Feminist Protagonists in The Awakening and A Dolls House Essay

The Feminist Protagonists in The Awakening and A Dolls House The idea of womens liberation is a common piece of music in both Kate Chopins The Awakening and Henrik Ibsens A Dolls House. In her analysis of Feminism in Europe Katharine M. Rogers writes, Thinking of Noras painful disillusionment, her parting from her children, and the uncertainties of her future independent career, Ibsen called his campaign the tragedy of modern times (82). The main characters in each work, Nora Helmer, in A Doll House, and Edna Pontellier, in The Awakening, portray womens liberationist ideas. Neither Ibsen nor Chopin intended to write for the womens rights movement, solely both works are classics of a womans liberation. Ibsen is quoted as saying that he never consciously worked for the womens right movement (82). It has also been shown that Chopin did not intend to write a feminist tract (Martin 252). Even though neither work was meant to be used as a feminist advocacy document, the works are excel lent examples of the occurrence that many people were attuned to the plight of women. Nora and Edna both intend to pursue their own careers. At the time these works were written, women did not normally have their own careers. Nora enjoys the copy work she secretly does at night to earn back money for her loan. Working makes her feel less like the shallow, twittering female people think she is and much like an independent man. After Nora leaves Torvald, she wants to live on her own and support herself. Edna wants to become an artist. She tries to paint seriously every day after her return from grand Isle. Even though Mr. Pontellier thinks her paintings are a silly hobby, Edna sells several paintings and hopes to sell more. Nora and Edna are both i... ...the works portray feminist ideas such as hunting of careers, independence from families, and close male friends. Ibsen and Chopin were ahead of their time by writing works focusing on a topic that is still controversial a century later. Works Cited Chopin, Kate. The Awakening. The Norton Anthology of American Literature. Ed. Nina Baym et al. 2nd ed. Vol. 2. New York W. W. Norton & Co., 1985. Ibsen, Henrik. A Doll House (1879). Trans. Rolf Fjelde. Rpt. in Michael Meyer, ed. The Bedford Introduction to Literature. 5th edition. Boston & New York Bedford/St. Martins Press, 1999. Martin, Wendy, ed. Introduction. New Essays on The (Awakening. New York, NY Cambridge UP, 1988. Rogers, Katharine M. Feminism in Europe. Chicago University of Illinois Press, 1982. Templeton, Joan. Is A Doll House a Feminist Text? (1989). Rpt. In Meyer.

Television and Media - Stereotypes, Stereotyping and the Media :: Exploratory Essays Research Papers

Stereotypes and the Media Hey isnt that Reverend Camdens daughter? I thought she was a Christian Isnt her pop music a policeman? What The Presidents daughters were arrested for drinking? These ar statements that are frequently made by people like myself. I expect more from my peers whose fathers have jobs as prominent moral leaders because of the way the media portrays them. Our society places higher standards on pastors of Christian church, a policemen, and the President of the United States of America, because of their positions. These fathers are expect to be upstanding, moral citizens of their community, and are expected to have children that conduct themselves in the same manner. As college students we have learned from the media how to judge our peers social actions based all on their fathers jobs. The nightly news broadcast, newspapers, and television sitcoms such as the The Cosby Show, 7th Heaven, and Dawsons Creek are all examples of where we learn to judge bas ed on these stereotypes. Imagine you are at a party having a great time listening to a Marilyn Manson CD playing in the background, Sweet dreams are made of these, who am I to disbelieve? While filling up your glass of beer you spring a conversation with the soulfulness standing next to you. The music is loud so you both venture out to the porch to talk. Names, where you live, and your major are all exchanged in the beginning of your conversation. The two of you quit talking for a moment to take a sip of the beer you had both just filled up a few minutes ago. As the conversation gets deeper, the issue of your fathers careers is brought up. Your dad is a real estate agent who sells homes for a living. The person standing across from you informs you that her father is a pastor of a Christian church. Your mouth drops, hence your stomach. You quickly look down at your glass of beer, and then you look at her glass. A surprised eyebrow is raised, confused as to why this per son is drinking, or why she is even at this party. Automatically, without any reason, you have already stereotyped this person and placed a higher standard of social prestigiousness on her because of her fathers job.

Essay --

The indigenous rights in the America colonizationRights are the set of rules that regulate social coexistence and resolve interpersonal conflicts. Laws of Indies or Indigenous rights began since Europe is attracted by the exploration. A group of Spanish explorers representatives of the Catholic monarchs, commanded by Christopher capital of Ohio began to travel for search of new routes of commercialization. In 1492 Columbus arrived for the front time in America and he was certainty that he had arrived to Asia.Then, more expeditions started since they found a very diverse ground and also began the first relationship with the Indians.Before the Laws of Indies were created, already were some entities, rights and responsibilities for the indigenous society in the conquest.The first right created for the new World was based on three principles Tierra De Nadie that subject matter the land of no one, was the right to the everyocation of territories ignorance of indigenous property when it had, Tierra para la Cristianidad (land to Christianity) this was about spreading Christianity in America and the last one was Conquista de derechos(conquest of the rights) that were the rights of European States on all native cultures.The American society was based on these three rights at the beginning of the conquest. As Spain, was a very conservative and Christian land, the people who came from Spain took the responsibility to promote Christian culture to the indigenous however the greatest responsibility that the Spanish people took with those rights was taking care of the relationships with the indigenous because they compulsory to progress their trade and business in this new resourceful land.In the second expedition to America, Columbus brought to Spai... ...cials, or persons without title of conquest the limitation for the Brobdingnagian amount of taxes that satisfied the encomenderos the abolition of any form of slavery that could be, and any other category of forced la bor.The new Viceroy came to America with express orders that these laws were fulfilled, plainly this new laws was so devastated and created a war in Peru between the encomenderos and the loyalists.Unfortunately, the New Laws were not fully implemented. In Peru, they were taken as an excuse for a austere revolt, led by Gonzalo Pizarro, and this, coupled with pressure from various power groups, made Charles I eliminate the hereditary nature of the charges. This caused the Encomienda survived until 1791 in some areas. The Ordinances of Alfaro came that were rights and definitive regulations for all the Indies, it proposed a series of rules and that ended slavery.

The Anti-Free Speech Movement on Americas College Campuses

The Anti-Free Speech Movement on Americas College Campuses The nations leftists, whether in academia or the news media tout themselves as advocates of free rescue. Back in 1964, it was Mario Savio a campus leftist who led the Free Speech Movement at the Berkeley campus of the University of California, a apparent movement that without question played a vital role in placing American universities center submit in the flow of political ideas no matter how controversial, disloyal and vulgar.From the Nazis to the Stalinists leftists have always supported free speech rights, at least initially. Why? Because speech is important for the realization of leftist goals of command and control. People mustiness be propagandized, proselytized and convinced. However, once the leftists are in power, as they are in most universities, free speech becomes a liability and must be suppressed. This is progressively the case on college campuses and even finds its way into the work place.West Virginia Universitys student handbook reads in part Individuals or organizations may utilize designated free speech areas on a first-come, first-served basis without making reservations. Adding, . . .the two designated areas for free speech and assembly will be the amphitheater area of the Mountainlair plaza and the concrete stage area in front of the Mountainlair and adjacent to the WVU Bookstore. In other words, 99 percent of West Virginias campus was made into a censorship zone.This Nazi-Stalinist-like policy did not be long. The Philadelphia-based Foundation for Individual Rights in Education (FIRE) began a campaign of public exposure and the Charlottesville, Virginia-based Rutherford Institute brought suit. This persuaded West Virginia University... ...nese, Jewish, African or Arab and hold Western values. Its no accident that western values of reason and individual rights have produced unprecedented health, life expectancy, wealth and comfort for the ordinary person. Theres an indisp utable positive relationship amongst liberty and standards of living.Western values are by no means secure. They are under ruthless attack by the academic elite on college campuses across America. These people want to replace personal liberty with government control they want to replace equality with entitlement they want to halt progress in the name of protecting the environment. As such they pose a much greater threat to our way of life than any terrorist or rogue nation. Multiculturalism and form are a cancer on our society and ironically, with our tax dollars and charitable donations to universities, were feeding it.

Kimchi Journal :: China Chicken Virus Kimchi Essays

Kimchi Lifesaver Finals are finally over and I will be go forth for Korea in two days. I havent been to Korea in nearly ten years but I still remember the savory foods vendors sell along the streets of Myong dingdong Market. My grandmother called me today with some unfortunate news. She informed me about a bird flu called Avian influenza that has infected poultry across the farms in South Korea. You need not worry, sweetie, my grandmother said in Korean. Strict measures were taken so that farms would not further spread this disease. Nonetheless, grandmother told me to pack my sensitive clothes and prepare myself for some good Korean food. I can hardly wait. December 25, 2003 A kimchi Christmas. I have been eating kimchi like at that place is no tomorrow. Dont get me wrong, I love kimchi. However, I have been eating more than my stomach and breath can handle. Scientists from Seoul National University came out with a study a few days ago stating that a lactic enzyme in k imchi has remedial effects on whiner and other types of poultry. I buy up kimchis antibacterial powers have kept my family and I clean from this epidemic. With what I could understand from the Korean news, the bird flu is extremely infectious to organisms such as poultry. I went on the Center for Disease Control website to get a much more comprehendible version of the epidemic. It conveyed that the disease spreads rapidly from bird to bird as large amounts of the virus are secreted in bird droppings, contaminating earthly surroundings. The technical term for the disease is called Avian influenza A H5N1. The big scare, The humanity Health Organization admits, is that this strain has the unique capacity to jump the species barrier, causing several diseases in humans. I will not be eating chicken for a while. January 5, 2004 I am finally rearwards in the States. It is such a relief that we do not have to deal with Avian Influenza here. Although CDC said the risk of H51N fl u in the United States is low, I cannot help but think that travelers such as myself could contract the virus and bring it tooshie to infect others. This wouldnt happen to us though. January 13, 2004 Kimchi Journal China Chicken Virus Kimchi EssaysKimchi Lifesaver Finals are finally over and I will be difference for Korea in two days. I havent been to Korea in nearly ten years but I still remember the savory foods vendors sell along the streets of Myong dingdong Market. My grandmother called me today with some unfortunate news. She informed me about a bird flu called Avian Influenza that has infected poultry across the farms in South Korea. You need not worry, sweetie, my grandmother said in Korean. Strict measures were taken so that farms would not further spread this disease. Nonetheless, grandmother told me to pack my ready clothes and prepare myself for some good Korean food. I can hardly wait. December 25, 2003 A kimchi Christmas. I have been eating kimchi like there is no tomorrow. Dont get me wrong, I love kimchi. However, I have been eating more than my stomach and breath can handle. Scientists from Seoul National University came out with a study a few days ago stating that a lactic enzyme in kimchi has remedial effects on chicken and other types of poultry. I pretend kimchis antibacterial powers have kept my family and I clean from this epidemic. With what I could understand from the Korean news, the bird flu is extremely infectious to organisms such as poultry. I went on the Center for Disease Control website to get a much more comprehendible version of the epidemic. It conveyed that the disease spreads rapidly from bird to bird as large amounts of the virus are secreted in bird droppings, contaminating earthly surroundings. The technical term for the disease is called Avian Influenza A H5N1. The big scare, The manhood Health Organization admits, is that this strain has the unique capacity to jump the species barrier, caus ing several diseases in humans. I will not be eating chicken for a while. January 5, 2004 I am finally back in the States. It is such a relief that we do not have to deal with Avian Influenza here. Although CDC said the risk of H51N flu in the United States is low, I cannot help but think that travelers such as myself could contract the virus and bring it back to infect others. This wouldnt happen to us though. January 13, 2004

