Volkswagen and the Business Environment

Introduction Volkswagen Aktiengesellschaft (VW) is a car manufacturer and vendor that operates in Europe, the Asia-Pacific region, and both Americas. It offers passenger cars, trucks, buses, motorcycles and their parts; apart from that, engines and turbines, as well as chemical reactors, are developed and sold by the company. VW is a group of eleven brands including â€Å"Volkswagen Passenger Cars, Audi, Ã…  KODA, SEAT, Bentley, Bugatti, Lamborghini, Porsche, Ducati, Volkswagen Commercial Vehicles, Scania, and MAN† (â€Å"Volkswagen Ag† par. 1).Advertising We will write a custom essay sample on Volkswagen and the Business Environment specifically for you for only $16.05 $11/page Learn More VW is of vast importance for its home country, Germany: one in seven of the workers of the country are employed by the company (â€Å"A mucky business† par. 4). The main competitors of the company include Toyota and General Motors; until recently, VW was outperforming these two enterprises (â€Å"A mucky business† par. 15). The recent emission scandal, however, has had a significant impact on the company’s reputation and is bound to affect its future; in fact, it has been described as a â€Å"catastrophe† (Reiter and Rauwald par. 7). The crisis resulted in the change of the CEO; now it calls for a revision of the company’s strategies as well. This paper is devoted to the alternatives that VW can choose while it attempts to overcome the crisis and stay competitive. The Emissions Scandal The fact that VW cars had a means of deceiving the America’s Environmental Protection Agency (EPA) was suggested two years ago by the International Council on Clean Transportation that has run independent tests on VW cars and discovered that the NOx emissions were much higher than what was expected or allowed. This year, EPA has received confirmation of this fact and made VW explain that the trick was possible due to specific software installed in the tested cars. EPA seeks to improve the monitoring of car testing for all manufacturers and characteristics, suspecting that VW was not the only company to have come up with such an idea (â€Å"A mucky business† par. 8-16). In the meantime, VW has to face the consequences. According to â€Å"Group Strategy 2018†, the ecologically friendly cars were considered to be the company’s main competitive advantage (par. 1-4). Since the cars turned out to be a fraud, the company must have lost its competitive advantage and needs to come up with a new one. The shares of the company decreased by one-third while the fines and recalls will cost the company billions of euros (â€Å"A mucky business† par. 2). VW has admitted its flaws while pointing out that relevant documents must have been withheld since top managerial levels claim to have been misinformed. As a result, the new CEO, Matthias Mueller, intends to revise the compan y’s corporate culture along with other relevant aspects (Reiter and Rauwald par. 5-6).Advertising Looking for essay on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More The Crisis. While the description of the notion of crisis varies from company to company, certain aspects that define it could be singled out. Those include the number of the shareholders involved, the time that the company has for the reaction, the media interaction specifics, and, obviously, the nature of the event that triggered the crisis (Heller and Darling 154). The stages of a crisis or its â€Å"anatomy† may include the pre-crisis stage (when the crisis can be prevented through proper diagnostics), the acute crisis stage (the most noticeable part), the chronic crisis stage (which should be avoided when possible), and the crisis solution and recovery stage (Heller and Darling 155). These stages appear to correspond with the stages of cri sis management: during the preliminary stage the detection and prevention of the crisis are possible; during the next stages, a response is needed to control the damage and contain it; the final stage includes the recovery-related actions and the learning process (Heller and Darling 159-165). At the same time, the learning can be carried out throughout the crisis period. For Volkswagen, the crisis is all-encompassing. The nature of the trigger event results in the loss of reputation and customers’ trust. Apart from that, the event must have affected the global environment. The size of the company ensures the possibility of handling the situation and allows VW take its time, but the competition in the field makes the problem more urgent. The reaction of the media corresponds to that of most shareholders; apart from that, it is through media that the company will have to emphasize the actions that are taken to eliminate the problems. The stage of the crisis is most certainly ac ute; at the same time, it should be pointed out that the technological difficulties and the supposedly corrupted corporate culture are in chronic crisis, which means that much time will be needed for the proper recovery of these aspects. It could be said that the acute, most visible aspect of the crisis is the reputational crisis. All these aspects need to be attended now as the preliminary stage opportunities have been lost. Analysis Analysis Tools. PESTLE is an abbreviation that is used to name the tool for environmental analysis which includes Political, Economic, Social, Technological, Legal and Environmental (Ecological) aspects of the company’s surroundings. It should be pointed out that variations of the tool exist: for example, the first four aspects can be assembled in the STEP tool. Apart from that, PESTLE can be called STEEPLE, and, in this case, the ethical aspect is also added to the analysis (Harrison 15).Advertising