The Situation Essay Example | Topics and Well Written Essays - 500 words

The Situation - Essay Example According to the constitution, the federal government cannot enter into treaties with an entity, unless it is fully sovereign. The US government between the years 1790 and 1870 has entered into 371 treaties that affirm their sovereignty that is now both inherent and constitutionally valid (Churchill, 1985, p. 31). Throughout history, there have been numerous instances, besides the occupation of their homeland, whereby the government has failed to safeguard the interest of the Native Americans. Furthermore, from an economic point of view, the territories under the Native American tribes are extremely well-endowed with minerals and energy resources. Hence, not only from an ethical viewpoint, the Native American population deserves to enjoy the status of a Nation from a legal and economic perspective as well. The Native population is further divided into three very distinct racial units. Hence essentially there is no all-encompassing term for the numerous racial divisions of the indigenous population of North America (Churchill, 1985, p. 30). Despite the fact that the American constitution has was composed in order to safe guard the interest of every group, but so far it has failed to do anything for the indigenous people or even control the crimes that take place within these tribes. Inherent sovereignty may be a barrier, but it further demonstrates one of the key flaws within the country’s legislative and judicial system that has been unable to reach a position of compromise with the Native American tribesmen and the Government. The situation of the indigenous population is the perfect embodiment of the concept of ‘Internal colonialism’; which is the glaring disparity in development between two regions within the same society. As pointed out and elaborated by Churchill, it is truly a shame that the system fails to protect the rights of the

Current Event Paper Assignment Example | Topics and Well Written Essays - 250 words - 17

Current Event Paper - Assignment Example The main objective is to make an analysis of the direction of food packaging equipment in the future. Packaging material will be an important tool within the processing and packaging of food industry. The article discusses on the improvisation of market and the possible setbacks. Details on the advantages and disadvantages of different food processing and packaging equipment are discussed as well. Analysis of the structure of the equipment used in food processing and packaging is discussed and how revenue can be generated more. The impacts of use of packaging to customers are also discussed in the article (pr, 2014). This research is related to the concept learned in class because they both discuss how producing goods in a certain way is useful to an organization. The article discusses on how to make products attractive to the customers. This is related to how the concept in class discusses process choice to sell new products in the market. Newswire US.

Strengthening Desirable Behavior Essay Example | Topics and Well Written Essays - 500 words

Strengthening Desirable Behavior - Essay Example First of all, it calls positive attention to students for meeting behavior expectations. This shows that the teacher is noticing when students do and do not conform to the expectation, and that a reinforcement will be offered to those who meet it. Also, verbal praise is immediate in nature. Students do not have to wait days to learn what the teacher appreciated about their contribution. Next, verbal praise is highly adaptive and specific. It can be used in a variety of academic and behavioral situations, and tailored to a precise individual student (Marzano, Pickering, Arredondo, Blackburn, Brand, and Moffett, 1992, p. 8). 2. Students who arrive to class on time may receive an activity reinforcer to strengthen their positive behavior. For example, all students in the 5th grade who are complete a whole term with no tardies can get a simple reward, such as a 20-minute mixer in a common area, inside the school or outside, where they can have a cookie, some juice, and some relaxing conversation for a short time as a reward for the diligence in getting to class on time. 3. Encouraging students to turn in assignments on time can be accomplished by using public display of good work. Teachers can group students within a class, or track the progress of one class against others, using a graphic display that shows how successful each class is in getting its assignments in on time. 4.

