Globalization and advancement in technology Essay Example for Free

Globalization and advancement in technology Essay Globalization and advancement in technology has resulted in the governments taking a back seat as regards shaping the destiny of its people. The increased capacities of individuals do not seem to provide any point of refuge. The most difficult thing from this situation is the fact that the new political agenda being championed for the millennium is not well documented for. The book China and Globalization presents an in-depth analysis of the political, economic and social transformations that the Chinese society and state went through over the past thirty years. The author argues that the rise of China throughout this period has been propelled through the dynamic geopolitical environment as a result of community building efforts that enhance economic cooperation CITATION Gut09 l 1033 (Guthrie, 2009). A Brief History of Neoliberalism by David Harvey aims to find out the goals of neoliberalism and presents a useful explanation on why neoliberal policies do not always follow neoliberal theory. Harvey simply considers this new form of political economy as a means through which the global economic elite reconstitutes the high class power CITATION Har05 l 1033 (Harvey, 2005). He states that elite power often takes precedence in the event of a conflict with the contemporary neoliberalism economic principles. Harvey’s book is a powerful tool for analyzing the accumulation by deficiency concept. Doug emphasizes that this has been the foundation to the facilitation and eventual institutionalization of China’s economic integration. This argument is quite a challenge of David Harvey’s neo liberal argument that the rises of neo liberal economies like the United States and capitalist China is the cornerstone of an intended project to restore the noble power. According to Doug, the rise of Chinese revolution is â€Å"the result of methodical and careful government policies† (p 8). The fundamental element basis of Doug’s argument lies in her view that the successful revolution of China was because it was gradual and was led by the state. She states that China’s propagation of bilateral PTA’s is a â€Å"necessary intermediate step toward a seamless integration into a pan regional framework† (Guthrie p.15). This argument, though quite an optimistic and bold claim by Doug Guthrie is in contrast to David Harvey who argues that the propag ation of bilateral PTAs is an emasculation to region building in Asia. David Harvey’s sanguine view is that most bilateral PTAs are merely destabilizing to regional cooperation owing to the fact that most bilateral PTAs are strategically or politically driven. The Chinese government led by Deng Xiaoping introduced reforms that allowed the actors of the economy to master the rules of capitalism rather than making assumptions and withdrawing perceptions based on intuitions CITATION Gut09 l 1033 (Guthrie, 2009). Incentives were stimulated by granting autonomy to the local government. Currently, foreign investors in China deal with provincial bureaucracy and build long term alliances rather than the central government. Guthrie points out that the crucial underlying mechanisms that boosted a much freer Chinese environment were the autonomy of individuals at the workplaces and the depletion of monitoring capacity of the Chinese Communist Party (CCP). Individuals no longer had to de pend on their superiors or work units despite the fact that there was a major rise in corruption among local officials. The results of such reforms were the evolution of an independent middle class that was economically secure. High rewards were offered to holders of foreign language skills and university degrees and the access to female education increased. Guthrie advocates for China to engage strongly with the United States in order to acquire grander external motivation as a way to overcome domestic hindrances. However, her assertion that a futurist state can better engineer changes from socialism raises questions as to whether or not developing countries can only grow by enforcing autocratic policies CITATION Gut09 l 1033 (Guthrie, 2009). David Harvey argues that while neoliberal economies may boast of allowing the free market to take its course, government intervention and regulation only comes into place when it is beneficial to economic elites. Thus from a neoliberal perspective, environmental and labor regulations by the government always lead to inefficiency by distorting free market price mechanisms CITATION Har05 l 1033 (Harvey, 2005). In his opinion, the main aim of neoliberalism was not wealth increase but wealth redistribution and uses statistics to explain this phenomenon. Harvey’s argument is supported by the decrease of real wages in the poorer sectors of neoliberal economies like the United States and the massive wealth increases of the economic elite. In his view, Harvey refers to this type of wealth distribution