Nursing Today Essay Example for Free

Nursing Today Essay Nurses these days have positive and negative images from the general public. Negative stereotypes portray nurses as being overbearing, sexual, and incompetent. For example: Naughty Nurses, Airheaded, and Doctor’s Handmaiden. These stereotypes are portrayed in the media constantly even though nursing is a challenging respectable profession. Some of the positive images that are portrayed by the public are strong, patient advocates, dedicated, trustworthy, profession highly in demand, and highly intelligent. There are numerous actions that can be taken to actively fight the negative stereotypes. It generally starts by promoting positive images of the nursing students. This could start at the college setting or even the clinical setting where a lot of interactions will be done with the general public and strangers. I also think that if you actively educate others on the true meaning of nursing then that would also help fight negative stereotypes. This could generally be done in health career fairs, schools, colleges, and health centers where nurses are actively involved. Also establishing public image committee in the local neighborhood or city would also help. There are also popular celebrities that actively help with stereotypes. For example: Christina Aguilera as both a nurse and patient, exploited negative stereotypes of nurses. If popular celebrities can take active role in helping stop negative stereotypes for nurses then anyone can. It would definitely take a lot of hard work to stop it but eventually the word would come across. Moreover, television nurses also promote positive nursing its understood that medical dramas are meant to entertain, not serve as documentaries. Nevertheless, media-driven messages are also very powerful, influencing the culture and collective mindset. There are numerous current images of nurses in the media and challenges nurses to engage in professional and public service designed to promote a positive media and public image of nursing. In conclusion, if we actively did take a part in stopping negative stereotyping for nurses or any other profession it would benefit and bring more respect to the nursing world. It doesn’t take much to down grade a rofession but it takes a lot of hard work and time to stop the negative stereotyping. As I listed examples above to help reduce negative stereotyping all it takes is active participants to bring a change. In this time and age we often get influenced by individuals very fast and so why couldn’t we actively bring positive influence to society and help the nursing profession in general to lower negative stereotyping. Because it will greatly help our profession of nursing become more respectable in society.

Total Quality Management And Excellence Management Essay

Total Quality Management And Excellence Management Essay Over the last two decades organisations have witnessed great variations in markets, tremendous competition, rapid globalisation and economic turbulence. With customers becoming more demanding, satisfaction of customers has taken priority in running a successful business (Porter and Tanner, 2004). As a result, organisations have embraced a range of quality initiatives into every conceivable aspect of organisational work (Wilkinson and Willmott, 1995). In the older sense, Jurans edited work [2] on A History of Managing for Quality relates quality to meeting the requirements of a person obtaining a product or receiving a service. In a wider sense, Fisher and Nair(2006), refer toQuality as the way an enterprise goes about its business, inspired by a theory that acts as a guiding principle for behaviour and informed by the knowledge and knowhow needed to make it occur. In an attempt to survive competition and sustain a competitive advantage, many firms have witnessed the implementation of various quality management systems and standards like the ISO9000, the growth of total quality management(TQM), Business Process Re-engineering(BPR), business excellence, US Baldrige Model, European Foundation of Quality Management (EFQM), lean thinking, Six Sigma etc.,(Porter and Tanner, 2004). What is TQM? Total Quality Management (TQM) has been on the agenda for a very long time. The concept of TQM has origins in the 1920s where product quality control was dealt with the application of statistical theory. Moving forward, the concepts developed in Japan in the 40s and 50s piloted by Americans, like Deming, Juran and Feigenbaum who gave a broader picture beyond quality of products to quality across the organisation which pioneered the beginning of TQM (DTI). TQM is an approach aimed at improving quality to establish effectiveness and efficiency across the firm. It defines ways of planning and organizing every activity associating it to every member at every level of the organization. (Oakland, 2003). Thus, despite the comprehensiveness and fullness of the TQM framework, there seems to be a decline in interest. This essay aims at critically analysing and discussing two works (a book by Wilkinson, Willmott (1995) and an article from Dale et-al (2000)) and evaluating the arguments stated i n them with respect to the emergence of more recent so-called Excellence Frameworks. This leads us to another question. What is excellence? With the evolution of Quality awards, principles of continuous improvement and organisational performance improvement became top priorities. The model devised by the European Foundation of Quality Management (EFQM), supporting the European Quality Award offers a greater focus on business results and hence, Business/organisational Excellence is generally associated to EFQM(Poter and Tanner). The core themes of excellence are heavily influenced by TQM principles. These forms a management system stresses on leadership for attaining quality by formulating policies strategies for developing and managing personnel in order to implement process with a customer focus to achieve excellence in business results. The article by Dale et-al (2000) essentially discusses about the fallen star image of TQM. It highlights the tampering of TQM models to develop excellence frameworks like EFQM and MBNQA. Dale et-al (2000) dismiss the new models for building fads and bringing about futile cosmetic and peripheral changes to the excellence models. The authors also critique the emphasis on point-scoring system which is drawing focus away from the quintessence of quality management and only aim to win quality or excellence awards. The article draws similarities between the key ingredients of TQM philosophy and the principles of excellence. It challenges that excellence is essentialy only a replacement to words like quality and TQM. However, Adebanjo(2000) has a different view about the shift of focus from TQM to Excellence Models and asserts that they both complement each other. He maintains that quality never actually died. While Dale et-al (2000) attributes the failure of TQM to managers, Deming (1986) argues that poor leadership is the cause for poor performance. Adebanjo(1997) discusses this further stating that the failure is partly because managers are often hard to convince, didnt have a clear understanding, demonstrated resistance or viewed TQM as a responsibility of the quality departments . The failure rate of TQM was as high as 75% (Cao et-al, 2000). Fisher (1995) emphasises that TQM doesnt really help everyone, unless the commitment to TQM is across the organisation which is difficult to attain. The introduction of other models like TQMEX, MBNQA further support the view that excellence models are the necessary and sufficient route towards business excellence Ho(). But the overshadowing of TQM by glamorous excellence models doesnt exactly translate into quality performance (Dale et-al, 2000). In terms of the link between excellence models and performance, MBNQA was criticised for the reasons like: winning rewards involves high resource commitments and expense, failure to lead to superior quality standards and winning these certifications does not necessarily result in improved results. Its quite difficult to find companies with good bottom-line results and good quality initiatives (Zairi,Oakland1994). Despite the apparent confusion of terms- TQM, excellence, continuous improvement- all these eventually mean one thing making things better. The article by Wilkinson, Willmott (1995) also suggests that the fluid meanings assigned to quality initiatives make it elusive. In the attempt to introduce quality into manufacturing and service deliveries, quality management techniques like quality control, quality circles and (more holistically) TQM have been sought. TQM has also been critiqued for paying more attention to processes, procedures and policies of the business with little focus on people management, support and culture (Wilkinson, 1991). Rees (1993) also highlights this issue stating that there is little detail interms of how employees perceive TQM. Quality initiatives do not essentially give employees collective sense of objectives, instead it bounds them to procedures and goals defined by the managers who expect them to deliver performance based on the objectives laid down for every job role. A balance between the hard and soft approaches of TQM philosophy seems to be reconsidered and reviewed in recent times. Oakla nd (199), emphasises the importance of motivation and quality required to serve both internal and external customers. TQM strives to introduce quality into every aspect of the business. Wilson-Willmott (1995) also argue that TQM is not directly associated to work-design or employee empowerment and instead follows an iron-clad hierarchal structure. Oakland(2004) stresses on the need for effective communication and leadership for the development and accountability of all employees to implement TQM philosophies successfully. The article also draws attention on the importance of culture on to support Quality Management. Employees associated with strong organisation culture have clarity of their job roles. Thus the culture-strategy fit should hold good for any philosophy to be implemented. Irani(2004) highlights the relationship among culture, quality, and competitiveness. Sluti et al. (1995),studies indicate that corporate culture contributes to quality and performance, but there is alw ays an element of doubt about the level of organisational commitment that is required for TQM implementation. Oaklands(2003) addresses this through a modified TQM-framework for achieving high quality performance using business excellence approach, through people, planning and processes with the soft outcomes of culture, communication and commitment. Wilkinson-Wilmott(1995) also discuss the contributions of various authors. To highlight a few, Stephen Hill relates effective implementation of TQM to business productivity, reduced wastage, better decision-making and sustainable competitive advantage . To develop a rounded approval of TQM, he brings up the subject of social effects of TQM, and its adoption or non-adoption to de-staffing. Walsh challenges the implementation of TQM in service sector because of the difficulty involved in measuring quality