We will write a custom essay sample on V olkswagen and the Business Environment specifically for you for only $16.05 $11/page Learn More SWOT is an analysis tool typically used for strategic planning. It included investigating the company’s Strengths, Weaknesses, Opportunities, and Threats. Occasionally, Trends are also added to the analysis, turning the tool into SWOTT (Simerson 155). It is not difficult to grasp that the two former dimensions can be considered internal while the rest are environmental. Indeed, it is not uncommon for investigators to combine PESTLE and SWOT which will be attempted in this paper as well (Hopkin 159). As widespread as it is, SWOT has been widely criticized. It has been accused of being vague and overly simplified, superficial and generalized, even elusive (Helms and Nixon 229-234). Similarly, an opinion has been expressed, that PESTLE is but a simple tool that can be only used as a ground for environmental analysis (Harrison 15). Still, it should be pointed o ut that the tools for research must suit the purpose of the research. The criticized simplicity of the methods could be also described as a convenience; their generalized nature allows the researcher to have a look at the big picture without being distracted by the details. In the case of this research, the two tools appear to be perfectly applicable. To sum up, the current position of VW is caused by internal difficulties (weaknesses), but it has had a major impact on the company’s environment. Both aspects of the problem are going to be analyzed with the help of PESTLE and SWOT tools. Volkswagen: PESTLE. From the political point of view, it should be noted that the German government relies on the car manufacturing industry very much (Mà ¼nchau par. 1-5). Undoubtedly, this means that the scandal of W becomes a problem of the nation; in fact, German officials appear to be concerned with the image of German export in general (â€Å"A mucky business† par. 4). At the sam e time, this means that the government can be expected to assist VW and stabilize it. This can be regarded as a potential strength for the company. The economic situation in Germany has been regarded as a stable one for the past several years (Mà ¼nchau par. 10-15).Advertising Looking for essay on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More This, however, may change due to VW problems. The oil prices (that are still rather low and are not expected to rise significantly soon) mean lower prices for fuel, which might have an impact on cars demand, the two products being compatible (â€Å"Rising oil prices† par. 2-4). Still, given the fact that there are other car suppliers, this aspect appears to be of little significance. The social aspect of VW’s environment includes the public outrage concerning the deceit that has been uncovered. The damage that the company’s reputation has suffered will make it rather difficult for VW to recover. The social aspect is influenced by the three following ones. For example, from the technological point of view, the company is not living up to expectations. When it was expected to be advanced, it appears to have neglected the most important sphere of product development which increases the customers’ disappointment. This is a major weakness. From the point of vi ew of the law, particularly, the US law, the company is an offender. The fines that the company has paid and will pay are going to inflict financial damage; besides, this fact does nothing to improve VW’s reputation. Apart from that, there is a significant chance that the company’s products will not be certified by EPA in the next year which will effectively reduce VW’s presence in the US market that has been described as â€Å"crucial† for the expanding company’s strategy (â€Å"A mucky business† par. 2). Finally, from the ecological point of view, the company is also an offender that has knowingly increased the volume of dangerous gas emissions into the environment. Naturally, the actions of VW cannot be called ethical, and the resulting disappointment of the customers is understandable. Therefore, the environmental situation for VW is not favorable. While German government may provide support, other PESTLE factors can be considered as thr eats rather than opportunities for VW. Volkswagen: SWOT. The strengths of Volkswagen include its size and prominence, the reputation and confident position in the markets all over the world (particularly, in the first-world countries). The main problem, however, is that part of these strengths are being turned into weaknesses (for example, the reputation). It is not believable that the company will lose all its customers, but their dissatisfaction is well shown by the rapid decrease in the company’s share prices. Still, the mentioned strengths allow the company to have some time to react and recover. The major weakness of VW is, of course, the research and development (RD) difficulties. It is apparent that this weakness is to be eliminated as soon as possible; however, the fact that the company has been deceiving EPA for years suggests that VW’s RD has fallen behind its competitors. That is true unless emission cheating is a common practice among car manufacturers. In this respect, the crisis can be regarded as an opportunity to develop the company’s innovation mechanisms forcefully. Perhaps now, when there is no other way out, VW will pay enough attention to RD. Other opportunities of VW are difficult to find; in fact, since the situation of the company right now is described as â€Å"crisis† it is likely that it will be governed by the strategy of avoiding and eliminating threats. Those are numerous indeed: even though the main threat to the company’s performance is