Major General George Meade in the Civil War

Born at CÃ ¡diz, Spain on December 31, 1815, George Gordon Meade was the eighth of eleven children born to Richard Worsam Meade and Margaret Coats Butler. A Philadelphia merchant living in Spain, Meade had been crippled financially during the Napoleonic Wars and was serving a naval agent for the US government in CÃ ¡diz. Shortly after his death in 1928, the family returned to the United States and young George was sent to school at Mount Hope College in Baltimore, MD. West Point Meades time at Mount Hope proved brief due to his familys increasingly difficult financial situation. Wishing to continue his education and aid his family, Meade sought an appointment to the United States Military Academy. Securing admission, he entered West Point in 1831. While there his classmates included George W. Morell, Marsena Patrick, Herman Haupt, and future US Postmaster General Montgomery Blair. Graduating 19th in a class of 56, Meade was commissioned as a second lieutenant in 1835 and assigned to the 3rd US Artillery. Early Career Dispatched to Florida to fight the Seminoles, Meade soon fell ill with fever and was transferred to the Watertown Arsenal in Massachusetts. Having never intended to make the army his career, he resigned in late 1836 after recovering from his sickness. Entering civilian life, Meade sought work as an engineer and had some success surveying new lines for railroad companies as well as working for the War Department. In 1840, Meade married Margaretta Sergeant, the daughter of prominent Pennsylvanian politician John Sergeant. The couple would ultimately have seven children. After his marriage, Meade found steady work increasingly difficult to obtain. In 1842, he elected to re-enter the US Army and was made a lieutenant of topographical engineers. Mexican-American War Assigned to Texas in 1845, Meade served as a staff officer in Major General Zachary Taylors army after the outbreak of the Mexican-American War the following year. Present at Palo Alto and Resaca de la Palma, he was brevetted to first lieutenant for gallantry at the Battle of Monterrey. Meade also served on the staffs of Brigadier General William J. Worth and Major General Robert Patterson. 1850s Returning to Philadelphia after the conflict, Meade spent the bulk of the next decade designing lighthouses and conducting coastal surveys on the East Coast. Among those lighthouses he designed were those at Cape May (NJ), Absecon (NJ), Long Beach Island (NJ), Barnegat (NJ) and Jupiter Inlet (FL). During this time, Meade also devised a hydraulic lamp that was accepted for use by the Lighthouse Board. Promoted to captain in 1856, he was ordered west the following year to oversee a survey of the Great Lakes. Publishing his report in 1860, he remained on the Great Lakes until the outbreak of the Civil War in April 1861. The Civil War Begins Returning east, Meade was promoted to brigadier general of volunteers on August 31 at the recommendation of Pennsylvania Governor Andrew Curtin and given command of the 2nd Brigade, Pennsylvania Reserves. Initially assigned to Washington, DC, his men built fortifications around the city until being assigned to Major General George McClellans newly formed Army of the Potomac. Moving south in the spring of 1862, Meade took part in McClellans Peninsula Campaign until being wounded three times at the Battle of Glendale on June 30. Quickly recovering, he rejoined his men in time for the Second Battle of Manassas in late August. Rising through the Army In the course of the fighting, Meades brigade took part in the vital defense of Henry House Hill which allowed the remainder of the army to escape after the defeat. Shortly after the battle he was given command of the 3rd Division, I Corps. Moving north at the beginning of the Maryland Campaign, he earned praise for his efforts at the Battle of South Mountain and again three days later at Antietam. When his corps commander, Major General Joseph Hooker, was wounded, Meade was selected by McClellan to take over. Leading I Corps for the remainder of the battle, he was wounded in the thigh. Returning to his division, Meade achieved the only Union success during the Battle of Fredericksburg that December when his men drove back the troops of Lieutenant General Thomas Stonewall Jackson. His success was not exploited and his division was forced to fall back. In recognition for his actions, he was promoted to major general. Given command of V Corps on December 25, he commanded it at the Battle of Chancellorsville in May 1863. During the course of the battle, he implored Hooker, now the army commander, to be more aggressive but to no avail. Taking Command Following his victory at Chancellorsville, General Robert E. Lee began moving north to invade Pennsylvania with Hooker in pursuit. Arguing with his superiors in Washington, Hooker was relieved on June 28 and command was offered to Major General John Reynolds. When Reynolds declined, it was offered to Meade who accepted. Assuming command of the Army of the Potomac at Prospect Hall near Frederick, MD, Meade continued to move after Lee. Known to his men as The Old Snapping Turtle, Meade had reputation for a short temper and possessed little patience for the press or civilians. Gettysburg Three days after taking command, two of Meades corps, Reynolds I and Major General Oliver O. Howards XI, encountered the Confederates at Gettysburg. Opening the Battle of Gettysburg, they were mauled but succeeded in holding favorable ground for the army. Rushing his men to the town, Meade won a decisive victory over the next two days and effectively turned the tide of the war in the East. Though triumphant, he was soon criticized for failing to aggressively pursue Lees battered army and deliver a war-ending blow. Following the enemy back to Virginia, Meade conducted ineffective campaigns at Bristoe and Mine Run that fall. Under Grant In March 1864, Lieutenant General Ulysses S. Grant was appointed lead all Union armies. Understanding that Grant would come east and citing the importance of winning the war, Meade offered to resign from his army command if the new commander preferred to appoint someone different. Impressed by Meades gesture, Grant refused the offer. Though Meade retained command of the Army of the Potomac, Grant made his headquarters with the army for the remainder of the war. This proximity led to a somewhat awkward relationship and command structure. Overland Campaign That May, the Army of the Potomac embarked on the Overland Campaign with Grant issuing orders to Meade who in turn issued them to the army. Meade largely performed well as the fighting progressed through the Wilderness and Spotsylvania Court House, but chaffed at Grants interference in the armys matters. He also took issue with Grants perceived preference for officers who had served with him in the west as well as his willingness to absorb heavy casualties. Conversely, some within Grants camp felt that Meade was too slow and cautious. As the fighting reached Cold Harbor and Petersburg, Meades performance began to slip as he did not direct his men to scout properly prior to the former battle and failed to coordinate his corps properly in the opening stages of the latter. During the siege of Petersburg, Meade again erred altering the attack plan for the Battle of the Crater for political reasons. Remaining in command throughout the siege, he fell ill on the eve of the final breakthrough in April 1865. Unwilling to miss the armys final battles, he led the Army of the Potomac from an army ambulance during the Appomattox Campaign. Though he made his headquarters near Grants, he did not accompany him to the surrender talks on April 9. Later Life With the end of the war, Meade remained in the service and moved through various department commands on the East Coast. In 1868, he took over the Third Military District in Atlanta and oversaw Reconstruction efforts in Georgia, Florida, and Alabama. Four years later, he was struck by a sharp pain in his side while in Philadelphia. An aggravation of the wound sustained at Glendale, he declined rapidly and contracted pneumonia. After a brief fight, he succumbed on November 7, 1872, and was buried at Laurel Hill Cemetery in Philadelphia.