Comparing The Epic of Gilgamesh and The Book of Job Essay -- Compare C

Centuries ago, two paroles were written with similar and different ideas. The heroic poem of Gilgamesh and The loudness of Job have different settings although they both discuss friendship, death and mortality, inconvenience and suffering, and characters, but individually the phonograph recording of Job examines where human beings stand in the world.The Epic of Gilgameshis thought to have been orally recited in the late third millenary B.C.E in Sumer. Gilgameshis a semi historical, two- thirds god and one-third man, ruler of the city of Uruk in Sumer in the region of Mesopotamia approximately in 2800 B.C.E (19). The halt of conjecture takes dwelling in Uz around the 530s B.C.E (34).The Epic of Gilgamesh and the book of job both have similar and different characters. They both have important gods although in the book of job there is only one god. In the book of job the only god is Yahweh. He is the all knowing and the creator of the universe. In the Epic of Gilgamesh there are many gods and goddesses including the most mentioned one Ishtar. Ishtar is the goddess of love, fertility, and war. Job is the main character in the book of job, he questions god, and he creates the plot by obeying and wherefore disobeying god. The friend of job come to show sympathy for job and Enkidu is the reason for the change of man in Gilgamesh. Both stories have a villain, in the book of Job it is Satan and in the Epic of Gilgamesh, it is Ishtar in the beginning for killing Enkidu and then it is the serpent for taking the plants away from Gilgamesh.Both the Epic of Gilgamesh and the book of job have friendship in common. In the Epic of Gilgamesh, Enkidu and Gilgamesh have a very strong and unbreakable friendship. Gilgamesh turns away from the affection of the Goddess Ishtar for his platoni... ...n the world. Job questions what god is genuinely doing for him. Then god talks to job in question form about the creation of the earth. This shows that jobs is very small compared to god, so small that he cannot eve being to understand some of the the things god is telling him. Chapter 38 proves to job that humans are far below the power of god then in chapter 42 job quickly shames himself for the previous things he said.The Epic of Gilgamesh and the book of job are similar because they both share themes characters and setting. These two books differ because the book of job because it has a major theme that discusses where humans stand in the world. Works CitedFiero, Gloria K. The Humanistic Tradition. 6th ed. Bk. 1. Boston McGraw, 2011. Print.From the Epic of Gilgamesh. Fiero 19-23.From the Hebrew Bible The Book of Job. Fiero 34-36.

Comparing The Epic of Gilgamesh and The Book of Job Essay -- Compare C

Centuries ago, two books were written with similar and different ideas. The Epic of Gilgamesh and The Book of billet learn different settings although they both discuss helpership, death and mortality, pain and suffering, and characters, exactly individually the book of Job examines where human universes stand in the world.The Epic of Gilgameshis thought to have been orally recited in the late third millennium B.C.E in Sumer. Gilgameshis a semi historical, two- thirds god and one-third man, ruler of the city of Uruk in Sumer in the region of Mesopotamia approximately in 2800 B.C.E (19). The book of blood line takes place in Uz around the 530s B.C.E (34).The Epic of Gilgamesh and the book of commerce both have similar and different characters. They both have important gods although in the book of job thither is only one god. In the book of job the only god is Yahweh. He is the all knowing and the creator of the universe. In the Epic of Gilgamesh there are many gods and goddesse s including the most mentioned one Ishtar. Ishtar is the goddess of love, fertility, and war. Job is the main character in the book of job, he questions god, and he creates the plot by obeying and then disobeying god. The friend of job come to show sympathy for job and Enkidu is the reason for the change of man in Gilgamesh. Both stories have a villain, in the book of Job it is Satan and in the Epic of Gilgamesh, it is Ishtar in the beginning for killing Enkidu and then it is the serpent for taking the plants away from Gilgamesh.Both the Epic of Gilgamesh and the book of job have friendship in common. In the Epic of Gilgamesh, Enkidu and Gilgamesh have a very strong and unbreakable friendship. Gilgamesh turns away from the affection of the Goddess Ishtar for his platoni... ...n the world. Job questions what god is really doing for him. past god talks to job in question form about the creation of the earth. This shows that jobs is very small compared to god, so small that he cannot even being to understand some of the the things god is telling him. Chapter 38 proves to job that humans are far below the power of god then in chapter 42 job quickly shames himself for the previous things he said.The Epic of Gilgamesh and the book of job are similar because they both share themes characters and setting. These two books differ because the book of job because it has a major theme that discusses where humans stand in the world. Works CitedFiero, Gloria K. The Humanistic Tradition. 6th ed. Bk. 1. Boston McGraw, 2011. Print.From the Epic of Gilgamesh. Fiero 19-23.From the Hebrew Bible The Book of Job. Fiero 34-36.