internal, external ones should be taken into account. Those are presented above and include legal threats (fines and recalls, the threat of not receiving EPA certification), the financial threats (reducing share price), and that of competition. The final one appears to be the most significant external threat: there is no doubt that every misstep of VW will be used by that or another rival. Therefore, despite the difficulties and the necessity to eliminate the in ternal problems, VW needs to stay competitive. Growth Strategy Analysis. Some would suppose that VW has no time for growth right now. It might have been so if the company in question was not a highly competitive leader of the field; also, this thesis may depend on one’s definition of growth. Securing what is left to secure is obviously necessary, but the same competition that demands swift reaction to the crisis also demands that VW proceeds to strive forward. Therefore, the following strategic options can be suggested for VW. Among the strategies that are typically suggested for growth, the one that could be used by VW is product development, that is, â€Å"developing and launching new products for sale in existing markets† (Lancaster and Withey 58). Given the fact, that many of the company’s products will be now considered deficient, a new properly certified product could be an option worth considering. While its sales would still be affected by the reputation al crisis, it would not be connected to the other product names, which is a plus. In fact, an improved diesel technology that the company will have to propose could be regarded as this new product. Product diversification, however, is a risky strategy that most certainly should not be considered by the company in an acute crisis; possibly, it could be chosen after this period is left behind. Apart from that, market penetration can become the current growth strategy for the company since VW is bound to become underrepresented in the already gained markets (mostly the North American one). It is not likely that VW and all its brands are going to be wiped out from a market, but the company’s presence is going to decrease as the result of the loss of customers’ trust. Market penetration (â€Å"expanding the sales of existing products in existing markets†) is likely to be impossible with deficient products; however, depending on the market legislation (that, for examp le, differs for US and Europe) and the actual products, it is possible (Lancaster and Withey 58). Conclusion and Recommendation Having ignored the preliminary crisis stage despite the fact that the information about emissions was available two years ago, VW has to face the consequences of several years of cheating its customers. The major threats that company has to avoid now are caused by its main weakness, that is, the difficulties in the field of RD. The main consequence of the scandal is that the company’s reputation cannot be considered a strength anymore as the customers’ trust has been effectively shattered. It is undeniable that the RD weakness of the company must be eliminated, and reputation needs to be improved; however, given the fact that the scandal has deprived VW of its competitive advantage while the competition in the field is tough, the company needs to improve its competitiveness. Such a goal may be pursued through any of the strategies suggested ab ove; in fact, a giant company like VW can afford to carry out a system of actions aimed at increasing its competitiveness. Organizational and Marketing Implications. A balanced crisis management and growth strategy implemented simultaneously are going to be very resource-consuming. VW has lost enormous sums through fines and recalls and is bound to lose more, but a company of this size can afford allocating resources to the solution of the current problems. What is more important, the company cannot afford not allocating these resources in the current situation that has been described as a catastrophe. Even though it is too early to speak about the future strategy of VW, the company appears to be preparing for the change, which has been reflected in the election of the new CEO. His words about revisions are promising indeed, but it is apparent that recovering from this crisis is not going to be easy for VW. Works Cited â€Å"A mucky business.† The Economist 26 Sept. 2015. Web . â€Å"Group Strategy 2018.† Volkswagen Aktiengesellschaft. Volkswagen Aktiengesellschaft, 2014. Web. Harrison, Andrew L. Business Environment In A Global Context. Oxford, United Kingdom: Oxford University Press, 2010. Print. Heller, Victor L., and John R. Darling. â€Å"Anatomy Of Crisis Management: Lessons From The Infamous Toyota Case.† European Business Review 24.2 (2012): 151-168. Web. Helms, Marilyn M., and Judy Nixon. â€Å"Exploring SWOT Analysis – Where Are We Now?† Journal of Strategy and Management 3.3 (2010): 215-251. Emerald. Web. Hopkin, Paul. Fundamentals of Risk Management. London, United Kingdom: Kogan Page, 2014. Print. Lancaster, Geoff, and Frank Withey. Marketing Fundamentals 2007-2008. London, United Kingdom: Routledge, 2007. Print. Mà ¼nchau, Wolfgang. â€Å"Volkswagen’s threat to the German model.† The Financial Times 4 Oct. 2015. Web. Reiter, Chris, and Christoph Rauwald. â€Å"VW’s New CEO Is Moving Forward With a Strategy Shift.† Bloomberg Businessweek 27 Sept. 2015. Web. â€Å"Rising oil prices.† The Economist 26 May 2015. Web. Simerson, Byron. Strategic Planning. Santa Barbara, California: Praeger, 2011. Print. â€Å"Volkswagen Ag.† Bloomberg Business. Bloomberg L. P, 2015. Web. This essay on Volkswagen and the Business Environment was written and submitted by user Vicente Mayo to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.

