Bajaj auto Essay Example for Free

Bajaj auto Essay The project report entitled Strategic Management Cycle of Baja] Auto Ltd . has been submitted to Gujarat Technological University, Ahmedabad in partial tultlllment tor the award of degree of Master of Business Administration. I the undersigned hereby eclare that this report has been completed by me under the guidance of Prof. Jignasha mam (Faculty Member, Shayona Institute of Business Management, Ahmedabad) The report is entirely the result of my own efforts and has not been submitted either in part or whole to any other institute or university for any degree. Date: Place: Ahmedabad PREFACE As it is always said that if you give some-one theory knowledge it will make person understandwell. But if you give some-one theory as well as practical knowledge then it will help the person to understand and remember that always. In the same way to get practical knowledge,the report which we prepare not only make us understand the various functions but also gives us different vision regarding them and along with it gives us experience of practical assignment and managers work. By preparing report on Analytical Study on Strategic Management Cycle of Baja] Auto Ltd. we have tried to develop skill to understand well and also how to implement theoretical knowledge work. For this we are thankful to Gujarat Technological University for including such a project as practical studies in the syllabus of M. B. A. Acknowledgement The succession completion of this report would not have been possible without co- operation and support of our professor , friends and our institute. We forward gratitude to respected director of our institute. We are heartily thankful to the management for providing us the opportunity to make a study to practical in their organization. We express our sincere thanks to the company who have given us all the information on-line. We are also thankful our professor out with whose help, this becomes possible and who provided full guidance, co-operation and valuable suggestion bout company report. We are also thankful to our college friends and all those who have helped us directly or indirectly in the preparation of this report. Executive Summary In our project we nave conducted a research on now baJaJ auto ltd works By using stretegic management ; their different moves.. Hence on the basis of the Information we have found out our finding and have done an in-depth analysis on Strategic Management Cycle of Baja] Auto Ltd.. It is followed by recommendations and conclusion. TABLE OF CONTENTS 1 . Objective of SM 2. Introduction of ABC Co. 3. History of ABC co. . Strategic Thinking i. Vision i. Mission iii. Corporate Purpose v. Values: (Standard of Conduct, Law, Employees, Consumers, Shareholders, Business Partners, Community Involvement, Public Activities, the environment, innovation, competition, business integrity etc. ) 5. Strategic Planning i. Strategy adopted by ABC Co. i. Action plan by ABC Co. iii . Responsibilities of ABC Co. CSR (Internal as well as External) iv . Michael Porters 5 Forces analysis v. McKinseys7S Model VI. SWOT Analysts of ABC co. PEST Analysts ViiiBCG MATRIX 6. Analysis of Strategies of ABC Co 7. Strategic Implementation i. Resource Allocation 7. Strategic Evaluation i . Balance Scorecar 1. OBJECTIVE OF SM . Statements of vision tend to be quite broad and can be described as a goal that represents an inspiring, overarching, and emotionally driven destination. Mission statements, on the other hand, tend to be more specific and address questions concerning the organizations reason for being and the basis of its intended competitive advantage in the marketplace. Strategic objectives are used to operationalize the mission statement. That is, they help to provide guidance on how he organization can fulfill or move toward the high goals in the goal hierarchy-the mission and vision. As a result, they tend to be more specific and cover a more well- defined time frame. Setting objectives demands a yardstick to measure the fulfillment of the objectives. If an objective lacks specificity or measurability, it is not very useful, simply because there is no way of determining whether it is helping the organization to move toward the organizations mission and vision. 2. INTRODUCTION OF BAJAJ GROUP : The Baja] Group is amongst the top 10 business houses in India. I s tootprint stretches over a wide range of industries, spanning automobiles (two-wheelers and three-wheelers), home appliances, lighting, iron and steel, insurance, travel and finance. The groups flagship company, Baja] Auto, is ranked as the worlds fourth largest two- and three- wheeler manufacturer and the Baja] brand is well-known across several countries in Latin America, Africa, Middle East, South and South East Asia. Founded in 1926, at the height of Indias movement for independence from the British, the group has an illustrious history. The integrity, dedication, resourcefulness nd determination to succeed which are characteristic of the group today, are often traced back to its birth during those days of relentless devotion to a common cause. Jamnalal Baja], founder of the group, was a close confidant and disciple of Mahatma Gandhi. In fact, GandhiJi had adopted him as his son. This close relationship and his deep involvement in the independence movement did not leave Jamnalal Baja] with much time to spend on his newly launched business venture. His son, Kamalnayan Baja], then 27, took over the reigns of business in 1942. He too was close to Gandhi] nd it was only after Independence in 1947, that he was able to give his full attention to the business. Kamalnayan Baja] not only consolidated the group, but also diversified into various manufacturing activities. The present Chairman of the group, Rahul Baja], took charge of the business in 1965. Under his leadership, the turnover of the Baja] Auto the flagship company has gone up from INR. 72 million to INR. 120 billion, its product portfolio has expanded and the brand has found a global market. He is one of Indias most distinguished business leaders and internationally espected for his business acumen and entrepreneurial spirit. 