Liveable Cities

Urban Transportation Towards A Liveable City CHUAH PEI JIN ABSTRACT Cities as we know them today argon already dramatically changing. Our living environments ar reshaping the way we live. Malaysia is planning for long-term sustainability, encouraging us to think al just around how we lavatory shape it and new ideas that piece of ass transform our future. The importance of ecosystem has resulted in the conceit of Livable City that becomes a popular concept which is widely used in most city centimeer of established country but in Malaysia it is still considered a new concept.It is obvious that the concept has contributed a great bed to the urban environment. This research will discuss the contribution of urban holdation bringing forwards our country to become a livable city by taking Penang as its matter study. Achieving livable city concept is authorised as it subsequently enhance city with benefits that sustainable lifestyle can raise in terms of environmental, economic and social. Therefore this initiative will be further enhanced on policy commitment by the Penang State presidency to make Penang a Cleaner, Greener and Healthier city.What has constantly guided our approach to sustainable development is far-sighted, holistic, and comprehensive planning, which enables us to take into account future development demand through an integ set upd planning process. INTRODUCTION The twenty-first century finds refining heavily based in cities that have grown into metropolitan areas. Many of these central points of human activity face problems of economic inefficiency, environmental deterioration, and an unsatisfactory forest of lifeproblems that go far in determining whether a city is livable. A large share of these problems stems from the inefficiencies and other impacts of urban ictusation systems. The era of projects aimed at maximizing vehicular travel is being replaced by the broader goal of achieving livable cities economically efficient, social ly sound, and environmentally friendly. This explores the complex relationship among transportation and the grapheme of cities and metropolitan regions. Transportation for Livable Cities dispels the myths and emotional advocacies for or against freeways, rail transit, bicycles, and other modes of transportation.The consequences of unreasonable automobile dependence and shows that the most livable cities worldwide have intermodal systems that quietus highway and public transit modes while providing for pedestrians, bicyclists, and para transit. The policies necessary for achieving livable cities the good implementation of integrated intermodal transportation systems. Traffic impact mitigation measures can be divided into two categories those related to land use and those related to transportation.Two case studies in Bangkok, Thailand showed that measures related to land use were effective in trim down over-crowding in the area surrounding a development, while traffic-related me asures were useful in alleviating site-specific impacts. In the centre of Bangkok, the ineffective implementation of measures related to land was considered virtuoso of the major causes of traffic congestion. It is recommended that the Bangkok Metropolitan Administration should develop more hard-core policy tools for mitigating the traffic impact of new developments.DEFINATION OF LIVEABLE CITY A liveable city is cities that provide a good timberland of life for its citizens. * puzzle in an environmentally responsible manner * Sustain a plenteous a vivacious economy BACKGROUND Penang is a realm in northerly part of peninsular Malaysia. Penang is the second smallest state in Malaysia and consists of Penang Island and Seberang Perai on the mainland. Penang Island consists of about 1048 km2, with an estimated population of around 1520 thousand, while Seberang Perai occupies an area of about 738 sq km, with a population of 670 thousand.The major urban centers on the island are Ge orgetown, which is the administrative centre, and Butterworth and Bukit Mertajam on the mainland. Penang Island has an international airport and is linked by a ferry helper and a bridge to the mainland. The major port facilities are on the mainland, while passengers and minor cargo vessels are handled at Swettenham Pier on the island. Penang is a highly urbanized state, with a vibrant economy shootn primarily by manufacturing industry and tourism.Known as the ti Valley of Asia, it is home to most of the major electronics and semiconductor giants in the world and is a major centre for international industrial investment. With its beaches, multicultural and heritage attractions, Penang is besides a leading tourist destination for both domestic and international visitors. Until the current financial crisis, the state was experiencing a rapid rate of economic increment with an average of 12 per cent growth in gross domestic ware between 1992 and 1997. CURRENT URBAN TRANSPORT IS SUES IN PENANGCities are locations having a high level of accumulation and concentration of economic activities and are complex spacial structures that are supported by transport systems. The larger the city, the greater its complexity and the potential for disruptions, particularly when this complexity is not effectively managed. The most important transport problems are often related to urban areas and take place when transport systems, for a variety of reasons, cannot satisfy the numerous requirements of urban mobility.Urban productivity is highly pendant on the efficiency of its transport system to move labor, consumers and freight between multiple origins and destinations. Additionally, important transport terminals much(prenominal) as ports, airports, and rail are set(p) within urban areas, contributing to a specific array of problems. Among the most notable urban transport problems are i. High private vehicle settlement To be continuing ii. Public transport inadequacyThe limited capacity, poor dependability and quality of public transport facilities in the state is a major epitope of mode of transport choice. Presently, over 60 per cent of those travelling by bus (schoolchildren, factory workers, migrant workers, the poor and elderly) are captive passengers who do not own a private vehicle (Penang State government activity 1995). patronage solid improvements having been made to the bus system in the last few years, such as the introduction of air-conditioned buses and minibuses and the expansion of routes, the proportion of bus passengers on he busiest routes is estimated to remain below 30 per cent. While bus users complain about delays and missed schedules, bus operators are frustrated by buses being unable to follow fixed schedules due to traffic congestion during peak hours. iii. High rate of traffic accidents The number of road accidents in the state more than bivalent between 1991 and 1995, while the number of casualties and deaths mak e upd by 235 per cent and 175 per cent respectively. Casualties per 1,000 vehicles as well increased from 3. 5 in 1991 to 9. in 1995. The rate of fatalities in 1995 (34 per 100,000) was more than twice that in 1991 (13 per 100,000) and significantly high than the level considered acceptable (5-10 per 100,000). more than 50 per cent of fatalities and 60 per cent of casualties are motorcyclists. It is also significant to note that between 1992 and 1996, 12 to 15 per cent of total fatalities and 10 to 13 per cent of total casualties were pedestrians, and 5 to 7 per cent of total fatalities and 5 to 6 per cent of total casualties were cyclists. iv.Inadequate facilities for pedestrians, cyclists and the mobility-impaired Existing pedestrian footways are of inadequate quality and do not provide sufficient levels of safety and comfort to raise walking. Facilities for cyclists, such as bicycle lanes, are non-existent. The transportation needs of the mobility-impaired such as the elderly and the disabled, as well as those of young children have also been seriously neglected. v. Traffic Congestion and parking difficulties Traffic congestion in Penang has reached middling serious levels due to the rapid increase in traffic volumes on the major urban roads.Traffic volumes between 1975 and 1995 more than doubled on most roads, with increases of up to 5 times on certain road sections in Seberang Perai. In terms of vehicle concentration, there has been an increase of almost 40 per cent since 1980, with an estimated stunt man in travel delays. Traffic is growing at an average of 7 per cent annually on most of the major roads in the state (Highway Planning Unit 1995) in close correlation with the average 8 per cent annual growth rate in the total number of cars and motorcycles.While congestion reduces travel speed, which causes much inconvenience and economic loss, it also results in higher vehicle emissions due to engine idling and the frequent acceleration and decelera tion associated with stop-and-go conditions, as most vehicle emissions (except nitrogen oxides) typically decrease with speed. vi. Environmental impacts and vigour consumption To be continuing SUGGESTION * Improve bus table service with rapid Penang Initiatives by Penang State Government To be continuing Introduce Park and annoy System Bridge Express Shuttle Service The BEST service was introduced by the Penang State Government in March 2011 as the countrys first park and ride service as an effort to promote more efficient connectivity via public transport in the state. On average, some 800 passengers commute between Penang island and the mainland daily. From 3 September 2012, in addition to the existing park and ride hub at Sunway Carnival Mall, the BEST service introduced two new feeder hubs at Bandar Perda and Auto City at Juru. Save on fuel and toll charges, park your car and take a free ride on the BEST service.If you stay on the mainland and drive to work daily in the Bay an Lepas FIZ, the BEST service is made for you. Park your car at Sunway Carnival Mall for RM 1. 00 (per entry) or park for FREE at Bandar Perda* and Auto City. BEST covers all areas in FIZ 1, 2, 3, 4, Technoplex and BLlP. -lQ the evening, the BEST service takes you back to your car. * CATS (CENTRAL field of honor TRANSIT SERVICE) Rapid Penang CAT (Central Area Transit) is the free bus service funded by Penang state government with frequencies of every 20-30minutes around the UNESCO World Heritage post of Georgetown.Tourist can just hop on the bus without any fare. * cycle action plan To be continuing * Improve public space leads to increase quality of life To be continuing * Walking areas, proper sidewalks and car-restricted zones To be continuing CONCLUSION REFERENCES DAP PENANG . (February 5th, 2013). Building a cycling city. Available http//dappg. org/11735/cky_20130204b/. Last accessed 27 Feb 2013. Vukan R. Vuchic (December 31, 1999). Transportation for livable cities. US Cent er for Urban Policy Research. 376.Liang Fook Lye, cabal Chen (2010). Towards a Livable and Sustainable Urban Environment Eco-Cities in eastbound Asia. Singapore World Scientific Publishing Co. Pte. Ltd.. 222. HOKAO, K MOHAMED, S S (1999). occupation IMPACT MITIGATION FOR NEW DEVELOPMENTS A WAY TO REDUCE TRAFFIC CONGESTION IN MAJOR CITIES. London Transport Research Laboratory. 1-32. Dietrich Garbrecht. (1999). Walkability A Prerequisite for Livable Cities. Available http//www. livablecities. org/blog/walkability-prerequisite-livable-cities. Last accessed 1 March 2013 .Liveable CitiesUrban Transportation Towards A Liveable City CHUAH PEI JIN ABSTRACT Cities as we know them today are already dramatically changing. Our living environments are reshaping the way we live. Malaysia is planning for long-term sustainability, encouraging us to think about how we can shape it and new ideas that can transform our future. The importance of ecosystem has resulted in the concept of Livable City that becomes a popular concept which is widely used in most city center of established country but in Malaysia it is still considered a new concept.It is obvious that the concept has contributed a great deal to the urban environment. This research will discuss the contribution of urban transportation bringing forwards our country to become a livable city by taking Penang as its case study. Achieving livable city concept is important as it subsequently enhance city with benefits that sustainable lifestyle can provide in terms of environmental, economic and social. Therefore this initiative will be further enhanced on policy commitment by the Penang State Government to make Penang a Cleaner, Greener and Healthier city.What has constantly guided our approach to sustainable development is far-sighted, holistic, and comprehensive planning, which enables us to take into account future development needs through an integrated planning process. INTRODUCTION The twenty-first century finds ci vilization heavily based in cities that have grown into metropolitan areas. Many of these focal points of human activity face problems of economic inefficiency, environmental deterioration, and an unsatisfactory quality of lifeproblems that go far in determining whether a city is livable. A large share of these problems stems from the inefficiencies and other impacts of urban transportation systems. The era of projects aimed at maximizing vehicular travel is being replaced by the broader goal of achieving livable cities economically efficient, socially sound, and environmentally friendly. This explores the complex relationship between transportation and the character of cities and metropolitan regions. Transportation for Livable Cities dispels the myths and emotional advocacies for or against freeways, rail transit, bicycles, and other modes of transportation.The consequences of excessive automobile dependence and shows that the most livable cities worldwide have intermodal systems that balance highway and public transit modes while providing for pedestrians, bicyclists, and para transit. The policies necessary for achieving livable cities the effective implementation of integrated intermodal transportation systems. Traffic impact mitigation measures can be divided into two categories those related to land use and those related to transportation.Two case studies in Bangkok, Thailand showed that measures related to land use were effective in reducing congestion in the area surrounding a development, while traffic-related measures were useful in alleviating site-specific impacts. In the centre of Bangkok, the ineffective implementation of measures related to land was considered one of the major causes of traffic congestion. It is recommended that the Bangkok Metropolitan Administration should develop more explicit policy tools for mitigating the traffic impact of new developments.DEFINATION OF LIVEABLE CITY A liveable city is cities that provide a good quality o f life for its citizens. * Develop in an environmentally responsible manner * Sustain a robust a vibrant economy BACKGROUND Penang is a state in northern part of peninsular Malaysia. Penang is the second smallest state in Malaysia and consists of Penang Island and Seberang Perai on the mainland. Penang Island consists of about 1048 km2, with an estimated population of around 1520 thousand, while Seberang Perai occupies an area of about 738 sq km, with a population of 670 thousand.The major urban centers on the island are Georgetown, which is the administrative centre, and Butterworth and Bukit Mertajam on the mainland. Penang Island has an international airport and is linked by a ferry service and a bridge to the mainland. The major port facilities are on the mainland, while passengers and minor cargo vessels are handled at Swettenham Pier on the island. Penang is a highly urbanized state, with a vibrant economy driven primarily by manufacturing industry and tourism.Known as the Sil icon Valley of Asia, it is home to most of the major electronics and semiconductor giants in the world and is a major centre for international industrial investment. With its beaches, multicultural and heritage attractions, Penang is also a leading tourist destination for both domestic and international visitors. Until the current financial crisis, the state was experiencing a rapid rate of economic growth with an average of 12 per cent growth in gross domestic product between 1992 and 1997. CURRENT URBAN TRANSPORT ISSUES IN PENANGCities are locations having a high level of accumulation and concentration of economic activities and are complex spatial structures that are supported by transport systems. The larger the city, the greater its complexity and the potential for disruptions, particularly when this complexity is not effectively managed. The most important transport problems are often related to urban areas and take place when transport systems, for a variety of reasons, canno t satisfy the numerous requirements of urban mobility.Urban productivity is highly dependent on the efficiency of its transport system to move labor, consumers and freight between multiple origins and destinations. Additionally, important transport terminals such as ports, airports, and rail are located within urban areas, contributing to a specific array of problems. Among the most notable urban transport problems are i. High private vehicle dependency To be continuing ii. Public transport inadequacyThe limited capacity, poor reliability and quality of public transport facilities in the state is a major determinant of mode of transport choice. Presently, over 60 per cent of those travelling by bus (schoolchildren, factory workers, migrant workers, the poor and elderly) are captive passengers who do not own a private vehicle (Penang State Government 1995). Despite significant improvements having been made to the bus system in the last few years, such as the introduction of air-condi tioned buses and minibuses and the expansion of routes, the proportion of bus passengers on he busiest routes is estimated to remain below 30 per cent. While bus users complain about delays and missed schedules, bus operators are frustrated by buses being unable to follow fixed schedules due to traffic congestion during peak hours. iii. High rate of traffic accidents The number of road accidents in the state more than doubled between 1991 and 1995, while the number of casualties and deaths increased by 235 per cent and 175 per cent respectively. Casualties per 1,000 vehicles also increased from 3. 5 in 1991 to 9. in 1995. The rate of fatalities in 1995 (34 per 100,000) was more than twice that in 1991 (13 per 100,000) and significantly higher than the level considered acceptable (5-10 per 100,000). More than 50 per cent of fatalities and 60 per cent of casualties are motorcyclists. It is also significant to note that between 1992 and 1996, 12 to 15 per cent of total fatalities and 1 0 to 13 per cent of total casualties were pedestrians, and 5 to 7 per cent of total fatalities and 5 to 6 per cent of total casualties were cyclists. iv.Inadequate facilities for pedestrians, cyclists and the mobility-impaired Existing pedestrian footways are of inadequate quality and do not provide sufficient levels of safety and comfort to encourage walking. Facilities for cyclists, such as bicycle lanes, are non-existent. The transportation needs of the mobility-impaired such as the elderly and the disabled, as well as those of young children have also been seriously neglected. v. Traffic Congestion and parking difficulties Traffic congestion in Penang has reached fairly serious levels due to the rapid increase in traffic volumes on the major urban roads.Traffic volumes between 1975 and 1995 more than doubled on most roads, with increases of up to 5 times on certain road sections in Seberang Perai. In terms of vehicle concentration, there has been an increase of almost 40 per cen t since 1980, with an estimated doubling in travel delays. Traffic is growing at an average of 7 per cent annually on most of the major roads in the state (Highway Planning Unit 1995) in close correlation with the average 8 per cent annual growth rate in the total number of cars and motorcycles.While congestion reduces travel speed, which causes much inconvenience and economic loss, it also results in higher vehicle emissions due to engine idling and the frequent acceleration and deceleration associated with stop-and-go conditions, as most vehicle emissions (except nitrogen oxides) typically decrease with speed. vi. Environmental impacts and energy consumption To be continuing SUGGESTION * Improve bus service with Rapid Penang Initiatives by Penang State Government To be continuing Introduce Park and Ride System Bridge Express Shuttle Service The BEST service was introduced by the Penang State Government in March 2011 as the countrys first park and ride service as an effort to promo te more efficient connectivity via public transport in the state. On average, some 800 passengers commute between Penang island and the mainland daily. From 3 September 2012, in addition to the existing park and ride hub at Sunway Carnival Mall, the BEST service introduced two new feeder hubs at Bandar Perda and Auto City at Juru. Save on fuel and toll charges, park your car and take a free ride on the BEST service.If you stay on the mainland and drive to work daily in the Bayan Lepas FIZ, the BEST service is made for you. Park your car at Sunway Carnival Mall for RM 1. 00 (per entry) or park for FREE at Bandar Perda* and Auto City. BEST covers all areas in FIZ 1, 2, 3, 4, Technoplex and BLlP. -lQ the evening, the BEST service takes you back to your car. * CATS (CENTRAL AREA TRANSIT SERVICE) Rapid Penang CAT (Central Area Transit) is the free bus service funded by Penang state government with frequencies of every 20-30minutes around the UNESCO World Heritage Site of Georgetown.Touri st can just hop on the bus without any fare. * Cycling action plan To be continuing * Improve public space leads to increase quality of life To be continuing * Walking areas, proper sidewalks and car-restricted zones To be continuing CONCLUSION REFERENCES DAP PENANG . (February 5th, 2013). Building a cycling city. Available http//dappg. org/11735/cky_20130204b/. Last accessed 27 Feb 2013. Vukan R. Vuchic (December 31, 1999). Transportation for livable cities. US Center for Urban Policy Research. 376.Liang Fook Lye, Gang Chen (2010). Towards a Livable and Sustainable Urban Environment Eco-Cities in East Asia. Singapore World Scientific Publishing Co. Pte. Ltd.. 222. HOKAO, K MOHAMED, S S (1999). TRAFFIC IMPACT MITIGATION FOR NEW DEVELOPMENTS A WAY TO REDUCE TRAFFIC CONGESTION IN MAJOR CITIES. London Transport Research Laboratory. 1-32. Dietrich Garbrecht. (1999). Walkability A Prerequisite for Livable Cities. Available http//www. livablecities. org/blog/walkability-prerequisite-liva ble-cities. Last accessed 1 March 2013 .