as per monitoring levels of customer satisfaction. Webb and Munro highlight the managerial authoritarianism and challenges the effectiveness of the participative scenario during economic slump. McArdle et-al takes this further stating how power-centred participation was replaced by task-centred forms of involvement over the years. Dawson challenges the culture improves commitment aspect of TQM and its success in countries with cultural-pluralism. Kerfoot Knights discuss empowerment a nd assumptions about employee behaviour and argue that control over employees is a consequence of the inconsistency of engineering-like model of firms than that of TQM. Both articles provide strong views on the subject of quality management. In order to evaluate how different TQM actually is from the more recent models, this essay aims to compare and contrast it with the Excellence Frameworks, Lean and Six-Sigma programmes. In the 1980s, the Malcolm Baldrige National Quality Award started gaining popularity. This aimed at identifying US companies that have achieved quality excellence. The framework focuses on customer and market-driven excellence to achieve business results. It focuses on harnessing te talents of employees through effective leadership and management. (Oakland, 2004). The EFQM is a model developed in Europe and it recognises the need to improve processes by involving people and continuous improvement of processes. (Oakland, 2004). Ho(), also advocates a need for an integrated approach to support the process of continuous improvement through the companys commitment to managing by quality and proposed the TQMEX model that encompasses 5-S, BPR, QCC, ISO 9000 and TPM, thus forming a basis for company-wide TQM implementation. Traditional TQM approaches and excellence models are based on rational paradigms, where traditional and normative, research data, includes survey responses associated with deductive theory and testing.(McAdam et-al, 2006). To address complex socio-political events and phenomena, a strategic TQM has been developed representing the dynamic nature of business and environment. Quality initiatives date back to after World War-II and the bombings in Japan. Unable to imitate the US practice of manufacturing in masses due to limited capital, Toyota developed a Production System, minimising waste across its operations, a technique now known as Lean Manufacturing. Lean Manufacturing overlaps TQM significantly. The TQM process orientation eventually leads to almost the same results as lean manufacturing. But, TQM starts with quality which may or may not be the most critical area or the area that produces quickest results. http://www.strategosinc.com/tqm_benefits_0.htm A more recent model gaining favour in industries is Six-Sigma. Its a model developed by Motorola. Motorola was also cited as the first winner of MBNQA in 1988. Six-sigma is efficient, often statistical, techniques are used in a systematic way to reduce variation and improve processes and there is a focus on results including customer-related ones that lead to enhanced marketplace performance and hence improved bottom-line financial results. (Klefsjo ¨ et al. 2001). Mikel Harry[1], developer the Six Sigma program at Motorola, has defined Six Sigma as a disciplined method of using extremely rigorous data gathering and statistical analysis to pinpoint sources of errors and ways of eliminating them. and is all about improving customer and business results by linking the tactical with the strategic. The improvement model follows DMAIC and has 5 phases as illustrated below: C:UsersuserDesktopUntitled.jpg Six-sigma is a subset of TQM and not an alternative to TQM. It is a methodology within TQM which also considers the dynamic nature of the management system (Klefsjo ¨ et al. 2001).In contrast to TQM, six-sigma aims at delivering breakthrough tangible benefits in the short-term and doesnt focus on a step-by-step improvement(Oakland, 2004). Both excellence models and six-sigma can complement eachother where the former baselines the phase for improvement and the latter attains excellence through delivering breakthrough strategy, leadership, learning, innovation, customer-market-business-focus and continuous reinforcement. (Oakland, 2004). Demand for Lean has surpassed six sigma by almost 35%. This indicates that most companies are looking at Lean techniques to face the challenges of the economic slump. (Avery Point Group,2010) To conclude, heres a warning: TQM may not be the in-thing for most organisations anymore. But it is here to stay. As firms gear themselves up to rapid advancements interms of its operations and information management and to meet customer needs, there will always be a challenge to make products or deliver services faster through a reliable system. That kind of a system can be established only by getting the basic TQM philosophies right. The underlying objective is to make things better, both for the customers and the organization. The means of achieving this may slightly vary through quality or excellence models. However, it is all about Do the right things right the first time, every time. . http://qualitytricks.wordpress.com/2006/10/26/introduction-and-implementation-of-total-quality-management-tqm/ Ans2: IMPLEMENTING BUSINESS EXCELLENCE IN THE HOTEL INDUSTRY: This essay particularly focuses on implementing BE framework in the hotel industry which is a service industry. To attain customer satisfaction and excellence in an industry, various models ranging from EFQM, Lean, Six-Sigma, TQM could be implemented. However, among the available models, this essay proposes to use the model devised by EFQM, to analyse the quality perspective of both management and customers of the Tristar Group, a chain of 3-star hotels. Oaklands (1999) Total Organisational Excellence (TOE) framework for performance-based measurement embraces all areas like strategic planning, process analysis, self-assessment, benchmarking measurement, people, teamwork, and continuous-improvement (Oakland, 1999). While EFQM helps benchmark core processes for a limited period in time and defines current standing, TOE focuses on continuous improvement for achieving organisational excellence. Every sector exists in a highly competitive market. Succeess is largely dependent on delighting customers important (Irani,2004). In order to understand the how the quality frameworks can be implemented in Hotel Tristar, it is primarily important to understand the customers and their needs with respect to Tristar. Who are our customers? The hotel must recognise the needs of all its clients the value of the guest as a paying customer; the importance of its employees as internal customers; the expectations of the local community as an environment conscious corporate citizen and its responsibility to the owners and operators as a producer of high profit margins with an all round positive image. The key external customers are from the commercial,corporate and M.I.C.E((Meetings, Incentives, Conferences, Events) segments.. Tristar also has customers on business and leisure travel from international and domestic markets. The target market is currently divided as follows: What do our customers want? Customers desire better quality services, but it is always difficult to reaching an agreement on the conformance to specification, mainly because measuring quality in the service sector isnt easy (Wilkinson,Willmott,1995). However, to state a few basic services any hotel is expected to provide: Good value for money, reliability and efficiency High standards in terms of its facilities and pricing. Quality personal service, home-like experience and on-time delivery of services. Good IT systems to make reservations and bookings quick and easy. A luxurious, pleasing environment to relax or conduct their business. Complimentary breakfasts and free in-room wireless internet. Customers treated with basic courteousness, kept informed and not to be passed around Effective feedback and suggestion systems. Conduct responsible business, both on the social and environmental fronts. The Hotels success in the current environment will depend on corporate contract business, tourism and customer loyalty to the brand. To address this Oaklands (1999) framework for TOE helps the organisation achieve business excellence by implementing the following steps. 1. The effectiveness of an organisation depends on efficient leadership and commitment from the people to perform their roles aimed at moving towards common goals and objectives. TOE involves comprehensive planning for gaining competitiveness through people management and employee involvement. The top management must demonstrate commitment to improvement and leadership through supervision, training and process management. There must also exist a shared motive of need for change to attain excellence among the top management and the stakeholders of Tristar. 2. The next step involves developing a clear strategy for implementation. The vision describes the strategic intent of the organisations existence. Hotel Tristars vision involves commitment to creating extraordinary customer value by ensuring quality and responsiveness of customer services. The mission statement is used to communicate this vision for the organisation of where it is going. Tristars mission is dedicated to provide hospitality service through motivated human resources and inspired leadership. The goal to ensure financial strength and sustainable growth can be achieved by focusing on domestic and international markets through innovation and technology and Tristar must strive to create value for owners and shareholders and operate as an environment conscious corporate citizen. 3. The next step is identifying critical success factors (CSFs). CSFs are what must the organisation accomplished to achieve the above mission The CSFs for Hotel Tristar can be recognised as: Positioning and guest profile Site and location On-time and Quality customer service Motivated and skilled staff/ efficient management Quality suppliers and effective distribution channels Identification of potential business opportunities and markets 4. The Key Performance Indicators support the mission and CSIs to help translate the directional statements to clear targets. They help monitor progress and the KPIs for Hotel Tristar can be identified as: Yield Management and Differential pricing Job rotation and training for timely delivery of services Brand Recognition and marketing methods Optimal resource utilisation and cost effectiveness 5. The next step is understanding the core processes. The top management team identify the action plan on how the organisation must institutionalise the mission and meet its CSF. For Hotel Tristar, the core process can be identified as: Revenue Wealth Management Process for the operations Reservation process: from the time a guest makes a booking until they arrive at their room. Asset Management Process for brand extension Event management process: from the time the organizers book the banquet/conference room to the completion of the event. Selection and Recruitment process Advertising and Brand promotion process Each of these processes could have a sponsor from the management team. The process sponsorship can be owned up by the existing Managing Director, Financial Controller, HR Manager, COO and CEO of the Hotel. 