Diversity in the Workplace Essay

Discrimination are more common in workplaces, because some people only think of discrimination as making a distinction and judgment of a person based on color of skin. Discrimination goes far beyond color of skin. A person can be disseminated agonist for their age, disability, gender, religion, or even for being pregnant. In a workplace there are standards and policies in place to decrease the chances of a person being discriminated against. When the staff is diverse in a workplace, discrimination less likely to happen. The Equal Employment Opportunity Commission indicates that it is â€Å"illegal to discriminate against a job applicant or an employee because of the person’s race, color, religion, sex, national origin, age or disability† (). I experienced discrimination in the workplace, and after making an EEO (Equal Employment Opportunity) complaint on a supervisor, she became more discriminatory towards me. The supervisor would make racist statements, once she found out I put an EEO complaint in on her, she would deliberately change my schedule, and put me on shifts that I could not work, to get me to quit. Most places do not give â€Å"set schedules† which means a person works the same shift and works the same hours on the same days. However, the position I worked, was a set schedule position. After going through weeks of the hostile environment, and continued derogatory statements, I quit as it was stressing me out, which caused me to lose severe weight. There are federal and state legislation that supports fair and impartial practices in the workplace. Federal legislations that supports fair practices include: †¢Title VII of the Civil Rights Act of 1964 (Title VII), which prohibits employment discrimination based on race, color, religion, sex, or national origin; †¢The Equal Pay Act of 1963 (EPA), which protects men and women who perform substantially equal work in the same establishment from sex-based wage discrimination (Scott, 2014). †¢the Age Discrimination in Employment Act of 1967 (ADEA), which protects individuals who are 40 years of age or older; †¢Title I and Title V of the Americans with Disabilities Act of 1990, as amended (ADA), which prohibit employment discrimination against qualified individuals with disabilities in the private sector, and in state and local governments; †¢Sections 501 and 505 of the Rehabilitation Act of 1973, which prohibit discrimination against qualified individuals with disabilities who  work in the federal government; †¢Title II of the Genetic Information Nondisc rimination Act of 2008 (GINA), which prohibits employment discrimination based on genetic information about an applicant, employee, or former employee; and †¢The Civil Rights Act of 1991, which, among other things, provides monetary damages in cases of intentional employment discrimination (Scott, 2014). There are responsibilities that human resource managers should uphold to protect the employees from discrimination in the workplace. It is important for human service mangers to strive to have a diverse workplace, while maintaining awareness of equal employment legislation and affirmative action (Lewis, Packard, & Lewis, 2012). Human service mangers objectives should include, but are not limited to promoting awareness of workplace diversity, develop and maintain a highly skilled, diverse and effective workforce, where all employees and members are valued, encouraged and provided with opportunities to develop their potential (Workplace Diversity, 2014). It I s also import to develop a supportive workplace culture which allows employees and members to balance their work and personal life, and provide a discrimination and harassment free workplace; and embrace workplace diversity principles in recruitment and selection processes (Workplace Diversity Plan, 2014). It is important for human service mangers and others who make decision to be aware of the effects of their practices (book). Their practices could either mak e the organization more effective and receptive, or continue discrimination against, women, elderly people, color people, and others (Lewis, Packard, & Lewis, 2012). There are many strategies involved in risk management. One strategy is human resources being accountable and responsible for providing information and recommendations about local, state and federal laws pertaining to equity and human rights, including an affirmative action place (Lewis, Packard, & Lewis, 2012). When human resource management are aware of their practices, human service organizations less likely to have cases of discrimination in the workplace. Another strategy is providing training in diversity and equity to increase knowledge and understanding of critical issues, improve job-related skills, develop leadership, and ensure responsive, sensitive support for individuals (Workplace Diversity Plan, 2014). Diversity within the workplace are paramount for human service workers and for management of human service organizations, because human  service organizations can offer services to a more diverse community with staff, who are culturally competent. This makes them able t o give services to all group of people leaving no error for discrimination. When a human service organization is committed to helping children who are sexually abused, these is no room for discrimination. Diversity is important in the dream organization called ChildFocus Sexual Abuse Organization (CFSAO), as many children will be from different ethnic backgrounds, with different beliefs, and different social-economics statues. The experience explained above consists of a supervisor making racist statements. In the CFSAO, diversity would have a huge influence on the clients as well as the human service workers. Racism would have a negative impact on the sexual abused children, which would further traumatize and victimize a child. It is necessary for the staff to be culturally competent, and sensitive to the experiences of all sexually abused children and their families. Culturally competency would apply to the development and management aspects of human services, because it provides human service workers with effective services that are equally accessible to each of the diverse groups that the organization serves. In conclusion, there are federal and local laws that protect people from being discriminated in the workplace. The human resource managers should be aware of their practices during the interview and hiring process, by hiring a more diverse group of people for a human service organization. This would decrease the chances of human service workers or clients from being discriminated against. There are strategies that can help human service agencies decrease discrimination in a workplace which can include promote awareness in the workplace diversity, and develop a supportive workplace culture which allows employees and members to balance their work and personal life (Work Diversity Plan, 2014). It also important for human service workers to be culturally competent, so they are capable of serving all groups of people from different backgrounds.