Film Les Miserables and Masculinity Essay Example | Topics and Well Written Essays - 2000 words

Film Les Miserables and Masculinity - Essay Example Therefore, this paper is not a film review, but a technical research paper. It is however, not a full thesis or complete research study, but general thoughts on masculinity with a general aim of understanding it better. The paper uses scholarly ideas or theories and relates these to the selected movie in order to draw new insights on masculinity. The chosen theme or recurring working idea for this paper is the understanding and appreciation of masculinity. This effort to understand is made through an analysis of previous ideas on masculinity drawn from papers or researches of scholars on the issue of gender and masculinity. Meanwhile, appreciation is derived through a chosen visual presentation or a film from which a more graphic representation of ideas on masculinity can be derived. The film chosen for this paper, the movie Les Miserables is a Golden Globe Award winner for Best Picture in Hollywood this December 2012. The significance of this paper can easily be seen from the important social developments starting the late twentieth century, more particularly the 1960s and 1970s. During these years, feminism and the gay movements started to change the outlook of societies towards gender and sexuality (Peoples 9). Since then, traditional beliefs and biases on masculinity and femininity started to erode. This very well shows that gender is not a static, but rather a dynamic reality. This dynamism behind gender has been especially portrayed, if not exploited by the powerful media of communications today. In turn, mass media have served to hasten the dynamism of change in human sexuality and gender. Thus during our own times, dramatic social and cultural changes have introduced the rather unexpected recognition of gay rights in the U.S. military, legalization of gay marriages in some countries, surgical male-to-female sex changes in modern medicine, and other social and cultural alterations or reform s. The need to understand issues on masculinity is therefore important, as the dynamism of gender and manhood continues to escalate until our day. And as shall be shown later, the issues relating to masculinity may have created a global impact in which even the security and sustainability of democratic states and the world may be at stake. This shall be discussed later, but for more clarity, the following questions are proposed as the main problems in this paper: 1. What is the appropriate understanding of masculinity? 2. What are the major concepts of masculinity that relate to its dynamic nature? 3. How does the movie Les Miserables portray the major concepts of masculinity? 4. What lessons can be drawn from the above conceptual and visual analysis of masculinity? Studies on gender and manhood To understand masculinity, there is a need to analyze ideas or theories introduced by scholars or researchers on this issue. This is an appropriate approach since our modern societies are to day knowledge-based societies. Scientific studies have become the lever to awaken awareness, impart understanding, and formulate theories on social issues. This paper has therefore sought concepts expounded by scientific theorists on gender and manhood. From these theories, an appropriate understanding of masculinity can be derived. In this regard, the study made by Christopher T. Kilmartin deserves consideration. In his book The Masculine Self, Kilmartin clarifies the concept of masculinity by differentiating between sex and gender (14). For him, sex is a biological frame of reference to the male or female as this relates to genes, hormones, genetalia, and other physical aspects of the human body. On the other hand, gender is a broader frame of reference

Truman and the Cold War Essay Example | Topics and Well Written Essays - 250 words

Truman and the Cold War - Essay Example This was after Cuba was established to be a communist country after Fidel Castro overthrew Batista. The raising of the Berlin Wall was taken symbolically to mean that there was a division between the West and the East. The Brandenburg Gate was closed, thus; division between the city of Berlin East and West (Harper, 2011). The differences in the systems that existed in both regimes worked to fuel the agenda brought on by the regimes. Communists were made to appear scarier than they actually were and unlike Americans and the American way. Fear was the basis for propaganda in the Cold War as it became clear that the American and Soviet governments did not want to help their people realize the differences that existed between their two systems. The struggle for citizen’s hearts and minds to take sides through fear was being used by both sides, the USSR and the USA. The administration in place, the Truman Administration, did not think that the Americans had the energy to sustain the Soviet expansion after being in the biggest war in history. To convince the public of the eminent threat posed by the USSR, Truman used propaganda to fuel his support for the war at hand (Harper,

Does Herodotus believe in Cultural Relativism Essay Example for Free