6. This step involves breaking down the core process into sub-processes, tasks and activities and formulating improvement teams. To illustrate the breakdown of a CSF to individual task through an example: CSF: On-time and Quality customer service KPI: Job rotation and training for timely delivery of services Core- Process: The event management process, from the time the organizers book the banquet/conference room to the completion of the event. Sub- Process: Develop an event concept and determine the feasibility Activity: Formulate budget and monitor finance Task: Prepare a chart to track progress of the event 7. The people and processes identified must be aligned to integrate excellence into business strategy. This is through a policy deployment or goal translation process. For Tristar, the top team must study the customer preferences to understand how the goal of creating quality customer service can be achieved. Once the core processes and the sub-processes are identified, they must be successfully analysed to lay foundation for systems and procedures. A process classification framework for a generic view of the business process is documented for systematic development of mapping and flowcharting the processes. The core-processes need to be self-assessed and benchmarked. The EFQM framework is used to self-asses Tristar to figure out what the hotel is good or bad at and where there is a need for improvement. EFQM Model Implementation: The European quality model highlights the significant strengths and weaknesses and the relationship among people, processes and outcomes. The model represented in Figure 2, People and customer satisfaction and positive impact on society provide a competitive advantage. There are nine factors to evaluate the level of excellence of a company, The primary problem is related to the first element in the model, that is leadership. The management and directors showed very little interest in quality management initiatives. This absence of commitment and lack of conviction results in failure to recognise good performance, inability to efficiently guide culture changes, less interaction with customers and suppliers, little involvement in running a sustainable and responsible business. This problem also raises concerns at the strategic level in the policies strategy element of the model. The external strategic analysis explains problems in the context of the hospitality industry. The challenges relate to the changing patterns in travel tourism during recession. The decline in business travelling and the re-location of the airport in Hyderabad have hit the business hard. Internal strategic analysis highlights problems of incorporating very little total quality measures into policies strategies. Lack of audits and process plans d o not support continuous improvement. Personnel Management is another key element in hotel industry. The companies HR policies, training and retention are factors that determine successful implementation of any TQM project. Hotel Tristar has staff on temporary or contract basis. This hinders effective implementation of training activities and results in low employee commitment and motivation. Resource Management through optimization of technical, financial, infrastructural resources should generate cost and quality benefits. However, Hotel Tristar lacks effective asset management system to improve return on capital employed and reduce cash-flow volatility. Processes should be continually reviewed and redesigned for successful implementation of quality policies aimed at customer satisfaction. Effective customer feedback system does not exist, thus making it impossible to assess the existing quality of services provided to various customers (rooms, banquets, restaurants and leisure gu ests). Quality does not necessarily mean luxury. Improvement programs aimed at services that provide value for money should be top priority during the recession period. The social impact with regard to responsible trading is largely emphasised in the hospitality industry. CSR activities and eco-hospitality are gaining popularity and Hotel Tristar has a long way to go at implementing sustainable and environmental friendly practices aimed at energy conservation, waste management etc., Economic results have shown a dip in ROCE and steady decrease in productivity. Thus, this model highlights a serious problem of lack of coordination of various operations and initiatives that run independently without synergy therefore impeding continuous improvement. (1) After the identification of the potential areas of improvement, the next step involves defining improvement opportunities and prioritizing the actions needed. This requires effective use of tools and techniques by the workforce. The employee commitment and involvement is attained through effective performance management systems implemented by the management team. This involves clarifying roles, providing training, developing action plans and setting targets. Teamwork is key in hospitality industry. Besides demonstrating leadership and commitment, the pioneers of TOE must also be proactive in visualizing ideal processes and competent in the mechanics of business process re-engineering. For Tristar, this must be focussed on identifying prospective clients in the right sectors, understand their needs, and implement processes to service these needs by involving the people. Potential problems with implementation: Implementing changes in the organisation can potentially face the following problems: 1. Employee resistance to change: Change efforts usually experience human resistance. There are many reasons for employees to resist change. These could range from a desire not to lose something of value, a fear of making mistakes, risk-averse, a misinterpretation of the change and its benefits and implications, a belief that the change does not add value to the organization or a general low tolerance for change. 2. Lack of senior management interest and support: For implementing change of any magnitude, it is essential to clearly communicate strategies and objectives of change to all the stakeholders. Some managers view quality management as just another managerial fad or fashion (Wilkinson and Redman, 1994). Hotel Tristar lacks effective pioneers to responsibly lead this change process and confidently implement practices to achieve continuous improvement. 3. Emphasis on Short-term results: Implementing a change is a time consuming affair. It is a matter of concern that the stakeholders involved usually hold a short-termist attitude (Wilkinson and Redman, 1994). Hotel Tristar, which is classified in the luxury segment, is constantly facing demands for quicker results interms of increased cash-flows and profitability. 4. Inflexible and rigid organisation hierarchy: Tristar is a 27 year old family-run business with deep-rooted culture and inter-group relationships. Any decision making process resulting in disturbing the complex hierarchy and deviating from the traditional methods is bound to face strong resistance and confrontation. It is a challenging task to overcome traditions. This is true when employees do not see the relation between their traditions and an existing problem. (http://www.themanager.org/strategy/Change_Problems.htm) 5. Lack of individual development opportunities: High performance seeks appropriate skills and capabilities. This requires creating effective training and learning opportunities for the employees or recruitment of new labour. Tristar lacks appropriate training structure and also has a high attrition rate due to the fluid market conditions. 6. Unfavourable Market Conditions: Tristar has faced sudden plunge in its sales due to the re-location of the Airport. This has resulted in an urgent need to refocus on its target market segment to lay more emphasis on repeat customers and business customers. The changes in demographics and customer spending also pose as potential barriers to achieving competitive advantage. 7. Lack of resources and cost constraints: Inefficient management of financial resources and assets could pose some serious problems in implementing organisational excellence. According to Wilkinson et al., (1994), Quality management appears to suffer from resource limitations. Keeping up-to-date with the latest information and technology will be challenging for Tristar. During the recession, there is also a major emphasis on value for money. The training and implementation of quality management process is a costly affair. 8. Problems in measuring quality : Lack of complete and accurate information makes it difficult to convince the employees of long term gains of implementing best practices. In service industry, it is always difficult to measure quality. If customer satisfaction is used as a yardstick to measure quality, what level of satisfaction can be attributed to high quality? Plans for overcoming these problems Kotter and Schlesinger(2008) have highlighted methods for dealing with change. These are can be applied to Hotel Tristar as follows: Training and Communication: One of the most effective ways of dealing with resistance to change is by educating and clearly communicating the goals and strategies of the organisation to all the members. This will help people understand the need for change. Tristar could conduct group presentations, individual discussions, pass on reports and statements to the concerned employees, to facilitate the same. Employee Empowerment and involvement: It is highly effective to actively involve the employees with the quality management process and decision making. This gives the participants a sense of responsibility and commitment to achieving excellence. The MD could ask the 2nd and 3rd level managers to recommend changes in the current event management and reservation system of the hotel. Facilitating and Supporting: The managers could also support those who are resisting change by listening to their concerns and taking actions to address those concerns through appropriate training and development. So, Tristar could talk to the members about their re-focus strategy towards customer service and identify beforehand who would have difficulty in adjusting to new roles. Measure quality efforts: By investing in reliable and accurate information to identify effective information gathering and analysis techniques. TQM is based majorly on rational thinking and problem solving (Oakland, 1999), thus the probable best solution is to provide a balanced mix of information and creative ideas. Emphasis on long-term goals: Tirstar can overcome the short-termist attitude of the stakeholders involved by communicating the budget, financials involved and the pace of change generated. Thus, by encouraging transparency, the stakeholder gain the broader picture and understand the long-term gains of quality programmes. Trial Runs: To identify teething problems before releasing the change systems across the departments and to rectify these, as very often, first impressions are considered last impressions.