Plantaze

INTERNATIONALIZATION OF SEE-FIRMS Final Group Report Table of content 1 1. 1 1. 2 1. 3 INTRODUCTION †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 1 Background Description †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 1 Research Purpose †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Structure of the Report†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 2 2 2. 1 2. 2 RESEARCH METHODOLOGY†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 2 Data Collection †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 2 Data Analysis †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 3 3. 1 3. 2 3. 3 CASE STUDY †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 6 Company Description (www. plantaze. com) †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 6 Internationalization Process†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 7 Internationalization Motives †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 4 4. 1 4. 2 ANALYSIS AND INTERPRETATION†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 11 Theoretical Background †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 11 Application of the Uppsala Model †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â ‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 13 5 5. 1 5. 2 IMPLICATIONS AND LIMITATIONS †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 4 Implications of the Study †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 14 Limitations of the Study †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 15 6 7 8 CONCLUSION AND FUTURE RESEARCH †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚ ¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 15 REFERENCES †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 7 APPENDIX †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 19 1 Introduction In this chapter the background of the case study will be presented, as well as the purpose of the study will be stated, before an overview of the structure of this report is given. 1. 1 Background Description Today, many companies take the step to establish themselves abroad. The motives for internationalization are many. Perhaps the home market is saturated, presence in a certain country grants access to strategic resources or there are cluster effects to be explored in a specific region.The decision makers of the companies that are becoming international have different experience, are in different situations and consider different motives before taking the step into the international market. (Masum/Fernandez 2008, 2) For the past few decades researchers have been debating over existing theories and developing new theories of international business to explain why and how companies internationalize. Internationalization theories are explaining different internationalization processes, which are taking place when companies expand across national borders.Ranges of internationalization have been discussed in various investigations with the conclusion that the majority of these frameworks fail to explain internationalization behavior of various companies, however, this doesn’t mean that they are not usefu l at all. (Pett 2008, 1) It is inappropriate to approach the internationalization process without formulating a strategy. Without a proper strategy the firm is about to fail in their internationalization. Formulating a strategy also involves deciding hen, how and which markets to enter. There are several market entry modes a firm can choose from, such as exporting, contractual relationships (licensing, franchising), as well as equity or ownership-based international business activities like FDI or collaborative ventures. (Masum/Fernandez 2008, 2) 1. 2 Research Purpose The purpose of this study is to gain a better understanding of the internationalization process of a SEE company, particularly the usefulness of the main theory: the Uppsala Model. 1 1. 3 Structure of the ReportThe report is divided into six major parts: Introduction, Research Methodology, Case Study, Analysis and Interpretation, Implications and Limitations, and our Findings and Conclusion. The introduction part conta ins the background description of the general topic and the research purpose. Followed by the Research Methodology part, where the research method, data collection and data analysis is described. Then the chosen company is presented in particular and their internationalization process and their motives for internationalization are discussed.In the Analysis and Interpretation chapter the theoretical background and to which extend the company followed the theory is presented, along with a broad discussion of the gathered empirical data. There are also some implications and limitations mentioned in the next chapter. In the conclusion there is a brief presentation of the findings as well as possible further research on the topic. 2 2. 1 Research Methodology Data Collection The data collected and used in this analysis has been mainly collected from websites and online databases. This means that the method applied was Desk Research.As depicted by name Desk Research is the research techniq ue that is mainly acquired by sitting at a desk. It involves collecting data from existing resources and, compared to Field Research, is the cheapest and quickest option. Nevertheless, there is always the problem of the validity, objectivity and credibility of the data found. There are basically two types of desk research: Internal Desk Research and External Desk Research. Whereas the former is being used only in corporations or companies that possess an internal database, the latter can be done by anyone.External Desk Research is the actual method that was used when gathering information about the company, about the market and about other countries. 2. 2 Data Analysis First of all, it has been decided to go with the company Plantaze. Afterwards, a huge amount of data about the company’s history, strategy and current situation has been gath2 ered directly from their official website, plantaze. com. Moreover, detailed information about their products and production process has been found here.Additional financial and statistical information was found on the website of the Montenegro Stock Exchange (MNSE), montenegrobreza. com, where the company is listed and traded. Normally, looking and searching for data in online databases is very expensive. Fortunately, there has been access to the WU network, where many online databases are available for the research. ‘Amadeus’, ‘Factiva’ and others have given supplementary data about the company’s foreign subsidiaries for example that were not that clear in the places looked before.Actually, the main difficulty was finding data about the company’s operations abroad. For that reason it was necessary to get in contact with the Plantaze company in order to get more accurate data on their internationalization process. The people were kind enough and shared some very important facts and dates that completed the information pool that was needed. In order to work on the Excel sheets , economic, political and geographical data on the countries in which the Plantaze company is directly or indirectly doing business were needed.For this, the official websites of the specific countries governments and other websites of some important international organization like the World Bank or the CIA World Factbook were used. Before starting to write about the company’s past, present and future situation in the company description, articles from the press about the company and its operations were read. Also a look at various customer reports and trade association reviews about the company were necessary, so that an objective and closer insight to the true image of the analyzed company could be provided.Psychic Distance Psychic distance is defined as factors such as differences in language, culture, political systems, etc. , which disturb the flow of information between the firm and the market. Psychic distance chain refers to economic, geographical and cultural distanc e. (Johanson/Wiedersheim-Paul 1975, 308). Hofstede’s model of cultural dimensions from 1970s as one of the first theories that could be used to explain observed differences between cultures, has become an internationally recognized standard and major resource in cross-cultural studies. The original theory identified four cultural dimensions for distinguishing cultures: †¢ Power distance dimension (PD) focuses on the degree of inequality between people with and without power in society; †¢ Individualism dimension (IDV) refers to strength of interpersonal connections and share of responsibility among people; †¢ Uncertainty Avoidance Index (UAI) measures degree of tolerance towards uncertainty and unknown situations and †¢ Masculinity (MAS) referring to gender differentiations and inequity in society.After some more researches Hofstede added a fifth dimension – long-term orientation (LTO) which relates to how much society values long-term devotion to t raditional values; and in the 2010 a sixth dimension – Indulgence versus restraint defining the attitude of society towards gratification of basic and natural human needs related enjoying life and having fun. (mindtools. com 2012) The following factors were used for this case study: The geographical distance is an important factor to calculate transportation cost from the production facility in Montenegro to the sales markets abroad.The figure was calculated by measuring the air line distance from Podgorica (Montenegrin capital) to the capital of the reference country. It is the most important figure for Plantaze as it is a mainly exporting company. So this factor was overweighed against all the other chosen factors. The cultural distance consists of the above-mentioned dimensions, power distance, uncertainty avoidance, individualism, and masculinity. Regarding to Hofstede the differences of the dimension of country A and the reference country, i. e. Montenegro, are calculate d in a first step.This difference has to be squared and divided by the variance of the whole spectrum of countries. Cultural distance in exporting is important because of the sheer nature of the product. Drinking wine is something that is embed in the national culture, thus making the cultural distance a factor that needs to be taken into consideration. Furthermore for marketing and communication reasons the cultural distance between two countries can make a company change the strategy. 