as accumulation by dispossession and goes on to state that this is how neoliberalism has managed to redistribute wealth and considers it a transition to the onset of capitalism. Among th e main aspects of this one sided wealth redistribution are monetization, privatization, state redistributions, commodification and the management by manipulation of crises. Harvey presents a brief history of neoliberalism where he point out that before its existence the political economy was dominated by embedded liberalism which was a form of capitalism. His assumption of neoliberalism is that it is quite extremist in its operation and if unchecked will be unruly because of socialism failure to develop a reliable model. The pretense by socialism as a means of management of the state and its people without any form of intervention of market forces results in social destruction CITATION Har05 l 1033 (Harvey, 2005). He is attached to this political tradition of democratic capitalism. His view is that of economic restructuring for the development of the people in general. To this effect, Harvey fails to understand why the way of doing things in neoliberal economies is more prominent across the globe even though they embrace democratic capitalism. The push and pull between the two ideologies of Guthrie and Harvey could be attributed to economic growth witnessed across the globe in this period. Harvey asserts in his writing that neoliberalism to some extent does not meet up its expectations by the people. The win by embedded neoliberalism according to him was not a stable environment to create a socially stable environment. Both authors present vague points at some point. Doug Guthrie believes that China is taking baby steps to becoming a capitalist nation and therefore the way to remain economically viable is through slow transition from a command to market economy. Guthrie in totality misses the whole idea that democracy and growth in newly industrialized countries have an inverse relationship. David Harvey on the other hand fails to clearly highlight the main economic policies of neoliberalism. From the review of the different aspects of the books by Harvey and Guthrie, it is indeed difficult to exactly point a celebration o f the past century with the misery related to the so many ideologies that have not been successful in the long run. The books depict a situation of melancholy with the authors coming to terms so late in agreeing with the disadvantages related to these ideologies and their lack of appreciation of the one ideology that has revealed the aspirations of human and has been able to change to the different circumstances of life as it is. References   Guthrie, D. (2009). China and Globalization: The Social, Economic and Political Transformation of Chinese Society. New York: Taylor Francis. Harvey, D. (2005). A Brief History of Neoliberalism. Oxford: Oxford University Press. Source document

Bondage and Escape in Sons and Lovers :: Lawrence Sons and Lovers Essays

Bondage and Escape in Sons & Lovers A major theme in "Sons & Lovers" is bondage and escape. Every major character is held hostage by another character or by their environment. Her husband, her family and her anger at the family's social status hold Mrs. Morel hostage. She has no friends to be seen or money of her own to use. Her escape from her bondage is her death. She was unhappy her whole life and lived though another human as a source of happiness. She essentially lived her life through William and, after his death, through Paul, which in a twist of irony, by doing so she is essentially keeping them in bondage. She wants William to move to town to get a good job and a good wife to help up their social status. When he does move and bring home a woman, she thinks she has finally arrived, only to be pushed back down with his death. William, who found a good upper class woman with Lily, brings her back to his family's home. He loves Lily, until he sees her behavior to his sister; Lily treats Annie like a servant. Although his mother likes Lily, he cannot stay with her and soon leaves her and then falls ill and dies. William's death is his great escape from the bonds of his mother. When William dies Paul replaces him as Mrs. Morel's dummy; Paul leads his life as his mother wants him to, she keeps him in check, approves who he dates and even goes with him and speaks for him on his first job interview. The only thing redeeming Paul in this is that he knows that he is being tied down by his mother and is fighting a silent fight against her for his whole life. Although Mrs. Morel doesn't like Miriam, he keeps his relationship with her. Although Mrs. Morel doesn't want Paul to stay out late, on most occasions he breaks this rule also. The only thing that ever releases Paul from Mrs. Morel's grasp is her death. Mr. Morel's captivity is the most literal. He is held captive by the mine; every day he must work in the mine and the harder and longer he works, the more money he makes.