Watch market situation in Singapore

Watch market situation in Singapore This report will investigate market situation and suggest a marketing strategy, which Seiko Watch Corporation will adapt to launch Seiko brand into watch market in Singapore. Although the weak of distribution channels of wristwatch products and strongly competition from rivals in luxury watch market, Seiko can benefit and reach successful due to offering a wide range of products and its brand value is the core competence. With luxury wristwatches range, Seiko is targeting to the specific segment and the right customers. Moreover, Singapore is known as a potential market along with high demand in watch market. Therefore, Seiko can take opportunities and advantages to increase purchasing power, improve brand awareness and make Singapore become a profitable market. 2.0 Introduction 2.1 Seiko Watch Corporation (SWC) Seiko is a global Japanese wristwatch manufacturer, established in 1881 and is constantly revolutionizing in the watch making field worldwide. In 1913, Seiko has started by introducing Japans first wristwatch and released the worlds first quartz watch in 1969. (Seikowatch, 2010). In 2001, Seikos watch division was found as an independent company, is called Seiko Watch Corporation. SWC is headquartered in Tokyo, Japan with its primary interest related to product planning and sales of watches for domestic and overseas market (Seikowatch, 2010). 2.2 Singapore market Today Singapore is a young and dynamic country and also attracted many large foreign enterprises. Singapore ranks as the worlds richest countries. This country is a multi-lingual, multi-racial and multi-cultural nation with overall population about 5.076 million in 2010 (Singapore Department of Statistics, 2010). Singapore economy relies heavily on trade and services (40% of national income), became a center for global trade, Asian dragons and economic centers in the region. Referring to mention this country is a tourist center and shopping of the world. Although Singapore is considered as a small market and lack of natural resources but it becomes a hub of foreign investment. Many foreign investors enter this market to do business because of its strategic location, well infrastructure, highly skilled workforce and favorable government policies (Refer Appendix 1). Singapore government invests strongly in developing education and training skills level for their people. Singapore workf orce is being highly skilled and well educated; they are well paid in the global commercial and attracting to many foreign employers (Refer Appendix 2). Therefore, Seiko can benefit from Singapore market through applying efficiency strategic marketing plans to do its business. 3.0 Corporate Objective This report will concentrate on product wristwatch of Seiko, which has its own distinguish features with different technology. Seiko watches is an excellent combination of design, color, material and price for men and women. In order to recommend suitable marketing strategy to benefit and penetrate into the fashion wristwatch market in Singapore is the purpose of this report. The specific goal of Seiko watches is to become a wristwatch leader in Singapore market. The primary objective is to reach first year 20% Singapore market share with total sales about SGD10million and continuously 40% market share for next 3 years, which get SGD20million annually. 4.0 Situational Analysis 4.1 SWOT Analysis SWOT analysis is careful evaluation of an organizations internal strengths and weaknesses as well as its environmental opportunities and threats (Griffin, 2008). Using SWOT analysis has many benefits for company itself to better understanding the main issues and general trends confronting in the wristwatch segment. 4.1.1 STRENGTHS 4.1.1.1 Seiko is a successful global branding Recently, one executive of Seiko stated We have very strong brand awareness, with around 70 per cent recognition of Seiko as a watchmaker (EzineArticles, 2010). Seiko performs innovation and continuity in its business that is why company can get success and becomes a big player along with Swatch, Rolex, Timex, Casio, and Citizen in watch industry today. Today, Seiko is in the top three brands for premium watch category (WatchMarketReview, 2010) 4.1.1.2 Seiko Financial Performance In terms of financial performance, Seiko has constantly increased its sales and profit. The watch business reported a 17.4 billion yen increase in sales to 47.3 billion yen (a 58.4% increase from the same period in the previous year) (Refer Appendix 3). Business operation of Seiko is recognized as profitable and continuity. Along with a strong finance capability, Seiko will see more opportunities to improve distribution, advertising as well as RD to benefit in Singapore market. 4.1.1.3 Seiko has wide product offerings Seiko is taking full technological advantage of quartz, kinetic and mechanical wristwatch by updating new products frequently. That is reason to explain why Seiko has 3000 watch styles (Robert and Stephen, 2000). In addition, Seiko developed its reputation from innovation of design and features, which could not found on its competitors through offering the precision optics wristwatch (WatchesForMenStore, 2010) 4.1.1.4 Seiko has global infrastructure Global infrastructure of Seiko covers a wide network, which includes affiliates and distributors in big market such as USA, UK, Asia-Pacific, and Africa (Refer Appendix 4). With a global infrastructure, Seiko can take full geographical and marketing advantage in order to build a global brand and excellent services in watch business. 4.1.2 WEAKNESSES 4.1.2.1 Weak distribution channels in Singapore market Seiko, as an upper-medium-priced brand, is sold through jewelry stores and catalog showrooms and is less likely to be found in discount or drug stores (Sak Onkvisit and John J. Shaw, 2004). However, in Singapore market, just Thongsia Company, an official distributor of Seiko is responsible for its operation (Seikowatch, 2010). The distribution of Seiko is weak at Channel Width/number of middleman and needs to improve to benefit in a potential market as Singapore. 4.1.2.1 Seiko has poor Promotion Seiko is lacking marketing and advertising activities in Singapore while it is potential market and has grown in recent years. As a result, this may lead Seiko to lose opportunities to gain market share in wristwatch business in Singapore market. 4.1.3 OPPORTUNITIES 4.1.3.1 Growth of Watch Market According to the Fashionproducts (2010), the global market currently valued at US $ 26.5 billion dollars and has grown continuously. The largest manufacturers of watches like Japanese (Casio, Citizen, Seiko) and Swatch will see more chances to increase sales and profit while the global fashion jewelry industry has been growing about 5.2% at an average compounded annual growth rate since 2000 (Refer Appendix 5). Moreover, Singapores total trade in clocks and watches reached S$3.4 billion and grew 39% from 2005 to 2008 (PuristSPro, 2010). 4.1.3.2 Increasing demand for luxury watches of Singaporean Singapore is becoming hub trade center in Asia for various brands for wide range covering high, middle and low-end products in watch market. In addition, the high-end and luxury watch products are very active in this market (Docstoc, 2010). According to Peoples Daily Online (2010), more Singaporeans are interested in and becoming connoisseurs about luxury watches. The high demand in luxury market lead Singapore becomes a watch retail growth and potential in Asia. 4.1.4 THREATS 4.1.4.1 Strong rivalry among competitors The luxury watch industry is very profitable market. However, there are many numerous barriers for new entrants to enter the market successfully. Earning profit and expanding business scale in this market is just for the actual players, who have a global network of distribution channels and a strong brand. Selling in order to bring highest profit and best benefits is still a serious issue for most companies. In luxury watch industry, Seiko is known as in top 20 watch brands all over the world about sales (Refer Appendix 6). 4.1.4.2 4.2 PESTEL Analysis 4.2.1 Political and Legal factors According to latest research by the Economist Intelligence Unit, a research body under the prestigious magazine The Economist, Singapore ranked position 30 in the chart of Global Peace Index GPI (Refer Appendix 7). Singapore corporate income tax rate has been going down in recent years and flat at 17% in 2010 (Refer Appendix 8). As a result, Singapore becomes an attractive investment destination in Asia. That is a big advantage for Seiko when profitable capability of company may be higher and costs of business operation could be reduced. 4.2.2 Economic factors According to Tradingeconomics (2010), Singapores Gross Domestic Product (GDP) in the third quarter of 2010 is at 18.7% (Refer Appendix 9). The per capita GDP is high higher than most of developed countries in Asia. The economy of Singapore depends heavily on trade and services. Moreover, Singapore holds a premier position of import and export volume of watches as well as transit trade and sales in luxury watches through transacting with largest watch manufacturers in the world (Docstoc, 2010). At present, the interest rate in Singapore was last reported at 0.02 percent (Refer Appendix 10). This rate is quite low and has been decreasing in recently years. As a benefit, Seiko can consult and compare in order to borrow capital to resolve financial issues in its business operation. The inflation rate in Singapore is at 3.80 percent in November of 2010 (Refer Appendix 10). The chart shows that the inflation is increasing. It means that the purchasing power will be decreased and the market will be more fluctuated. Focusing to research and plan to maintain sales volume is necessary for Seiko. On the other hand, the unemployment rate in Singapore is at 2.10 percent in the third quarter of 2010 (Refer Appendix 11). It is a positive point in this market and the purchasing power in watch market could be higher. 