4 It was calculated by using the Kogut and Singh-Formula:When calculating the internationalization process of the company regarding only the subsidiaries and the joint venture the cultural distance variable gains importance. Because entering a market in this way, by greenfield investment, a company has to think and act on a long-term level. The country’s culture can be decisive in whether the own company will be successful or not. The â€Å"wine† distance measures the wine consumption p er capita of a nation compared to Montenegro. This figure is relevant because it would make no sense for a wine producing company to enter a market that scores low.As already mentioned wine consumption is something that is highly linked to the nation’s culture and their drinking habits. That is why this is a relevant figure. To calculate the wine distance, the same formula as above has been used. The economic distance was not taken into account because of the fact, that it is not relevant for this type of industry. To calculate the psychic distance the above mentioned factors have been standardized to numbers between 0 and 1, while 0 stands for Montenegro respectively a country with the same figures than Montenegro and 1 for the country with the highest distance to the reference country.The factors have been weighted according to their importance. In the exporting internationalization process the geographical distance has been weighted with 60%, the cultural and the â€Å"wi ne† distance were weighted with 20% each. In the subsidiary and joint venture internationalization process the geographical distance has also been weighted with 60%, the cultural distance with 40% and the wine distance was not taken into consideration. 5 3 3. 1 Case Study Company Description (www. plantaze. com) ‘13jul-Plantaze’ is a wine-producing company from Montenegro.Its history takes us back more than 100 years, more specifically to 1907 when the Montenegrin wine ‘Vranac’ won its first prize in London. It was but more than 50 years later, when the government of Montenegro decided to invest in the development of agriculture, that the led to the creation of the company Plantaze as we know it today. Between 1964 and 1974, Plantaze expanded the vineyard to 377 ha and the wine cellar capacity to 26. 000 hl. In the 1977-1982 period, the company realized one of its most important projects.Transforming the arid and rocky soil of the ‘Cemovsko†™ field into one of the largest green oasis of the Balkan area is not something to be overlooked. 62 million U. S. dollars cost the creation of the largest vineyard in Europe at that time, covering 2000 ha of orchards and vineyards. The geographical position makes this place so unique. Located at about 30 km from the Adriatic See, on the river Bojana, the ‘Cemovsko’ field has a microclimate of its own, suitable for quality grape production.In 1979 the main processing plant was built near the vineyard. ‘Agrougostitelj’, ‘Agrokom’, ‘Agroekonomski institut’, ‘Uvoz-izvoz’ and ‘Ribnjaci’ merged with Plantaze in 1998. 2005 was the year in which the company established a joint venture with their Italian partners and added the first sparkling wine ‘Val’ to the product range. During the years, they successfully obtained international certificates of quality such as the ISO 9001:2000; HACCAP or the IS O 14000. In 2007, Plantaze invested 2 million euros in the remarkable wine cellar ‘Sipcanik’.Located at 30 meters below the soil, covering about 7000 m2, this completely natural area has the perfect climatic and technological conditions to age over 2 million liters of wine in wooden barrels, oak barriques and bottles. In the last 10 years exports have risen by 530% to 4 million bottles in 2008. The company exports to over 30 countries situated all over the world, from the U. S. A to Canada, to the E. U. countries, Russia, China and Australia. Today, Plantaze still owns and manages Europe’s biggest vineyard at ‘Cemovsko’ field, which stands on 2310 ha and contains three wine cellars with a capacity of 310. 00 hl. They recently announced that the investments made in the period 2003-2009 were over 40 million euros. With an annual production of 22 6 million kilos per year, Plantaze is the biggest producer of wine and table grapes in Montenegro. A quick l ook at their company’s official website will be enough to understand that this company has something special about it. Their mission statement is to produce worldclass quality products with which they can satisfy their loyal customers and gain new ones.It must be added that the company is not just producing and selling wine and grapes. An 85ha peach plantation that averages an annual production of 1. 200 tons is one of their most prized possessions. As of 1957, Plantaze produces and sells about 100 tons of Californian trout. The ‘Mareza’ fish pond covers 6. 000 m2 and is exclusively fed by fresh spring water. The grapevines used are not being bought; they are being grown on a nursery of rootstocks that spreads over 40 ha. Two restaurants complete their portfolio. Mareza’, a restaurant with a capacity of over 400 seats, located 5 km outside of Podgorica and ‘Jezero’, with a capacity of over 300 guests, located along the main road between Podgor ica and Petrovac, on the shore of the beautiful and relaxing Skadar Lake appear in every touristic guide of Montenegro. Coming back to the wine business, we can see that Plantaze offers a great variety of wines. 11 types of red wine and 6 types of white wine are currently in their catalogue. Furthermore, we can find a special rose wine made from red grapes applied in the white wines production. Three types of brandy complete the offer.The Plantaze company is probably one of the most successful brands and businesses in Montenegro. Their incredible attitude towards the environment and their fine attention to detail stands before every product they make. The Plantaze company must be a proud flag-bearer and ambassador of Montenegro because they managed to achieve something that many firms only dream of, and that is to produce traditional goods from your local country and culture at the highest quality possible. For this reason and others, the company Plantaze has been chosen to be analy zed and presented. 3. 2 Internationalization ProcessBecause the company has a history of over 40 years, in which it sold goods on an international level, the need for splitting up the process into more than one period was created. Therefore, the internationalization process was divided into four different phases. 7 These phases are not equal. For example, the first period is twenty years long, whereas the second one is fifteen years long. The reason for this is that the first two periods were slower from the internationalization point of view than the last two. So, in the first period that is between 1964 and 1984, they started selling their products on the Yugoslavian market and in Albania.The argumentation for the fact that Yugoslavia has been added to the internationalization process is actually very easy to follow. Because for the company at stake the cultural distance is of great importance, it was clear that Yugoslavia had to appear on the graph. Although from a political and technical point of view, there was only one single country and one single market, taking the cultural differences into consideration, the situation changes dramatically. The seven entities that are now seven different countries have their own traditions, habits and culture.Therefore, selling products all over the ex-Yugoslavian territory makes the process an international one. Furthermore, if the Uppsala Model is the center point of this presentation, gaining knowledge about different cultures and using it into new markets, like Plantaze did, just proves out argumentation. In the second phase, from 1985 and 2000, numerous other markets were penetrated. Of course, after 1991 and the fall of ex-Yugoslavia, the products sold into these new established countries could officially be called exports. The company entered some Central European countries like the Czech Republic, Slovakia, Poland and Hungary.In the east, Bulgaria was chosen to start exporting to. The first countries from the E uropean Union in 8 which the firm started internationalizing were Italy, France and the U. K. , in which they established a wholly-owned sales subsidiary in London. Russia was the first distant market they choose. In the third period, or between 2001 and 2004, the focus remained on Central and Western Europe. Germany, Austria, the Netherlands, Belgium and Sweden were the next markets they entered. The third period also meant a development of the internationalization process.Some very distant markets such as China and the United States were submitted to the process. The fourth and final phase takes place from 2005 until the present day, in 2012. Norway and Switzerland are the newest addition from the European continent, while Canada and Australia are another two distant markets to which the company started exporting. 