Comparison of Ph Between: Coffee, Coffee (Tums) and Coffee (Alka-Seltzer) Essay

Tums and Alka-Seltzer are drugs found in most retail stores, they relieve heartburn, acid ingestion and minor aches/pain (Alka-Seltzer). deep brown is one of the most consumed beverages in the world. It has a stimulating effect due to caffeine and enhances alertness/awareness.Objective/ meditationCoffee is slightly acidic, with distribution of components such as Tums and Alka-Seltzer the various ph levels should be different. So the control treatment (coffee) will have a lower ph then coffee (Tums) and coffee (Alka-Seltzer).Null Hypothesis Ph levels between Tums and Alka-Seltzer will be slightly different in each treatment.Alternative Hypothesis Ph levels between Tums and Alka-Seltzer will be similar in each treatment.MethodsThe treatments were carefully observed. Recording the ph levels were taken with caution to not contaminate the solutions. The cardinal solutions had 50 ml of coffee each, the other two treatments contained a tablet of Tums and one of Alka-Seltzer.Results and DiscussionDuring the experiment each lab tables ran their individual test. The same kernel of coffee was used in the solutions for each table, also one tablet of Tums and Alka-Seltzer was used in the solutions. The results on the lab tables were slightly different.PHTable assert Tums Alka Seltzer1 6.33 6.68 6.922 6.34 6.80 6.753 6.39 7.34 6.924 6.39 7.11 6.825 6.5 7.05 6.88The ph for each treatment are different although the error bars show that ph are not exact. There is uncertainty in the ph for the treatments, the ph can either be higher or lower.ConclusionsThe treatments showed different ph levels on each lab table even though the same amount of components was distributed. Also the ph level between the alka-seltzer and tums were different. Tums treatment is less acidic then the alka-seltzer treatment, so using tums for treatment of heartburns and acid reflux may be more effective then alka-seltzer.ReferencesAlka-Seltzer from http//en.wikipedia.org/wiki/Alka-Seltzer Tums from http//en.wikipedia.org/wiki/Tums

Psychology and Research Essay

1. There argon various methods in psychological seek, both qualitative and quantitative. Among them are field experiment, which is to a greater extent qualitative and the statistical survey which, as the name suggests, a highly quantitative approach. Field experiment is a scientific method in investigate approach where the researchers (psychology-related researchers in this case) examine the participants or the data in the real world rather than doing the research in the laboratory, but all the same, the field researchers pose followed the structured approach1 in research.Statistical survey, on the opposite hand is used to gather quantitative information on a stipulation subject or participant in a population. It involves statistical processes in arranging data for them to be useful information to readers. It is worth noting however that a research rarely relies on a single method alone. Oftentimes, it is a combination of two or more methods to make it/the theory or feud strong er and more reliable.2. With the psychosis studies and experiences of R.D. Lang, a psychoanalyst and a radical psychiatrist, he was able to observe his patients for real or on field when he developed his research regarding the subject (psychosis). It is a condition when an individual lost contact with the real world. Psychosis is best described by broad diagnostic concepts such as schizophrenic psychosis or bipolar disorder, and that these concepts describe conceiver diseases that are probably inherited. The task of psychology and its related researches on the subject matter aims to identify neuropsychological abnormalities in patients, in the hope that these might provide clues about the aetiology of the presumed brain pathology. Within this method, there is little scope for psychological intervention, as it is assumed that brain diseases are unresponsive to this kind of treatment.Another psychological research is the intelligence test of Binet or the currently evolved Stanford-B inet Scale which is one of the psychologically related tests or research where statistical approach may be applied. This method was developed containing the idea of graded tests series, the concept of intelligence and the conception of the fundamental qualities of an intelligence test. It was sooner composed of thirty items in increasing difficulty, with grouped testees either according to age or gender or any other classification that may be applied. 3 This is where the current IQ Tests evolved.3. When conducting research with human participants, consent and confidentiality4 are the two very important aspects of the study. Consent of the subjects should be obtained first to let them be aware of the entire study and will let them adjust and not to feel deceived. This will also help the researchers and the participants work together in harmony and will facilitate the entire research process. Aside from these, respect is another reason why consent of the participants must be obtaine d first. Confidentiality, on the other hand, will secure the safety and honor of the subjects/participants and at the same time will protect the reliability and soundness of the research itself.All the ethical concerns mentioned are generally for the respect of human life, as an individual and in order for the psychology profession be respectable as well. No one potbelly respect the profession if in return, it does not know how to value the dignity of humans in the case that the latter be a participant or a subject in a psychology-related research.