4.2.3 Social and Cultural factors 4.2.3.1 Singaporean is more interested in luxury watches Based on research of Prosperity Financial Services (2010), recently, the demand for luxury watches and high-end items is increasing in Singapore market. The evidence is number of watch collectors or enthusiasts in Singapore have seen an increase until now. The overall growth in spending for luxury watches was at 44 per cent in 2007. Singaporean becomes be more knowledgeable about watch collectors. They like to buy many new innovative watches that come out in the market place along with highly established international brand names. Moreover, Singapore is also in top 5 countries with most buyer feedback in watch industry (Refer Appendix 14). 4.2.3.2 The tourists spend more to buy luxury watches in Singapore Practically, Singapore now becomes a wonderful place to choose for many tourists every year. In Singapore watch market, its not just 4.5 million locals people, who buy up these watch. According to a report of Brandchannel (2010), there is one in every five tourists shopping dollars for watches. There were 20,000 luxury watches, which tourists bought up in past year, spending up to S$ 200 million (US$ 117M). The favored watches price is between S$40 and 100. Specially, many best non-Singaporean customers paid cash for such purchases. 4.2.3.2 Living Conditions in Singapore Singapore is the most popular country for migrants. Along with the positively about economy growth rate, the living and working conditions have been growing up at that time. High living conditions and stable income lead people in Singapore pay more attention into fashion and luxury items. According to MICA (2010), Singapore was ranked as the best place to work, live and play (Refer Appendix 12). In term of Watch industry, Singapore would be a profitable and potential market for Seiko. 4.2.4 Technological factors 4.2.4.1 Growth of Internet Singapore has a strong growth of internet. There are 3,658,400 Internet users as of June, 2010, about 77.8% of the population (Miniwatts Marketing Group, 2010). In addition, Singapore has second highest Internet penetration in Asia-Pacific (Refer Appendix 13). The expanding of internet opens for most watch manufacturers the new way, new environment for doing business. The internet also can bring to Seiko and others a huge number of customer all over the world. 4.3 Competitive Advantage and Core Competencies In order to maintain strengths and catch up business trends, Seiko utilized its resources to create following capabilities and competitive advantage (Ferrell and Hartline, 2008). 4.3.1 Successful global branding In some marketplace, successful branding becomes an important source of competitive advantage through differentiating between various offerings in market, maintaining quality of products, reaching strong image, and sustaining consumer commitment. If the company could achieve and sustained, its brand would have competitive advantage (Abrol P.N and Bhalla, V.K, 2005). Seiko is a successful global brand in the watch industry over the world and its brand can offer opportunities for matching characteristics of the specific markets and can also be profitable (Marieke K. de Mooij, 2010) 4.3.2 Wide product offerings Example, Rolex and Seiko are both in the watch business. But Rolex sells a limited product line of high-priced quality watches. Seiko sells a wide variety of relatively inexpensive but innovative specialty watches with features like compasses and altimeters (Gary, D and Jean, P., 2008). Offering variety number of products is suitable business strategy of Seiko to deliver its brand into particular markets and target segment. 4.3.3 Respected Company Through associating with quality, design, and innovation products as being committed during the years, Seiko has differenced itself to produce high quality watches and became one in the largest watch manufacturers over the world. The expertise in quality manufacturing, precision engineering and design miniaturization has contributed to building Seiko brand one of the most respected, most powerful reputation in the world. 5.0 Recommendations The model from Ansoffs Matrix shown below suggests strategies for market development in business operation of Seiko in order to maintain strengths, increase brand awareness, distribution channels and market share for company in luxury watches market in Singapore. Source: Hollenesen (2003) 5.1 Segmentation Targeting and Positioning (STP) Marketing Segmentation and Targeting are two steps in the process, which Seiko must use in order to identify who is companys customer in the luxury watch market in Singapore. Market Segmentation helps Seiko to define groups of buyers with different demographic and lifestyle characteristics. Targeting is done after segmentation to compare defined segments and then choose the most attractive one to design strategies for right customer. Positioning concerns to customers perception and competitors of Seiko in watch industry and then creating a detailed marketing plan for companys business operation (William D. and Andrew Z., 2010) 5.1.1 Segmentation Targeting The Demographic factors are the most popular bases for age, gender, income, occupation, education, religion. The Psychographic factors also need to consider such as customers needs and wants, and buying attitudes (William D. and Andrew Z., 2010) . The market segmentation for Seiko in luxury watch market is adults, over 18 years of age. The target customers of Seiko are businesspersons, tourists, watch collectors, who have stable/high income and high demand in this market. 5.1.2 Positioning Market positioning can be made up of the specific value requirements or the core competencies of the target group (Scott, Mc., 2009). Highlight a feature or an attribute of product is one key of positioning (Burrow, 2006) In watch industry, Seiko positions itself as pricing bands of watch products and the positioning of Seiko brand is The World leader in watch technology during the years (Refer Appendix 15). Seikos price range and characteristics of the target segment is linked to the positioning of its brand. 5.2 Marketing Objectives and Goals Using the SMART acronym is most popular method for many organizations today. The SMART acronym is usually standing for: The Luxury watch business is at the maturity stage of product life cycle and Seiko still has potential growth in Singapore market. There are the SMART objectives for the first and the next three years of marketing plan for Seiko wristwatch. First year objective For initial year in Singapore, Seiko is aiming to reach 20% Singapore market share with total sales about SGD10million. The next 3 years objective: To achieve 40% market share for next 3 years, which get SGD20million of sales revenue annually. 5.3 Marketing Strategies and Programmes 5.3.1 Product At present, Seiko is well known for its Seiko brand. Seiko wristwatches is designed and made following its strategy of Innovation Refinement, which immediately has powerful impact to Seiko target customers (Seikowatch, 2010). Seiko wristwatch products are variety and differentiation in order to meet the expectations as well as high demand of both men and women customer in Singapore. In term of Packaging, the wristwatch products of Seiko should include the print of characteristic features and attributes to emphasize the benefits to its target customers. 5.3.2 Pricing The price of Seiko wristwatches should be developed by evaluating of the customers expectations and competitors prices on its products. Researching consumers opinions about pricing is important as well as prices of Seikos products. The following process will be the good advice for Seiko to setting price in Singapore market: In Singapore market, a competitive pricing in not advised for Seiko in this case. Seiko has a successful global branding and it is focusing on differentiation strategy, which has strongly effect on customers perception and purchasing power. Seiko has high brand awareness in worldwide watch industry along with a global network infrastructure, these creates a super value for Seiko brand. This brings to Seiko a competitive advantage and motivates Seiko to charge a premium price for its luxury watch market in Singapore. For example, The Spring Drive is the first luxury item of Seiko and it is expected to retail around $3,200 to $3,500 in international market. 5.3.3 Place Singapore is a potential market plus with high demand in watch industry. Seiko should create a wide distribution network so that products can be present in all places, regardless of the affected to the transportation system (Refer Appendix 16). 5.3.4 Promotion Integrated Marketing Communications (IMC) is known as the most popular model to conduct promotion process in business (Kolter and Armstrong, 2007). With recommendations, Seiko should focus on advertising, public relation, and sales promotion. Advertising can increase awareness of what Seiko business offers. Seiko should start its advertising campaign with knowing their target customers. Seiko is advanced to print media advertising on fashion magazines in Singapore such as Shape Singapore Edition, AsiaSpa. The outdoor advertising at bus-stop, or transit advertising on buses and taxies are also suitable for Seiko business. In term of public relation, global social media network like Facebook, Twitter seem to be free marketing tools along with a huge benefit for Seiko business. For Sales promotion, Seiko can use some subtle forms of price discounting, such as offering free financing, buy-one-get-one-free (BOGOF) or 20 per cent extra free, which will make customer to pay more attention for Seiko watches. 