Xox Supply Chain

Answer the following questions in relation to Xbox case: Lee, Hau; Hoyt David W. and Holloway, Chuck, â€Å"Evolution of the Xbox Supply Chain† * Who are the various stakeholders for Xbox that formed the Microsoft ecosystem while developing the supply chain business strategy for Xbox? * What were the challenges faced by Xbox when it first launched Xbox? * How did this compare to the launch of Xbox 360? * Did they consider any changes in the supply chain? Essay: Xbox StakeholdersMicrosoft’s Xbox project was started by a group of gamers in 1999 so that they can also develop a gaming console which threatened the performance of the home PC market. The Xbox project consisted of both internal and external stakeholders who had either a direct or indirect â€Å"stake† in the project. These stakeholders include the Microsoft employees (i. e. , Xbox project team, Microsoft executives), shareholders, suppliers (e. g. , Intel, Nvidia), contract manufacturers (i. e. , Flextro nics, Wistron Corp, Celestica), game developers, designers (i. , Astro Studios), distributors, broadband providers, retailers and customers. The stakeholders of the Xbox project can be visualized in terms of their position in Microsoft’s extended supply chain, shown in Figure 1. 0 below. Figure 1. 0 Microsoft’s Xbox supply chain Challenges with Original Xbox Microsoft encountered many challenges when launching the original Xbox in 2001. To better understand the challenges in the original Xbox, we can adopt the SOSTAC (Situation analysis, Objective Setting, Strategy, Tactics, Actions and Control) approach.Situation Analysis. Microsoft did not have a presence in the gaming console market and was up against strong competitors which already had established markets such as Sony (Playstation) and Nintendo (GameCube). This competitive landscape put them in a position wherein they needed to develop a product that offered features that were comparable to existing products in th e marketplace which was perfectly priced to establish themselves in the market. Moreover, Microsoft recognized that it was critical to launch in time for the 2001 holiday eason to allow them to have a presence in the marketplace before they became up against the â€Å"next-generation product†. Thus, Microsoft’s early challenges came at a price of high production ramp up costs, where they needed to produce 100,000 consoles in a week in order to launch the new Xbox in time for the Christmas. Objective. The short-term objectives of developing the original Xbox was primarily aimed at entering the gaming console market, learning from the experience and paving way for the next generation of products. Strategy. Microsoft adapted a push supply chain strategy using an extended supply chain.They developed their products based on existing game consoles with added features, most of which were built to compete against Sony PS2. In addition to a having features similar to other gami ng consoles available in the market, the Xbox had other features such as allowing Xbox to play DVDs, and a built-in modem which in 2002 was used to launch Xbox live. Tactics. Microsoft lacked the competency in building hardware –neither did it have exposure to designing and manufacturing hardware that can be used as a game console nor did it have any experience with the game console market.Hence, Microsoft decided to form strategic partnerships with preferred contract manufacturers who can deliver the products for them because they did not have the time to deal with unproven vendors and risky designs. Actions. Microsoft also took into account the location of manufacturing facilities in their selection of contract manufacturers to allow to take into account the logistics of to shipping products quickly to the US and European markets and decided to find plants in Mexico and Hungary.Logistics is the time-related positioning or resource, or the strategic management of the total s upply chain. The supply chain is a sequence of events intended to satisfy a customer: It can include procurement, manufacture, distribution, and waste disposal, together with associated transport, storage and information technology(Chaffey, 2002). Microsoft’s Xbox had over one thousand (1000) components and forty-five (45) of which were critical components that was only available from a single supplier. The Xbox also required several parts with high technical performance requirements (e. . , processing speed, graphics resolution, memory requirement and internet access). The high dependence on Microsoft’s suppliers made it necessary to integrate the information exchange with its key suppliers. Thus, Microsoft decided to require co-investments from its suppliers and electronics manufacturing services (EMS) to improve the coordination among the various groups. This suggests that Microsoft recognized the need for using technology to improve the flow of information and adap ted some form of technology to manage the relationship with various intermediaries.Control. While the case did not provide enough data to see how Microsoft measured the outcome, it can be inferred from the changes they made to the launch Xbox 360 that they did some reviews internally so that they can make the necessary changes. Unfortunately, Microsoft had very little time to learn to how to manage the supply networks — â€Å"[t]he coordination of all supply activities of an organization from its suppliers and partners to its customers†(Chaffey, 2002, p. 335).While they adopted a push approach to supply chain management, which is typically suggests that the production processes are aimed at cost and efficiency, Microsoft was up against significant challenges that made it difficult to be cost effective. In the end, Microsoft’s investment in the Xbox is higher than the expected sale price of the product — i. e. , the costs for producing the Xbox hardware we re estimated to be at $450, when retail price for the Xbox was only at $299. 