3. HlSTORY OF BAJAJ AUTO LTD Baja] Auto is a $2. 3 billion company founded in 1926. It is fourth largest two- and three-wheeler manufacturer. Baja] Auto has three plants in all, two at WaluJ and Chakan in Maharashtra and one plant at Pant Nagar in Uttaranchal. The company is into manutacturing ot motorcycles, scooters and three-wheelers. In India, Baja] Auto has a distribution network of 485 dealers and over 1,600 authorised services centres. It has 171 exclusive dealers for the three-wheeler segment . lt has total 3750 rural outlets in rural areas. The company has opened 11 retail stores for bikes across the country, exclusive for high-end and performance bikes. It has opened these stores under the name in cities like Pune, Nashik, Ahmedabad, Chennai, Hyderabad, Kolkata, Navi Mumbai, Chandigarh, New Delhi, Faridabad and Mangalore. The Baja] brand is well-known across several countries in Latin America, Africa, Middle East, South and South East Asia. It has a distribution network in 50 countries with a dominant presence in Sri Lanka, Colombia, Bangladesh, Mexico, Central America, Peru and Egypt. It has technical tie up with Kawasaki Heavvy Industries of Japan to manufacture latest models in the two-wheeler space. Baja] Auto has launched brands like Boxer, Caliber, Wind125, Pulsar and many more. It has also launched Indias first real cruiser bike, Kawasaki Baja] Eliminator. Baja] Autos has in all three plants, two at WaluJ and Chakan in Maharashtra and one plant at Pant Nagar in Uttranchal, western India. WaluJ Baja] range of motorcycles and three-wheelers Chakan Baja] range of motorcycles Pant Nagar Baja] range of motorcycles Achievement 1945- On November 29 Baja] Auto came into existence as BachraJ Trading Corporation Private Limited. 1948- The company commenced sales in India by importing two- and three-wheelers. 1959- Baja] Auto obtained the licence from the Government of India to manufacture two- and three-wheelers. 1960- The company became a public limited company and conducted Bhoomi PooJan of the Akurdi Plant. 1970- Baja] Auto rolled out its 100,000th vehicle. 971- The company introduced its three-wheeler goods carrier. 1972- The company introduced Baja] Chetak. 1975- Baja] Auto ; Maharashtra Scooters entered into a Joint venture. 1976- The company introduced Baja] Super. 977- Baja] Auto introduced rear engine autorickshaw and achieved production and sales of 100,000 vehicles in a single financial year. 1981- Baja] Auto launched Baja] M-50. 1984- On January 19, the foundati on stone laid for the new plant at WaluJ, Aurangabad. 1985- On November 5, the WaluJ plant inaugurated by the erstwhile President of India, Giant Zail Singh. The company commenced production at WaluJ, Aurangabad in a record time of 16 months. 1986- The Baja] M-80 and the Kawasaki Baja] KBIOO motorcycles were introduced. The company produced and sold 500,000 vehicles in a single financial year. 990- The Baja] Sunny was introduced. 1991- The company introduced Kawasaki Baja] 4S Champion. 1994- It launched Baja] Classic. 1995- On November 29, Baja] Auto turned into a 50-year old company. It signed agreements with Kubota of Japan for the development of diesel engines for three- wheelers and with Tokyo R;D for ungeared scooter and moped development. The Baja] Super Excel is introduced while Baja] celebrated its ten millionth vehicle. The same year one million vehicles were produced and sold by company in that financial year. 1997- The Kawasaki Baja] Boxer and the RE diesel Autorickshaw are introduced. 998- The company commenced production at Chakan plant. It rolled out Kawasaki Baja] Caliber from its WaluJ plant. Baja] Auto launched Legend, Indias first four- stroke scooter from Akurdi plant. The same year Spirit was launched. 1999- Caliber motorcycle notched up 100,000 sales in record time of 12 months. 000- The company launched Baja] Safire. 2001- Baja] Auto launched its latest offering in the premium bike segment Pulsar. The same year Eliminator was launched. 2003- Baja] Pulsar DTS-i was launched. The company sold 107,115 motorcycles in a month. The company launched Baja] Wind 25, The World Bike in India. It launched its Caliber 115 Hoodibabaa! in the executive motorcycle segment. 2004- Baja] Discover DTS-I, new Baja] Chetak 4-stroke with wonder gear and Baja] CT 100 were launched. Baja] unveiled new brand identity, new symbol, logo and brandline. 005- Baja] Discover, Baja] Avenger DTS-I and Baja] Wave DTS-I were introduced. 2006- Baja] Platina was launched. 2007- RE GDi autonckshaw, Bajaj XCD 125 DTS-Si, Bajaj pulsar 220 DTS-Fi, 200 cc Pulsar DTS-I and Baja] Kristal DTS-i were launched. The company also underwent through revamping of its organisational structure. 008- Baja] Platina 125 DTS-Si was launched. 