Wonen in US military Essays

Wonen in US military Essays Wonen in US military Essay Wonen in US military Essay Essay Topic: Zone One Status and role of women in the US Army has been always considered as controversial and highly debated issue. The events of 9/11 are often understood as representing a fundamental shift within the nation, irrevocably changing the course of events in the US.   Along with other changes that are still unrecognized by national consciousness, September 2001 is a significant moment in American history precisely because, even if it led to a reification of some traditional gender roles, it also presents an important opportunity to reconsider womens role in the nation, and in the US Military particularly. On one level, the nation and the media have turned to traditional notions of masculinity and femininity to make sense of the ideological and political chaos following the attacks and expanded by the uncertainties of both the legitimacy and the usefulness of Americas war in Iraq. On another level, political and cultural discourses reflect an increased preoccupation w ith the role of women in war due to a visible collapse of traditional binaries and responsibilities in war. In the contemporary politics of representation, the figure of the female soldier is a challenge to the traditional war story, and also a transformative site in which traditional boundaries of public and private obligations to the nation are blurred and reconfigured.   This paper aims to discuss historical, political and social aspects surrounding the roles, functions and challenges of women in the US Army.HISTORICAL PHASES OF WOMEN’S STATUS CHANGE IN THE US MILITARYFrom the historical literature perspective, there are several enduring factors governing the evolution of womens roles in the United States Army. Foremost among these are cultural attitudes - the prevailing societal norms that determine the appropriate roles for women. In 1917 when women were first enlisted into the US Military, social norms dictated that a womans place was in the private sphere where her primary obligation was to her spouse and her children (Jones D., 1997). Fulfillment of this obligation was regarded as a fundamental cornerstone of society and the state. Therefore any woman who sought fulfillment outside of the narrowly prescribed confines of the home became a subject of suspicion and ridicule. Since the primary function of women was to produce and nurture children, any divergence from this socially-prescribed path brought with it an assumption of sexual deviancy. Such attitudes are remarkable in both their persistence and consistency to the present day. Cultural attitudes are in turn affected and informed by the next four factors. Political trends, such as the consequences of political enfranchisement of women and their greater participation in public life have helped to redefine the nature of the relationship of women to the state and to society.The first was militarization, the act of enlisting women in the armed service which took place between 1917 and 1947. W omen were permitted to serve in the army in strictly limited roles and in sex-segregated reserve organizations. The navy established the Yeomen (F) during the First World War and the WAVES (Women Accepted for Voluntary Emergency Service) in the Second World War. Public acceptance of the unprecedented idea of women in the military was mitigated by the exigent circumstances of the prevailing national emergency and strong feelings of patriotism (Jones D., 1997). The second phase of womens service in the army, occurring between 1948 and 1966 was characterized by marginalization. The Women in the Armed Services Integration Act of 1948 incorporated women into the regular branches of the armed forces, but there were restrictions on the number allowed to serve (no more than 2% of the overall manpower strength); restrictions on rank and enlisted ratings (job specialties) and a prohibition against service on ships and aircraft or in any duty with the potential to expose them to combat (Jones D., 1997).A great deal of effort was directed toward cultivating public acceptance of military service for women in peacetime. The third phase was a transitional period between 1967 and 1993 when policies towards women in the army evolved in response to the end of conscription and the creation of the all-volunteer military; federal judicial rulings and legislation that struck down long-standing assignment policies, and two highly publicized scandals (USS SAFEGUARD in 1987 and Tailhook in 1991) prompted comprehensive reassessments of internal attitudes and policies towards women in the US Military (Jones D., 1997). During this phase, much of the progress made by army women was the