North Korea Human Rights Issues - 2320 Words

North Korea Human Rights Issues North Korea as we know is a communist country ruled by Kim Jong-Un. North Korea has been under the State’s radar from the nuclear threats to their human rights. They spark United State’s interest once more when the previous leader passed away and the duty was passed to the youngest son and now we are trying to dig deeper into the secrets that North Korea has been hiding away with the their barred wire to keep others from coming in. With the help of South Korea, we can explore the different levels of torture, inhumane activates, and the new leadership of Kim Jong-Un. In the article, â€Å"The Right to Survival in the Democratic People’s Republic of Korea talks about the pervious leader, Kim Jong Il and his†¦show more content†¦In South Korea, Park Geun Hye administration brought a policy with four principles the first using North Korean human rights as political tool, the second one is to concentrate on promoting multilateral, the third one is mainstream about North Korea rights issues with all South Korean agencies and the last part is that to not lose focus on other domestic issues while focusing on North Korea (Wolman, pg. 1). In North Korea, the terms of human rights and freedom of speech is restricted and the numbers of those that are in the prison have been growing. Also the freedom of religion is non exist as well and the straggling number of prisoner currently there’s about 50,000 to 70,000 (Wolman, pg. 2). The type of punishment include forced disappearances, torture, and public executions and â€Å"signature ev il of the North Korean regime is its system of six Kwan-li-so prison camp.† Those camps have 150,00 to 200,00 individuals that confined in brutal conditions and many of the prisoners are family members because of one person’s action (Wolman, pg. 2) In the â€Å"Protection of North Korean Escapees under International Law† article goes in detail of specific reasons why the number of escapees are increasing. One of the reason why there are so many escapees is the shortage of food and going back to the 1990s where they had a low food crisis from the heavy rain in 1995 and when the SovietShow MoreRelatedThe American Association For The Advancement Of Science1036 Words   |  5 Pagesscientific society in the world. The report chosen for this set assignment is on the North Korea’s system of lawless imprisonment. 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Crafting and executing strategy free essay sample

THE QUEST FOR COMPETITIVE ADVANTAGE Concepts and Cases ITl Arthur A. Thompson The University of Alabama Margaret A. Peteraf Dartmouth College John E. Gamble University of South Alabama A. J. Strickland III The University of Alabama McGraw-Hill Irwin I** PART ONE Concepts and Techniques for Crafting and Executing Strategy 1 Section A: Introduction and Overview 1 WHAT IS STRATEGY AND WHY IS IT IMPORTANT? 2 WHAT DO WE MEAN BY STRATEGY? 4 Strategy and the Quest for Competitive Advantage Why a Companys Strategy Evolves over Time 8 5 A Companys Strategy Is Partly Proactive and Partly Reactive 8 A COMPANYS STRATEGY AND ITS BUSINESS MODEL 10 WHAT MAKES A STRATEGY A WINNER? 12 WHY CRAFTING AND EXECUTING STRATEGY ARE IMPORTANT TASKS 12 Good Strategy + Good Strategy Execution = Good Management 13 THE ROAD AHEAD 13 ILLUSTRATION CAPSULE 1. 1 McDonalds Strategy in the Quick-Service Restaurant Industry 6 1. 2 Sirius XM and Over-the-Air Broadcast Radio: Two Contrasting Business Models 11 2 CHARTING A COMPANYS DIRECTION: ITS VISION, MISSION, OBJECTIVES, ANDSTRATEGY 18 WHAT DOES THE STRATEGY-MAKING, STRATEGY-EXECUTING PROCESS ENTAIL? 19 TASK 1: DEVELOPING A STRATEGIC VISION, A MISSION STATEMENT, AND A SET OF CORE VALUES 2 0 Developing a Strategic Vision 21 Communicating the Strategic Vision 21 Developing a Company Mission Statement 24 Linking the Vision and Mission with Company Values 25 TASK 2: SETTING OBJECTIVES 27 TASK 3: CRAFTING A STRATEGY 31 Strategy Making Involves Managers at All Organizational Levels 31 A Companys Strategy-Making Hierarchy 32 Uniting the Strategy-Making Hierarchy 34 A Strategic Vision + Objectives + Strategy = A Strategic Plan 35 TASK 4 : EXECUTING THE STRATEGY 35 TASK 5: EVALUATING PERFORMANCE AND INITIATING CORRECTIVE ADJUSTMENTS 36 CORPORATE GOVERNANCE: THE ROLE OF THE BOARD OF DIRECTORS IN THE STRATEGY-CRAFTING, STRATEGY-EXECUTING PROCESS 37 Contents ILLUSTRATION CAPSULE 2. 1 Examples of Strategic Visions—How Well Do They Measure Up? 2. 2 Zappos Family Mission and Core Values 2. 3 Examples of Company Objectives 23 26 30 2. 4 Corporate Governance Failures at Fannie Mae and Freddie Mac 39 Section B: Core Concepts and Analytical Tools 3 EVALUATING A COMPANYS EXTERNAL ENVIRONMENT 44 QUESTION 1: WHAT ARE THE STRATEGICALLY RELEVANT FACTORS IN THE MACRO-ENVIRONMENT? 4 6 ASSESSING THE COMPANYS INDUSTRY AND COMPETITIVE ENVIRONMENT 4 8 QUESTION 2: HOW STRONG ARE THE INDUSTRYS COMPETITIVE FORCES? 49 Competitive Pressures Created by the Rivalry among Competing Sellers 49 Competitive Pressures Associated with the Threat of New Entrants 54 Competitive Pressures from the Sellers of Substitute Products 56 Competitive Pressures Stemming from Supplier Bargaining Power 58 Competitive Pressures Stemming from Buyer Bargaining Power and Price Sensitivity 60 Is the Collective Strength of the Five Competitive Forces Conducive to Good Profitability? 