2009- Bajaj pulsar 150 180 upgrade and Bajaj XCD 135 DTS-Si were launched 2011- April, Baja] Records its best year ever of 2010. HISTORY OF RAHUL BAJAJ Rahul Baja] Chairman, Baja] Auto Limited. Mr. Baja] (b. June 10, 38) is recognized as one of the most successful business leaders of India. He heads the Baja] Group of Companies which is a leader in a variety of manufactured products and financial services in India and abroad including motorized 2 and 3-wheelers, home appliances, electric lamps, wind energy, special lloy and stainless steel, cranes, forgings, infrastructure development, material handling equipment, travel, general and life insurance and investment, consumer finance asset management. Mr. Baja] holds an Honours Degree in Economics from Delhi University, a degree in Law from Bombay University and an MBA from Harvard Business School. Mr. Baja] is the Chairman of the Board of many companies. He was elected to the Upper House of Parliament (RaJya Sabha 2006 2010). Mr. Baja] has received many prestigious awards and recognitions, notable being the award of Padma Bhushan by he Government of India in 2001, Alumni Achievement Award by the Harvard Business School and Life Time Achievement Awards from Economic Times, Ernst Young and CNBC TV18. Mr. Baja] was appointed Knight in the Order of the Legion of Honour by the President of the French Republic. Mr. Baja] has been conferred Honorary Doctorates by 7 Universities including IIT Roorkee. The Project Report On Strategic Leaders Page 4 Mr. Baja] was the President of Confederation of Indian Industry (Cll 1979-80/1999-2000). He was President of Society of Indian Automobile Manufacturers SIAM) and Mahratta Chamber of Commerce, Industry And Agriculture (MCCIA) and Chairman of the Development Council for Automobiles and Allied Industries. Mr. Baja] was appointed by the Government of India the Chairman (1986- 89) of the Government owned domestic carrier, Indian Airlines. Mr. Baja] was nominated by the President of India the Chairman of the Board of Governors of the Indian Institute of Technology, Bombay during 2003-06. Mr. Baja] is a Member former Chairman of the International Business Council of the World Economic Forum, Geneva and a Member of Harvard Business Schools Global Advisory Board. He is also a Member of the International Advisory Council of the Brookings Institution, Washington DC and a Member of the Executive Board of Indian School of Business. Mr. Baja] spear-heads the CSR initiatives of the Baja] Group which include Jamnalal Baja] Foundation and Shiksha Mandal and a number of social organizations including Bharatiya Yuva Shakti Trust and Ruby Hall Clinic, a large hospital in Pune as their Chairman.

Marks Spencers Internationalization Ventures and Failures

Marks Spencers Internationalization Ventures and Failures Introduction For years, successful businesses have sought to increase their share of the markets by expanding their operations and by making their products and services available to a larger percentage of customers. Expansion is normally attained on two different levels, namely, local expansion and internationalization. Globalization, and the benefits that can be sought from it, has encouraged businesses to focus more on internationalization strategies as a means of expansion while ensuring that their local footing is firm and not marred by competition or other local issues. Marks Spencer, for one, has been trying time and again to expand its business internationally not only through franchising but also by opening retail stores (retail internationalization) in the most promising of all international markets. A look into the history of Marks Spencers internationalization ventures shows nothing but failure in almost all of its foreign markets leading the company to either exit these markets or p artially selling off its stores (Kollewe 2010). The report throws light on the issues faced by Marks Spencer in the past and also focuses on its current position in order to analyze the newly developed strategies for internationalization, whether or not it is worth the risk. It then follows with possible recommendations for the senior management of Marks Spencer while ending with a conclusion that, keeping in mind the present scenario, recommends whether or not the new strategies for internationalization are worth pursuing and investing capital in to help the company regain its market value and achieve growth. Marks Spencers Internationalization ventures and failures Over the years, Marks and Spencer has faced rocky business ventures in most of the foreign lands where it decided to expand its business. Marks Spencer has opened retail stores and franchises in many countries of Europe and also expanded its business to Canada and America. These ventures, however, did not prove to be as successful as was hoped by the companys management because they were seen as more of a distraction than benefit. The management at MS believed that these low-profit global ventures were making the management lose its focus on UK, the primary market of MS. The company has, therefore, been forced to resort to exit from the some of the markets and partial pullouts from others by closing or selling off 38 of its stores all around Europe under its desire to revamp its stores in Britain in an attempt to shift focus to the retail business of UK and its British customers. These pullouts have resulted in serious damage to the brand image of Marks Spencer as the company perfo rmed brutal overnight layoffs and thus causing widespread anger among employees and customers. These unannounced and abrupt pullouts caused displeasure among MSs loyal customers as they felt betrayed by the company for not being informed about its withdrawal from their markets. This deed of Marks and Spencer is going to cost it employee and customer loyalty in the future, if ever it wishes to step into these markets again. Employees would consider twice before accepting a job at MS while customers too would find it hard to rely completely on the brand. One of the major problems with Marks Spencers earlier ventures, as spotted by Bolland, was that it tried getting into too many markets at the same time without actually completing its entry into one market. It simply shifted its attention from one country to