result of military leadership reacting to public and congressional pressure.The final phase is an integration, which only began with the passage of the Defense Authorization Act of 1994 repealing the combat exclusion laws. Although navy women are now allowed to serve in the warfare specialties of surface wa rfare, aviation and special operations, they are still precluded from serving with the submarine and special warfare communities. The majority of women with warfare specialties and enlisted qualifications serve in the Surface Warfare community. Although women now constitute more than fourteen percent of the total manpower strength of the U.S. Navy, their representation in the warfare communities is only a fraction of that. Integration continues to be an incremental and ongoing process.CONTEMPORARY STATUS OF WOMEN IN THE US ARMY: ANALYSISDuring the 1960s and 1970s, subsequent creation of the National Organization for Women (NOW) in 1967, and the National Womans political Caucus (NWPC) in 1971, culminated in the favorable vote for the Equal Rights Amendment (ERA) in 1972.  Ã‚  Ã‚   Subsequently, the Supreme Court decided in Roe v. Wade (410 U.S. 113) that women had a right to an abortion, and more importantly, the principal right over their own bodies and their reproduction (Jones D ., 1997).   The majority of social science specialists points to the tremendous impact that feminist concerns with issues of economic equality, womens reproductive rights, and labor concerns have had on contemporary gender relations.   1960s and 1970s women experienced a transformation in their self-perceptions and their anticipations for their future roles in the nation. In the military, women took on the gender discriminatory dimensions of the policies regarding pregnancy and motherhood and by 1975, the Executive Order (EO 10240) giving the military permission to discharge a woman if she became pregnant, or a parent (by adoption or as a stepparent), was eliminated by the Secretary of Defense. In May 1974, Congress changed the minimum age for the enlistment of women to age 17, the same as for men, and on October 7, 1975, President Ford signed Public Law 94-106, permitting women to be admitted to all service academies beginning in 1976† (Jones K., 1990:129).   In 1996, B aldwin (1996) in the research aiming to reveal glass ceiling practices in the US Army collected data from 123,000 army candidates for promotion. Baldwin’s findings (1996) indicated that women were still underrepresented in middle officer ranks, were promoted at lower rates than males, and moreover their promotion rate differences did not increase consistency with rank.In January 2005, President Bush re-affirmed his administrations policy on women in war by publicly stating, No women in combat. But, in a context in which recruitment and retention numbers are low, and the end of the war against terrorism is far from sight, the ban on women in certain position in the armed forces has larger repercussions that go beyond the politics of gender and the role of women. In support of the administration a House Subcommittee led by the Chairman of the House Armed Service Committee in May 2005 proposed a measure that would add to a previous 1994 rule and bar women from forward support un its that could lead to direct combat (Neroni, 2005). Critics argued that in a time when reportedly more than 200,000 women are on active duty in the US Army, and an additional 150,000 serve in the US Guard and the Reserves the measure would result in 22,000 military jobs being closed to female military personnel (Neroni, 2005).   In contrast to this measure, some advocated implementing a collocation policy (Hartsock, 1982) that deploys mixed-sex noncombatant units alongside all-male combat brigades which, while in conflict with the military policy banning women from combat zones, would solve the problem of finding enough personnel to fill the ranks as political instability and military situation in the Middle East continues.The Center for Military Readiness, represented by its President Elaine Donnelly, critiqued the collocation policy arguing, The United States Army plans to force female soldiers into land combat units, despite current regulations and a law requiring prior notice to Congress (Dowler, 2002: 160).   Even as the possible elimination of the collocation policy is still being debated, members of the House Republicans abandoned the measure that would add to the 1994 ban on women in combat soon after it passed on a 61-1 vote in the House. Arguably the abandonment of the measure should not be interpreted as a sign of support for women in combat; rather it is a clear indication of the political significance of the figure of the female soldier.;

O Captain, My Captain!