00. Profitability was therefore dependent on driving the costs down for the Xbox console and sales from selling games.Differences between Original Xbox and Xbox 360 and Supply Chain Changes Situation. When Microsoft launched Xbox 360, gaming had already become a big part of the home entertainment and broadband access was substantially higher. Microsoft also had a better understanding of what games were needed in each country because they had already established a presence in the market. Objective. Microsoft’s decisions on developing the Xbox 360 was no longer based on their desire to get into selling hardware and simply offering a gaming console, but more on their goal of increasing software sales.So, Microsoft developed the new system in such a way that can be a central part of home entertainment thereby incorporating other features such as internet access. Strategy. In launching Xbox 360, Microsoft planned a global launch, which no other company had done before, so that Xbox 360 can be made available in all major markets before Sony would have a chance to launch PS3. Implementing a global strategy posed two large risks for Microsoft. To mitigate this risk, Microsoft also implemented some risk management techniques. Risk management is intended to identify potential risks in a range of situations and then take actions to minimize risk† (Chaffey, 2002, p. 599). It involves several stages which include the identification of risks, possible solutions, implementing the solutions that target high-impact risks and monitoring them for the future. First, was related to the fact that the Xbox required complementary products for it to be enjoyed and their biggest concern was whether there would be sufficient game titles available at the same time. Thus, Microsoft lined up game developers who could develop new games.For this task, Microsoft had a better appreciation of game types ne eded in each country based on the original Xbox experience, nonetheless ensuring that the games were ready had various timing issues. The unavailability of games in a particular country would mean a decrease of sales of consoles and would have a significant impact on the profitability of Microsoft. Second, Microsoft faced the risk of success where the supply of gaming consoles would not be sufficient to keep up with demand. Foreseeable, this can manifest itself in different ways but both negatively impacting their ability to acquire new customers.This suggests that Microsoft recognized the implication of complementary products to allow them to take advantage of the network effects. For Microsoft, the worse case scenario is for Microsoft to miss customer expectations and put them at risk for losing their customers. Another scenario is if their demand calculations were off and end up with an over/under supply of gaming consoles in one area. Tactics. As soon as the original Xbox was la unched, Microsoft started working on the next generation of Xbox and required the new model to have high definition capability, high storage capacity and access to the internet.Unlike the earlier launch of the Xbox, where Microsoft delivered a superior product whose features that came at the expense of cost, Microsoft included cost considerations as part of their new strategy. This time, Microsoft also wanted to take advantage of the timing, pricing and exploiting the relationships with complementary product. Actions. Microsoft made three changes in its supply chain management to drive down costs: (1) change the location of its manufacturing facilities; (2) increase the number of EMS suppliers; and (3) chip contracting.First, when launching the original Xbox, Microsoft decided to select manufacturing facilities that were geographically near the customers in order to quickly deliver the products to facilitate fast product introduction. However, in launching Xbox 360, Microsoft decide d to take advantage of a less expensive option by switching the facility location from Mexico and Hungary to China. While this meant an increased risk in fulfilling orders in time for a global launch, the firm was able to leverage lower labor rates from a place where the infrastructure was already available for electronic manufacturing.Second, by permitting multiple EMS suppliers, Microsoft was able to ensure that they had enough manufacturers who would be able to fulfill the orders. This also provided the ability to negotiate as compared with being dependent on a single supplier at Xbox launch. This helped Microsoft manage the supplier vender lock-in that they had originally and arrest the possible increase in switching costs such as search costs, specialized suppliers, contractual commitment (Shapiro & Varian, 1998).Third, Microsoft decided that it was best to take ownership of the design of the chip (which was previously owned and designed by Nvidia and Intel) and source its parts from the supply chain. This disintermediation strategy in their supply chain made it possible for Microsoft to be in a better position to control costs over the product’s lifetime. Moreover, this strategy is consistent with what is usually referred to as an outside-in outsourcing activity so that they can build up skills internally and manage this area.Microsoft was also able to compress the design cycle by engaging in concurrent design development activities which included a closer link between and manufacturing, continuous testing and iterative redesign. This was a change from Microsoft’s original Xbox strategy which had significant system and supplier level