another in an attempt to capture more market share than paying attention towards maintaining a firm grip on the markets share captured already (Holmes 2009). This therefore resulted in less profitability and lower revenues causing the company to withdraw eventually. Current internationalization strategy Marks Spencers new Chief Executive, Marc Bolland, has set new strategies for the internationalization of MS. A new wave of international ventures has thus been planned in an attempt to restore the companys position in Europe and to reach out to the markets of Asia. Marc Bollands strategy of selective internationalization includes stepping carefully into international markets in order to avoid recurrence of failures that the company faced in the past. He has therefore, proposed India and China as the markets in Asia where he would introduce MS (Roy 2008). For this, he has advised a selected approach wherein only markets that promise a higher profitability would be tapped and there will be more franchises than company-owned stores. Marks Spencer has planned on entering India by partnering with the countrys Reliance Group while for China, Bolland has clearly stated that it would proceed to, and focus on Shanghai rather than the whole of China as China is, according to him, a group of multicultural countries that neither shares a same language nor a similar view on style (The richest 2011). The management has been advised by Bolland to make use of Chinese knowledge when establishing the companys presence in China. Bolland has also advised a combination of bricks and clicks in their new internationalization strategy due to which the company would open one flagship store in the capital, a few stores in major shopping malls while the rest of the operations would be taken online as these markets have high internet density and online shopping is not an alien concept for the people of these markets. The company has also planned on moving into Egypt by opening its very first store in the country. A combination of bricks and clicks has not been emphasized upon as internet has not yet gained much popularity in the country thus rendering too much dependence on online business useless. Egypt will not be, however, discussed in this report as the main focus of this report is internationalization with respect to India and China. The new internationalization strategies adopted by Marks Spencer seem very promising and indicate higher profitability and customer shares than the previous strategies adopted by the company. India and China are, indeed, densely populated countries where the rich have high purchasing powers and are more aware of and interested in international brands than most countries of Asia. These countries are also host to a high number of foreign travelers that would help the company gain more in terms of sales and revenues. Conclusion The new plans of international expansion undertaken by Marks Spencer are a series of carefully calculated steps that the company decides to take in order to prevent itself from stepping into the quicksand of failure. The company should, again, try to expand its business internationally so as to increase its business operations. Globalization is an important factor that successful companies should consider as it helps them gain recognition by people all around the world. It is about time that Marks Spencer starts focusing on internationalization as a means of expansion to avoid being forced out of the market by competitors. By moving into the markets of India and Shanghai, MS has not only targeted two of the most densely populated countries of Asia but also two of the largest economies in emerging markets. Investment decisions in these two countries hold a promising future for MS that would not only be promising but also stable. The consumer market of India is also a highly adaptable market. People of these markets are easily influenced and are more prone to shift towards international brands regardless of how expensive their products are. The market of India has adopted the concept of westernization more rapidly and it has gives higher preference to international brands than local brands. China too holds better future prospects as it has now become the second largest economy of the world (BBC, 2011). India ranks as the fifth largest economy in terms of PPP GDP (CIA World Factbook, 2011). Hence the company should proceed with internationalization. Recommendations Even though the market of Asia is greatly influenced by western culture, it is also inclined towards its own regional culture and traditions. In order to gain greater popularity among customers, MS should introduce a line of traditional wear in whichever region it is targeting to operate in. Choosing regional brand ambassadors instead of international celebrities would help them gain popularity faster and even increase their brand equity and credibility. This would highlight the regional emphasis in the brand more. Clothes should be stitched keeping in mind the size definitions of the region being operated in and not simply introducing apparel with UK based sizes. MS should opt for test marketing by opening only a flagship store first to see how well the markets respond to the idea of MS in their country rather than investing heavily all at once. Adopting cultures of the regions or sectors MS is operating in will enhance brand loyalty. The company should also merge into accessories and home apparels market for the sector. Giving options under a single brand increases the likelihood of equity and attraction of customers which will directly effect on the brand and sales. Since China and India are emerging markets, MS should focus more on the middle-class segments of these markets.

