures Concequences international differences in work-related values. Sage Publications London Hofstede, Geert - Usunier, Jean-Claude (16) Hofstedes Dimensions of Culture and their Influence on International Business Negotiations. International Business Negotiations Kapoor, Ashok Hansn, Sten-Olof Davidson, Robert L. III (11) Negotiating Internationally The Art of Networking. Recallmed Ltd., HankoSauquet, Alfonso - Jacobs, Gabriele (18) Can we learn from Herodotus? Journal of Managerial Psychology Vol. 1 No. /4 s. 167-177 Schuster, C. Copeland, M. (16) Cross-Cultural Communication Issues and Implications. International Business NegotiationsSnell, Scott A. - Snow, Charles C. - Canney Davison, Sue - Hambrick Donald C. (18) Designing and Supporting Transnational Teams The Human Resource Agenda. Human Resource Management Vol. 7, No. , s. 147-158The Development of the International Manager. (1) Personnel Management January 1Usunier, Jean-Claude (18) Oral pleasure and expatriate satisfaction an empirical approach. International Business Review Vol. 7 No. 1 s. 8-110OTHER REFERENCESHasan, Najmal (18) Lecture courses KVS1 International Business Operations and JO8 Culture and International Management. Turku School of Economics and Business Administration, autumn 18Szabo, Erna (18) Lecture course JO8 Culture and International Management. Turku School of Economics and Business Administration, autumn 18INTERVIEWSPaavola, Jyrki, board member, Hacklin Oy, interview October th 18APPENDIX 1Questionnaire and answers from Mr. Paavola1) In which fields you operate and what are your fields of responsibility?I work as a division manager and board member.in the service of logistic provider company, which employs 50 persons. My responsibilities are the business units = seven departments/companies, which combined turnover is FIM 50 mill.) In what kind of international business negotiations you have been? (What have been the objectives of those negotiations?)The objectives of negotiations are either the forming/nurturing of an agent relationship; actual trade or the acquisition of a company/its business. Sometimes these lead to law suits = negotiations with lawyers.) In how many international business negotiations do you take part annually? Tens, (0-50/a)4) Which cultures do you usually negotiate with? Germany, Benelux, Switzerland, France, Italy, UK, USA, Japan and Russia5) In what respect the international negotiations do differ from the domestic ones? If it is divided between Finland and foreign countries the main difference is that in Finland you get to point much faster.6) What is the most difficult thing about multicultural negotiations? The language, even when you are fluent with it.7) Why? The small nuances are left unnoticed and it cumulates to problems depending on the culture. You could have avoided them if you had been using your mother tongue.8) What preparations has to be made? The special aspects of every culture. The language skill is obligatory. And one has to do his/her homework before each meeting.) Which cultures do the Finns usually find the hardest to negotiate with, and why? I'll only answer for myself, the Italian style of doing three things at a time and promising without intention of meeting those promises has been very hard, like their indifference of schedules. Also the Russians have the same aspects without the many aspects at a time.10) Which cultures do the Finns usually find the easiest to negotiate with, and why? The German and Swiss way of doing a agenda and sticking to it, is despite its akwardness and punctuality a very logical.11) What kind of advice would you give to a person who is about to participate in his/her first international business negotiation?You should do your homework and learn the language. In the negotiation itself you should ask if you do not understand. Behave more subtly than in domestic situations, but still do not mimic the opposite party. Also remember to mention the other party's name frequently enough. Remember that in German speaking country you can be a good friend and still use the plural form.1) What else would you like to add?With Germans and Swiss you may use humor only after the negotiations, the English like to lighten the situation constantly with humor. The Europeans and American expect to have uninterrupted flow of communication both in negotiations and in small talk. They experience pauses as discomforting and presume the silent one to protest against something. In this aspect only the Japanese are according to my knowledge similar to the Finns, they accept the silence, which means that you can have thinking pauses without constant flow of speech.

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