lock-in effects for Microsoft because Nvidia and Intel owned and designed the chips. While the dual sourcing strategy minimized the risks of lock-in at the supplier level, they were still locked-in at the system level where Microsoft had to contend with any enhancements or changes in the design of the chips .Microsoft also used HDTV technologies that was available in the market, while Sony (being a hardware company) decided to bet on Blu-Ray to allow it to establish it as the new DVD standard for high-definition. In hindsight, Microsoft’s decision provided them a one-year head start in third generation consoles because Sony’s Blu-Ray decision caused a significant delay in Sony’s PS3 launch. By betting on Blu-Ray, Sony was betting on standards change to increase their competitive advantage. Control.As discussed previously, the case did not provide enough data to see how Microsoft measured control. Japanese Automakers’ Supply Chain Structures The disintermediation strategy that Microsoft took gives some insight to classic â€Å"make or buy† arguments that companies make in determining where to source their supplies. In contrast to Microsoft’s decision to do things themselves, â€Å"Japanese automakers apparently assume that quality, delivery, in ventories, and related costs can be better governed by the purchasing department in a buy situation, than by making it yourself. † (Deming, 1982, p. 7). However, for them to control the quality they require invariably have demanding expectations from their suppliers. The expectations include: (1) exceptional quality requirements; (2) reliable just-in-time deliver; (3) exact quantities – no over- or under-runs; and (4) continuously improving productivity resulting in long-term cost reductions (Deming, 1982, p. 48). In return for the high investments on the part of their suppliers, they have production contracts that are usually long-term (as long as six years), and may include requirements for product design and testing.For the Japanese automakers, they have â€Å"arms around relationship† where they embrace the lock-in effects with their suppliers instead of â€Å"arms-length transactions† which rely on the spot-market. The Japanese auto manufacturers are more likely to engage in vertical disintegration and outsourcing of processes to a network of suppliers. For example, in the case of Honda, they engage in strategic alliances with first tier suppliers whom they are said to have a strong â€Å"close relationship through shared history† (Choi & Hong, 2002, p. 78). They are said to have approximately 400 â€Å"core† suppliers and a number of indirect suppliers which all contribute to the production of 400,000 units of Accord models each year (Choi & Hong, 2002). Another example is Acura, where the structure of their network is very complex with 76 entities in the supply network (i. e. , 1 first-tier, 20, second-tier, 28 third-tier, 17 fourth-tier, 9 fifth-tier, and 1 six-tier) to produce their Acura CL/TL center console alone (Choi & Hong, 2002).Another example is Toyota, a company that is recognized worldwide for adopting lean management principles in its supply chain. Toyota has various stakeholders that con tribute to the success of the supply chain namely: Domestic Suppliers; Overseas suppliers; Parts Centers; Toyota Plants; Distributors; Kyohans; Dealers; Repair Shops; Parts Jobbers; Customers. SOSTAC Analysis of Toyota To better appreciate how supply chain strategies differ, we can also adopt the SOSTAC model to explain Toyota’s strategy. Situation Analysis. Toyota is an established car manufacturer that has been in existence since 1937.Toyota offers a full range of models – from mini-vehicles to trucks. Toyota believes that their long-term success is based on loyal customers. Toyota manages using the Toyota Way, which is underpinned by two pillars, continuous improvement and respect for people. Toyota believes that the Toyota Way should be used in interactions because they believe that their success is not created by individual efforts but rather as a team. Objective. Toyota’s supply chain objective is to establish strong links to its customers, dealers and cha nnels. Strategy.Toyota created an efficient network so that it can deliver excellent service to its customers. Their close interrelationship between various parts of the chain suggests that they engage in a pull strategy and their supply chain can be viewed in terms of Figure 2. 0 below. Figure 2. 0 Toyota’s supply chain Tactics. Toyota developed its own Toyota Production System where they introduced various manufacturing techniques such as Just-In-Time, Kaizen (continuous improvement). Toyota makes strategic alliance with its partners and puts an emphasis on long-term relationships.Toyota’s manufacturing processes is also developed so that each plant serves a local market and at least another market across the world. While this tactic can be seen as a logistical decision, it is also driven by various risk considerations. It is driven by a financial consideration so that it can hedge exchange-rate risks and shift production when exchange rates increase (Chopra & So dhi, 2004, p. 345). It is also driven by capacity considerations so that idle capacity is mitigated by ensuring that more than one market are supported by the plants to deal with demand fluctuations(Chopra & Sodhi, 2004).Action. Toyota ensures that both the upstream and downstream supply chains are highly efficient networks. For its upstream supply chain, Toyota not only engages in activities that ensure that information flows across its suppliers, but also engages in various activities geared toward promoting a shared network identity among its suppliers. More specifically, Toyota created network-level processes to