6.0 Conclusion In order to identify a marketing strategy effectively, which can improve brand/product awareness and help Seiko to benefit in Singapore market is very necessary. Efficiency marketing strategy will connect Seiko to right target segmentation and right customers as well as build up Seiko image in the worldwide watch industry map. Reference Printed Books: Abrol P.N and Bhalla, V.K., 2005. International Business. USA: Anmol Publications Ltd Burrow, J.L. 2006. Marketing. USA: Thomson South- Western. Chris P, Isobel D, and Robin L., 1994. International Marketing Strategy. USA: Simultaneously published Ferrell, O.C. and Hartline, M.D., 2008. Marketing Strategy.USA: Thomson Southwestern. Gary, D and Jean, P., 2008. Managing Now. USA: Houghton Mifflin Co., Griffin,R., 2008. Fundamentals of Management.USA: Houghton Mifflin Company. Hollenesen, S., 2003. Marketing Management: A Relationship Approach. UK: Pearson Education Limited. Kotler, P. and Armstrong G., 2007. Marketing An Introduction. USA: Pearson Education Ltd. Marieke, K., 2010. Global Marketing and Advertising. UK: SAGE publications Robert,G and Stephen, P., 2000. Nike culture the sign of the swoosh.UK: SAGE Publ. Scott, Mc., 2009. Marketing Communications in Toursim and Hospitality. Hungary: Elsevier Ltd Sak, O and John J. Shaw., 2004. Channels of Distribution.UK: Routledge William, D. and Andrew, Z., 2010. Entrepreneurship. UK: RR Doonelley Publications Websites: [1] Seikowatches, 2010. Corporate Message. [Online]Available at: http://www.seikowatches.com/corporate/message.html [Accessed 01 December 2010]. [2] Seikowatches, 2010. Corporate Profile. [Online]Available at: http://www.seikowatches.com/corporate/profile.html [Accessed 01 December 2010]. [3] Singapore Department of statistics, 2010. Latest Data. [Online]Available at: http://www.singstat.gov.sg/stats/latestdata.html#12 [Accessed 01 December 2010]. [4] Singapore Economic Development Board, 2010. Singapore Rankings. [Online] Available at: http://www.sedb.com/edb/sg/en_uk/index/why_singapore/singapore_rankings.html#rank_chart%22 [Accessed 01 December 2010]. [5] EzineArticles, 2010. Seiko Becoming The New Name In Hip Watches. [Online]Available at: http://ezinearticles.com/?SeikoBecoming-The-New-Name-In-Hip-Watchesid=1165815 [Accessed 01 December 2010]. [6] SEIKO HOLDINGS CORPORATION, 2009. Investor Relations. [Online]Available at: http://www.seiko.co.jp/en/ir/ [Accessed 01 December 2010]. [7] Seikowatches, 2010. Products. [Online]Available at: http://www.seikowatches.com/products/index.html [Accessed 01 December 2010]. [8] WatchesForMenStore, 2010. Seiko and Citizen Watches Reflect Japanese Watch. [Online]Available at: http://www.watchesformenstore.org/seiko-watches-japan-made/ [Accessed 01 December 2010]. [9] WatchMarketReview, 2010. Seiko. [Online]Available at: http://www.watchmarketreview.com/aug09/seiko_tete.html [Accessed 01 December 2010]. [10] Seikowatches, 2010. Global Network. [Online]Available at: http://www.seikowatches.com/corporate/global/index.html [Accessed 01 December 2010]. [11] Fashionproducts, 2010. Fashion Accessories Overview. [Online]Available at: http://www.fashionproducts.com/fashion-accessories-overview.html [Accessed 01 December 2010]. [12] Docstoc, 2010. Watch Industry Report. [Online]Available at: http://www.docstoc.com/docs/9912864/Watches-industry-Report [Accessed 01 December 2010]. [13] PuristSPro, 2010. Singapore Clock Watch Trade Association (SCWTA). [Online]Available at: http://home.watchprosite.com/show-forumpost/fi-17/pi-3468496/ti-561911/s-0/ [Accessed 01 December 2010]. [14] Vision of Humanity, 2010. Global Peace Index GPI. [Online]Available at: http://www.visionofhumanity.org/info-center/media-pack/2010-global-peace-index/ [Accessed 01 December 2010]. [15] Janus Corporate Solutions Pte Ltd, 2010. Singapore corporate income tax rates. [Online]Available at: http://www.guidemesingapore.com/taxation/corporate-tax/singapore-corporate-tax-guide [Accessed 01 December 2010]. [16] Tradingeconomics, 2010. Singapore GDP Growth Rate. [Online]Available at: http://www.tradingeconomics.com/economics/gdp-growth.aspx?symbol=sgy [Accessed 01 December 2010]. [17] Prosperity Financial Services, 2010.Growing in Watch Market. [Online]Available at: http://www.prosperitypersonal.sg/community/experts-talk/53-smart-investor/187-harvest-time [Accessed 01 December 2010]. [18] Brandchannel, 2010. Time is money in the luxury watch market of Asia. [Online]Available at: http://www.brandchannel.com/brand_speak.asp?bs_id=93[Accessed 01 December 2010]. [19] MICA, 2010. Living conditions in Singapore. [Online]Available at: http://app.www.sg/who/195/Living-conditions.aspx [Accessed 01 December 2010]. Appendix Appendix 1: Source: Courtesy of Singapore Economic Development Board

Indonesian Demographic Transition Essay -- Population Control

Introduction The effects of population control programs on demographic change were not instant, and it takes long serious effort to encourage the improvement of economic development in a country. According to Paul J. Gertler (1994, p. 33), â€Å"Population control is a key element in a country’s ability to maintain and improve its economic and social welfare†. Furthermore, this paper intends to explain why the change of population structure has an effect on the society’s economic condition in Indonesia with examining the demographic variables. This short paper is aimed to support the hypothesis that the demographic variables are important influential factors on the economic development and significantly affect on the social welfare in Indonesia. Therefore, the paper proceed with examining the demographic transition from 1970 to 2000 in the change of population structure, and also considering the population control program which enhances the economic development. In order to understand the relationship between population control program and the improvement of the social welfare, this paper will focus on how its relationship with the age structure, population density and the life expectancy. Background The population control program in Indonesia has come a long way since it was established by the Indonesian government in the late 1960s. The Indonesian family planning (FP) program which is held by the National Family Planning Coordinating Board (BKKBN) has implemented the concept of how to form happy and prosperous families as a means to improve family welfare. However, the concept was not separated from the main purpose of the population control program, which basically focuses on the contraceptives’ use in order to reduce the fe... ...e can understand the reason why the change of population structure has an effect on the society’s economic condition. The changes in age structure in Indonesia shows the significant increase in the productive age which leads to the increase of the labor force, and also shows the increase in women participation in labor force. The life expectancy can be used for evaluating the government performance (family planning program) in improving family resilience and institutionalizing quality of small family. Lastly, the population density is an important factor to evaluate the society's quality of live. Finally, this paper has shown that the society's welfare has generally placed on the role of demographic variables in economic growth and there is a significant relationship between population control program and the improvement of the society’s welfare in Indonesia.

Media Essay -- essays research papers

Violence in the Media Violence in the media has been a growing problem ever since the emergence of mass media. One wonders however, how violence has become so prominent in our culture, more so than other countries. More minors are being involved in heinous crimes such as murders and armed robberies. Even play on the school ground is getting rougher. There are many factors that play into the increasing violence, such as over population, religious struggles, and race. One factor that plays into the increase of violence would be mass media. Mass media has the power to reach and influence almost every American. Radio, newspaper, and television are all means by which media reaches people. Television however, can be considered the most influential. Ninety-eight percent of Americans have a television in their household. When it first came out it was considered a novelty, there were only a few channels and the signal was not very clear. Now it is available through air broadcast, cable, or satellite. Television ha s become part of everyday life. With the growing fixation and attraction to violence in the media, children in today’s society are becoming more violent and aggressive than ever before. However, to obtain a true understanding of this problem we must look at all aspect that cause violence, and not just put all of the blame on the media. Nevertheless, we shouldn’t forget the number one violence causing aspect, the media. America was founded upon violence; and we have always been a society of power and control. This land was violently taken away from the American Indians. After this land was civilized, power and control was desired so much so that we rebelled against Great Britain to have this place for ourselves. We rebelled with violence and won. America ever since has always been the best at almost everything. America will achieve this most of the time thru violence. Both world wars and other political conflicts have been won by America using violence. Power achieved thru violence is one of America’s downfalls. People in America have the spirit that this country was founded upon, which has its negative and positive aspects. However, violence is finding its way into out culture everywhere, especially the television. When it comes to children and television, there is much debate. Many argue that television is healthy for children. It opens up th... ...oduction of television (Facts about Media). This only proves that people become more violent from watching television or more immune to it. Many people admitted after September 11th that when they watched the planes crash into the World Trade Centers that they were not fazed. This is because Hollywood has shown things crash and blow up so much that we confuse it with a Hollywood movie. When you watch something so much it becomes a part of your life. You do not know the difference of it being â€Å"real† or just â€Å"TV.† In conclusion, violence in the media has been a growing problem for quite awhile. Mass media has the power to reach and influence almost every American. Radio, newspaper, and television are all means by which media reaches people. Through means of mass media, mostly television, violence is reaching Americas youth and turning our culture into a violent hungry society. Television has great influence on children. It opens their eyes to the world and violence on TV has a devastating effect that continues throughout their adulthood. Even though we can’t blame all of our flaws and problems on the media we should at least focus and fix this problem before too much harm is done.