Personal Writing †Learning to understand Essay

As usual George stopped at the local sweet shop on his look to school. It was the very(prenominal) old woman at the counter Mrs. Meridew. She never smiled or thanked anyone. Gorge was not really bothered by this since he only went to the shop to secure sweets.50p of Cola Bottles and 20p of the Suga Snakes. George always ordered the same thing so the old woman had started packing his sweets before he had finished telling her his order.As he headed out of the door, with the sweets safely in his pocket, he saw his older brother, David, walking to school with a girl he had never seen before.She was short, about five feet tall, with chromatic hair. She was walking behind David and she occasionally ran ahead to say something and then returned to her position, behind him. He watched them both turn onto the school road and then made his way to the school as well.He got to the school gates just in time to see them both entering through the main entrance and passing to their separate clas srooms. He didnt see either of them for the whole day.George got home at around 4 oclock and called for his brother who appeared not to be home. His parents were at work so it was just him and Ginger, his old and fragile cat. He got changed and made himself something to eat when he heard the front door open and the vowelize of his brother calling for him. David was not looking his normal self. His face was seemed as though he was hypnotized and his eyes were full of exhaustion. He dropped his bag and without another(prenominal) word, he made his way upstairs, supposedly to his room.After about half an hour, George decided to check on how his brother was. He quickly clim bonk up the stairs and walked into Davids room without knocking. David was at his desk and as soon as he saw George standing in the doorway, he rushed to clear everything, from his desk, out of site. wherefore didnt you knock? David screeched.Why does it matter? It only could if you had been doing something, eh? Geo rge was getting cheeky. There was just a look of plain rage on Davids face. George cin one caseit it would be the best thing to leave the room, so he did, and went downstairs. He knew now that there was something suspicious going on between David and the girl he had seen walking with him. He just needed to read those letters to find out what was going on. He shouldnt really interfere with his brothers life, should he?Suspiciousness got the better of George and the following morning, he was going to try hard to get his brother out of the house, moreover David left much to begin with than normal without George even trying.This was his perfect chance to read those notes David had been writing yesterday evening. He hurried up the stairs and scampered along the landing to Davids room. He had to open the door quietly since his mum was still asleep in the room next door. David had evidently cleaned up his room before leaving the bed had been made and all his belongings were in position. George went straight for Davids desk and started to empty its contents onto the floor. The pile he was making was getting bigger, but there was no sign of any sort of abnormal letters or pieces of writing. Could he have known that George was going to rummage through his room?George started to replace everything stomach into Davids desk as it was before his careless search. Just then, there was the sound of the front door being swung open very loudly. He knew at once what had happened. David had realized that he had left George at home and now had rushed back to make sure he didnt go through his room. GEORGE WHERE THE nuthouse ARE YOU David was screaming at the top of his voice.George could hear him running around looking for him downstairs as he was stuffing all of the bits of paper and books into Davids desk. George heard him running up the stairs and his speed of clearing up the mass got faster, but not quite fast enough as David effusion in the room. His hair was in a state a nd his face was burning with fury. He was very wheezy and was spitting at odd moments. George felt nothing, but the greatest fear, as his brother looked as though he would murder him, there and then

Helping the Environment Essay

Trees are very important to humans. As part of the environment, we must. More and more trees are being cut to engender the needs for products such as paper. Making sm solely ways to help the environment is important to make a difference. As a hypothesis, I acquire that preventing the use of paper towels and napkins that are made from trees can help the environment. The use of cloth as napkins paper instead of those made of paper at homes, restaurants and former(a) places abide significant contributions to the demand of paper products.Paper towels and napkins are disposable products made of paper. It serves the same general purposes as conventional towels, such as drying hands, wiping windows and dusting. However, cloth and rugs and ordinary towels can serve the same purpose. It is also more durable. It will wiser to use cloth instead of paper napkins since it is cheaper to use because cloth can be washed and used again. . If you replace the majority of paper towels and napkins wi th cloth rags or cloth napkins, the savings to the environment are tangible. The average cost of paper towels is active anywhere from 1.00 to 2. 25 per roll depending on the brand. The demand for paper products such as napkins has a huge impact on the amount of trees being cut. check to the Law of Supply and Demand, as the demand increases the corresponding supply must be produced. It implies that, as the demand for paper towels and napkins increases, more trees are more in all likelihood to be cut down in order to address. I would say I use at least 4 roles of paper towels a workweek with approx. 100 sheets a roll and its 2 ply sheets which is just a stronger type of paper towel.In order to contribute something to the environment, one should avoid use paper products like paper towels and napkins. Instead of disposable napkins, use a handkerchief. A campaign for not using such products can also have significant effects on the number of trees to be cut. In conclusion, even in sm all things we can contribute big changes to help the problems in the environment. We should all be aware of the consequences of our daily consumption.REFERENCESTsien, Tsuen-Hsuin, Paper and Printing, vol. 5 part 1 of Needham, Joseph Science and Civilization in China. Cambridge University Press, 1986.