Does Herodotus believe in Cultural Relativism Essay For its time and place, The Histories of Herodotus is a work of remarkably expansive scope. To set the stage for the wars between Greece and Persia ( 490-479 B. C. ), Herodotus describes the geographical and cultural background and reviews the political history of Lydia, Media, Babylon, Egypt, Persia, Scythia, Libya, Ionia, and various Greek city-states in Asia Minor, on the Aegean islands, and on the European mainland. To record the results of his research (historie, in Greek) with the greatest vigor and accuracy, Herodotus traveled to many of these places and gathered firsthand data from native informants. For this type of research, in the words of a modern commentator, Herodotus merits the title not only of the father of history; he is also the father of comparative anthropology. Among the various classes of information which Herodotus seems to have emphasized, thus suggesting a pattern for later descriptions, were marriage customs, religious rites, burial practices, and food habits. The description of these four categories of traits, or social institutions, were not necessarily executed in the round for every tribe that happened to stroll across the pages of the Histories; but they were mentioned often enough to indicate the direction taken by his curiosity, and the content of the questions he probably put to informants. Herodotus, the ancient Greek, was a cheerful, inquisitive, rationalistic extrovert who traveled over his world to discover the facts, who took delight in telling a good story but usually avoided the temptation to wander very far from sober common sense. His cultural relativism is well known and much discussed, but it is particularly noteworthy that Greeks and barbarians are placed on a equal footing at the outset. Distinctions between Greek and non-Greek break down as the work progresses: the first barbarian for whom we get any detailed information is the Hellenized Lydian king, Croesus; the divisions of lands customary among the Greeks that separate Greek and non-Greek peoples are purely arbitrary; we learn of the Phoenician descent of Spartas kings; and Herodotus states that the descendants of Perseus came to be counted as Greeks. The key dichotomy is not the Hellenic-barbarian bipolarity, but rather the opposition of the ordered society based on law and the arbitrary rule of the despot. But political and social institutions are fragile structures, and Herodotus gives no guarantee that the Greek superiority at the time of the Persian Wars, which was based upon those institutions, will last. In fact his work closes on an ominous note that appears to warn imperial Athens that it is in danger of becoming, if it has not already become, the barbarian. We are presented with the gruesome picture of the crucifixion of the Persian satrap Artayctes at the command of the Athenian commander Xanthippus, father of Pericles, and a piece of wisdom from the Persian founding father, Cyrus, on the dangers of success and affluence. And it is well to remember that Herodotus wrote long after the Persian threat had passed, when Athenian imperial power was at its apogee. Herodotos interest in reciprocity is symptomatic of contemporary philosophy, not least in Ionia. Moreover, Herodotos very project, his attempt to explain and explore the Persian Wars, can be considered as a study of reciprocity in cross-cultural interaction, not least because those wars were for Herodotos a stage in a reciprocal, cross-cultural process, as he asserts in the proem. Indeed, war itself may be seen as an exchange, a reciprocal undertaking: the tactics of the Skythian Idanthyrsos allow him to wage war while explicitly rejecting the relationship that war usually entails. Herodotos origins in western Asia Minor, a key area of interface between Greek and non-Greek culture, may have led him to give particular thought to the issue of cross-cultural reciprocity, as also to the Persian Wars, for which the Ionian Revolt had been the catalyst, if not the cause. At the same time, the justice and injustice of imperialism remained a burning issue through the fifth century into the fourth, and not only Persian imperialism, but also Athenian, Spartan, and Macedonian. The Persian Wars were the great antecedents of the Peloponnesian War, in the early years of which Herodotos seems to have completed his work. The Persians themselves continued to play a major role in the politics of the Greek world: the onset of the Peloponnesian War seems to have inspired new attempts to deal with them, and with other non-Greeks, as indicated in comic style in Aristophanes Akharnians of 425 BC. 25 This is understandable, for it was to be Persian resources that would give ultimate victory to the Spartans in that war. Thus, it is quite possible that crosscultural reciprocity was a topical concern in Athens and elsewhere when Herodotos completed his work, though the issue had been close to the centre of Greek preoccupations at least since the time of the Persian Wars, Herodotos subject. The Persian Wars had reinforced a Hellenic self-image, defined by contrast with the barbarian identity, and had thereby further problematized relationships between Greek and non-Greek. In particular, Greeks (especially Athenians, perhaps) could and did use their defeat of Persia as confirmation of a broader superiority over the barbarian. In exploring the difficulties of forming relationships with the other, Herodotos Histories present readers with failures and disasters, arising primarily