Mastery and Mystery in Kafka and Borges

Kafka’s The Great Wall of China and Borges’ The Library of Babel define infinity through the imagery of an infinite and absolute universe. Both works investigate into the polar relationship between the eternal and omnipotent cosmos (i.e. the Library in Borges and the Great Wall in Kafka) and the finite and imperfect individual (that is, the librarian in Borges and the wall builder in Kafka). Both authors see the universe as an â€Å"infinitely expanding turbulent stream† (Emrich, 38); a domain which is anything but calculable, let alone intelligible.The infinite universe is a glaring paradox as well. It creates and destroys, liberate and restraint. In the words of David Krenz, infinity as manifested in the eternal cosmos â€Å"acts as both a fault which ‘confounds’ all metaphors which seek mastery—one source of those indeterminacies which prove so problematic—as well as a force which is potentially salvific.† Indeed, the universe ’s duplicitous orientation is both boon and bane. It houses all-meanings and no-meanings; all-truths and no-truths. It functions as an all-god and no-god. It is totalitarian (considering the extinction of the individual); and yet in that it seeks to provide a room and definition for all codes, it is a democratic entity.The labyrinthine universe (or the universal labyrinth) is aptly illustrated in Borges essay, The Total Library. Using principles akin to that in the Library of Babel, he writes of how the universe signifies the totality of beings— the absolute and consummate, one can even say the logos which fortunately or unfortunately, is entirely inaccessible: â€Å"†¦ but for every sensible line and or accurate fact there would be millions of meaningless cacophonies, verbal farragoes and babblings. † (216). The elusiveness of the Word manifests â€Å"the semiotic slippage which occurs between the sign and that which it represents† (Krenz). The resu lt is a fluidity of values and the dissolution of linguistic and ontological boundaries and binaries.Hence, Borges Library of Babel is never a mechanism of institutionalization and codification. Being otherwise would weaken the universe/ library—that is, it would become finite, exhaustible, subject to the librarian’s comprehension and control. As the librarian-narrator puts it, he who has come across â€Å"the formula and perfect compendium† of the Library is a â€Å"Man of the Book†, â€Å"analogous to a god†.   The Library is an impregnable mystery which thrives (or prey?) on the librarian’s perplexity: â€Å"For four centuries now men have exhausted the hexagons†¦.Obviously no one expects to discover anything.† Borges reiterates the point when he writes of the librarians’ futile search for the â€Å"Vindication†, a source of â€Å"apology and prophecy†, in other words, justification, what could have been an antidote to their disembodiment: â€Å"†¦ the searchers did not remember that the possibility of a man’s finding his Vindication, or some treacherous variation thereof, can be computed as zero.† â€Å"The absence of a â€Å"catalogue of catalogues†, a â€Å"general theory of the Library† makes the Library a virtual Babel, the site of linguistic and intellectual contestation and creation, of pandemonium.Codes are never deciphered for to begin with, they do not exist. Seeming unique configurations of meanings are nothing but imitations, while imitations turn out to be diverse and entirely different versions of the originals (or more appropriately, pseudo and quasi-originals, that is,   if such exist). â€Å"The thinker observed that all the books, no matter how diverse they might be, are made up of the same elements: the space, the period, the comma, and the twenty-two letters of the alphabet† and yet, Borges is quick to remind, â€Å"th ere are no two identical books†.But Babel equals power, immensity and inexhaustibility. It is a â€Å"delirious god† with a schizophrenic nature: it â€Å"not only denounces the disorder but exemplify it as well.† Babel allows for the free play of codes or â€Å"catalogues†. It spells the perpetual arrangement, re-arrangement, disarrangement; interpretation, re-interpretation, misinterpretation; delineation and obliteration of meanings—what to the tragically curious and insatiable librarian is no less than a vicious cycle of symbols’ birth, death, resurrection and reincarnation: â€Å"thousands and thousands of false catalogues, the demonstration of the fallacy of those catalogues, the demonstration of the fallacy of the true catalogues†¦Ã¢â‚¬ . Ad infinitum.The effect is a prevailing atmosphere of incompleteness: â€Å"The light (the lamps) emit is insufficient, incessant† another manifestation of the Library’s inaccessi bility and inconceivability. Thus, the individual, perpetually searching but never finding, is a premature organism. The yawning gap between the â€Å"delirious divinity† and the mortal pawn (who is delirious just the same) is highlighted: â€Å"Man, the imperfect librarian, may be the product of chance and malevolent demiurgi; the universe, with its elegant endowment of shelves, of enigmatical volumes, of inexhaustible stairways for the traveler and the latrine for the seated librarian can only be the work of a god.† Borges could have said â€Å"gods†.Critic Wilhelm Emrich writes: â€Å"†¦when life opens up all of its sluices†¦ and the whole of existence comes into view undisguised, no protective order whatever, no determining ‘law’ can be recognized any longer. Hence man can no longer ‘live’†¦Ã¢â‚¬  (38). The librarian’s inability to exist consummately in the face of infinity reduces him to a fluid, nearly imag inary entity. His individuality, his last resort for a unique and concrete configuration of meanings (that is, the meaning of his existence) is gobbled up by the universal black hole of memory, mind and being.Apparently the death (physical and intellectual) of a librarian hardly makes a dent in the invincible mystery, which remains and will remain, unknown and unknowable, everything and nothing: â€Å"The certitude that everything has been written negates us or turns us into phantoms†¦.   but the Library will endure: illuminated, solitary, infinite, perfectly motionless, equipped with precious volumes, useless, incorruptible, secret.†The immortality of the Library and the mortality of the librarian coincides with immensity of the collective (and manifestations of collective effort) and the infinitesimal nature of the individual in Kafka’s Great Wall. Here the collective refers not so much to the mob per se, the individual in no better disguise, the empirical qua lity of which makes it subject to the natural cycle of demise and change. The collective in Kafka is the summation of essences permanent, the universe, particularly the Chinese cosmos. As with the infinite Library of Borges, the cosmos/ collective in Kafka defies and dictates physical and metaphysical time and space.The collective/ cosmos is empirically and metaphysically manifested by the empire (â€Å"immortal while the individual emperor falls and collapses†) and the Great Wall the immensity of which is a badge of power tantamount to infinity. Observes the narrator-builder: â€Å"The land is so huge, it would not permit (the nomads) to reach us. They would lose themselves in empty air.† The protection provided by the Great Wall is also metaphorical. Its function as political and moral center; what even at the beginning is seen as an assured confirmation of the endurance of the race, makes it a stable and unifying code for all-people (that is, the Chinese from time i mmemorial to the unimaginable and impossible end).This protective barrier is no different to what Emrich sees as the â€Å"customary existence†, the figurative footing outside which lies the â€Å"the conflicting powers that are open to countless interpretations†¦ that continuously ‘correct’ each other† (38). Outside the Great Wall lurks the Enemy— chaos and barbarity which in Kafkaesque terms translate to â€Å"the lawlessness of the human world†¦ the deterioration of values† (39).The assertion, though, is not without trapdoors. In qualifying the Great Wall as a symbol of the Chinese master code, a â€Å"dis-order† (Emrich, 39), (illusory but a code nonetheless) defeats its immunity, not to mention its infinity. A political and cultural parameter responsible for the delineation of spatial and metaphysical boundaries, to the Chinese, the Great Wall is imperial omnipotence in brick and mortar. Its construction is the beginning of â€Å"true† history, the birth of a â€Å"real† people. The Wall provides the palette for the re-creation and correcting of past values: â€Å"†¦and everything else was recognized only to the extent that it had some relationship (to masonry).† The narrator-builder adds how knowledge attained before the construction of the wall suddenly becomes anachronistic and useless.In this sense, what redeems the Wall from deteriorating into a false god is that it paves the way for the creation of a permanent collective, a people whose unity spans time and the absolute. What is infinite in the Wall is perhaps not so much the structure (which will inevitably succumb to decay) but the spirit, the inexhaustible faith infused in it. The builders â€Å"had a sense of themselves as part of the wall.† The impatience and hopelessness brought about by the Herculean task is more than enough to dampen the builder’s drive, making lose â€Å"faith in themselves, i n the building and in the world.†In all respects the Great Wall looks forward to the future. Its consummation is meant to be witnessed by those to come. Yet as the narrator-builder emphasizes, the continuum of brotherhood is eternal: â€Å"Unity! †¦blood no longer confined in the limited circulation of the body but rolling sweetly and yet still returning through the infinite extent of China.†The values enclosed within the (Chinese) universe represented by the Wall is far from stagnant and clear-cut, though. Kafka uses the imagery of the â€Å"leadership† to portray the perpetual motion of signs and values. In this reservoir of meanings, the individual as signified by the singular identity of the leaders is obliterated (hence, the pluralistic connotation of the word leadership). Says the narrator-builder:†Ã¢â‚¬ ¦where it was or who sat there no one I asked knows or knew— in this office I imagine that all human thoughts and wishes revolve in a cir cle, and all human aims and fulfillments in a circle going in opposite direction.† Quite understandably, the leadership defies history and time: it â€Å"existed even earlier.†Divine, the leadership is inaccessible to the finite mind. As the narrator puts it, â€Å"Try with all your powers to understand the orders of the leadership, but only up to a certain limit—then stop thinking about them.† So powerful is the â€Å"leadership† that even the Emperor is stripped of his regality and reduced to his frail and transient self when compared with it. The builders are masters of their own â€Å"truth†: â€Å"†¦the admirable innocent emperor believed he had given orders for (the Wall). We who are builders of the Wall knew otherwise and are silent.†Works CitedBorges, Jorge Luis. â€Å"The Total Library.† Selected non-fiction. Ed. Eliot Weinberger.Trans. Esther Allen et al. New York: Penguin Books, 1999. 214-216.The Library of Babel . 8 December 2007..Emrich, William. Franz Kafka: a critical study of his writings. New York: Frederick UngarPublishing, 1968.Kafka, Franz. The Great Wall of China. Trans. Ian Johnston. 23 March 2006. Johnstonia. 8December 2007. .Krenz, David Christoph. Metaphors for/in infinity: The parables of Kafka, Borges and Calvino.  (Abstract). Milwaukee: University of Wisconsin Press, 1992.