63 QUESTION 3: WHAT FACTORS ARE DRIVING INDUSTRY CHANGE, AND WHAT IMPACT WILL THEY HAVE? 6 4 The Concept of Industry Driving Forces 64 Identifying an Industrys Driving Forces 64 Assessing the Impact of the Factors Driving Industry Change 68 Adjusting Strategy to Prepare for the Impacts of Driving Forces 68 QUESTION 4 : HOW ARE INDUSTRY RIVALS POSITIONED IN THE MARKET? 68 Using Strategic Group Maps to Assess the Market Positions of Key Competitors 69 The Value of Strategic Group Maps? 70 QUESTION 5: WHAT STRATEGIC MOVES ARE RIVALS LIKELY TO MAKE NEXT? 71 A FRAMEWORK FOR COMPETITOR ANALYSIS 71 QUESTION 6: WHAT ARE THE INDUSTRYS KEY FACTORS? 73 QUESTION 7: IS THE INDUSTRY OUTLOOK CONDUCIVE TO GOOD PROFITABILITY? 75 ILLUSTRATION CAPSULE 3. 1 Comparative Market Positions of Producers in the U. S. Beer Industry: A Strategic Group Map Example 70 3. 2 Business Ethics and Competitive Intelligence 73 Contents 4 EVALUATING A COMPANYS RESOURCES, CAPABILITIES, AND COMPETITIVENESS 80 QUESTION 1: HOW WELL IS THE COMPANYS PRESENT STRATEGY WORKING? 81 QUESTION 2: WHAT ARE THE COMPANYS COMPETITIVELY IMPORTANT RESOURCES AND CAPABILITIES? 86 Identifying the Companys Resources and Capabilities 86 Assessing the Competitive Power of a Companys Resources and Capabilities 89 QUESTION 3: IS THE COMPANY ABLE TO SEIZE MARKET OPPORTUNITIES AND NULLIFY EXTERNAL THREATS? 92 Identifying a Companys Internal Strengths 92 Identifying Company Weaknesses and Competitive Deficiencies 93 Identifying a Companys Market Opportunities 94 Identifying the Threats to a Companys Future Profitability 94 What Do the SWOT Listings Reveal? 96 QUESTION 4: ARE THE COMPANYS COST STRUCTURE AND CUSTOMER VALUE PROPOSITION COMPETITIVE? 97 The Concept of a Company Value Chain 98 The Value Chain System 1O1 Benchmarking: A Tool for Assessing Whether the Costs and Effectiveness of a Companys Value Chain Activities Are in Line 103 Strategic Options for Remedying a Cost or Value Disadvantage 104 Improving Internally Performed Value Chain Activities 105 Translating Proficient Performance of Value Chain Activities into Competitive Advantage 1O6 QUESTION 5: IS THE COMPANY COMPETITIVELY STRONGER OR WEAKER THAN KEY RIVALS? 108 Strategic Implications of Competitive Strength Assessments 109 QUESTION 6: WHAT STRATEGIC ISSUES AND PROBLEMS MERIT FRONTBURNER MANAGERIAL ATTENTION? I l l ILLUSTRATION CAPSULE 4. 1 The Value Chain for KP MacLane, a Producer of Polo Shirts 100 4. 2 Benchmarking and Ethical Conduct 104 Section C: Crafting a Strategy 5 THE FIVE GENERIC COMPETITIVE STRATEGIES 120 THE FIVE GENERIC COMPETITIVE STRATEGIES 121 LOW-COST PROVIDER STRATEGIES 122 The Two Major Avenues for Achieving a Cost Advantage 123 The Keys to Being a Successful Low-Cost Provider 128 When a Low-Cost Provider Strategy Works Best 128 Pitfalls to Avoid in Pursuing a Low-Cost Provider Strategy 129 xl Contents BROAD DIFFERENTIATION STRATEGIES 129 Managing the Value Chain to Create the Differentiating Attributes 130 Delivering Superior Value via a Broad Differentiation Strategy 132 When a Differentiation Strategy Works Best 134 Pitfalls to Avoid in Pursuing a Differentiation Strategy 134 FOCUSED (OR MARKET NICHE) STRATEGIES 135 A Focused Low-Cost Strategy 136 A Focused Differentiation Strategy 136 When a Focused Low-Cost or Focused Differentiation Strategy Is Attractive 139 The Risks of a Focused Low-Cost or Focused Differentiation Strategy 139 BEST-COST PROVIDER STRATEGIES 140 When a Best-Cost Provider Strategy Works Best 14O The Big Risk of a Best-Cost Provider Strategy 141 THE CONTRASTING FEATURES OF THE FIVE GENERIC COMPETITIVE STRATEGIES: A SUMMARY 142 Successful Competitive Strategies Are Resource-Based 143 ILLUSTRATION CAPSULE 5. 1 How Walmart Managed Its Value Chain to Achieve a Huge Low-Cost Advantage over Rival Supermarket Chains 127 5. 2 Aravind Eye Care Systems Focused Low-Cost Strategy 137 5. 3 Popchipss Focused Differentiation Strategy 138 5. 4 Toyotas Best-Cost Provider Strategy for Its Lexus Line 141 6 STRENGTHENING A COMPANYS COMPETITIVE POSITION 148 GOING ON THE OFFENSIVE-STRATEGIC OPTIONS TO IMPROVE A COMPANYS MARKET POSITION 150 Choosing the Basis for Competitive Attack 150 Choosing Which Rivals to Attack 152 Blue-Ocean Strategy—A Special Kind of Offensive 152 DEFENSIVE STRATEGIES-PROTECTING MARKET POSITION AND COMPETITIVE ADVANTAGE 154 Blocking the Avenues Open to Challengers 154 Signaling Challengers that Retaliation Is Likely 155 TIMING A COMPANYS OFFENSIVE AND DEFENSIVE STRATEGIC MOVES 155 The Potential for First-Mover Advantages 155 The Potential for Late-Mover Advantages or First-Mover Disadvantages 156 To Be a First Mover or Not 157 STRENGTHENING A COMPANYS MARKET POSITION VIA ITS SCOPE OF OPERATIONS 158 HORIZONTAL MERGER AND ACQUISITION STRATEGIES 159 Why Mergers and Acquisitions Sometimes Fail to Produce Anticipated Results 161 Contents VERTICAL INTEGRATION STRATEGIES 162 The Advantages of a Vertical Integration Strategy 162 The Disadvantages of a Vertical Integration Strategy 164 Weighing the Pros and Cons of Vertical Integration 165 OUTSOURCING STRATEGIES: NARROWING THE SCOPE OF OPERATIONS 166 The Big Risk of Outsourcing Value Chain Activities 167 STRATEGIC ALLIANCES AND PARTNERSHIPS 168 Why and How Strategic Alliances Are Advantageous 170 Capturing the Benefits of Strategic Alliances 171 The Drawbacks of Strategic Alliances and Partnerships 172 How to Make Strategic Alliances Work 173 ILLUSTRATION CAPSULE 6. 1 Gilt Groupes Blue-Ocean Strategy in the U. S. Flash Sale Industry 153 6. 2 Amazon. corns First-Mover Advantage in Online Retailing 157 6. 