from ignorance, over-confidence, and cultural chauvinism. There is a definite element of pessimism in the Histories, for the inability to penetrate beyond contingent nomoi and thereby to see other as self is taken to be an observable feature of human nature, as manifested throughout the narrative. In particular, wars are seen to be the products of injustice and attendant ignorance. But there is also hope; for the author claims for himself the ability to rise above commonplace failings and offers to provide his readers with a better understanding of themselves, of others, and of reciprocity. Like Kroisos, the reader may pass into a state of deeper understanding through advice confirmed by experience. Where Kroisos had the advice of Solon and suffered personal disaster, the reader has the advice of Herodotos the author and suffers vicarious disaster, experiencing experiences. Baldry notices that Herodotos calls into question the whole dichotomy between Greek and barbarian, when he presents the Egyptian perspective, according to which barbarians are not those who do not speak Greek, but those who do not speak Egyptian. At the same time, as Laurot has shown, Herodotos displays no interest in condemning barbarians as such, nor in subordinating them to Greeks. Rather, his presentation in the Histories of nomoi of the barbarian other offers insights into the nomoi of the Greek self (or better, selves), insofar as the various Greek nomoi constitute Herodotos principal frame of reference and benchmark. However, as Rosellini and Said valuably stress, Herodotos does not present the barbarian other as a monolithic unity, any more than he presents the Greeks themselves as a unity: rather he ranges across the different nomoi that exist among barbarians and through the complexities of interaction between various barbarian peoples. The Histories are not so much a mirror, as Hartog would have it, but a hall of mirrors with multiple reflections. The key point is that in the Histories cultural differences, however profound they may be, are presented as secondary to a common human nature and a common human condition: in that sense too Greek is barbarian, self is other. The categories of Greek and barbarian are familiar to Herodotos, but on his view, as the proem indicates, they need not entail the subordination of the barbarian, whose achievements are to be celebrated also. For Herodotos, it is humanness that is the natural identity and the group identity that matters, and man-made variations are merely contingent, for all their exotic character and interest. Confirmation of such a view of Herodotos may be found in the condemnatory response of Plutarch, for whom Herodotos is far too positive about barbarians. The ferocity of Plutarchs response (indeed, his very decision to write a response at all) further indicates the strength of the challenge that Herodotos case presented to the smug asseverations of Greek specialness that seem to have developed through the fifth century and which Plutarch in his day assumed to be right and proper. Cross-cultural interaction was central to Herodotos project in the Histories. At the same time, the problematic nature of reciprocity the uncertainty that arises from its under-negotiation is particularly apparent in interaction across cultures. Indeed, Herodotos concern with the problematics of reciprocity as a phenomenon can be seen as intimately bound up with his concern with cross-cultural interaction. Of course, Herodotos starting-point is a matter of mere speculation. But we can and should observe the organic relationship between cross-cultural interaction, crosscultural reciprocity, and the problematics of reciprocity as a phenomenon. It is precisely within the problematics of cross-cultural reciprocity that the appreciation of cultural relativism is particularly necessary. Therefore, if we move from the claim, already mentioned, that there is a strong sense in which the Histories are about reciprocity to ask why Herodotos should be so interested in the phenomenon, I would suggest that an answer is to be found not in the topicality of reciprocity as a theme in the later fifth century, but in the rationale of Herodotos very undertaking. A broadlybased treatment of the Persian Wars by its very nature invites a simultaneous and inherent treatment of reciprocity as a phenomenon. To examine societies is to explore forms of reciprocities. All the more so, when societies invite comparisons through their It also seems clear that Herodotus approached the task of describing manners and customs with a fairly definite idea of what constituted a culture, and a fairly specific set of questions for evoking details from informants. The criteria which separated one group from another and gave individuality to his descriptive portraits were common descent, common language, common religion, and the observance of like manners in the smaller details of living, such as dress, diet, and dwellings. The Argippeans, who lived at the foot of the Ural Mountains, were presented vividly as being bald from birth, speaking a language of their own, using no weapons, dispensing justice in the quarrels of their neighbors, and dressing after the manner of the Scythians. They lived on the juice of a species of cherry, making the lees into a solid cake which they ate instead of meat. They dwell each man, he said, under