3. 3 Internationalization Motives To figure out the motives for the internationalization of Plantaze a quick look at Dunning’s different categories of motives is necessary. Strategic Asset Seeking Resource Seeking Efficiency Seeking Motives for Internationalization Network SeekingMarket Seeking 9 Dunning (2000) explains how market and resource seeking motives have been the two most recognized categories of motives before. These two categories still correspond to most first time internationalization by firms. Overall, efficiency seeking and strategic asset seeking motives increase in significance and are more common as motives for companies already engaged in multinational activity. He also shows that closer relations with customers and durable relations with suppliers were important motives. Furthermore, he suggests that internationalization was more driven by opportunities rather than threats. Hansson/Hedin 2007, 5) Market Seekers: Companies that invest in a particular country or region with the intention to supply goods and services are called market seekers. This category of motives focuses on demand aspects. (Hansson/Hedin 2007, 6) Plant aze’s home market is limited as Montenegro is a small country and so it brings the firm not enough revenues. This fact and also to diversify the customer base of Plantaze to reduce the dependence on the home market are reasons why they decided to go abroad. Resource Seekers: According to Dunning (1993) resource seeking means to invest abroad in order to obtain resources.This could be resources that can be acquired at a lower comparative cost, or simply does not exist at all in the home country. (Hansson/Hedin 2007, 7) Plantaze is not seen as a resource seeking company, as the conditions for producing in Montenegro are unique. Sometimes skills and capabilities are resources that can be used through collaboration with a business partner. Efficiency Seekers: The purpose is to rationalize structures of established investments in order to gain from common governance. Often those benefits come from economies of scale, but also risk diversification.Therefore, efficiency seeking is s een as gaining from the differences of factor 10 endowments, cultures, institutional arrangements, and economic systems etc. (Hansson/Hedin 2007, 7) Economies of scale and scope as well as the increase of sales and profits are issues that an efficiency seeker often focuses on, and so does Plantaze. Another motive for the company to internationalize is that Plantaze might be able to lower the tax burden. Strategic Resource Seekers: Strategic resources are for example patents, knowledge, the skills of employees, and strategic supplies necessary for developing comparative advantages.By focusing on developing strategic resources the company supports its long term strategic objectives. (Hansson/Hedin 2007, 8) Plantaze’s aim is it to create brand awareness in foreign countries and to transmit the positive image of Montenegro by producing a traditional product from the home country and selling it to other countries. Network Seekers: The network orientation reflects to what extent co mpanies participate in alliances, cooperative ventures and other forms of similar social connections. Networks outside the organization can be very important for the companies.Companies intend to nurse, develop and expand their existing networks. (Hansson/Hedin 2007, 9) Developing useful foreign relationships is an important factor for Plantaze. Their partner have knowledge of the local markets and the necessary skills. 4 4. 1 Analysis and Interpretation Theoretical Background The Uppsala Internationalization Model The Uppsala Internationalization model is a model of a firm's choice of market and form of entry when going abroad. It was developed by a number of Swedish researchers, Johanson, Wiedersheim-Paul and Vahlne (1975, 1977). The model was named after the business 11 chool of the Swedish city and based on the process of internationalization of four Swedish manufacturing companies with operations in more than 20 countries. The model assumes that internationalization is a progre ssive process made of several successive stages. The main aspects of internationalization are market knowledge and level of commitment in a particular host country. The major obstacle to international operations is the lack of knowledge about foreign markets and operations, which can be overtaken gradually by actively engaging in such foreign environments (Forsgren, Hogstrom, 2004; Lakomaa, 2009).The Swedish researchers noticed that observed companies had begun to operate abroad in nearby markets and then slowly penetrated markets far away. They entered new markets through export, and after several years of exports the company could establish wholly owned or majority-owned operations. Thus, the process of progressive internationalization is built on four stages that are: sporadic export, export via independent representatives, foreign sales subsidiaries and production and manufacturing units in foreign markets. Source: Forgren and Johanson 1975, 16 12The figure shows that additional market commitment will be made in small steps, both in the market commitment and geographical dimension. The geographical dimension means that firms enter new markets with successively greater psychic distance, defined in terms of factors like language differences, culture and political system, etc. Therefore, companies internationalize by going to those markets they can most easily understand and where the perceived market uncertainty is low. Criticism of the Uppsala Model There were several critics referring to the Uppsala model.Some of them are that the model is too deterministic (Reid, 1983; Turnbull, 1987) or that the model doses not take into account interdependencies between different country markets (Johanson and Mattson, 1986). Studies have shown that the model is not valid for service industries, situations of highly internationalized companies and industries and that the whole internationalization process has speeded up. Firms also tend to enter ‘distant' markets i n terms of psychic distance at an early stage (leap-frogging tendency), because the world has become much more homogenous and that has lead to that psychic distance has decreased. . 2 Application of the Uppsala Model Only by simply looking at the internationalization process that the Plantaze company followed over the years, it is easy to conclude that the firm followed more or less the theory that the Uppsala Model describes. In the beginning, for example, when the firm started selling their products only on the ex-Yugoslavian territory and Albania without having the need of going to distant markets is clearly the kind of behavior that a newly founded enterprise would have in the Uppsala Model.After learning from this experience (because in from the companies point of view, since culture plays an important factor, it learned a great deal from selling on the whole territory of Yugoslavia, where seven different entities and cultures were mashed together under one flag) they could sta rt and wonder off to other countries and cultures. In the second phase of their internationalization process, countries from Eastern Europe were chosen and some small steps to the Western part of Europe were also made. The first important milestone in the company’s history is the opening of their first sales-subsidiary in the United Kingdom.It is called Monteadria and it is located in 13 London. This particular step can be noted as the exception from the rule since the firm ventured off to a distant market directly by establishing a sales-subsidiary and not starting by exporting and then gradually develop. Nevertheless, it is quite difficult for a company that is active on the market to truly and without exceptions follow the Uppsala Model since it does not take into account other important factors such as market attractiveness, market size and others.The globalization and internationalization effect can be seen in every market and in every country. Because of that, because o f the massive inflow of information and data available in a blink of an eye, companies show leapfrogging tendencies and go to more distant markets earlier. The overall psychic distance between countries has decreased. Plantaze took full advantage of the fast moving business world in which they operate. The company grew rapidly and intensified export activities worldwide. As a result, their export figure has increased by more than 550% since 2003. 5. 1 Implications and Limitations Implications of the Study The main implication of the study would surely represent if whether or not managers that handle the company use the Uppsala Model when entering the internationalization process. Just by looking at the export path explained in the Excel sheet above, it is easy to conclude that the firm applied the model. Of course, the fact that the managers specifically used the Uppsala Model or that the pattern used just randomly fits, is something that needs to be analyzed more in detail.In contr ast, when it comes to the path chosen by the company for entering new markets and countries via wholly-owned or partially-owned subsidiaries or joint-venture, the situation changes. The path chosen is not similar to the Uppsala Model. One argument would be that they chose to enter the British market with a subsidiary in London before opening one in Belgrade or Sarajevo. The logical step, according to the Uppsala Model would be to start with establishment of subsidiaries in neighboring countries and afterwards spread out to other, more foreign countries. 