Belonging and Difference in Imagined Communities Essay -- Media Commun

Belonging and Difference in Imagined Communities Much recent theory has been concerned with defining and examining 'new media': the forms of communication and mediation that have arisen through advances in electronics and digital technologies. These new media forms and the speed of their dissemination are paralleled by faster transportation and the movement and subsequent settlement of peoples across the globe in what has come to be called 'diaspora'. The situation is such that many of the old boundaries and barriers by which nations defined themselves have become less certain, challenged by the increasing power of people to move across them whether literally or figuratively. Diaspora has become a term in academic parlance that is associated with the experience of travel or the introduction of ambiguity into discourses of home and belonging. It is in some ways a reaction to liberal ideas of multiculturalism. Diasporic subjects often seem to be under the 'law of the hyphen' (Mishra, 421-237), they defy 'classical epistemologies' and 'jostle to find room in a space that has yet to be semanticized, the dash between two surrounding words'. Today, there are many more people whose bodies do not 'signify an unproblematic identity of selves with nations' (Mishra, 431). According to Vijay Mishra, this gives rise to the creation in plural/multicultural societies of an 'impure genre of the hyphenated subject' (Mishra, 433). This subject is in search of an ultimate national identity, with the meaning of such unwieldy nomenclatures as African-American, Asian-Australian and the like not coming to rest on either constitutive term, but being 'lost' somewhere in the hyphen. New media both exacerbate and alleviate this exilic consciousness... .... New York, Hampton Press, 1996, p 132. Mishra, Vijay. â€Å"The Diasporic Imaginary: Theorizing the Indian Diaspora.† Textual Practice 10:3: (1996): 421-237. Papastergiadis, Nikos. â€Å"Introduction: In Home in Modernity.† In Dialogues in the Diasporas, New York University Press, 1998. Shohat, Ella. â€Å"By the Bitstream of Babylon: Cyberfrontiers and Diasporic vistas.† Home, Exile, Homestead: Film, Media and the Politics of Place, ed Hamid Naficy, NY, Routledge, 1998, p 219. Sinfield, Alan. â€Å"Diaspora and Hybridity: Queer Identities and the Ethnicity Model.† Textual Practice 10:2, 1996, p 271-293. Spivak, Gayatri Chakravorty. â€Å"Diasporas old and new: women in the transnational world.† Textual Practice 10:2, 1996, p 245-269. Tepper, Michele. "Usenet Communities and the Cultural Politics of Information" in Internet Culture, ed. Porter, D. Routledge, London, 1997.

American History-19th Century Essay -- essays research papers

As urban industrial workers expanded in the 19th century, industry and the industrial work force boomed as well. Workers , however, were met with difficult situations that ultimately led to violent outbursts. Low wages could not buy food and clothes at the same time and conditions in the work place brought about countless deaths and injuries. Growing number of immigrants caused the reduction of wages and insecurity of the workers caused unemployment. There were hostilities between workers, employers, and organizations and complaints of no social safety nets. Due to these chaotic dilemmas, union members decided to emerge as one, in order to overcome the corporations. Methods of scientific management were incorporated and the two ideological groups (radicals and conservatives) were firmly rooted in the belief of mutualism. However, conflicts between anarchists and capitalists ignited strikes, generating the Haymarket Square Riot along with the Homestead and Pullman strikes. It was then clear that they could not eliminate corporate control. Even with unity, the workers resulted in a fruitless effort. Urban industrial workers were bombarded with many problems, a major one being long working hours. They not only had to endure endless hours of labor and turmoil, but received scarcely any pay at all. To make things worse, they were struggling to exist in the late 19th century where industrialization was flustering and depressions were part of the norm. An average American worker earned a measly $500 per year and a woman only half as much as the men. People were not making enough money to purchase the necessities of life and thus, lived a hard, struggling life. A woman stated she didnà ¢Ã¢â€š ¬Ã¢â€ž ¢t "live" , but merely "existed".. she didnà ¢Ã¢â€š ¬Ã¢â€ž ¢t live that you could call living." However, even at low wages, an incredible number of hours were being worked. Skilled workers worked an average of 50.4 hours a week and the unskilled at 53.7 hours a week. Where machines replaced workers, the cost of the equipment had to be covered by intensive labor. Steelworkers, for example, worked on average 63.1 hours per week; some laborers were even required to work 12 hours a day, 7 days a week, with even a 24 hour shift and only one day off every two weeks. Long laborious effort... ... Chicago decided to cut the wages of its workers. Due to Pullmanà ¢Ã¢â€š ¬Ã¢â€ž ¢s monopoly on sleeping cars, the American Railway Union (ARU) was created by Eugene V. Debs. The ARU was ordered not to handle the sleeping cars. Railroad officials saw this boycott as a chance to break up the union. The ARU spread the strike all throughout the country which resulted in the disruptance of US mail. President Cleveland sent in troops to cease the strike with the help of Attorney Olney. The ARU was stopped and Debs was put in jail. The corporation won once again, but this time with the power of the government and its arbitrary power over corporation rule. Workers did become "one" and worked well together as "one" but did not succeed as "one". Even throughout lock-outs and strikes, they were suppressed by government power and corporation rule. The power they had hoped to gain as they united wasnà ¢Ã¢â€š ¬Ã¢â€ž ¢t strong enough to overcome the arbitrary rule and omnipotence of corporations and the government. Miseries of their laborious life continued as hours remained long, wages remained low, conditions remained unsafe, and workers remained disheartened.