3 Bristol-Myers Squibbs String-of-Pearls Horizontal Acquisition Strategy 161 6. 4 American Apparels Vertical Integration Strategy 166 7 STRATEGIES FOR COMPETING IN INTERNATIONAL MARKETS 178 WHY COMPANIES DECIDE TO ENTER FOREIGN MARKETS 179 WHY COMPETING ACROSS NATIONAL BORDERS MAKES STRATEGYMAKING MORE COMPLEX 180 Porters Diamond of National Competitive Advantage 181 Locating Value Chain Activities Advantageously 183 The Impact of Government Policies and Economic Conditions in Host Countries 184 The Risks of Adverse Exchange Rate Shifts 185 Cross-Country Differences in Demographic, Cultural, and Market Conditions 187 STRATEGIC OPTIONS FOR ENTERING AND COMPETING IN INTERNATIONAL MARKETS 188 Export Strategies 188 Licensing Strategies 189 Franchising Strategies 189 Foreign Subsidiary Strategies 189 Alliance and Joint Venture Strategies 190 COMPETING INTERNATIONALLY: THE THREE MAIN STRATEGIC APPROACHES 193 Multidomestic Strategy—Think Local, Act Local 193 Global Strategy-Think Global, Act Global 195 Transnational Strategy—Think Global, Act Local 196 THE QUEST FOR COMPETITIVE ADVANTAGE IN THE INTERNATIONAL ARENA 198 Using Location to Build Competitive Advantage 198 xli xlii Contents Sharing and Transferring Resources and Capabilities across Borders to Build Competitive Advantage 199 Benefiting from Cross-Border Coordination 201 PROFIT SANCTUARIES AND CROSS-BORDER STRATEGIC MOVES 201 Using Profit Sanctuaries to Wage a Strategic Offensive 203 Using Profit Sanctuaries to Defend against International Rivals 203 STRATEGIES FOR COMPETING IN THE MARKETS OF DEVELOPING COUNTRIES 2 0 4 Strategy Options for Competing in Developing-Country Markets 204 DEFENDING AGAINST GLOBAL GIANTS: STRATEGIES FOR LOCAL COMPANIES IN DEVELOPING COUNTRIES 207 ILLUSTRATION CAPSULE 7. 1 Solazymes Cross-Border Alliances with Unilever, Sephora. Qantas, and Roquette 192 7. 2 Yum! Brandss Strategy for Becoming the Leading Food Service Brand in China 205 7. 3 How Ctrip Successfully Defended against International Rivals to Become Chinas Largest Online Travel Agency 208 8 CORPORATE STRATEGY 214 WHAT DOES CRAFTING A DIVERSIFICATION STRATEGY ENTAIL? 215 WHEN BUSINESS DIVERSIFICATION BECOMES A CONSIDERATION 216 BUILDING SHAREHOLDER VALUE: THE ULTIMATE JUSTIFICATION FOR DIVERSIFYING 217 APPROACHES TO DIVERSIFYING THE BUSINESS LINEUP 218 Diversification by Acquisition of an Existing Business 218 Entering a New Line of Business through Internal Development 219 Joint Ventures 219 Choosing a Mode of Entry 220 CHOOSING THE DIVERSIFICATION PATH: RELATED VERSUS UNRELATED BUSINESSES 221 DIVERSIFYING INTO RELATED BUSINESSES 221 Identifying Cross-Business Strategic Fit along the Value Chain 224 Strategic Fit, Economies of Scope, and Competitive Advantage 226 DIVERSIFICATION INTO UNRELATED BUSINESSES 228 Building Shareholder Value via Unrelated Diversification 228 The Path to Greater Shareholder Value through Unrelated Diversification ^ 3 1 The Drawbacks of Unrelated Diversification 231 Misguided Reasons for Pursuing Unrelated Diversification 232 COMBINATION RELATED-UNRELATED DIVERSIFICATION STRATEGIES 233 EVALUATING THE STRATEGY OF A DIVERSIFIED COMPANY 233 Step l: Evaluating Industry Attractiveness 234 Step 2: Evaluating Business-Unit Competitive Strength 237 Step 3: Determining the Competitive Value of Strategic Fit in Diversified Companies 241 Step 4: Checking for Resource Fit 242 Contents Step 5: Ranking Business Units and Assigning a Priority for Resource Allocation 244 Step 6: Crafting New Strategic Moves to Improve Overall Corporate Performance 245 ILLUSTRATION CAPSULE 8. 1 Managing Diversification at Johnson Johnson: The Benefits of CrossBusiness Strategic Fit 248 8. 2 Growth through Restructuring at Kraft Foods 250 9 ETHICS, CORPORATE SOCIAL RESPONSIBILITY, ENVIRONMENTAL SUSTAINABILITY, AND STRATEGY 256 WHAT DO WE MEAN BY BUSINESS ETHICS? 257 WHERE DO ETHICAL STANDARDS COME FROM-ARE THEY UNIVERSAL OR DEPENDENT ON LOCAL NORMS? 258 The School of Ethical Universalism 258 The School of Ethical Relativism 258 Ethics and Integrative Social Contracts Theory 262 HOW AND WHY ETHICAL STANDARDS IMPACT THE TASKS OF CRAFTING AND EXECUTING STRATEGY 262 WHAT ARE THE DRIVERS OF UNETHICAL STRATEGIES AND BUSINESS BEHAVIOR? 263 WHY SHOULD COMPANY STRATEGIES BE ETHICAL? 268 The Moral Case for an Ethical Strategy 268 The Business Case for Ethical Strategies 268 STRATEGY, CORPORATE SOCIAL RESPONSIBILITY, AND ENVIRONMENTAL SUSTAINABILITY 2 7 0 What Do We Mean by Corporate Social Responsibility? 270 What Do We Mean by Sustainability and Sustainable Business Practices? 275 Crafting Corporate Social Responsibility and Sustainability Strategies 277 The Moral Case for Corporate Social Responsibility and Environmentally Sustainable Business Practices 278 The Business Case for Corporate Social Responsibility and Environmentally Sustainable Business Practices 279 ILLUSTRATION CAPSULE 9. 1 Apples Failures in Enforcing Its Supplier Code of Conduct 259 9. 2 Investment Fraud at Bernard L. Madoff Investment Securities and Stanford Financial Group 265 9. 3 How Novo Nordisk Puts Its Ethical Principles into Practice 267 9. 