a tree, covering it in winter with a white felt cloth, but using no felt in summer. For each group, in other words, seven categories of cultural fact are given. We are told their geographical location and something of their environment. We are told of their language, their dress, their food, their dwellings, their form of self-defense, or their lack of it, their prestige as judges among other peoples. On the other hand, concerning Egypt, one of the more important culture areas, Herodotus says at the outset that he will have to extend his remarks to some length. This countryits climate, its people and animalswas a constant surprise and challenge to the observer, very much as Japan with its customs and Australia with its fauna have challenged the modern traveller. For the Egyptians the number of cultural categories evoked far exceeds the seven used in describing the Argippeans. As for history, Bodins belief in its power to confer knowledge concerning the ways of mankind was unfaltering; and much of both the Methodus and the Republique is devoted to the assemblage of documentation to support this contention. Never before perhaps had a writer on politics or ethnography amassed so large a body of dated materials or laid so large a literature under tribute. He was well-read, not only in the law and the Bible, but in the Talmud and the Cabala; in the ancients, including Herodotus, Strabo, Cicero, Tacitus, and Caesar; in the modern historians, such as Joinville, Froissart, Monstrelet, Commines; and in the travelers, Marco Polo, Leo Africanus, and Las Casas. As they err, said he, who study the maps of regions before they have learned accurately the relation of the whole universe and the separate parts to each other and to the whole, so they are not less mistaken who think they can understand particular histories before they have judged the order and sequence of universal history and of all times, set forth as it were in a table.

Renault Nissan The Paradoxical Alliance Marketing Essay

Renault Nissan The Paradoxical Alliance Marketing Essay Individual Essay Contrary to common belief recent research suggests that, most often it is not poor strategic that causes mergers and acquisitions or alliances to fail but poor implementation. Common mistake can be identify in, for instance: lack of trust and communication, insensitive management, power struggles, slow execution or a leadership void following the deal. In this assay we will explain the points that have made what on the beginning was announced as a marriage of desperation is now considering one of the most successful alliance. The most fundamental challenge of any alliance or merger is cultural: if only one does not believe that something can be learned from new partners, the venture is doomed to fail said Carlos Ghosn. Renault-Nissan gave attention of the cultural people aspect, in fact Ghosn (Nissan and Renault CEO) created a specialize team combine both nationality together, in addition they chose a common language (English) and a common vocabulary, for some misleading words, with the purpose to avoid misunderstanding. A drive change, for the company has been the transparent valour and the strong leadership of the CEO; in addition a common vision, based on the Nissan Revival Plan, with the main purpose to be profitable in only three years, that has given a common point to reach for both the companies and what it is more the perfect goals to achieve. In this way, Ghosn had reinforced the value inherent in the organizations view and expressive a clear and appealing vision, such as using expressive, strong form of communication, show strong self-confidence and self-assurance in the attainment of the vision. Moreover, they transferred high expectations to the group and confidence in their abilities, showed role-modelling behaviours that emphasized and reinforced the values inherent in the vision and in this way empowering people to achieve the vision. From my point of view since the first meeting they create an alliance based on partnership and trust, rather than power and domination. The two companies utilize common synergies in numerous areas, apart from sharing the platforms on which vehicles are built; they also exchange research and technological innovation (transmission engineering, fuel and cell research, and state-of-the-art engines). In order to facilitate coordination and improve performance, they create a cross-cultural teams and functional task team, in fact some employee were working on the same time in Renault-Nissan alliance even though they continue to stay in their original company. Another important aspect is that the Renault-Nissan alliances have joining together people of various national cultures and different corporate society into one company. Moreover, the leader had capitalized on the cultural differences between employees and he minimized firstly the stereotype and secondly the psychological distances between them. Furthermore the company since the beginning invested a lot of money for training 1500 Renault employee about the Japanese culture and 400 Nissan staffs about the French culture. This one the first good step for create a cross-cultural alliance, studying the opposite company culture, habit and background, both Japanese and French could understand better the opposite point of view, in order to avoid misunderstanding