O Captain, My Captain! O Captain, My Captain! O Captain, My Captain! By Maeve Maddox Reader Cathy poses this question: Is the proper use of helm at the helm or under the helm? She gives this example of the use of the latter: The tennis team, under the helm of second-year head coach John Doe, advanced to the championship round. What we have here is the decomposition of a dead metaphor. The word helm has more than one meaning in English, but in the context of leadership it derives from a metaphorical use of this definition: helm: the handle or tiller, in large ships the wheel, by which the rudder is managed. The mariner guiding the ship stands at the helm. Metaphorically, anyone in charge of an endeavor is at the helm. The word can also be used as a verb: Early talkies were helmed by producers who had learned their trade with silent films. A new coach takes the helm. If the team he has been hired to lead is under the helm, the players must be lying about on the deck. However†¦ A search of under the helm brought two million Google hits. Clearly a lot of writers are using the expression. To answer the readers question, at the helm is the proper version, but the wide use of under the helm may signal a new incarnation of a dead metaphor. Helm may be taking on the new definition of leadership. Want to improve your English in five minutes a day? Get a subscription and start receiving our writing tips and exercises daily! Keep learning! Browse the Expressions category, check our popular posts, or choose a related post below:50 Rhetorical Devices for Rational Writing50 Idioms About Roads and PathsGlimpse and Glance: Same or Different?

Tele Vision as an Advertisement Media Research Proposal

Tele Vision as an Advertisement Media - Research Proposal Example Regardless of the media or method selected, the main aim of advertisement is to convince the target audience that they have a need for the product. Through advertisement, the suppliers/marketers are trying to create an image about the product with the help of linguistic and artistic elements. The present research paper looks on how an advertisement campaign for an expensive chocolate be planned and implemented effectively through television channels to reach its target audience. The target audience consists of women in the age group of 20 to 40. The paper takes a narrative approach for explaining the various aspects of advertisement campaign and its effectiveness to the business. Everything in business demands planning for effective implementation and controlling. In advertisement also, a well planned campaign can do a better job than one which is not. Advertisement Planning gives a detailed blue print of what and how it is done at various stages of campaign. The present campaign is planned to be conducted through television to reach the target audience comprising of women in the age group of 20 to 40. A popular channel such as entertainment or sports channel is suggested for selection. The company is a chocolate manufacturing firm in the U.K. which has been in existence for some time in the market doing similar business. The new product is an addition to company's product lines, all of which have a sound customer support and brand equity. The new product which focuses on the customers, who are in the age group of 20 to 40, uses an innovative imported technology and it is going to capture the market in the next six months. The product and Brand name The product is an expensive chocolate, which has exceptional features than that available in the market. The company claims that the content of chocolate is highly recommended for the health of women in the age group of 20 to 40. The brand name decided for the product is Enclate. The brand name 'Enclate' is registered and trade mark for the same has already been sanctioned by the authority concerned. The word 'Enclate' is written using special letters, which the company developed in consultation with the advertisement agency. Objectives of Advertisement Campaign The objectives of advertisement campaign are inseparably connected with that of marketing strategy of the firm, which in turn is associated with the overall corporate strategy. To achieve and maintain the target market within the desired time frame, the firm has set the following specific objectives: 1. To disseminate knowledge about the company, its values etc to its customers and to the general public. 2. To convey about the brand, price, other promotions and distributions (Setting the advertising objective, p.2) 3. To create awareness about chocolates in general and Enclate in particular 4. To create a distinct brand image apart from other similar brands 5. To stimulate the customers to purchase the product Target Audience The company has already fixed the target audience for Enclate. Women in the age group of 20 to 40 constitute the target group for the product. Normally, this group does not take chocolates as a habit. But, the