4 Burts Bees: A Strategy Based on Corporate Social Responsibility Section D: Executing the Strategy 10 BUILDING AN ORGANIZATION CAPABLE OF GOOD STRATEGY EXECUTION 286 A FRAMEWORK FOR EXECUTING STRATEGY 288 The Principal Components of the Strategy Execution Process 288 273 xliii xliv Contents BUILDING AN ORGANIZATION CAPABLE OF GOOD STRATEGY EXECUTION: THREE KEY ACTIONS 290 STAFFING THE ORGANIZATION 292 Putting Together a Strong Management Team 292 Recruiting, Training, and Retaining Capable Employees 293 ACQUIRING, DEVELOPING, AND STRENGTHENING KEY RESOURCES AND CAPABILITIES 295 Three Approaches to Building and Strengthening Capabilities 296 The Strategic Role of Employee Training 299 Strategy Execution Capabilities and Competitive Advantage 300 MATCHING ORGANIZATIONAL STRUCTURE TO THE STRATEGY 3 0 0 Deciding Which Value Chain Activities to Perform Internally and Which to Outsource 300 Aligning the Firms Organizational Structure with Its Strategy 302 Determining How Much Authority to Delegate 307 Facilitating Collaboration with External Partners and Strategic Allies Further Perspectives on Structuring the Work Effort 310 310 ILLUSTRATION CAPSULE 10. 1 Build From Within: PGs Approach to Management Development 294 10. 2 Toyotas Legendary Production System: A Capability that Translates into Competitive Advantage 298 10. 3 Which Value Chain Activities Does Apple Outsource and Why? 303 11 MANAGING INTERNAL OPERATIONS 316 ALLOCATING RESOURCES TO THE STRATEGY EXECUTION EFFORT 318 INSTITUTING POLICIES AND PROCEDURES THAT FACILITATE STRATEGY EXECUTION 319 INSTITUTING BEST PRACTICES AND EMPLOYING PROCESS MANAGEMENT TOOLS 321 How the Process of Identifying and Incorporating Best Practices Works 321 Business Process Reengineering, Total Quality Management, and Six Sigma Quality Programs: Tools for Promoting Operating Excellence 323 Capturing the Benefits of Initiatives to Improve Operations 327 INSTALLING INFORMATION AND OPERATING SYSTEMS 328 Instituting Adequate Information Systems, Performance Tracking, and Controls 329 USING REWARDS AND INCENTIVES TO PROMOTE BETTER STRATEGY EXECUTION 331 Incentives and Motivational Practices that Facilitate Good Strategy Execution 331 Striking the Right Balance between Rewards and Punishment 332 Linking Rewards to Achieving the Right Outcomes 334 ILLUSTRATION CAPSULE 11. 1 Whirlpools Use of Six Sigma to Promote Operating Excellence 326 Contents 11. 2 What Companies Do to Motivate and Reward Employees 333 11. 3 Nucor Corporation: Tying Incentives Directly to Strategy Execution 336 12 CORPORATE CULTURE AND LEADERSHIP 342 INSTILLING A CORPORATE CULTURE CONDUCIVE TO GOOD STRATEGY EXECUTION 343 Identifying the Key Features of a Companys Corporate Culture 344 Strong vs. Weak Cultures 348 Why Corporate Cultures Matter to the Strategy Execution Process 349 Healthy Cultures that Aid Good Strategy Execution 351 Unhealthy Cultures that Impede Good Strategy Execution 352 Changing a Problem Culture 354 LEADING THE STRATEGY EXECUTION PROCESS 358 Staying on Top of How Well Things Are Going 359 Mobilizing the Effort for Excellence in Strategy Execution 360 Leading the Process of Making Corrective Adjustments 361 A FINAL WORD ON LEADING THE PROCESS OF CRAFTING AND EXECUTING STRATEGY 362 ILLUSTRATION CAPSULE 12. 1 The Culture that Drives Innovation at W. L. Gore Associates 12. 2 Changing the Old Detroit Culture at Chrysler 345 358 PART TWO Cases in Crafting and Executing Strategy Section A: Crafting Strategy in Single-Business Companies 1 Mystic Monk Coffee C-2 David L. Turnipseed, University of South Alabama 2 Costco Wholesale in 2O12: Mission, Business Model, and Strategy C-6 Arthur A. Thompson, The University of Alabama 3 Harry Lindsols Textbook Decision: An Ebook or a Traditional College Textbook C-26 A. J. Strickland, The University of AlabamaSamantha Lindsay, The University of Alabama, 2012 MBA Student 4 Sift Cupcake and Dessert Bar C-33 Rui Gregorio, Sonoma State University Andy Kiehl, Sonoma State University Mark Mathewson, Sonoma State University Meredith Nicklas, Sonoma State University Cynthia Riggs, Sonoma State University Armand Gilinsky, Sonoma State University 5 Under Armour—Challenging Nike in Sports Apparel Arthur A. Thompson, The University of Alabama C-42 xlv xlvi Contents acorned: 6 lululemon athletica, Inc. C-59 Arthur A. Thompson, The University of Alabama 7 Coach Inc. in 2O12: Its Strategy in the Accessible Luxury Goods Market C-73 John E. Gamble, University of South Alabama Ronald W. Eastburn, University of South Alabama 8 Tiffanys Little Blue Box: Does It Have Any Strategic Significance? C-84 A. J. Strickland, The University of Alabama Solomon Morgan, The University of Alabama, 2012 MBA Student scormecr: 9 Panera Bread Company in 2O12—Pursuing Growth in a Weak Economy C-96 Arthur A. Thompson, The University of Alabama i connect: 1O Chipotle Mexican Grill in 2O12: Can It Hit a Second Home Run? C-114 Arthur A. Thompson, The University of Alabama Bconnect 11 Netflix in 2O12: Can It Recover from Its Strategy Missteps? C-127 Arthur A. Thompson, The University of Alabama 12 Equal Exchange: Trading Fairly and Making a Profit C-148 Joanna Kaminski, Manhattan College Samantha Marchese, Manhattan College Cara Vullo, Manhattan College ^connect 13 Googles Strategy in 2O12 C-168 John E. Gamble, University of South Alabama acormectr 14 Apple Inc. in 2O12: Can it Sustain its Growth and Defend against New Competitive Threats? C-187 John E. Gamble, University of South Alabama Lou Marino, The University of Alabama 15 The State Fair of Virginia C-198 W. Glen Rowe, The University of Western Ontario Karen Schnarr, The University of Western Ontario aconnectr 16 Eastman Kodak in 2O12: Will Its Post-Bankruptcy Strategy Be Successful? C-211 John E. Gamble, University of South Alabama R. Ray Gehani, University of Akron aconnectr 17 Nucor Corporation in 