Indigenous Education in Canada & Australia Essay

INDIGENOUS PEOPLE AROUND THE WORLD HAVE BEEN A MAJOR TARGET FOR DISCRIMINATION AND THIS HAS BEEN THE CASE THROUGHOUT HISTORY, HOWEVER, THE INDIGENOUS PEOPLE OF AUSTRALIA AND CANADA HAVE QUITE RECENTLY FELT THE BURDEN. IT IS EVIDENT THAT DURING THE 1990’S TO THE EARLY 2000’S, A LOWER STANDARD OF EDUCATION RECEIVED BY INDIGENOUS AUSTRALIANS HAS A CLOSE SIMILARITY WITH THE EDUCATION RECEIVED BY INDIGENOUS CANADIANS. THE NON-INDIGENOUS RESULTS FROM STUDENTS IN BOTH AUSTRALIA AND CANADA HAVE EXCEEDED THE STANDARD OF INDIGENOUS STUDENT’S RESULTS WHICH HAS TERRIBLY DISADVANTAGED THE INDIGENOUS COMMUNITIES OF AUSTRALIA AND CANADA. THE NOTICEABLE DIFFERENCE IN EDUCATION RESULTS IS DUE TO THE UNFAIR TREATMENT OF INDIGENOUS PEOPLE IN AUSTRALIA AND CANADA, FROM TEACHING DIFFERENT AND DISHONEST CURRICULUM, MISSING OUT ON VALUABLE OPPORTUNITIES, NOT BEING ABLE TO INCORPORATE THEIR NATIVE TRADITIONS AND EVEN THE HARSH AND RACIST BULLYING. THESE ARE ALL WELL-FOUNDED EXAMPLES OF THE LACK OF QUALITY EDUCATION THE INDIGENOUS PEOPLE HAVE RECEIVED. SINCE COLONISATION IN CANADA, MISSIONARIES HAD ESTABLISHED SCHOOLS FOR INDIGENOUS CHILDREN. THE CANADIAN GOVERNMENTS BELIEVED THAT BY USING ASSIMILATION, INDIGENOUS CHILDREN WOULD BECOME CIVILISED AND WOULD BRING THEM INTO COLONIAL SOCIETY. (WIKIPEDIA, 2014) THE TWO MAIN TYPES OF SCHOOLS WERE BOARDING SCHOOLS THAT WERE LOCATED ON OR NEAR THE RESERVES AND INDUSTRIAL SCHOOLS THAT WERE LOCATED IN THE CITIES AND RESPONSIBLE FOR TRAINING INDIGENOUS CHILDREN FOR MANUAL LABOUR. DESPITE THE INDIGENOUS STUDENTS LEARNING READING, WRITING, MATHS AND LABOURING SKILLS, THEY WERE ON THE OTHER HAND TAKEN AWAY FROM THEIR FAMILIES AND UNABLE TO SPEAK IN THEIR NATIVE LANGUAGE. IN SOME SCHOOLS, SERVER PUNISHMENT WAS REQUIRED IF STUDENTS SPOKE IN THEIR NATIVE LANGUAGES (AUSTRALIAN HUMAN RIGHTS COMMISSION 2010). IN COMPARISON TO THIS, WHEN AUSTRALIA EXPERIENCED IT’S ‘STOLEN GENERATION’ OF ASSIMILATING INDIGENOUS AND HALF-CAST CHILDREN INTO MODERN DAY SOCIETY, THE CHILDREN WERE NOT ONLY FORCED INTO ATTENDING REGULAR SCHOOLING, BUT THEY WERE ALSO IN SOME CASES, FORCED INTO SLAVERY. (WIKIPEDIA, 2014) IN SOME CASES, THE INDIGENOUS CHILDREN COPED WITH THE TRAUMA OF LOSING THEIR FAMILIES, AND FLOURISHED, DESPITE THE PREVAILING SENSE AND KNOWLEDGE OF THEIR LOSS OF AND SEPARATION FROM THEIR BIRTH FAMILIES, COMMUNITIES, LAND AND CULTURE. HOWEVER, FOR MANY OTHER CHILDREN, WHO WERE PLACED WITH UNSATISFACTORY FOSTER PARENTS OR IN INSTITUTIONS, AS ADULTS THEY CONTINUE TO STRUGGLE TO OVERCOME THEIR EXPERIENCES OF TRAUMA, LOSS, ISOLATION, AND OFTEN, ABUSE. (NATIONAL SORRY DAY COMMITTEE, 2014) IN THE SAME MANNER, BOTH CANADA AND AUSTRALIA WERE LARGE SUPPORTERS OF ASSIMILATION AND WANTING INDIGENOUS CHILDREN TO GROW UP LEARNING THE SAME THINGS AS NON-INDIGENOUS CHILDREN. ALTHOUGH THE HIERARCHY IN BOTH COUNTRIES WERE SIMPLY ATTEMPTING TO ‘HELP THE NATION GROW’, THEY WERE IN THE LONG RUN, MAKING IT MORE DIFFICULT FOR INDIGENOUS CITIZENS TO BECOME ACCEPTED INTO SOCIETIES. STATISTICS SHOW THAT IN CANADA, MORE THAN ONE-THIRD OF INDIGENOUS PEOPLE HAVE NOT COMPLETED HIGH SCHOOL. (AUCC. CA, 2010) THESE LOW RESULTS STEM FROM