and play together for a common plan. When Carlos Ghosh arrived to Nissan, he plan to cut 21,000 jobs (from 147,000 to 148,000) by March 2003, so basically in three years, in addition he closed five factories and interrupted the historical supplier rapport with the Keiretzu. He did all of these actions in order to give a strong signal to the company and reduce to the minimum redundancy and cost. Another important aspect that Carlos completely change was the management process, before he came to Nissan a younger employee could not managing and old colleague because of the age and the seniority, in fact promotion were related to the sonority of the employee. He creates a completely new promotion rules, based strictly on performance, without any relation between ages of the employee. In this way he creates common rules between the two companies and on the other hand he motivates young and not members of the team to work hard. This was completely different from the Japanese culture, but after a while, when the Japanese emplo yee understood the benefits of this action, it was easier for them accepted and gave them also, a huge motivation, because of the egalitarian style. Moreover, he established nine cross-functional teams; each was led by two executive members and headed by a pilot. Further, team members were selected by the leaders and the pilot. The purpose was to create a cross functional and international team, in order to share competencies, experiences and see the company as whole together. Moreover, Carlos Ghosn in 2001 hired a high-profile female Japanese executive for heading Nissan communication department; in fact she was the first woman to lead an important function inside the company. This new person did not create any contrast inside the company, because of the new mentality that step by step the CEO was trying to build inside the Nissan-Renault company. In the past, in Japanese culture an act likes that could create problems or just loose of power from the manager, but because of the lon g training and the new cross-cultural vision, what in the past would be a conflict, now it is a new benefit. Undoubtedly, there were some radical cultural differences between the two companies, Japanese culture is more collectivistic, as oppose to the French one that on the workplace is more individualistic. This two particular aspect of cross-cultural were explained by Hofstede before and Trompenaars later, even if with some differences. As a matter of fact, the former conceptualize the differences between individualism and collectivism as general differences between cultures. The author point out that on a scale of 50 different countries, with values between 91 and 6, the IDV value for France people are 71 so pretty high, as oppose to the Japanese with only 41, which show a more collectivistic culture instead on individualistic. The latter, on the other hand emphasis more frequent reference to managerial implication, even though the general sense is really close to what Hofstede set out. This last aspect can be a practical point that Renault and Nissan managers and employee had studied du ring the first months training, with the purpose to avoid problems inside the cross cultural team and colleagues indeed. Moreover, Hofstede explained the different point of view that some countries have about masculinity and femininity, in fact based on the authors fourth dimension, he underlined that the Japanese country is the first country for masculinity, such as competiveness and performance, with a score of 95 out of 5 and France only 45 out of 5, definitely with more femininity values, for instance relationship and a concern for the quality of life. This shows a huge difference between the two countries, but due to the high Japanese masculinity, for Carlos Ghosn (Renault-Nissan CEO) was the perfect synergy, in fact Nissan employees found a strong new management, which gave to the alliance new rules, with a continue demand of high performance and even more hard competiveness than before, because more egalitarian. On the other hand, we can find in Hofstede also same synergy; the first one is with the power distance, in fact following the author research France (68/104) is slightly more hierarchical than Japan (54/104) which is more equalitarian, even though the substantial difference with the two countries is really minimal. The second possible common point is with the last Hofstede dimension the uncertainty avoidance, where both countries show a closer score (92/112 France and 86/112 Japan), which underline a predisposition for the roles; which definitely prove an important aspect for a strong alliance. As Trompenaars and Hampden -Turner (1997, Riding the Waves of Culture: Understanding Diversity in Global Business) identified and analyzed seven different dimension, one in particular is the neutral/emotional dimension, where they describe the cultural contrast between countries where emotions are masked and others where emotions are exhibit openly, also inside a business situation. Moreover, the two authors emphasis the cultural differences between south European and Japan, the former in general tend to exhibit without any separation between emotion and reasoning. The latter, on the other hand, demonstrate that the 74% of Japanese do not want to express inside a workplace strong emotions. The points just mention