2O12: Using Economic Downturns as an Opportunity to Grow Stronger C-22O Arthur A. Thompson, The University of Alabama Contents 18 Tata Motors: Can It Become a Global Contender in the Automobile Industry? C-246 David L. Turnipseed, University of South Alabama John E. Gamble, University of South Alabama 19 7-Eleven in Taiwan: Adaptation of Convenience Stores to New Market Environments C-256 Aihwa Chang, National Chengchi University Shin-Fen Chen, The University of Western Ontario Section B-. Crafting Strategy in Diversified Companies 20 The Walt Disney Company: Its Diversification Strategy in 2O12 C-273 John E. Gamble, University of South Alabama 21 Kraft Foods Inc. : Will the Spinoff of Its North American Grocery Business Lead to Increased Shareholder Value? C-287 John E. Gamble, University of South Alabama Section C: Implementing and Executing Strategy 22 Robin Hood C-300 Joseph Lampel, City University London 23 Dilemma at Devils Den , C-3O2 Allan R. Cohen, Babson College Kim Johnson, Babson College 24 Starbucks in 2O12: Evolving into a Dynamic Global Organization C-305 Arthur A. Thompson, The University of Alabama 25 Herman Miller Inc. in 2O12: An Ongoing Case of Reinvention and Renewal C-332 Frank Shipper, Salisbury University Karen Manz, Author and Researcher Steven B. Adams, Salisbury University Charles C. Manz, University of Massachusetts 26 Henkel: Building a Winning Culture Robert Simons, Harvard Business School Natalie Kindred, Harvard Business School 27 Bayonne Packaging, Inc. C-359 Roy D. Shapiro, Harvard Business School Paul E. Morrison, Boston University C-345 xlvii xlviii Contents Section D: Strategy, Ethics, and Social Responsibility 28 Rhino Sales, Hunting, and Poaching in South Africa, 2O12 C-369 A. J. Strickland, The University of Alabama William E. Mixon, The University of Alabama, 2011 MBA graduate 29 The Upper Big Branch Mine Disaster C-385^ Anne T. Lawrence, San Jose State University 30 Frogs Leap Winery in 2O11—the Sustainability Agenda Armand Gilinsky, Sonoma State University Guide to Case Analysis CAi Photo Credits PC l INDEXES Company 11 Name 11 -6 Subject 1-23 C-392

Modern History Of Russia Essays - Asia, Europe,

Modern History of Russia Modern History of Russia The reigns of Peter I and Catherine the Great in the late 1600s and the 1700s marked the beginning of Russia's establishment as a major European power. These rulers attempted to westernize the traditional society of Moscow, and they ambitiously expanded Russian territories. In the early 1800s, Alexander I began to carry out further plans to westernize the government by attempting to create a Duma, or representative body. However, Russia became involved in the Napoleonic Wars and played a key role in the alliance that overthrew French emperor Napolean I. This firmly established Russia as a major power in Europe. The influence of Western Europe resulted in highly liberal political attitudes among some Russian students, nobles, and members of the upper middle class. Dissatisfied with the tyranny of Russian government, they began to create secret political groups. A group of officers led a revolt in 1825 and tried to form a new government. Emperor Nicholas I put down the revolt very quickly and took measures to drive the people into submission and to protect Russia from corrupting western ideas. In opposition to Russia's involvement in the Crimean War (1853-1856). The Russian people were tired of war and this encouraged a revolutionary movement among workers, peasants, and minorities. The serfs rose up against the landowners and pillaged their estates. Alexander II became czar in 1855 and became one of the greatest reformers in Russian history. He freed the serfs in 1861 giving freedom to almost 40 million people. However, it was not enough after many years of oppression and in 1881 he was assassinated. He was replaced by his son, Alexander III, who suppressed all revolutionary organizations. Nicholas II began his reign in 1894. Oppression increased under Nicholas II, creating significant unrest. At the same time, Japan challenged Russian interests in Manchuria and attacked the empire in 1904. The revolution mounted in 1905, and the empire was overwhelmed by a general strike, nationalist uprisings, unrest, and complete defeat in the war with Japan. In August of 1914 Russia went to war with Germany and Austria to claim the Balkans. Severe losses over the next two years made the war unpopular throughout Russia, while repression and corruption continued in the government. Shortages of food created mass rioting in the capital of Petrogod in 1917. Soldiers deserted the government and joined the people in demanding changes in the government. The Duma demanded that the Csar resign and Nicholas II abdicated his throne. He and his family were exiled and later executed, ending the Russian Empire. Russia was in turmoil in the early part of the 20th century until the Bolsheviks established the Union of Soviet Socialist Republics (USSR) under Lenin in 1922. The Russia Soviet Federated Union, the largest and most prominent republic of the USSR, dominated the USSR for its entire 74 year history. Moscow, the capital of Russia was also the capital of the USSR. Boris Yeltsin was elected president of Russia in 1991 when the USSR broke up and Russia became an independent country. Russia coordinated the formation of a political alliance with former republics of the USSR, called the Commonwealth of Independent States (CIS). The conservative forces