14 5. 2 Limitations of the StudyThe main limitation of this study would be that it revolves around the Uppsala Model and thus making its criticism point, the major liability of the study. The model is old and was not updated to the current economic situation. For example, in today’s business world, companies have the tendency to leapfrog some entry modes and to go directly to more physically distant markets. The world today ha s become more homogenous because of the globalization process that has been going on in the last decades and the psychic distance has also decreased. The company described and used in the study, Plantaze, is not the perfect fit to the Uppsala Model.The point that the company posses enough financial resources leads to the fact that consequences of their commitments won’t have a huge impact on their balance sheets. Moreover, the company is not obliged to go abroad to gain new market knowledge and gain experience because today they can call on other sources for additional information and know-how. Universities, government databases and institutions or other companies from the branch can provide this kind of data. Regarding the limitations of the research, the fact that the findings are closely linked to a specific context is underlying.This research has been confined to a few countries in the European Union. This may not be sufficient to generalize our findings in this paper. Ho wever, this paper points out the direction and may act as an indicator how our company internationalized. Thus, we believe that our findings are useful to better understand the driving forces of the internationalization of Plantaze. 6 Conclusion and Future Research The path chosen by the Plantaze company follows to a certain degree the theory of internationalization that the Uppsala Model presents.No one knows for sure if the higher management of the company intentionally acted in this manner or if the match is just a random one. To better understand their internationalization process, in future studies, interviews with the persons responsible and who took the decisions must be conducted. Only then, only with that data, the study can truly show how the company reacted to the internationalization process and how they proceeded. Nevertheless, without having that data available to be 15 used, and only through analyzing ex-post the steps taken in the past, the Uppsala Model provides a p ossible framework for companies to follow.In addition to future research possibilities arising directly from the limitations, it should be recommended that future research may explore longitudinal research design for further contribution to international business in this context. 16 7 References Publications Birn, Robin J. 2001. The Handbook of International Market Research Techniques, London 2001 Hansson, Anders and Hedin, Kim. 2007. Motives for internationalization. Small companies in Swedish incubators and science parks, Uppsala Hofstede, Geert. 2001. Culture’s Consequences: Comparing Values, Behaviors, Institutions, and Organizations Across Nations.Thousand Oaks, CA: Sage. Johanson, Jan and Wiedersheim-Paul, Finn. 1975. The Internationalization of the Firm – Four Swedish Cases, in: The Journal of Management Studies, 1975, 305-322 Kent, Raymond A. 1993. Marketing Research in Action, New York Kogut, B. and H. Singh. 1988. The Effect of National Culture on the Choice of Entry Mode, in: Journal of International Business Studies, 19(3): 411–432. Masum, Mohibul Islam and Fernandez Alejandra. 2008. Internationalization-Process of SMEs: Strategies and Methods, Vasteras. Pett, Timothy L. 2008.Examining SME Internationalization Motives as an Extension of Competitive Strategy, in: Journal of Business and Entrepreneurship, 2008, 1-13. Internet CIA Factbook n. a. : Hofstede’s Cultural Dimensions. Understanding Workplace Values Around the World http://www. mindtools. com/pages/article/newLDR_66. htm, accessed October 15, 2012. 17 Plantaze www. plantaze. com , accessed October 15, 2012. WHO http://www. who. int/substance_abuse/publications/global_alcohol_report/msbgsruprofiles. pdf, accessed October 15, 2012. Worldbank http://data. worldbank. org/indicator/NY. GDP. PCAP. CD, accessed October 15, 2012. 18 8 Appendix 19

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His principles were dedicated to the survival of the United States during one of the most gruesome and bloody wars in the country s history, the American Civil War. During his presidency, he fought for the emancipation of slaves because he believed the institution of slavery was morally unjust. His ideals, which appealed to the founding principles of the country, energized and mobilized the union and kept it alive

New Article Reveals the Low Down on Ged Writing Essay Samples and Why You Must Take Action Today

New Article Reveals the Low Down on Ged Writing Essay Samples and Why You Must Take Action Today A Secret Weapon for Ged Writing Essay Samples In general, you should be aware the weaknesses or logical flaws in every single argument. Take a look at each question carefully and take a small time to work out the topic and what type of answer is going to be expected. This question requires you to pick a position either for or against the matter. You begin by asking a question, which is a great way to begin. Add a couple of middle paragraphs, where you speak about specific points in your principal idea. Start by copying the topic you're assigned as the very first sentence of your essay. You'll have 45 minutes to finish your essay. You'll have 45 minutes to finish the essay. Finding the Best Ged Writing Essay Samples Do not be hesitant to change what you feel ought to be changed. Your response needs to be organized, with a start, middle, and end. Don't forget, you're want t o support your primary idea with examples from the reading. You do have some language mistakes which make it a little hard to follow along with. It may be better to have just a couple of bad childhood behaviors and explain the method by which they start and the way they become bad adult behaviors. Still, if you would like your paper to hit the bulls-eye and adjust the way that your reader thinks, you require a few tactics. If you observe the particular example through, it's simpler for the reader to find out what you mean. The author starts with a clear major idea and supports the major idea with three related concepts. Bear in mind that you're NOT writing your opinion on the subject. Your audience should know just what the writer is going to debate and why. You might not be able to pin point the precise topic that you will discuss, but frequent writing can enhance your abilities. Finding the Best Ged Writing Essay Samples The intention is to become more independent and get much better jobs. More than being the end goal of an individual, gaining a GED certification has to be viewed as the launch of a nice and stable life. The goal isn't simply to receive your GED, yet to move beyond. Try to remember, every accomplishment starts with the choice to try. Write legibly in ink so the evaluators will have the ability to read your writing. This is wherever your notes really be convenient. All these notes may also be utilized in your response to hold up your opinion. Getting the Best Ged Writing Essay Samples Any of the above mentioned questions can be applied as a GED essay topic, and you need to be prepared to react to such prompts. This content isn't endorsed or accepted by ACE or GED Testing Service. If at all possible, your test prep should contain essays scored by means of an instructor. Some also find themselves stumble in this section of the test, even if they've breezed through all the other portions of the GED test. Fortunately, there are means to make this part simple for you. Be certain to include why it's strong support for this position. In order to totally prepare for the writing, you want to understand the particular expectations. Observing this course of action is likely to help save you a great deal of time and is useful in establishing a rational development of thoughts. Details of Ged Writing Essay Samples You will be asked to read both of these passages and select the position that you think is better supported. All three of the most significa nt HSE tests provide sample prompts and passages. Your score is going to be shown immediately after you complete the test. Unlike the different parts of the exam, gaining scores for writing isn't objective, as the answers aren't concrete. Ged Writing Essay Samples - Is it a Scam? Just keep in mind that the body paragraphs should correspond to your key arguments. Begin each paragraph by stating the most important point that you would like to chat about. Tie this up neatly with a concluding paragraph of a few sentences. Make sure to supply a pure transition from the previous sentence of a single paragraph to the initial one of the next. The Bizarre Secret of Ged Writing Essay Samples However, even when you don't know about any requirements our specialists can help you. You write on the one which is better represented. Prompts differ from test to test, cover quite a few topics, and aren't released ahead of time. Most Noticeable Ged Writing Essay Samples Add ideas for exampl es you need to have in your essay. If you wish to have a clearer idea about a GED essay, you need to take a look at the topics that you might need to discuss. You're not given a choice about what sort of essay you will write. In your essay, describe the qualities of a fantastic parent.