above are absolutely a cultural difference, which can create discontent and fracture inside a new alliance, if the respective company do not know that it is more a behavioural aspect rather than a value in itself. Furthermore, Trompenaars and Hampden -Turner also wrote about the role of societal culture at the organization level, believing that corporate culture is shaped not only by technologies and market but by the cultural preferences of leaders and employees. This is another important point that links the two authors with the new Nissan-Renault vision. A common aspect that both Hofstede and Trompeenars mention in their studied is the negotiation aspect, in some cases if the two parts do not know the opposite habit respect the understanding and agreement phases, these can create some misunderstanding and emphasis the difference between a Middle East country and European or Western Countries (USA). Indeed, during Renault- Nissan negotiation the two CEO (at that time were Schweitzer and Hanawa) met dozen times, with the purpose to learn, trust and understand each other and in this way imagine a future alliance between their companies. Therefore, the second step was to put together for six months (before the alliance) some of the top executives, with the aim of forging a formal alliance between the companies. After that Schweitzer and Hanawa chose 100 engineers and managers from both companies to work together, with the intent to joint team study and without any formal objective and free from cultural stereotypes. Both companies have i nvested time, resources and money for a long period negotiation with the purpose to discover the possible synergies without pay attention to the economical aspect. According to Schwartz researches, the two core bipolar dimensions identified were: Self-transcendence/ self- enhancement and Conservatism and Openness to change, the last one is the first link for the two companies, in fact, even though in different way, both have been opened to change. Nissan had completely changed management structure, part of the company vision and it become more transparent and communicative; on the other hand, Renault brought to Nissan important key people (CEO C.Ghosn, product development P. Pelata and finance T. Moulonguet), in order to give to the alliance strong brick for the companys revival. Moreover, both companies since the beginning have been opened to share engineers, idea and platforms. The second point correlated with Schwartz (2000) studies is with the three indices and in particular with Mastery and Harmony, where according to the authors research the Japanese culture appear more focus for control and change the natural and social environment. On the Renault- Nissan alliance this has not been a problem, because of the common vision focusing to restore Nissans company. According to Hall (1990) search he point out in his model the difference between high and low context societies. In the high context societies are often stress the importance of establishes good social relations based on trust and respect, this is an useful link with the point already mention before about the negation period coped with the two associates. Further, Hall identify three distinct categories: High- context, Medium- context and Low- context. Japanese culture reflect for the author more a high-context model, as opposed to France culture which result more on the medium-context categories; some of the points mention of this model could create inside the Renault-Nissan alliance some problem, because of the different way to think and manage the situation. According to Hughes and Weiss (Harvard Business Review, 2007) -The number of corporate alliances rises 25% a year. And those partnerships account for nearly 33% of many companies revenue and value. Yet the failure rate for alliances stays close at 60%-70%, that is because too many firms trust too much on conventional advice for managing alliances- -such as Focus on defining a business plan or Minimize conflict. The idea in practice from my point of view is that companies need to focus not only on the business plan but also on the partnerships working relationship and, rather than suppressing disagreements, exploring conflicts to find sources of value in partner companies differences. Therefore, the authors recommend five different practices in order to managing alliances: Develop the right working relationship Peg metrics to progress Leverage differences Encourage collaboration Manage internal stakeholders. The suggestion for the first one is to define exactly how the companies will work together. For example, clarify what mutual trust and respect mean to each of the corporations. Articulate how they will make decisions, allocate resources, and share information. The second point is to Peg metrics to progress,  alliances require time to pay off financially and alliance does not reach significant result in the first period, (month or even in the first year). Third points that the authors underline are the Leverage differences,  companies can share advantage from partners different, for instance: know-how, markets, customers, and suppliers. Yet other types of differences (such as contrasting cultures) can direct to uncomfortable conflict. Instead of hiding conflict, surface it and find ways to use your differences to create value. Another important