in Russia made it difficult for Yeltsin to achieve his goals of reform. He dissolved the Communist-controlled parliament in 1993 and later that year held new parliament elections. The dissolution of the parliament was not without cost. Yeltsin used the army against the conservatives who armed themselves and occupied the parliament building. More than 140 people died in the rebellion. Russia's domestic and political situation remained very unstable in the mid-1990s, a result of a host of internal and external conflicts. On the last day of 1994, Russian troops launched a full-scale invasion of the republic of Chechnya in southern European Russia, which had declared its independence from the Russian Federation in 1991. A devastating war ensued, and Yeltsin was heavily criticized for his handling of the conflict. By early 1996 more than 30,000 people had been killed. In May 1996 Yeltsin and the acting Chechen president, Zelimkhan Yanderbiyev, agreed to a cease-fire, although fighting continued on both sides. In July, Yeltsin defeated Communist opponent Gennady Zyuganov in a run-off election, making Yeltsin the first democratically elected head of state in Russia's 1,000-year history. In August, Chechen and Russian leaders signed a broad agreement, bringing the war in Chechnya to an end. The agreement called for the immediate withdrawal of Russian forces and for any decision on Chechnya's political status to be postponed until December 2001. On New Year's Eve in December of 1999, Yeltsin announced his resignation and was succeeded by

B-25 Mitchell in World War II

B-25 Mitchell in World War II The evolution of the North American B-25 Mitchell began in 1936 when the company began work on its first twin-engine military design. Dubbed the NA-21 (later NA-39), this project produced an aircraft that was of all-metal construction and powered by a pair of Pratt Whitney R-2180-A Twin Hornet engines. A mid-wing monoplane, the the NA-21 was intended to carry a payload of 2,20o lbs. of bombs with range of around 1,900 miles. Following its first flight in December 1936, North American modified the aircraft to correct several minor issues. Re-designated the NA-39, it was accepted by the US Army Air Corps as the XB-21 and entered into competition the following year against an improved version of the Douglas B-18 Bolo. Further altered during the trials, the North American design proved to have consistently superior performance to its competitor, but cost significantly more per aircraft ($122,000 vs. $64,000). This led to the USAAC passing on the XB-21 in favor of what became the B-18B. Development Utilizing the lessons learned from the project, North American moved forward with a new design for a medium bomber which was dubbed the NA-40. This was spurred on in March 1938 by USAAC circular 38-385 which called for a medium bomber capable of carrying a payload of 1,200 lbs. a distance of 1,200 miles while maintaining a speed of 200 mph. First flying in January 1939, it proved under-powered. This issue was soon remedied through the use of two Wright R-2600 Twin Cyclone engines. The improved version of the aircraft, the NA-40B, was placed into competition with entries from Douglas, Stearman, and Martin, where it performed well but failed to secure an USAAC contract. Seeking to take advantage of Britain and Frances need for a medium bomber during the early days of World War II, North American intended to build the NA-40B for export. These attempts failed when both countries elected to move forward with a different aircraft. In March 1939, as the NA-40B was competing, the USAAC issued another specification for a medium bomber requiring a payload of 2,400 lbs., range of 1,200 miles, and a speed of 300 mph. Further revising their NA-40B design, North American submitted the NA-62 for evaluation. Due to a pressing need for medium bombers, the USAAC approved the design, as well as the Martin B-26 Marauder, without conducting the usual prototype service tests. A prototype of the NA-62 first flew on August 19, 1940. Design Production Designated B-25 Mitchell, the aircraft was named for Major General Billy Mitchell. Featuring a distinctive twin tail, early variants of the B-25 also incorporated a greenhouse-style nose which contained the bombardiers position. They also possessed a tail gunner position at the rear of the aircraft. This was eliminated in the B-25B while a manned dorsal turret was added along with a remotely operated ventral turret. Around 120 B-25Bs were built with some going to the Royal Air Force as the Mitchell Mk.I. Improvements continued and the first type to be mass-produced was the B-25C/D. This variant increased the aircrafts nose armament and saw the addition of improved Wright Cyclone engines. Over 3,800 B-25C/Ds were produced and many saw service with other Allied nations. As the need for effective ground support/attack aircraft increased, the B-25 frequently received field modifications to fulfill this role. Acting on this, North American devised the B-25G which increased the number of guns on the aircraft and included the mounting of a 75 mm cannon in a new solid nose section. These alterations were refined in the B-25H. In addition to a lighter 75 mm cannon, the B-25H mounted four .50-cal. machine guns below the cockpit as well as four more in cheek blisters. The aircraft saw the return of the tail gunner position and the addition of two waist guns. Capable of carrying 3,000 lbs. of bombs, the B-25H also