THE GOVERNMENT’S EFFORTS TO ‘HELP THE NATION GROW’ WHICH MAY HAVE BACK-FIRED AS MOST INDIGENOUS PEOPLE FELT THAT THE EFFORTS MADE WERE NOT HUMANE AND COMPLETELY RIDICULOUS. IT IS EVIDENT IN MANY WRITTEN SOURCES THAT IN BOTH COUNTRIES, ABORIGINAL CHILDREN WERE BULLIED AND ISOLATED FROM MOST OTHER NON-INDIGENOUS STUDENTS. THIS WAS A MAJOR DOWNFALL FOR THE INDIGENOUS CHILDREN AS SCHOOL WAS NOT FUN OR ENJOYABLE BY ANY MEANS AND FOR THEM, THERE WASN’T MUCH REASON TO PUT ANY EFFORT INTO SOMETHING THEY WERE FORCED INTO ATTENDING. (ANDREW SHARPE, 2009) BOTH CANADA’S AND AUSTRALIA’S STATISTICS ARE VERY SIMILAR AND CAN BE COMPARED TO EACH OTHER WITH ROUGHLY THE SAME LEVEL OF OVERALL RESULTS. ALTHOUGH, AUSTRALIA’S STATISTICS TELL THAT IN 2007, 64% OF INDIGENOUS PEOPLE AGED 18-24 YEARS HAD COMPLETED GRADE 12. (HUMAN RIGHTS, 2012) THIS SCIENTIFIC STATISTIC SHOWS HOW OVER TIME, THE ‘YOUNGER GENERATION’ OF INDIGENOUS PEOPLE ARE STARTING TO PAY MORE AND MORE INTEREST INTO THEIR EDUCATION. EVENTUALLY AS TIME PASSED BY INTO THE EARLY 2000’S, EDUCATION IN BOTH CANADA AND AUSTRALIA BECAME AN ESSENTIAL FACTOR OF EVOLVING INTO AN ‘ESTABLISHED’ ADULT. BEING EDUCATED AND/OR HAVING AN EDUCATIONAL BACKGROUND OPENED MANY WINDOWS OF OPPORTUNITIES FOR MOST, RESULTING IN MAINTAINING A WELL-PAYING JOB, MAKING IT EASIER TO ASSIMILATE INTO SOCIETY AND ALSO BEING ABLE TO MAKE CONSCIOUS DECISIONS FOR THE BETTER. THIS INCLUDES UPHOLDING A HEALTHY LIFESTYLE WHICH CAN BE DEVELOPED AND USED TO PASS ONTO OTHER FAMILY MEMBERS FOR A CLEARER FAMILY WELL-BEING. (CPRN, 2007) NOT ONLY DID EDUCATION BECOME A HUGE PART OF EVOLVING INTO A WELL- ROUNDED PERSON, IT ALSO PROVIDED SOCIETY WITH DYNAMIC EXTERNALITIES ASSOCIATED WITH ECONOMIC GROWTH; STATIC KNOWLEDGE SPILL OVERS; NON-MARKET EXTERNAL BENEFITS SUCH AS REDUCED CRIMINAL ACTIVITY; AND SOCIAL BENEFITS ASSOCIATED WITH TAXATION. (RIDDELL, 2006) UNLIKE CANADA, AUSTRALIA HAS MADE MANY EFFORTS TO TRY AND MAKE UP FOR ALL OF THE SUFFERING THE GOVERNMENTS CAUSED DURING THE ASSIMILATION PROCESS. ONE OF THE MOST SIGNIFICANT FIRST steps to remission was made in 1990, when the establishment of the Council for Aboriginal Reconciliation was made by law of the federal Parliament. Another significant moment for reconciliation was when the human rights and equal opportunity commission presented ‘Bringing Them Home’ – the Report of the National Inquiry into the Separation of Aboriginal and Torres Strait Islander Children from their families presented to Federal Parliament in 1997. (Australian Human Rights Commission, 2010). Through all of the memorial dates and events for reconciliation, Australia’s ‘National Sorry Day’, held annually on the 26th of May is an event that is close to many people’s hearts, and will continue to be a very momentous day. Despite the many attempts at reconciliation in Australia, assimilating Indigenous children into a modern day society with education will unfortunately always be remembered by the Indigenous community for decades to come. Although, because education can give you so many useful life-long skills, it is positive that more and more Indigenous people are attempting to become involved, especially after a past of such negativity.