ensure that they share a social community, network norms and knowledge (Dyer & Nobeoka, 2000, p. 352).To implement this, Toyota has established various supplier associations (kyohokai) since 1943 so that they can have â€Å"(1) information exchange between member companies and Toyota, (2) mutual development and training among member companies, and (3) socializin g events†(Dyer & Nobeoka, 2000). † For its downstream supply chain, Toyota is dependent on its dealers to distribute new and used vehicles, as well as servicing for its profitability. Toyota manages its dealers with three principles: (1) Independence of dealers as outside investors; (2) Winning jointly; (3) Encouraging competition among channels.This approach encourages their dealers to make independent decisions and be proactive in making improvements. Toyota help the dealers make decisions toward investing in areas necessary to improve so that they can be both successful. Toyota embraced lean manufacturing techniques to keep costs down. Not only do they apply these principles in their manufacturing of cars, but they also apply this in other areas of their supply chain. For example, they use kyohans to allow their dealers to maintain a low level of parts supply.The use of an intermediary to have a central control of parts allows the network some flexibility so that parts do not sit idly at dealers at the same time allow Toyota to move the parts to dealers that need them. Kyohans can order supplies of stocks once a day, and supplies them to the dealers 3-4 times a day. In case the stock is unavailable, kyohans can put in an emergency stock request which can be fulfilled by a domestic distributor within half a day to a day or an international distributor in under 5 days. Toyota also promotes continuous improvement through a concept they refer to as kaizen.This process allows them to improve their operations through innovation, organizational learning and standardization of processes. For example, a mandatory bi-annual inspections of cars for registration at the service facilities usually takes 2-3 hours. The length of time it took was largely dependent on skills and experiences of the service technician in charge of the inspection. After applying kaizen principles, Toyota was able to streamline and standardize the inspection process so that insp ections would only take 45 minutes. Control.Toyota conducts performance measurements at predetermined timeframes. For instance they do annual reviews wherein they apply some ranking and rating mechanism to evaluate their dealers. The dealers are measured in terms of sales volume of new and used cars, after-service sales service, customer satisfaction, number of showrooms, number of service centers, number of staff, and profitability. Discussion There are various approaches to managing the supply chain of a firm. The decision to adopt one over another is highly depended on the long-term strategic goals of the corporation.From the Microsoft’s Xbox case, we can see that sometimes firm make costly decisions in the process of launching a product to gain foothold in the market place. It is then ultimately up to the firm to learn form the process and as an organization learn from the experience and make the necessary changes. Microsoft adopted two distinct approaches in managing the ir supply chain based on their short- and long-term objectives. In the launching Xbox, they were highly dependent on the expertise of their suppliers so that they can launch the Xbox in time for the 2001 holiday sales.This enabled the firm to learn from their experience so that they can come up with a new strategy to launch the next generation gaming console. Microsoft’s disintermediation strategy appears to minimize lock-in effects with suppliers so that they can take advantage of spot-markets and ultimately lower their costs. Interestingly, in the case of Toyota, they took a very different approach from Microsoft even when their objective was also to minimize production costs. Instead of relying on spot-markets, they embraced lock-in and invested in long-term relationships with its suppliers.This approach allowed them to make continuous improvements across multiple suppliers by sharing knowledge and information among the upstream and downstream processes. The increased info rmation flows across the network was made possible by the use of various e-supply and e-demand applications. From the Toyota case, it can also be seen that a highly integrated supply chain that shares information, expertise across the firm can take advantage of minimized costs and profitability.It can also be gleaned from this case the importance of trust and respect because the members of the supply chain has access to critical information that can be detrimental to the other partners if opportunistic behavior arises. Chaffey, D. (2002). E-business and E-commerce Management: Strategy, Implementation and Practice. Essex: Pearson Education Limited. Choi, T. Y. , & Hong, Y. (2002). Unveiling the structure of supply networks: case studies in Honda Acura, and Daimler Chrysler. Journal of Operations Management, 20, 469-493. Chopra, S. , & Sodhi, M. S. (2004).Managing Risk To Avoid Supply-Chain Breakdown. MIT Sloan Management Review(Fall 2004), 53-61. Deming, W. E. (1982). Out of the crisis: Quality Productivity and Competitive Position. Cambridge: Cambridge University Press. Dyer, J. H. , & Nobeoka, K. (2000). Creating and Manageing a High-Performance Knowledge-Sharing Network: The Toyota Case. Strategic Management Journal, 21, 345-367. Shapiro, C. , & Varian, H. (1998). Network and positive feedback – How to exploit Network effects. In H. B. S. Press (Ed. ), Information rules – A strategic guide to the network economy. (pp. 1-56).