Research On Stem Cell Research - 1842 Words

Introduction Scientists for medical research have used embryonic stem cells in the past. Scientists have had amazing success while using these stem cells in their research. However, embryonic stem cell research has become a very controversial topic. With this controversy, it has become very hard to receive permission to do research on embryonic stem cells. Although scientists are in the early stages of research, the outcomes look very promising, making me very hopeful that this controversy will end soon, and scientist will continue to improve their medical research using stem cells. Although I had little prior knowledge of this topic, I have become very interested in embryonic stem cells. I have begun to understand how beneficial these†¦show more content†¦The technological advancements in embryonic stem cell research have been outstanding. In addition to the vaccines and treatments that scientists have already discovered, they hope to find more breakthroughs in the near future. (Xibo) S ome of the research topics scientists are looking into is replacing damaged cells, finding defects in early development that can cause diseases or miscarriages, study normal development, and also learn how medicines or toxins affect a fetus. (Klimas) Embryonic stem cells are an incredible approach to medical research. These stem cells have no defined role in what they will become. They have the potential to turn into anything from brain cells or liver cells or even muscle cells. Embryonic stem cells divide rapidly and are also less susceptible to rejection than adult cells when transplanted, making embryonic stem cells the ideal source of stem cells. They can be transplanted into a place with some damaged cells and be able to replace them and work as if they were in place before the damage occurred. (Kobe) Embryonic stem cell research has been very successful and the future is looking very promising as well. Research on these stem cells is a very controversial topic. This research is so controversial because pro ¬life activists argue that life begins at the creation of a zygote. What the creation of a zygote means is, two haploids—sex cells—have come together as one, or in other words the sperm

Half

Half-Life Essay Version 1.0Readme File10/30/98************************************************************************About This Document: This document contains last-minute information about Half-Life, including questions you may have concerning the game or your computer. If you have a question, check to see if it is addressed here first: you may save yourself a call to Technical Support. ************************************************************************I.MINIMUM REQUIREMENTSII.GENERAL TECHNICAL ISSUESIII.GENERAL GAME ISSUESIV.3D HARDWARE ISSUESV.CONTACTING SIERRAI. MINIMUM REQUIREMENTSWindows(r) 95, Windows 98 or Windows NT 4.0Pentium 133+, 24 MB RAMSVGA, high color (16-bit)2x CD-ROM driveWindows-compatible sound cardMouse, keyboardII. GENERAL TECHNICAL ISSUESDRIVER ISSUESWhen running Half-Life in OpenGL, you must select 3Dfx Mini Driver from the drivers list in the Video Options menu if you have a 3Dfx card (Voodoo, Voodoo2, Rush or Banshee). Choosing the Default driver may severely impact Half-Lifes performance. Make sure the most current version of DirectX is installed on your computer. DirectX 6 is the most current version (as of 10/31/98), and it is included on the Half-Life CD in the DirectX folder. If you are running a pre-OSR2 release of Windows95, get the OpenGL 1.1 fix in order to run Half-Life in OpenGL mode. The fix can be found at ftp://ftp.microsoft.com/softlib/mslfiles/opengl95.exeMake sure you have installed the most recent drivers for all your hardware before playing Half-Life. III. GENERAL GAME ISSUESSOUND PROBLEMSIf you dont hear any sounds while playing Half-Life or if you only hear music, another application you are running may have control of the sound hardware. Exit Half-Life, close the other application, and restart Half-Life. HOTKEY PROBLEMSHotkeys can be activated by using the ALT key in combination with the highlighted letter. For example, you can use ALT+R to perform a Refresh within the Multiplayer/Internet Games menu. CD MUSIC VOLUMEYou cannot control the CD music volume within Half-Life. To adjust your CD music volume, go to the Windows Start Menu, Programs, Accessories, Multimedia, and select the Volume Control applet. CD AUDIO SLOWDOWNSSome CD-ROM drives take a few seconds to spin up to their playing speed. You may notice some parts of the game that will momentarily slow down before the CD audio will play. VIEW OPENING AVI SEQUENCESHalf-Life begins with two short AVI sequences. If you are having trouble viewing the AVIs, check to see that you have video compression installed. Go to the Control Panel and select Add/Remove programs. From there, select Windows Setup and scroll down to Multimedia. Select Multimedia and make sure that Video Compression is checked. CUSTOM KEYBOARD CONFIGURATIONIf you plan to customize your keyboard configuration, note that the jump and crouch commands need to be controlled by different fingers. You will need to use both keys simultaneously when performing a longjump.DESKTOP RESOLUTION AND HALF-LIFEHalflife should be run in a resoulution that is lower than or equal to your destop resolution. Running Half-Life in a fullscreen or windowed mode that is greater than your desktop resoulution can cause problems. JOYSTICK AND GAMEPAD CONFIGURATIONEnable use of joysticks or gamepads by checking the joystick box in the Configuration/Controls/Advanced controls menu. Joystick and gamepad buttons can then be configured through the Configuration/Controls menu. Valve thanks James Barnes at First-Person Gaming, Inc. for permission to use his excellent documentation on joystick support. Information on their products are available on the Internet at http://www.fpgaming.com/. Half-Life supports standard joysticks, digital joysticks and advanced controllers like the FPgaming Assassin 3D, the Logitech WingMan Warrior and the SpaceTec IMC SpaceOrb. To enable Half-Life joystick support, verify that your joystick or game controller is selected in the Joystick control panel applet and has been calibrated and tested, then launch Half-Life. Check the joystick box in the Configuration/Controls/Advanced controls menu of Half-Life. For advanced controllers, you will also need to have a configuration file called joystick.cfg. Typically this configuration file should be obtained from your game controller company. However you can create your own and place this file in the Valve subdirectory of your Half-Life directory. Half-Life will automatically execute this configuration file each time you start the game. The configuration files for common game controllers are included below. Half-Life Joystick functionality1. Proportional movement (the farther you move the stick, the faster you move) 2. Support for up to 32 buttons (JOY1-JOY4 and AUX5-AUX32)3. Sensitivity setting for each control (allows tuning and inverting the control direction)4. Dead-zone setting for each control5. Support for all 6 axes (X, Y, Z, R, U, V)6. Mapping of any axis to any control (Forward, Look, Side, Turn)7. Support for absolute controls (like joysticks) and relative controls (like trackballs and spinners)The default joystick setting is for joystick left/right movement to control turning and for joystick forward/backward movement to control moving forward/backward. To control strafing, assign the strafe modifier to one of your joystick buttons (via the Configuration/Controls menu). To control joystick looking, assign the mouse look modifier to one of your joystick buttons (also via the Configuration/Controls menu). Reverse mouse in the