The Cultural Anchoring Of Leadership Styles

With internationalisation and related intensification of trade and commerce effective drawing cardship has become indispensable in the business world. Where conventionally the business fadeer took the role of commanding the troops towards effectiveness and efficiency this has changed dramatically over the last decades. The assist industry rise, knowledge management trends, change magnitude educateforce mixed bag combined with international trading and global sourcing of talent, has considerably reshaped the role of the leader in the contemporary brass instrument.Numerous firms argon in global alliances depending upon flexibility/ lodgeability to local markets, requiring their music directors to deliver appropriate lead styles to cope effectively with different value systems and enculturations (Fahy, 2002 Coviello et al. , 1998). 2Arguably, the flattening of hierarchal structures has also give wayd to this reshaping bidding as traditional sources of authority, upon whic h leading drive home built on for years, feed been diminished. combine with the rise of new trading plys such as the Asian Dragon, business leaders, especially in international MNEs do non sole(prenominal) face domestic multi paganism and diversity but are also increasingly expatriated. Consequently completely new heathen pitfalls and challenges are faced requiring understanding of cultural set as well as quick cultural adaptation to transfer domestic lead abilities into foreign markets. Combined with steadily rising agonistic pressures, the contemporary business leader in a role not easily filled.Despite leadership being a customary concept (Bass, 1990), with most literature anchored in the (individualistically oriented) US, it has been questi aced to what extend western leadership styles are cross-culturally transferable (Dorfman, 2003). Resultantly, debate has sparked over how furthest leadership is culturally contingent, if universal leadership qualities and tacti cs cost and what the explanatory variables are (S rear enddura & Dorfman, 2004).This assignment aims at contributing towards this debate by exploring leadership disparity and possible congruence betwixt the UK and japan using faculty member measurement of national culture Hofstedes modelling respectively. The next section go away give an overview over the concept of leadership remarked by an in-depth cultural likeness and concluding section. 4The name leadership incorporates round elements of controversy over its meaning and practices. Different cultural gist or terminology or in cross-cultural contexts makes a universal definition difficult (Yukl, 2002).This waits unsurprising as the understandings and expectations of authority roles differ amid cultures. Neverthe little, disrespect cultural differences the juristic age of leadership definitions confer some basic elements these manly being class, influence and goal (Bryman, 1992). Keeping this in mind, leadership c an be seen as the process of influencing others towards achieving some conformation of desired outcome. (De Jong & Den Hartog, 2007, p. 44) or bluntly spoken leadership is the ability to get nation to do what they dont like to do and like itWhilst this is a very basic attempt of a definition it allows for easier application in a cross-cultural context and highlights an important foreshadow In order to lead one needs followers (Drucker, 2007). It is here where the inseparable link to power emerges whereby the power of leaders is largely dependent upon the cognizance of others (Hollander & Julian, 1969 Maurer & Lord, 1991 Pfeffer, 1977) but nevertheless forms the theme of leadership authority.It appears that only effective use of this power, combined with leading by example (Pfeffer, 1981) will pass in demonstrable and proactive guidance breeding creativity, innovation, commitment and long term organisational development. 6However, this is questionable and it seems that far t oo ofttimes in academic literature the terms manager and leader are coordinated giving a blurred picture of what each role actually entails. Readers should be reminded that leaders, unlike managers, do not have to rely on forms of power to influence subordinates, very much actually relinquishing formal authoritarian control.This is due to the idea that to lead is to have followers, and following is always a voluntary activity. Nevertheless, it can be argued that even leaders need some foundation of authority may it only be their charisma (Weber, 1968). This has been manifested in the participative, charismatic or transformative styles of leadership (Den Hartog & Koopman, 2001) as oppose to the transactional style more related to operational, task focused managers.Especially in western economies with predominant service industries, innovation and knowledge management, the former have been the focal point in recent years as peremptory leadership styles do no longstanding seem su fficient to extract the copious potential of an increasingly knowledgeable, highly skilled and demanding workforce. Such, arguably softer approaches fostering employee involvement and participation have nevertheless been turn out to result in increased organisational capital punishment (Bass, 1996 1997 House & Shamir, 1993) and are arguably more ideal forms of organisational leadership (Bass & Avolio, 1989).This ability be applicable to western societies to date a cross-cultural generalisation might be prejudiced and the influence of personal values and cultural influences upon leadership styles should not be ignored (Byrne & Bradley, 2007). Rather, culture, an inwrought component of which is personal values (Kroeber, 1952 Kluckhohm, 1949), is to be seen at a centre stage when analysing leadership differences (George et al. , 1998 Nakata & Sivakumar, 1996 Steenkamp et al. , 1999 Cadogan et al. 2001), as t is the incarnate programming of the mind which distinguishes the member s of one conference or category of tribe from another (Hofstede, 1980, p.260) and shape leadership preferences.Culture hereby should not be limited to national culture but has to be extended to incorporating organisational as well as political culture (Schein, 1985), the latter two arguably being extensively shaped by the former. Democratic or authoritarian political systems, national values regarding sex differences and ethical behaviour as well as organisational attitudes towards factors such as centralisation and work attitude, undoubtedly influence leadership styles.Not only will such factors shape leadership approaches, but with regard to cultural differences these will often even stand in conflict to each other. Consequently domestically useed leadership approaches might not be applicable in other cultural settings and render ineffective in maintaining firm sustained combative advantage and superior international exercise (Kimber, 1997 Jackson and Aycan, 2001 Pfeffer, 2 002).The next section will institutionalizeigate the effect of cultural values upon leadership styles in stage using the U and Japan as examples. 9British leadership style has often been described as more occasional in nature fostering aggroupwork and seeking group consensus (Lewis, 2001). As such, a more participative leadership style is predominant reflecting flatter hierarchic structures in UK organisations. So, hierarchical structures not originally seem as means to establish authority structures (Laurent, 1983) but more as core administrative frameworks.This according to Hofstede (2001), is a disapproval of the UKs low association to index finger Distance. Essentially, subordinates do not attribute much to position and title and leaders must embody a collective will and take personal province for it while continuing to communicate and co-operate with the team (Mole, 1990, p. 105). Unsurprisingly, networking capability and people management skills are highly valued in the UK (Stewart et al. 1994) as leadership qualities.Nevertheless, this ( socialist) team and people orientation is mainly seem as a path towards achieving organisational targets and innovation assuring individuals in team settings entireness knowledge that has strategic relevance to the organisation (Miller &Morris, 1999). As such transformational leadership attitudes (Burns, 1978) can be seen where leaders are to create conditions under which subordinates devotedly contribute to the organisation yet this is done primarily through and through a strategic lens. (McCarthy, 2005).Nevertheless, the Anglo-Saxon system of shareholder satisfaction drives leaders towards task orientation often combined with a short-term outlook. As such quick, short-term organisational (financial) succeeder is often more valued than long-term organisational success and relationship building, reflecting according to Hofstede, a culture of highly short term orientation and low uncertainty avoidance. Essent ially, risks are seen as part of quotidian business practice and leadership approaches reflect that subordinates are given opportunity to implement potentially rewarding, but high risk, strategies.This shows that, disdain team orientation and a one might say more relaxed, friendly and diplomatic leadership style, the British cannot deny their American leadership style influence, fostering structured individualism, speed and drive (Lewis, 2001). Falsely, m any authors seem to ignore this connection, even so influences of utilise and fire mentality and the creating of specialist roles underlining a core individualistic attitude are undeniable reflecting British national, and interlinked to that, legal and organisational culture.Such individualistic attitude constantly resurfaces in leadership styles often portrayed through individual target setting, remuneration practices and shorter utilisation contracts. Employees do not look for lifetime employment and a peach career in one co mpany resultantly British leaders are more reluctant to invest heavily in the training and education of subordinates (Schneider & Littrell, 2003). This continues to the often actively sought after and purposely created assertive and competitive environment amongst colleagues or departments reflecting a comparatively high mascu key attitude as Hofstedes culture scale clearly outlines.While these attributes sketch general aspects of British leadership, styles will vary between organisations, industries and individuals. Service- or R&D intensive industries for example, will follow a more Theory Y (McGregor, 1960) approach fostering employee involvement and empowerment. Leadership on traditional manufacturing industries on the other hand due to their combine on productivity and output combined with an often repetitive working atmosphere, might take a more Theory X attitude.In contrast to the UK, Nipponese leadership, like numerous Asian countries, is grounded in Confucian principles (Redding, 1990 Tan, 1986) and despite rising western influences, strong Confucian traits believing in moral, interpersonal relationships/loyalties, education and to a great extent work still lurk beneath the surface (Lewis, 2001). Especially taking the family as a posture for society at large, Confucianism is basically authoritarian and stresses hierarchical and status differences (Selmer, 2001, p.8).As such, through its vertically orientated hierarchies and rigid organisation (Chen, 1995) one would expect Japan to take a crap higher than the UK in Hofstedes power withdrawnness index, and so indeed it does. This offers leaders with traditional and legitimate power bases however, surprisingly not resulting in autocratic leadership styles as one would expect, but far more the association of assertiveness-authority and reason tactics (Schmidt & Yeh, 1992).As such, Japanese leadership style rewards subordinate respect and faithfulness with highly paternalistic attitudes, expressed by mendou I think about your, I will take care of you (Dorfman et al. 1997). Consequently, the Japanese leadership culture, despite placing emphasising pecking order and status differences requiring full subordinate obedience, expects helping and warmth for followers and being tortuous in their personal lives (Whitehall & Takezawa, 1968 Bass et al.1979).As a result the most right force of the Japanese leader is not autarchy but charisma combined with intrinsic rather than extrinsic (materialistic) reward mechanisms often predominant in the UK bonuses, on-target-earnings, etc. (Maslow, 1943, 1954). This seems surprising considering the high masculine score, which, from a western perspective would result in autocratic, top down, assertive, tough and focused on material success (Hofstede, 1998) leadership.It is here where Hofstedes framework seems to only partly explain the Japanese culture and low individualism but high masculinity and power outdistance stand in conflict with ea ch other. 14Additionally, in such an environment more focus towards ascription rather than achievement would be expected (Trompenaars & Hampden-Turner, 1997, 2000). Nevertheless, the adverse appears in the Japanese context with leaders having to make superior, often specific, (hard) knowledge supplemented by strong educational backgrounds (Nestler, 2008).Here another disparity to UK leadership emerges, where despite educational background being important for initial work placement, greater focus upon (soft) people skills and strategic directive is desired and ascription of leadership positions stiff (Hampden-Turner & Trompenaars, 1994). 15The collectivist principles shape Japanese leadership style dramatically, requiring group consensus and decision-making despite extremely high masculinity and higher power distance.Essentially a bottom-up (ringsho) process of decision-making is chosen (Wu, 2006) with the leader granting independent decision making to the group generally letting subordinates use their own approaches to achieve general collectivist objectives (Dorfman et al. 1997). This is surprising, as in western societies strong hierarchical structures often result in a top-down leadership approach but can be explained through high uncertainly avoidance collecting input and consensus from all parties involved before decisions are made.Even more so, the concepts of wa (maintaining social relationships) and kao (maintaining face) actually invite the involvement of subordinates in the decision making process and the preservation of unanimity rendering western leader contingent punishment behaviour inappropriate. It is here where Japanese leadership style diverts extensively from its UK (Anglo-Saxon) counterpart where public scrutinising is part of daily leadership practices reflecting a competitive and individualistic culture driven by short-term financial objectives with high-risk acceptance.Due to the collectivist environment and extensive future planni ng, Japanese managers on the other hand, do not view themselves as risk takers, despite this characteristic often being attributed to charismatic leaders (Bass, 1985). This is reflected in Japans extremely high uncertainty avoidance score and is further back up by strong long-term orientation valuing prevailing face and harmony. Unsurprisingly, life-long employment is desired, supplemented b continued job rotation aimed at developing employees.As a result leaders and subordinates enter into long and close relationships hardly ever interrupt contrasting the UKs burn out environment fostering high lag turnover. Unlike in the UK, Japanese business leaders look for generalist employees capable of working in multiple levels of the organisation reflecting a society placing less value upon specialists than western cultures. 