For My Research Paper, I Desired To Learn More About Juvenile

For my research paper, I desired to learn more about juvenile delinquency in Frederick County by researching and finding what crimes are most common and what sentences or court dispositions are common for juveniles found guilty of crimes. I know that court dispositions frequently result in probation and that Frederick County does not have a Juvenile Detention center, therefore I was most interested in how probation was implemented in Frederick County and other counties in Maryland and what other probation programs Maryland currently implements or implemented in the past. I was also interested in the profession of a juvenile probation officer in Maryland such as the job requirements, daily responsibilities, etc. The last information I†¦show more content†¦Probation is the nonpunitive, legal disposition of offenders that emphasizes community treatment. During probation, the offender is closely supervised by a probation officer and must adhere to strict guidelines; if any guide lines are violated the offender can be incarcerated. Within the juvenile court system in Maryland and across the country, probation is the most frequently used disposition. Through conducting an email interview with Bill Keefer, Case Management Program Supervisor for the Department of Juvenile Services Office in Frederick County, and through further research, I have been able to learn more about juvenile crime rates in Frederick County and common court dispositions following those crime. I was also able to learn more about the profession of a juvenile probation officer and about how probation is being implemented for juveniles in Frederick County and other counties throughout Maryland. I have also found other â€Å"non-traditional† juvenile probation initiatives that are currently being implemented or have been implemented in the past in Maryland. A juvenile probation officer, which is known as a Case Management Specialist in Maryland, is in charge of coordinating and implementing the delivery of services and treatment plans for juveniles on informal supervision, probation supervision, aftercare supervision, detained pending trial or disposition, or committed to the Department of JuvenileShow MoreRelatedA Brief Look at Iran865 Words   |  3 PagesThe first thing to find was some basic information about Iran. I found out that Iran is located in southwestern Asia. Iran is 1,648,000 square kilometers and extends 2,250 kilometers, which is slightly bigger than Alaska. Iran’s estimated population for 2015 is 81,422,000. The language for Iran is Persian, Arabic words, or dialects of Turkish. The climate in Iran is hot summers and cold winters across the plateau (Iran, Encyclopedia). Spring starts on the Persian New Year’s day. 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This is a stretch example, yet better explained by John Watson Give me a dozen healthy infants, well-formed, and my own specified world to bring them up in and Ill guarantee to take any one at random and train him to become any type of specialist I might select -- doctor, lawyer, artist, merchant-chief and, yes, even beggar-man and thief, regardless of his talents, penchants, tendencies, abilities, vocations, and race of his ancestorsRead MoreAric W Hall Leadership Development Plan4565 Words   |  19 Pagesi PERSONAL LEADERSHIP DEVELOPMENT PLAN For ARIC W HALL Completed in Partial Fulfillment of the Requirements of OM 7170 – The Developing Leader Capella University August, 2004 Address: City, State, Zip: Phone: E-Mail: Instructor: Ina von Ber, PhD ii Abstract Title Personal Leadership Development Plan for Aric W Hall Abstract This leadership development plan is tailored for its author and is not a research paper in the traditional sense. 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In order to narrow the scope of my historical survey, I chose to focus particularly on the factory experience of these women, because the female factory worker challenged the existing societal belief of separate sex roles. In this sense, the female factory worker became a pioneerRead MoreMastering Graduate Studies 1e32499 Words   |  130 PagesACADEMIC INTEGRITY RESEARCH LIBRARY KNOWLEDGE SKILLS COMMUNICATION EXPECTATIONS CAREER PATH  IMPRINT Title Mastering Graduate Studies EDITION 1 CONTRIBUTORS Editor: Alexis DiVincenzo Consulting Editors: Mark Alexander, Nicole Quow-Thomason Art Direction Senior Art Director: Miranda Hildebrand Art Development and Design: Jo DeSnyder-Rolfe Permissions contact Grand Canyon University 3300 W Camelback Rd Phoenix, AZ 85017 602.639.7500 Copyright Information Grand Canyon University. All