Configuration/Controls/Advanced controls menu also changes the direction the joystick has to move when looking up and down. The following variables can be set in your joystick.cfg. These variables control your sensitivity settings:Command NameCommand ActionDefaultNOTES:Variable: JoyforwardsensitivityFunction: Controls the ramp-up speed or how much joystick movement is required for moving full speed forward and backwardDefault: -1.0Comments: If your joystick is not as fast as you think it should be try a setting of -1.5, you will reach full speed with only half of the movement. Variable: JoysidesensitivityFunction: Controls the ramp-up speed or how much joystick movement is required for moving full speed side to sideDefault: 1.0Comments: If your joystick is not as fast as you think it should be try a setting of 1.5, you will reach full speed with only half of the movement. Variable: JoypitchsensitivityFunction: Controls the speed or ratio used when you look up and down using the Assassin 3DDefault: -0.25Comments: This setting will allow you to look Up and Down at a 45 degree angle without repositioning your hand. Variable: JoyyawsensitivityFunction: Controls the speed that or ratio used when you look left to right using the Assassin 3DDefault: -0.5Comments: This setting will allow you to look left and right at a 90 degree angle without repositioning your hand. You can set the sensitivity settings to negative numbers. This inverts the direction of movement for the control. The default sensitivity settings are 1 (or -1). These variables control your threshold settings:Command NameCommand ActionDefaultNOTES:Variable: JoyforwardthresholdFunction: Controls the dead-zone for moving forward and backwardDefault: 0.15Comments: If you have problems with your character moving forward or back when trying to stop or strafe, increase this number to .20Variable: JoysidethresholdFunction: Controls the dead-zone for moving side to sideDefault: 0.15Comments: If you have problems with your character moving left or right when trying to stop or walk a ledge, increase this number to .20Variable: JoypitchthresholdFunction: Controls the dead-zone for looking up and downDefault: 0.15Variable: JoyyawthresholdFunction: Controls the dead-zone for looking left and rightDefault: 0.15The threshold settings allow you to control your dead-zone (or no-movement zone). The d efault threshold settings are .15 (meaning 15% of the full-range). The range of the threshold settings is from 0 to 1. Troublesome analog joysticks may need a larger number (like .2). Premium joysticks can use a smaller number (like .1). If your joystick has a POV hat, the buttons are mapped to AUX29-AUX32. So, you get 8 buttons with the Logitech WingMan Extreme, 12 buttons with the Microsoft SideWinder 3D Pro, etc. These six variables control axis mapping:Command NameCommand ActionDefaultNOTES:Variable: JoyadvaxisxFunction: Controls mapping of DirectInput axis X (typically joystick left and right)Default: 3Comments: Allows the joystick to turn. Variable: JoyadvaxisyFunction: Controls mapping of DirectInput axis Y (typically joystick forward and backward)Default: 1Comments: Allows the joystick to move forward and backward. Variable: JoyadvaxiszFunction: Controls mapping of DirectInput axis Z (typically joystick throttle)Default: 0Comments: Not used. Variable: JoyadvaxisrFunction: Controls mapping of DirectInput axis R (typically joystick rudder)Default: 0Comments: Not used. Variable: JoyadvaxisuFunction: Controls mapping of DirectInput axis U (custom axis Assassin 3D trackball left and right, WingMan Warrior SpinControl and SpaceOrb roll)Default: 20Comments: Sets the Assassin 3D to relative turning left and right. (Not self centering)Variable: JoyadvaxisvFunction: Controls mapping of DirectInput axis V (custom axis Assassin 3D trackball forward and backward and SpaceOrb yaw)Default: 18Comments: Sets the Assassin 3D to relative free-look up and down. (Not self centering)Each joyadvaxis variable can be set to the following controls:0 = Axis not used1 = Axis is for forward and backward movement2 = Axis is for looking up and down (pitch)3 = Axis is for side to side movement4 = Axis is for turning left and right (yaw)Additionally, each axis can be designated as an absolute axis (like a joystick) or a relative axis (like the FPgaming trackball or the WingMan Warrior SpinControl). Absolute axes are defined as having a stopping position whereas relative axes d ont have a stopping position and just go around and around. To designate an axis as a relative axis, add 16 to the above control number. For example, to set the Assassin 3Ds axis U to be looking left and right, type joyadvaxisu 20. As another example, to make your rudder pedals control turning left and right, type joyadvaxisr 4. Its a bit complicated, but only needs to be done once. The Role of Money and Economic EssayDirect3D Input seems lagged. If your input seems to lag behind the visual display on occasion, add this line to your d3d.cfg file:gl_d3dflip 1Network instabilityIf you have a connection to the Internet that is unstable, or prone to packet loss, try typing cl_nodelta 1 at the console (bring down the console with the ~ key). This will improve your overall network stability, but will sacrifice your overall latency. COMMON QUESTIONSWhat can I do if the game is too dark?. Some monitors are darker than others, but Half-Life provides controls to correct this problem. You will need to adjust the Gamma and Glare Reduction settings in the ConfigurationVideoVideo options menu in Half-Life. These are used to adjust for different kinds of monitors and room brightness. Adjust the two sliders so that the Soldiers camouflage pattern is dark but visible. If this still doesnt work, you then may need to adjust the actual brightness and contrast of your monitor. This is usually done by adjusting buttons or knobs on the front of your monitor, but all monitors are a bit different so you may want to look through your monitors documentation to be sure. Some places in the game are intentionally dark, and youll need to use your flashlight, but you should be able to see everything without difficulty in the opening train ride and throughout the first part of the game. Some graphics cards also have support for controlling how bright the display is. If your cards device drive r supports this, you can find it by going to the Windows control panel, and selecting the Display applet. What can I do if the game looks washed out?The most likely cause is that your monitor is slightly brighter than average and the default game settings are for a darker monitor. You will need to adjust the Gamma and Glare Reduction settings in the ConfigurationVideoVideo options menu in Half-Life. These are used to adjust for different kinds of monitors and room brightness. Adjust the two sliders so that the Soldiers camouflage pattern is dark but visible. If this still doesnt work, you then may need to adjust the actual brightness and contrast of your monitor. This is usually done by adjusting buttons or knobs on the front of your monitor, but all monitors are a bit different so you may want to look through your monitors documentation to be sure. The most common problem, especially on new computers, is that black isnt showing up as black, but more of a dark gray. Turn the Contrast down until the border around the edges of the picture are totally black, then slowly turn it back up unti l it just before it starts getting visibly lighter. You may need to adjust your monitors Brightness back up after you do this. . Some graphics cards also have support for controlling how bright the display is. If your cards device driver supports this, you can find it by going to the Windows control panel, and selecting the Display applet. V.CONTACTING SIERRAA) Customer Service, Support, and SalesB) Technical SupportC) Legal InformationA) Customer Service, Support, and SalesUnited StatesU.S.A. Sales Phone: (800) 757-7707International Sales: (425) 746-5771 Hours: Monday-Saturday 7AM to 11 PM CST,Sundays 8 AM to 9PM CST FAX: (402) 393-3224Sierra Direct7100 W. 