17Overall, Japanese leaders focus upon collective (not individual) responsibility (Hayashi, 1988) and group harmony maintenance is usually considered more important than profitability and overall productivity (Bass, 1990).Nevertheless, also Japanese leaders have to drive performance resulting in somewhat of a trade-off situation between performance and collectivist harmony maintenance. According to the performance-maintenance theory (Misumi, 1990), Japanese leaders have to chose between goal achievement and the continuation of the group, preferably combining high levels of both (Misumi, 1995). If this is achieved, such supportive or participative leadership styles (Ouchi, 1981) are said to result in higher levels of motivation, delegation of decision-making, commitment, and intrinsic job satisfaction (Keys and Miller, 1982, p.6). This appears to be in line with the currently preferred leadership style in the UK.However, one should not immobilize that unlike the Japanese working environment, the UK has been subject to great inward as well as outward FDI flows resulting in a blending of many different leadership approaches. As such arguably UK leaders would find it easier to adapt to Japanese principles than Japanese leaders. This is due to the western farce of collectivist team working for individualistic goals and the limited respect paid to status differences.While Hofstedes framework helps to understand the leadership differences between the two countries if fails to explain some factors. So for examples does high Japanese power distance explain hierarchical structures and respect to superiors but the theoretical assumptions of complete centralisation of power, low emphasis on developing the workforce and autocratic top-down contact initiation (Hofstede, 1991) do not full reflect the Japanese working environment.On this note one should not forget that Hofstedes framework is not free of criticism and arguably is outdated, limited in scope of methodology and measurement (Dorfman and Howell, 1988 Roberts and Boyciligiller, 1984) and only reflects a blend of organisational (IBM) culture and national cultures (Hunt, 1983 R obinson, 1983). As such it is no surprise that other studies such as the GLOBE project have found differing or even distant results for similar cultural dimensions.The Cultural Anchoring Of Leadership StylesWith globalisation and related intensification of trade and commerce effective leadership has become indispensable in the business world. Where traditionally the business leader took the role of commanding the troops towards effectiveness and efficiency this has changed dramatically over the last decades.The service industry rise, knowledge management trends, increased workforce diversity combined with international trading and global sourcing of talent, has considerably reshaped the role of the leader in the contemporary organisation. Numerous firms are in global alliances depending upon flexibility/adaptability to local markets, requiring their managers to possess appropriate leadership styles to cope effectively with different value systems and cultures (Fahy, 2002 Coviello e t al., 1998).Arguably, the flattening of hierarchical structures has also contributed to this reshaping process as traditional sources of authority, upon which leaders have built on for years, have been diminished. Combined with the rise of new trading powers such as the Asian Dragon, business leaders, especially in international MNEs do not only face domestic multiculturalism and diversity but are also increasingly expatriated.Consequently completely new cultural pitfalls and challenges are faced requiring understanding of cultural values as well as quick cultural adaptation to transfer domestic leadership abilities into foreign markets. Combined with steadily rising competitive pressures, the contemporary business leader in a role not easily filled.Despite leadership being a universal concept (Bass, 1990), with most literature anchored in the (individualistically oriented) US, it has been questioned to what extend western leadership styles are cross-culturally transferable (Dorfma n, 2003). Resultantly, debate has sparked over how far leadership is culturally contingent, if universal leadership qualities and tactics exist and what the explanatory variables are (Scandura & Dorfman, 2004).This assignment aims at contributing towards this debate by exploring leadership disparity and possible congruence between the UK and Japan using academic measurement of national culture Hofstedes framework respectively. The next section will give an overview over the concept of leadership followed by an in-depth cultural comparison and concluding section.The term leadership incorporates some elements of controversy over its meaning and practices. Different cultural gist or terminology or in cross-cultural contexts makes a universal definition difficult (Yukl, 2002). This seems unsurprising as the understandings and expectations of authority roles differ between cultures. Nevertheless, despite cultural differences the majority of leadership definitions reflect some basic eleme nts these manly being group, influence and goal (Bryman, 1992).Keeping this in mind, leadership can be seen as the process of influencing others towards achieving some kind of desired outcome. (De Jong & Den Hartog, 2007, p. 44) or bluntly spoken leadership is the ability to get people to do what they dont like to do and like it (Truman in Sadler, 2003, p. 5).Whilst this is a very basic attempt of a definition it allows for easier application in a cross-cultural context and highlights an important point In order to lead one needs followers (Drucker, 2007). It is here where the inseparable link to power emerges whereby the power of leaders is largely dependent upon the perception of others (Hollander & Julian, 1969 Maurer & Lord, 1991 Pfeffer, 1977) but nevertheless forms the basis of leadership authority. It appears that only effective use of this power, combined with leading by example (Pfeffer, 1981) will result in positive and proactive guidance fostering creativity, innovation, commitment and long term organisational development.However, this is questionable and it seems that far too often in academic literature the terms manager and leader are merged giving a blurred picture of what each role actually entails. Readers should be reminded that leaders, unlike managers, do not have to rely on forms of power to influence subordinates, often actually relinquishing formal authoritarian control. This is due to the idea that to lead is to have followers, and following is always a voluntary activity.Nevertheless, it can be argued that even leaders need some foundation of authority may it only be their charisma (Weber, 1968). This has been manifested in the participative, charismatic or transformative styles of leadership (Den Hartog & Koopman, 2001) as oppose to the transactional style more related to operational, task focusedmanagers. Especially in western economies with predominant service industries, innovation and knowledge management, the former have been the focal point in recent years as autocratic leadership styles do no longer seem sufficient to extract the full potential of an increasingly knowledgeable, highly skilled and demanding workforce.Such, arguably softer approaches fostering employee involvement and participation have nevertheless been proven to result in increased organisational performance (Bass, 1996 1997 House & Shamir, 1993) and are arguably more ideal forms of organisational leadership (Bass & Avolio, 1989).This might be applicable to western societies yet a cross-cultural generalisation might be prejudiced and the influence of personal values and cultural influences upon leadership styles should not be ignored (Byrne & Bradley, 2007). Rather, culture, an essential component of which is personal values (Kroeber, 1952 Kluckhohm, 1949), is to be seen at a centre stage when analysing leadership differences (George et al., 1998 Nakata & Sivakumar, 1996 Steenkamp et al., 1999 Cadogan et al. 2001), as t is the collective programming of the mind which distinguishes the members of one group or category of people from another (Hofstede, 1980, p. 260) and shape leadership preferences.Culture hereby should not be limited to national culture but has to be extended to incorporating organisational as well as political culture (Schein, 1985), the latter two arguably being extensively shaped by the former. Democratic or authoritarian political systems, national values regarding sex differences and ethical behaviour as well as organisational attitudes towards factors such as centralisation and work attitude, undoubtedly influence leadership styles.Not only will such factors shape leadership approaches, but with regard to cultural differences these will often even stand in conflict to each other. Consequently domestically implemented leadership approaches might not be applicable in other cultural settings and render ineffective in maintaining firm sustained competitive advantage and superior international perfo rmance (Kimber, 1997 Jackson and Aycan, 2001 Pfeffer, 2002). The next section will investigate the effect of cultural values upon leadership styles in detail using the U and Japan as examples.British leadership style has often been described as more casual in nature fostering teamwork and seeking group consensus (Lewis, 2001). As such, a more participative leadership style is predominant reflecting flatter hierarchical structures in UK organisations. So, hierarchical structures not primarily seem as means to establish authority structures (Laurent, 1983) but more as core administrative frameworks. This according to Hofstede (2001), is a reflection of the UKs low association to Power Distance. Essentially, subordinates do not attribute much to position and title and leaders must embody a collective will and take personal responsibility for it while continuing to communicate and co-operate with the team (Mole, 1990, p. 105).Unsurprisingly, networking capability and people management s kills are highly valued in the UK (Stewart et al. 1994) as leadership qualities. Nevertheless, this (collectivist) team and people orientation is mainly seem as a path towards achieving organisational targets and innovation assuring individuals in team settings aggregate knowledge that has strategic relevance to the organisation (Miller &Morris, 1999). As such transformational leadership attitudes (Burns, 1978) can be seen where leaders are to create conditions under which subordinates devotedly contribute to the organisation yet this is done primarily through a strategic lens. (McCarthy, 2005).Nevertheless, the Anglo-Saxon system of shareholder satisfaction drives leaders towards task orientation often combined with a short-term outlook. As such quick, short-term organisational (financial) success is often more valued than long-term organisational success and relationship building, reflecting according to Hofstede, a culture of highly short term orientation and low uncertainty avoi dance. Essentially, risks are seen as part of daily business practice and leadership approaches reflect that subordinates are given opportunity to implement potentially rewarding, but high risk, strategies.This shows that, despite team orientation and a one might say more relaxed, friendly and diplomatic leadership style, the British cannot deny their American leadership style influence, fostering structured individualism, speed and drive (Lewis, 2001). Falsely, m any authors seem toignore this connection, even so influences of hire and fire mentality and the creating of specialist roles underlining a core individualistic attitude are undeniable reflecting British national, and interlinked to that, legal and organisational culture. Such individualistic attitude constantly resurfaces in leadership styles often portrayed through individual target setting, remuneration practices and shorter employment contracts.Employees do not look for lifetime employment and a steady career in one co mpany resultantly British leaders are more reluctant to invest heavily in the training and education of subordinates (Schneider & Littrell, 2003). This continues to the often actively sought after and purposely created assertive and competitive environment amongst colleagues or departments reflecting a relatively high masculine attitude as Hofstedes culture scale clearly outlines.While these attributes sketch general aspects of British leadership, styles will vary between organisations, industries and individuals. Service- or R&D intensive industries for example, will follow a more Theory Y (McGregor, 1960) approach fostering employee involvement and empowerment. Leadership on traditional manufacturing industries on the other hand due to their reliance on productivity and output combined with an often repetitive working atmosphere, might take a more Theory X attitude.In contrast to the UK, Japanese leadership, like many Asian countries, is grounded in Confucian principles (Redding, 1990 Tan, 1986) and despite rising western influences, strong Confucian traits believing in moral, interpersonal relationships/loyalties, education and hard work still lurk beneath the surface (Lewis, 2001). Especially taking the family as a model for society at large, Confucianism is basically authoritarian and stresses hierarchical and status differences (Selmer, 2001, p. 8).As such, through its vertically orientated hierarchies and rigid organisation (Chen, 1995) one would expect Japan to score higher than the UK in Hofstedes power distance index, and so indeed it does. This offers leaders with traditional and legitimate power bases however, surprisingly not resulting in autocratic leadership styles as one would expect, but far more the association of assertiveness-authority and reason tactics (Schmidt & Yeh, 1992).As such, Japanese leadership style rewards subordinate respect and obedience with highly paternalistic attitudes, expressed by mendou I think about your, I will take c are of you (Dorfman et al. 1997). Consequently, the Japanese leadership culture, despite placing emphasising hierarchy and status differences requiring full subordinate obedience, expects helping and caring for followers and being involved in their personal lives (Whitehall & Takezawa, 1968 Bass et al. 1979).As a result the most powerful force of the Japanese leader is not autocracy but charisma combined with intrinsic rather than extrinsic (materialistic) reward mechanisms often predominant in the UK bonuses, on-target-earnings, etc. (Maslow, 1943, 1954). This seems surprising considering the high masculine score, which, from a western perspective would result in autocratic, top down, assertive, tough and focused on material success (Hofstede, 1998) leadership. It is here where Hofstedes framework seems to only partly explain the Japanese culture and low individualism but high masculinity and power distance stand in conflict with each other.Additionally, in such an environment more focus towards ascription rather than achievement would be expected (Trompenaars & Hampden-Turner, 1997, 2000). Nevertheless, the contrary appears in the Japanese context with leaders having to possess superior, often specific, (hard) knowledge supplemented by strong educational backgrounds (Nestler, 2008). Here another disparity to UK leadership emerges, where despite educational background being important for initial work placement, greater focus upon (soft) people skills and strategic directive is desired and ascription of leadership positions remains (Hampden-Turner & Trompenaars, 1994).The collectivist principles shape Japanese leadership style dramatically, requiring group consensus and decision-making despite extremely high masculinity and higher power distance. Essentially a bottom-up (ringsho) process of decision-making is chosen (Wu, 2006) with the leader granting independent decision making to the group generally letting subordinates use their own approaches to achieve ov erall collectivist objectives (Dorfman et al. 1997). This is surprising, as in western societies strong hierarchicalstructures often result in a top-down leadership approach but can be explained through high uncertainly avoidance collecting input and consensus from all parties involved before decisions are made.Even more so, the concepts of wa (maintaining social relationships) and kao (maintaining face) actually require the involvement of subordinates in the decision making process and the preservation of harmony rendering western leader contingent punishment behaviour inappropriate. It is here where Japanese leadership style diverts extensively from its UK (Anglo-Saxon) counterpart where public scrutinising is part of daily leadership practices reflecting a competitive and individualistic culture driven by short-term financial objectives with high-risk acceptance.Due to the collectivist environment and extensive future planning, Japanese managers on the other hand, do not view the mselves as risk takers, despite this characteristic often being attributed to charismatic leaders (Bass, 1985). This is reflected in Japans extremely high uncertainty avoidance score and is further supported by strong long-term orientation valuing prevailing face and harmony. Unsurprisingly, life-long employment is desired, supplemented b continued job rotation aimed at developing employees.As a result leaders and subordinates enter into long and close relationships hardly ever interrupted contrasting the UKs burn out environment fostering high staff turnover. Unlike in the UK, Japanese business leaders look for generalist employees capable of working in multiple levels of the organisation reflecting a society placing less value upon specialists than western cultures.Overall, Japanese leaders focus upon collective (not individual) responsibility (Hayashi, 1988) and group harmony maintenance is usually considered more important than profitability and overall productivity (Bass, 1990) . Nevertheless, also Japanese leaders have to drive performance resulting in somewhat of a trade-off situation between performance and collectivist harmony maintenance. According to the performance-maintenance theory (Misumi, 1990), Japanese leaders have to chose between goal achievement and the continuation of the group, preferably combining high levels of both (Misumi, 1995).If this is achieved, such supportive orparticipative leadership styles (Ouchi, 1981) are said to result in higher levels of motivation, delegation of decision-making, commitment, and intrinsic job satisfaction (Keys and Miller, 1982, p. 6). This appears to be in line with the currently preferred leadership style in the UK. However, one should not forget that unlike the Japanese working environment, the UK has been subject to great inward as well as outward FDI flows resulting in a blending of many different leadership approaches. As such arguably UK leaders would find it easier to adapt to Japanese principles than Japanese leaders. This is due to the western farce of collectivist team working for individualistic goals and the limited respect paid to status differences.While Hofstedes framework helps to understand the leadership differences between the two countries if fails to explain some factors. So for examples does high Japanese power distance explain hierarchical structures and respect to superiors but the theoretical assumptions of complete centralisation of power, low emphasis on developing the workforce and autocratic top-down contact initiation (Hofstede, 1991) do not fully reflect the Japanese working environment.On this note one should not forget that Hofstedes framework is not free of criticism and arguably is outdated, limited in scope of methodology and measurement (Dorfman and Howell, 1988 Roberts and Boyciligiller, 1984) and only reflects a blend of organisational (IBM) culture and national cultures (Hunt, 1983 Robinson, 1983). As such it is no surprise that other studies such as the GLOBE project have found differing or even contradictory results for similar cultural dimensions.