practical point is to Encourage collaboration in fact if a problem come up, rather than prejudge someone or something, it is always better try to analyse of how both parties contributed to it and what each can do to improve it. The last one is to Manage internal stakeholders, in a practical way most of the external alliances depend on cooperation from internal units in each company. The purpose i s to be sure that all internal players are involved in supporting the alliance and committed for the success. From my point of view, the two authors express some important guide for making a good alliance, such as encourage collaboration, uses the differences for create value or create inside the company mutual trust and respect, all the points mention before are well express also inside the Renault-Nissan alliance, as some of the core value of the alliance. In addition, Carlos Ghosn definitely represents a strong figure for the alliance, probably a part of the heart of the company. He begun Nissan COO in 1999 and with the Nissan Revival Plan (NRP) gave to the alliance immediately clear qualitative and quantitative targets, with the aim to achieve all of them in no more than 3-4 year. He imposed a common restructuring, with tangible but challenging mission and a share vision The return to profit. Nevertheless, the NRP as mention before Ghosn gave a lot of importance about cross-cultural team, link both of companies with the same rules, since the first moment he always tried to avoid cultural stereotype and created work teams with both nationalities together. Carlos is a charismatic business man, but is also a clever CEO, who knows that he could not overcome or transcended cultural differences, only with is personal quality. Therefore, he mixed both leadership quality and cultural synergies with the intention to create the perfect allianc e. J. Collin and W. lazier (Beyond 1992) wonderful explain the role of a Leader, all the first chapter of the book Entrepreneurship (turning your business into an enduring company) is dedicate in leadership style. The two authors identified a guide for an effective leadership function and style; for the former they specified that the purpose is catalyze a clear and compelling vision that is shared by the group and is acted upon. For the latter, they recognized seven common elements for consider an effective leader style, plus the individual personality characteristics: Authenticity, Decisiveness, Focus, Personal Touch, Hard/soft people skills, Communication Ever forward All the points mentions above are decisiveness for build a strong leadership; as a matter of fact most of them are easily connected with Renault-Nissan alliance. The first share aspect is that Carlos Ghosn gave immediately an authentic vision for the new alliance and he carries this authenticity out to the major strategic decision made by the company. Moreover, he is a role model of the value and beliefs through his day-to-day actions, in this way all the company should be a role model of its philosophy as exemplified by its major decisions. The second point is absolutely the decisiveness , in fact Carlos showed immediately the ability to decide what it was better for the alliance and what not ( an example could be the historical supplier Keiretzu that he cut off, without any doubt, because not anymore essential for the company). Other important point already amply discuss before are be focus, Personal Touch and hard/soft people skills for instance, He creates a completely new promot ion rules, based strictly on performance and new cross- cultural teams, with the purpose to used the common synergies and learn from the future conflict. Communication is a crucial point for this alliance, because Carlos Ghosn has completely changed the way of how to communicate inside Nissan, in fact he establish an absolutely transparent, open, precise and functional communication inside the company but also outside such as the media. The CEO believes that if people do not know the priority, do not understand the strategy, where the company is going, which one are the critical objectives. For his point of view confusion is the first sign of trouble; with large amount of different cultures and countries, it is important to be precise and factual, in order that people can see and measure. To sum up, more or less ten years ago Renault-Nissan was considered an impossible alliance, there were apparently too many economical problems, cultural and organizational differences. However, during these eleven years the two companies have become the number four and five profitable largest car manufacturer companies on the world. Therefore, I would like to emphasize the last element of effective leadership style: ever forward mentality. Since the beginning, Carlos Ghosn has always moving forward progressing- before as an individual and later transmitting this new values to the alliance. This new open-mind way of how to think, collaborate, cooperate between teams and share ideas, combine two cultures and languages together, broken any kind of stereotypes and avoid cultural shock. With the aim to achieve an unique common goal be profitable again and create a longevity alliance. Renault-Nissan from my point of view is the perfect example of the effective power of a strong and well establish cross-cultural alliance. Doriana Carlucci S00402667