Bertie Ahern Essay

Bertie Ahern is present Prime Minister, or Taoiseach, of Ireland, heading the Irish government since 1997. Ahern is a prominent statesman of European stature with great political acumen and wisdom that has helped him to successfully manage a potentially volatile coalition of multiple parties and many independent candidates. Ahern has an illustrious political career where he served as minister of Labor and Minister of Finance in the governments of Charles Haughey and Albert Reynolds. Ahern’s electioneering skills and party management capabilities have been universally praised, being a prominent factor in his rise to the highest position in Irish government. Political Baptism Born in 1951, Bertie Ahern was well groomed politically since his younger days due to an intensely political environment at his home . His father had fought in Irish War of Independence and the Civil War and Bertie closely observed the events, gaining crucial understanding of the complexity and challenges of Irish political system. Although professionally Ahern took the job of accountant, but his political inclination was evidently manifest when he joined Fianna Fail in 1968, at a young age of 17 . In the campaign for Fianna Fail in 1969 general elections, Ahern was spotted by senior party leader Charles Hughey, who was much impressed by the youngster’s electioneering abilities, political maneuvers, capacity of resource management and brilliance for political logistics . The first creditable evidence of Ahern’s electioneering brilliance was registered in his own landslide win in 1977 in his very first effort for elected office. His party had also scored a large win in the Irish parliament and although young and inexperienced by age, Ahern developed a close association with Hughey, who had become a stalwart of politician and one of the strongest competitors for the post of Prime Minister. Ahern was recognized for his talents by being appointed as Assistant-Government Chief Whip. The tumultuous political conditions of Ireland saw it facing election both in the year 1981 and 1982. Ahern was successful in increasing his own victory margin each time, while his canvassing for the party, his handling of party-men and his abilities in mobilizing them did not fail to impress senior party leaders. Fianna Fail lost the elections of 1982 and had to sit in opposition till 1987, a time that saw Ahern’s increasing influence and growth as a seasoned party man and political leader . Ahern was appointed party’s spokesperson and got elected as Mayor of Dublin. In 1987 Ahern’s electioneering abilities were once again on display when he campaigned along with Hughey, Reynolds, and MacSharry and Fianna Fail returned to power. Ahern worked closely in developing the party manifesto that would appeal to largest number of electorates. Eventually Charles Hughey became Taoiseach and Ahern was given the cabinet post for labor . His negotiation skills coruscated in this capacity as well when he became instrumental in introducing various trade related reforms, collaborating with trade unions, and creating the consensus for national economic agreement. Ireland saw another election in 1989, where Fail party lost several seats and lost its marginal lead in the parliament. To form the government Fail had to enter into a coalition with other parties, a step that many party-men deeply resented and opposed. However, Charles Hughey knew that in the capacity of Ahern he had a truly gifted negotiator and campaign manager with abilities correct the complex political equation and help his party form the government again.

Analysis of Unethical issue in Apple's business Case Study

Analysis of Unethical issue in Apple's business - Case Study Example Two major unethical cases were with Pingzhou Electronics and Foxconn that have hired underage persons. Apple terminated its contract with Pingzhou on learning that management was aware of underage persons on the company payroll. Such actions point out that Apple has a long-standing commitment to ensure that all parties in its supply chain work in a healthy environment and that they are adequately compensated for their services. In Apple’s supply responsibility progress report for 2013, the company has stated that it has over 200 suppliers it deals with directly, majority of whom produce software with a few large ones producing hardware (Apple Inc., 2013). The company has been hit with claims of dealing with suppliers hence it came up with an idea of independently auditing its suppliers. To reduce the many cases of litigation and bad publicity, Apple decided not to deal with suppliers who employ minors or those who underpay workers. Apple said that companies employ minors since the minors do not have bargaining power and are likely to take up any amount of salary. On the case of Pingzhou, Apple entered into a contract with them to manufacture a standard circuit board for its devices. The supply chain lasted for a long time despite a number of audits done by Apple based on claims of the company employing underage employees and paying far too little to its workers. In the year 2012, Apple joined Fair L abour Association, a body that audits and makes public unethical behavior among manufacturer. Apple auditors together with FLA ones went to Pingzhou and found out the company has seventy-four minors on its wage bill, working under deplorable conditions. The company did not make attempts to make their working conditions better or call for the minors to be sent away from working is a fair manner; instead, Apple terminated the contract, absolving itself from any wrong doing. On its hand, Pingzhou had to single-handedly pay terminal dues for the minors. Most of