CRJS315 U2IP Research Paper Example | Topics and Well Written Essays - 250 words

CRJS315 U2IP - Research Paper Example It is the nature of teenagers to be rebellious but has the society asked itself what causes all this. Reported cases of bad behavior and illegal practices are common among juveniles, and this is worrying (BartuschandBurfeind, 2011). Anomie is the scenario where a community does not offer any guidance or direction to the people. This is especially the case for the 21st century where everyone is busy looking for money and self-empowerment while disregarding the general cohesion and togetherness of the community (Welsh and Siegel, 2011). Anomie is caused when a society undergoes rapid changes in its underlying values due to e.g. the emergence of different social classes. When this happens, the general cohesion of the society is weakened leading to different chances for the individuals to access opportunities equally. The lack of opportunities especially on the side of the less fortunate, results in a lack of morals. This is because they are willing to do anything to have those chances. Some end up finding their lack but most never do and may end up detesting the well-off (Clark,2000). This usually leads to cases of bad behavior e.g. bullying, pickpocketing, petty thieves and even drug and substance abuse. In cases of college teenagers, the inequality among the students may cause some of them to be involved in exam malpractices (Peterson,2013). To them, it is available means to excel in class and make a better life for them especially if they come from poor backgrounds. The solution, therefore, as a probation officer, is to encourage the community that, even though people may be in different social classes, the general cohesion and togetherness of the people should be maintained (Nowinski, 2007). The other things would be to encourage them to ensure equal opportunity for everyone and prevent discrimination against because of anything. Be it because of their sexual orientation, gender, race, social class or anything,

Postmodern Aerobics :: Exploratory Essays Research Papers

Postmodern Aerobics These days, I'm living life flat-out, literally and figuratively. I say literally since I'm lying face up in a back float right now, and figuratively since I'm in the final stretch of my coursework for a degree in literature. I come to the pool, though, even with exam deadlines looming over my head, or perhaps be-cause of them, since I need to feel all the gravity fall away, experience even for just a moment the feeling of weightlessness. From my vantage point in the pool, I can see the aerobics class hard at work in the plate-glass exercise room on the balcony above. The other side of that room is lined with mirrors, and many of the members watch themselves step, extend, and jiggle. I can hear the bass line of the retro disco music pounding down through the foundation, overpowering the strain of classical music wavering from the radio on the pool deck. I lay my head back in the water and think about how unhappy they look, their faces wrought in sweat, determination, and desperate amusement. It occurs to me that they are engaged in a kind of postmodern aerobics. No excesses enter that stripped-down room with them; they bring to it only a sharp perception of their bodies, fragmenting themselves into pecs, abs, and buns of steel. Constantly assessing themselves in terms of the minimal, they self-consciously measure the body fat on their upper arms and thighs with a small device that pinches their flesh between two levers. Even more painful to watch is the process that follows as they evaluate the units with stern faces, consulting each other in an almost robotic fashion. It seems they'll let nothing get in the way of sculpting the exterior, perfecting the outer package. "The stomach needs work," I will hear one of them say later in the locker room; she will not say "my stomach" or "my torso." Each one proceeds to talk about an element of her body as if it were something she has managed to separate from herself. And I've never once heard them mention the soul. While members of the "Masters" competitive team may possess some or all of these qualities, "Sunset" swimmers do not think this way. We come to the pool in search of our souls, that part of ourselves that loves to be submerged and buoyed and enveloped by water.

Retail Management Essay

What can an independent retailer learn from this case? An independent retailer can pull several insights from this reading. First and foremost the market is becoming severely competitive which means that independent retailers will have to adapt to the environment. Adaptations such as; benchmarking other retailers, pinpointing customer needs & wants, developing a long-term strategy for adaptation are to be made. It is imperative that retailers find ways to draw-in and maintain customers by changing with the market. Soft line specialty stores have found that the recent economic downturn has hurt the industry and in turn created intense competition for retailers to find new ways to get more sales from existing customers. Some good ideas for retailers to consider after reading this case are, repositioning old images, continuing to target the youth market, and creating a life cycle of retailing whereas, when a customer outgrows a particular brand, you have another brand for the consumer to grow into. There are also many ways that our ever-advancing technology can be incorporated into retailing to aid companies in increasing revenues.