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If for any reason youre unhappy with the product , return it within 30 days for an exchange or a full refundEVEN IF YOU BOUGHT IT RETAIL. (Hardware ordered direct must be returned within ten days.) Please send back your product, signature required if mailing via US Postal Service. The Only Catch: Youve got to tell us why you dont like the game. Otherwise, well never get any better. Send it back to us and we promise we will make things right. (If you bought it at a retail outlet, please send your original sales receipt.)* Returns valid in North America only. Disk and or Manual Replacement:Product Returns:Sierra On-Line Returns4100 West 190th StreetTorrance, CA 90504Sierra On-Line Fulfillment4100 West 190th StreetTorrance, CA 90504NOTE: To replace your disk(s) please send only Disk #1 (or the CD) and copy of your dated Receipt, if less then 90 days. After 90 days please include a $10 handling fee along with Disk / CD #1. For Documentation, please include a $ 5.00 handling fee and a photocopy ONLY of disk #1. Payment should be made at the time of your request. Sorry, no credit cards. * Returns to this address valid in North America only. B) TECHNICAL SUPPORTNorth AmericaSierra On-Line offers a 24-hour automated technical support line with recorded answers to the most frequently asked technical questions. To access this service, call (425) 644-4343, and follow the recorded instructions to find your specific topic and resolve the issue. If this fails to solve your problem, you may still write, or fax us with your questions, or contact us via our Web site. Sierra On-LineTechnical SupportP.O. Box 85006Bellevue, WA 98015-8506Main: (425) 644-4343Monday-Friday, 10:00 a.m.- 6:45 p.m. PST Fax:(425) 644-7697http://www.sierra.comemailprotectedUnited KingdomCendant Software International Limited offers a 24-hour Automated Technical Support line with recorded answers to the most frequently asked technical questions. To access this service, call (0118) 920-9111, and follow the recorded instructions to find your specific topic and resolve the issue. If this fails to solve your problem, you may still write, or fax us with your questions, or contact us via our Internet or CompuServe sites. Cendant Software International Limited2 Beacontree Plaza,Gillette Way,Reading, BerkshireRG2 0BS United KingdomMain: (0118) 920-9111Monday-Friday, 9:00 a.m. 5:00 p.m. Fax:(0118) 987-5603http://www.sierra-online.co.ukFranceCendant Software International LimitedParc Tertiaire de MeudonImmeuble Le Newton 25 rue Jeanne Braconnier92366 Meudon La Fort CedexFranceTlphone: 01-46-01-46-50Lundi au Vendredi de 9h 19hFax: 01-46-30-00-65http://www.sierra.frGermanyCendant Software International LimitedRobert-Bosh-Str. 32D-63303 DreieichDeutschlandTel: (0) 6103-99-40-40Montag bis Freitag von 9 19UhrFax: (0) 6103-99-40-35Mailbox: (0) 6103-99-40-35http://www.sierra.deSpainCendant Software International LimitedAvenida de Burgos 91-OF228036 MadridSpainTelfono: (01) 383-2623Lunes a Viernes de 9h30 a 14h y de 15h a 18h30Fax: (01) 381-2437ItalyContattare il vostro distribotore. C) Sierra Warranty Legal InformationYou are entitled to use this product for your own use, but may not copy, reproduce, translate, publicly perform, display, or reduce to any electronic medium or machine- readable form, reproductions of the software or manual to other parties in any way, nor sell, rent or lease the product to others without prior written permission of Sierra. You may use one copy of the product on a single computer. YOU MAY NOT NETWORK THE PRODUCT OR OTHERWISE INSTALL IT OR USE IT ON MORE THAN ONE COMPUTER AT THE SAME TIME. UNAUTHORIZED REPRESENTATIONS: SIERRA WARRANTS ONLY THAT THE PROGRAM WILL PERFORM AS DESCRIBED IN THE USER DOCUMENTATION. NO OTHER ADVERTISING, DESCRIPTION, OR REPRESENTATION, WHETHER MADE BY A SIERRA DEALER, DISTRIBUTOR, AGENT, OR EMPLOYEE, SHALL BE BINDING UPON SIERRA OR SHALL CHANGE THE TERMS OF THIS WARRANTY. IMPLIED WARRANTIES LIMITED: EXCEPT AS STATED ABOVE, SIERRA MAKES NO WARRANTY, EXPRESS OR IMPLIED, REGARDING THIS PRODUCT. SIERRA DISCLAIMS ANY WARRANTY THAT THE SOFTWARE IS FIT FOR A PARTICULAR PURPOSE, AND ANY IMPLIED WARRANTY OF MERCHANTABILITY SHALL BE LIMITED TO THE NINETY (90) DAY DURATION OF THIS LIMITED EXPRESS WARRANTY AND IS OTHERWISE EXPRESSLY AND SPECIFICALLY DISCLAIMED. SOME STATES DO NOT ALLOW LIMITATIONS ON HOW LONG AN IMPLIED WARRANTY LASTS, SO THE ABOVE LIMITATION MAY NOT APPLY TO YOU. NO CONSEQUENTIAL DAMAGES: SIERRA SHALL NOT BE LIABLE FOR SPECIAL, INCIDENTAL, CONSEQUENTIAL OR OTHER DAMAGES, EVEN IF SIERRA IS ADVISED OF OR AWARE OF THE POSSIBILITY OF SUCH DAMAGES. THIS MEANS THAT SIERRA SHALL NOT BE RESPONSIBLE OR LIABLE FOR LOST PROFITS OR REVENUES, OR FOR DAMAGES OR COSTS INCURRED AS A RESULT OF LOSS OF TIME, DATA OR USE OF THE SOFTWARE, OR FROM ANY OTHER CAUSE EXCEPT THE ACTUAL COST OF THE PRODUCT. IN NO EVENT SHALL SIERRAS LIABILITY EXCEED THE PURCHASE PRICE OF THIS PRODUCT. SOME STATES DO NOT ALLOW THE EXCLUSION OR LIMITATION OF INCIDENTAL OR CONSEQUENTIAL DAMAGES, SO THE ABOVE LIMITATION OR EXCLUSION MAY NOT APPLY TO YOU. Copyright (1998 Sierra On-Line, Inc.)

Qualities of a Good Leader (Julius Caesar) Essay Example

Qualities of a Good Leader (Julius Caesar) Essay The qualities of a good leader require courage, strength, knowledge, good morals and power. A good leader should possess all these qualities mentioned. Without these qualities a leader may lack in certain areas which may cause them to be an unsuccessful leader. All good leaders should require good qualities within them in order to lead or gain respect from others. Good leaders should have strength and courage. If a leader is not strong or courageous, then he or she may not be fit for the role. Leaders need to have a strong courage in their hearts because anything at anytime could happen, but it takes a good leader to act on the situation with courage and strength without panic or fright. Also, every good leader should attain knowledge. Without knowledge, a leader may not be able to make the right decisions. Knowledge is a very important factor as it strongly contributes to great leadership. Having good morals is very important as well. If a leader does not have good morals, it can bring down a nation. Each leader should have good morals set in their minds in order to rule. Also, a good leader should have power. They should know that they are in charge and that they get to make the calls and decisions. These are some qualities of a good leader. Based on reading Act 1 of Julius Caesar, it indicates that Caesar does not have the qualities it takes to become a good leader. We will write a custom essay sample on Qualities of a Good Leader (Julius Caesar) specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Qualities of a Good Leader (Julius Caesar) specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Qualities of a Good Leader (Julius Caesar) specifically for you FOR ONLY $16.38 $13.9/page Hire Writer But from reading all of Act 1, I believe that the conspiracy is being justified. I believe that Caesar has some good qualities in order to be a ruler and that Rome did not just choose Caesar to reign if he did not have any good qualities of a leader. I believe that the conspiracy is being justified because they wanted Pompey to reign instead of Caesar, but they did not have it their way. That is why I believe that Caesar instills qualities of a good leader.