Lord of the Flies- the Proof of Savagery

The Proof of Savagery When we first open our eyes to this vast world, we are simultaneously introduced to a civilized society. We are taught in school to do the right things and avoid wrong behavior: respect and consideration is crucial, harassment and bullying is unacceptable. But, what if we are placed on a deserted island, where there are no pre-established rules or norms for us to follow and stick to? Does our human nature reveal itself then?Do we start to believe in survival of the fittest, thus lose all sense of reason and pity? Do we forget all the rules of society civilization? In Lord of the Flies by William Golding, a group of boys are forced to learn to live harmoniously after a plane crash, which lands them in a foreign island in the middle of the Pacific Ocean. In the process, some manage to remain rational and in control, as their leader Ralph, whereas others gradually transform into savages and intimidators, as the aggressive hunter, Jack.Golding introduces the stark c ontrast between civilization and savagery and how human nature is exposed at critical moments through many symbols that echoes throughout the book. The interactions between the older and younger boys, the ‘beastie’ and death are three of the many symbolisms that show the different actions and thoughts of people placed in a difficult, or even impossible situation. The saying â€Å"Survival for the fittest† is often seen in the wild, where stronger animals hunt down the weaker ones.A civilized society educates people not to scornfully despise or put down others. The group of boys on the island consists of both older and younger kids. The interactions between them show how human nature can retain its purity and goodness, as well as reveal its selfish and merciless side, exemplifying the conflict between civilization and savagery. Jack, Ralph and Piggy were three of the older boys. Jack, compelling and authoritative, often ignores the littluns and doesn’t real ly care about their safety and needs.When the older boys are out hunting for the beast, Ralph is concerned about who would take care of the little ones. Jack cries ‘Sucks to the littluns! ’ (101), though he knew that there are possible dangers on the island, as previously a littlun with the paint on his face had vanished after mentioning about a ferocious snake. Piggy, despite his older age than the littluns, is laughed at and made fun of by everyone, including the tinier kids. Jack demonstrates the uncaring, self-centered aspect of human nature, which leads him to radually savagery; while Ralph and Piggy both show the considerate and amiable nature of us. However, Piggy also reveals that being overly unopinionated and softhearted can result in being bullied and manipulated. As the plot progresses, we observe how Jack becomes increasingly uncompassionate and callous, neglect the littluns or merely use them to exhibit his power and authority. When he separated from Ralph ’s group and lead the ignorant littluns to their own site, he abused Wilfred to show off his capability. ‘He got angry and made us tie Wilfred up. (159) Roger recalled. After the commotion and showdown, ‘The newly beaten and untied Wilfred was snif? ng noisily in the background,’ (160) haven’t been punished and harmed by no specific reason. Ralph is extremely nice and accepting to the littluns from start to finish, but at the end of the novel, the littluns influenced by Jack’s desire for blood and murder, are driven to hunt Ralph down as if he was an animal. Ralph’s interaction with the little kids so the civilized side of human nature, with cannot sustain very long with the simultaneous presence of savagery.Piggy, unfortunately, met his end because of the Jack and his affected and corrupted ‘minion’ littluns. The interactions between the older and younger boys prove that human nature become crystal clear in a desperate sit uation, but evil and savagery usually unfortunately takes over and attacks the civilized. Fear is a small and inevitable part inside each animal being. On the island, the boys worry and ponder over the ‘beastie’, making guesses about what it is, what it looks, what it wants etc.The beastie in the novel, does not exist at all, its existence only mistaken by the boys having seen the dead pilot crashing down; in fact, it symbolizes the fear within boys, and how their anxiety, doubt and panic are strengthened over time and reflect their transforming personalities. In the beginning, the boys really lead a carefree life on the island. In their innocent perpectives, the island was a paradise without the supervision of strict adults. However, as Jack and certain boys started to develop an obsession in hunting, their behavior brings the ‘beast’ into existence.This figment of their imagination stands for the primal animal instinct of savagery. As the boys become incr easingly savage, their belief beast grows stronger and more persuasive. Jack stated â€Å"When you’re hunting, when you’re on your own, you catch yourself feeling as if you’re not hunting, but—being hunted, as if something’s behind you all the time in the jungle. † (53) Their assumption in the existence of the beast represent the breakdown of the civilized society and development of savagery.Towards the end of the novel, not only did the boys offer sacrifices to the beast so it wouldn’t bother them, they even brutally killed Simon having mistook him for the vicious creature they had been forever dreading. Savagery had blinded them completely, hindering their ability to tell whether the beast was real. Death may seem like one of life natural processes, that everyone will experience death. However, in throughout this novel, the seemingly simple and uncomplicated word death symbolizes the uncontrollable urge and yearning to but through f lesh and spill blood.Death is important in the book because the ends of different characters truly uncover how savage and insane the boys had become. In the beginning, when Ralph, Jack and Roger first encountered a piglet, Jack pulled out his knife in preparation to kill it. But he couldn’t perform the deed, and all three â€Å"knew very well why he hadn’t: because of the enormity of the knife descending and cutting into living ? esh; because of the unbearable blood. † (31) At that point of time still, blood seems to be such a taboo subject that is unendurable and disgusting.However, at least for Jack, the perception of this red fluid, and even death, totally changed after his first successful kill. From then on, Jack and the other boys have lost their sanity, from killing animals to their own kind, boys they had lived with for the past weeks. First, there was the unintentional death of Simon; then, the deliberate murder of Piggy, and finally, the hunt for Ralph , before which the boys consciously prepared for; Roger even â€Å"sharpened a stick at both ends. † (190) Death is no longer a scary or distant thing for these ferocious boys.In contrast and in fact, since they had been savagely corrupted, they embraced the blood and flesh that came along with death. This symbol shows how uncivilized most of the boys had become over the course of their stay on the island. In conclusion, the conditions of the environment on the island in Lord of the Flies expose the true human natures of different characters in the novel. Some are naturally unforgiving and menacing, while others are rational and pleasant, even under harsh or unimaginable situations.The interactions between the older and younger boys, the â€Å"beastie† and death are three symbols that showed the naked distinction between civilization and savagery. Regrettably, when people are not restrained or limited by already created rules, they tend to turn to cruelty, savagery, an d barbarism. These vices spread more easily than do the virtues of remaining civilized, and this is why society crumbles and collapses without respected and obeyed laws which everyone is willing to live by in harmony and accord.