possessed hard points for eight rockets. The final variant of the aircraft, the B-25J, was a cross between the B-25C/D and the G/H. It saw the removal of the 75 mm gun and the return of the open nose, but the retention of the machine gun armament. Some were built with a solid nose and an increased armament of 18 machine guns. B-25J Mitchell Specifications: General Length: 52 ft. 11 in.Wingspan: 67 ft. 6 in.Height: 17 ft. 7 in.Wing Area: 610 sq. ft.Empty Weight: 21,120 lbs.Loaded Weight: 33,510 lbs.Crew: 6 Performance Power Plant: 2 Ãâ€" Wright R-2600 Cyclone radials, 1,850 hpCombat Radius: 1,350 milesMax Speed: 275 mphCeiling: 25,000 ft. Armament Guns: 12-18 Ãâ€" .50 in (12.7 mm) M2 Browning machine gunsBombs: 6,000 lbs. max. or 8 x 5 rockets 3,000 lbs. bombs Operational History The aircraft first came to prominence in April 1942 when Lieutenant Colonel James Doolittle used modified B-25Bs in his raid on Japan. Flying from the carrier USS Hornet (CV-8) on April 18, Doolittles 16 B-25s struck targets in Tokyo, Yokohama, Kobe, Osaka, Nagoya, and Yokosuka before flying on to China. Deployed to most theaters of the war, the B-25 saw service in the Pacific, North Africa, China-India-Burma, Alaska, and the Mediterranean. Though effective as a level medium bomber, the B-25 proved particularly devastating in Southwest Pacific as a ground attack aircraft. Modified B-25s routinely conducted skip bombing and strafing attacks against Japanese ships and ground positions. Serving with distinction, the B-25 played key roles in Allied victories such as the Battle of the Bismarck Sea. Employed throughout the war, the B-25 was largely retired from frontline service at its conclusion. Though known as a forgiving aircraft to fly, the type did cause some hearing loss problems among crews due to engine noise issues. In the years after the war, the B-25 was used by a number of foreign nations.

Organizational synchronicity Essays

Organizational synchronicity Essays Organizational synchronicity Essay Organizational synchronicity Essay By definition, synchronicity means that two things are happening at the same time but having no causal relationship at all. They are said to be simultaneous and are co-incidences. According to Lundstrom, Carl Jung said that synchronicity is based on â€Å"acausal connecting principle that links mind and matter. He said this underlying connectedness manifests itself through meaningful coincidences that cannot be explained by cause and effect. Such synchronicities occur, he theorized, when a strong need arises in the psyche of an individual† (1996). For instance, a mother cooks pesto which she unusually does and her daughter comes home from school unexpectedly with a friend who craves and loves the said dish. Organizational synchronicity means that one entity works with the rest of the organization which is not necessarily of causal nature. For example, in a customer service office, an employee has prepared template answers to customer queries just at the same time as her supervisor thinks of preparing a database of template responses to clients. Another example would be in an office, where the quality checker does an impromptu check on all employees’ work areas. One worker, who normally is untidy, just a few minutes before the check, cleaned up his work station. Meanwhile in business, organizational synchronicity between products, its value and quality, as well as customer service attract more clients to patronize the product. Cultural synchronicity is when two entities of different cultures either consciously or unconsciously work together. An example would be a teacher who is an American having Asian students. The students learn the teacher’s language and grasp them while the teacher, at some level, learns the student’s humor to establish a fun learning atmosphere and good learning relationship with his/her students. Reference Lundstrom, M. (1996). A wink from the cosmos. Flowpower website. Retrieved April 8, 2008 from flowpower. com/What%20is%20Synchronicity. htm.

Internet and Ideology Assignment Example | Topics and Well Written Essays - 250 words

Internet and Ideology - Assignment Example By contrast science’s acceptance was objectively linked with the perception of agreement among the scientists. Rejection of scientific propositions repeatedly implicates conspiracist ideation even without insufficient empirical evidence. Lewandowsky et al. analyzed the response of climate blogosphere to LOG12 publication and followed the hypotheses surfacing in response to LOG12. The multi-phased search involved sampling of LOG12-related Internet activity and deriving six criteria to permit hypotheses’ classification pertaining to potentially conspiracist LOG12. Use of established criteria showed how many hypotheses reflected counterfactual thinking and conspiratorial material. Conspiracist ideation possibly has a role in the rejection of science. To explore the relative importance of projecting alternative explanations in contrast to rejecting conventional explanations for events, Wood and Douglas studied conspiracist and conventionalist comments on news websites. They found conspiracist commentators having greater tendency to argue against opposing interpretation and lesser tendency to argue for their own interpretation or to put forth an account explicitly whereas conventionalist commenters demonstrated the reverse trend. Research led to identification of a range of differences between conspiracists and