Environmental and external analysis of Pepsi in UK

Pepsi in UK is an entity of Pepsi International division of Pepsi Inc USA. Pepsi is the worlds 3rd largest snack and boozing company. (Rafey. R et, el). As well Pepsi is the 2nd largest manuf turningurer of carbonated soft drinks in the world. (Rafey. R et, el). Pepsi in UK is one of the largest operations of Pepsi Inc comparcapable to Pepsi Mexico.In UK Pepsi Companys main competitors ar local manufacturing companies in victuals and beverage industry and other retailers. As well it faces emulation from international Companies like Coke, Cadbury, Schweppes and Kraft and so forth (Rafey. R et, el). In UK Pepsi faces sever challenger from these companies and the UK food merchandise is complex and energizing in nature.The nature of fig out analysis and its value in developing Marketing strategies and Marketing Plan.SWOT analysis means strengths and weaknesses of an entities intragroup surroundings in terms of human, technical, organizational, knowledge systems operat ional processes and models management culture and leadership style. It also considers opportunities and threats of its nimble trade conditions as well as opportunities arising from the internal organizational strengths and the threats arising from the weaknesses of its internal environment.Also read Gardenia pillage Pricing StrategyIn addition it also considers opportunities and threats arising from macro environment such as the economic conditions, favorable factors, demographic factors, ethical and environmental factors, legal and regulatory factors, financial factors such as exchange rate volatility, avocation rate and global economic condition and outlook in a global world delivery in the 21st century. This analysis is necessary to develop grocery storeing strategies and plans suitable to each market plane section such as positioning,pricing, promotion, distribution stockpile decisions, adverting methods decisions and public relations, marking development company imag e construction and the revision of plans on a continuous basis if conditions change in internal and external environment and to change strategies.Strengths of Pepsi in UKPepsi in UK has considerable operations in UK and has substantial a reputation of its brand it has the strength to compete with local manufacturers and international competitors. As well it has a on the table distribution channel and a range of products, which are like in quality and outlay as well it has developed marketing plans and strategies in place it has the capacity to compete with the local manufacturers and international competitors. That is Pepsi in UK bring forth competitive strength more than adequate to compete legally in the UK market which is vital to survive and arise in the future.(Pepsi Inc Annual get across 2005). Pepsi in UK has several product ranges and has developed innovative products on a continuous basis. It also has a management culture internally to develop new products, which satisfies emerging client needs. In a market such as UK, which is dynamic in nature it is vital to fetch new products and a variety of product lines to compete effectively in such a dynamic market place. There fore Pepsi in UK has the strength of having an innovative management culture and management processes deep down the company and it is strength to minimize take chancess and maximize returns for its shareholders in a socially responsible manner. (Pepsi Inc Annual Report 2005).In addition to the above Pepsi in UK has a state of the art technological infrastructure particularly discipline system infrastructure which is crucial in making sound decisions and respond to market changes as quickly as possible in a constitute conscious manner. This is vital in a market like UK, as the competitors will strive to keep cost down and compete in scathe and quality in this market. Pepsi in UK has the technological strength comparable toits competitors. This is a vital strength in a m arket like UK. (Pepsi Inc Annual Report 2005).Weaknesses of Pepsi UKAs the market is dynamic and unpredictable in terms of changes in consumer tastes, demographic changes and social norms and customs. There fore Pepsi whitethorn not be able to anticipate such changes accurately all the time and whitethorn loose its customers to its competitors if they are able to contract such changes better than Pepsi. That is Pepsi in UK faces competitive risk of exposure to considerable purpose There fore if risks are not managed or unmanageable it is a weakness of Pepsi UK in operating in such market conditions. In addition the economic cycles may locomote its industry and if Pepsi in UK gutternot manage these risks then it may hazard its lucrativeness and the potential for growth in the UK market. Economic cycles are unpredictable to some extent and it may not able to predict accurately the economic cycles and its operations are exposed to these market risks, which are uncontrollable, co mpletely by Pepsi in UK and it is a weakness of Pepsi in UK.Opportunities of Pepsi in UKIn UK market Pepsi has an opportunity to develop new products because the UK market is dynamic in its nature its consumers have considerable purchase power as UK is a developed industrial country. It has a stable economic and financial system. In addition the market is diverse and Pepsi can find niche markets where competition is not severe and can introduce new products and market existing products to these profitable market segments. As UK has an advanced communication and breeding technology infrastructure Pepsi can use information technology and e-commerce models to increase its growth potentials and build conciliative distribution channels and businesses alliances to increase efficiency of operations and reduce costs.There fore it have an opportunity tohave a competitive cost structure and comparable profit margin of its core business and alter to have a competitive price in different ma rket segments and permit quality comparable to its competitors. The technological feasibility and using technology is an opportunity for Pepsi UK to change its efficiency in operations and improve profitability and have a competitive edge in UK markets is a definite opportunity for Pepsi in UK.Threats of Pepsi in UKPepsi in UK faces many economic threats and risk factors. They are future economic outlook in terms future economic growth, inflation and unemployment and exchange rate, and interest rate. These are difficult to predict and these factors affect the consumer disposable income and there fore affects demand for the goods and services of Pepsi in UK. Some of these factors are volatile such as exchange rates and interest rats and inflation. These are definitely a major threat or risk to its operations in UK for Pepsi in UK. The other threats are unpredictable consumer taste changes, mark of competition in UK, legal and regulatory changes in health and safety, employment law , environmental laws, which may add to the cost to Pepsis operations and adversely affects its profitability.In addition in a global economic environment the UK deliverance will be affected by shocks of economic political problems in other countries as it affect the trade and capital flows and there fore global factors and outlook in economic growth and social and political factors may indirectly affect Pepsis profitability as these factors affect the UK economy and may indirectly affect Pepsis profitability if these factors negatively affect the UK economy in general.ConclusionAs discussed above Pepsi in UK has strength to survive and grow in the UK market if it can manage the risks and reduce its weaknesses and act in the UK market in a socially responsible manner. However some risk cannot be reduced and it must not operate insuch market segments depending on the degree of competition and the future growth potential as well as its strength of its cost structure and price and qual ity and its capacity to counteract the marketing strategies of its competitors. It has the potential to develop niche markets in UK particularly evaluating the profitability of these segments and entering in to these segments early before the competitors enter. In addition it can also introduce sanitary new products by identifying customer emerging needs and supplying it by developing a flexible distribution channel and leverage technology to reduce cost of operations and there by change magnitude profit margin.It must also have a risk management system to minimize risk as these markets pose considerable risk to its operations. Pepsi in UK has such systems and they have the potential to some degree minimize some of the threats and have the capacity to reduce some weaknesses in its organizational processes and operational cookery and control mechanisms. Analyzing the strengths, weaknesses, opportunities and threats Pepsi in UK can develop marketing strategies and plans to identify niche markets which are profitable, Use information technology to improve its distribution channel efficiency and use it to identify customer needs, use effective public relations to boost the company image as a socially responsible company.Assess risk factors and enter into market segments where it has less risks and more return or capacity to manage risks, Use appropriate pricing, adverting and promotions to each market segments to boost sales in a cost effective manner. Introduce new products in to profitable market segments on a continuous basis-satisfying customer emerging needs accurately as possible. Revise and monitor marketing plans and changing strategies if conditions change on a regular basis. By adopting these marketing strategies and plans Pepsi in UK can survive and grow in UK in the short to medium term.BibliographyBauerschmidt, A & Bloodgood, J.M.2002, Competitive Analysis Do Managers Accurately Compare Their Firms to Competitors?, Journal of managerial Issues 14, 4, jar against 14, 2007, uncommitted at http//www.questia.com/PM.qst?a=o&d=5001904195Diversity Programs Become Valuable Tools for Increased Profitability 1998, March 14, 2007, in stock(predicate) at http//www.questia.com/PM.qst?a=o&d=5001407649 Kay, J.A.1995, Foundations of Corporate mastery How wrinkle Strategies Add Value, Oxford University Press, March 14, 2007, operational at http//www.questia.com/PM.qst?a=o&d=29059159Mccall, J. 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