Natural Disasters and the Decisions that Follow

Q1: Insurance companies in the state of Florida earned record profits in 2006, suggesting that Nationwide's decision to cancel policies in light of the calm hurricane seasons (in Florida) in 2005-2007 may have cost the company potential revenue and customer goodwill. Do you think Rommel's quote about making a †sound business decision† reveals any perceptual or decision-making biases? Why or why not? Overconfidence bias is identified as †the tendency to overestimate the probability that one's judgment in arriving at a decision in correct†. Rommel's quote about making a †sound business decision† reveals an overconfidence decision-making biases. Anchoring bias is †a tendency to fixate on initial information, and to then fail to adjust adequately for subsequent information†. His decision also disclose an anchoring bias as it is look like that Nationwide did not take into consideration some information that others did. Selective perception is †selectively interpreting what one sees on the basis of one's interests, background, experience and attitudes†. Rommel's quote does reveal selective perception biases since they followed their own interest which is, money. Q2: Review the section on common biases and error in decision making. For companies such as Nationwide, American Airlines, and JetBlue that must respond to natural events, which of these biases and errors are relevant and why? The first error/bias that is relevant to Nationwide Insurance company is †overconfidence bias† since they believed too much in their own ability to make good decision †A sound decision†. The second error/bias is †anchoring bias† as they used the early first received information for making a decision †All other companies made a good revenue†. The relevant error/bias regarding American Airline industry is †overconfidence bias† since they overestimated that their judgment in arriving at a decision is correct when Danny Burgin said †snowstorms are easier to predict†. Overconfidence bias is also relevant to JetBlue Airline as David Neeleman said †Is our good will gone? No, it isn't† and he believed too much in his ability to make a good decision. The second error/bias is regarding JetBlue Airline is †Confirmation bias† which is defined as †The tendency to seek out information that reaffirms past choices and to discount information that contradicts past judgment†. An example of this bias is when the CEO, David Neeleman said, †You're overdoing it, so go ask Delta what they did about it. Why don't you grill them? †. Q3: In each of the three cases discussed here, which organisational constraints were factors in the decisions that were made? Organisations can constraint decision markers, creating deviation from the rational model. The first organisational constraint that was a factor in the decisions that were made is †Performance Evaluation† since managers want their works to be evaluated well so that sometimes they make some decisions that are not comply with rational model, this constraint is related to Nationwide Insurance company. The second constraint is †Historical Precedents† which is relevant to American Airline industry, since choices that were made are largely a result of choices that were made over the years. The last two constraints are, †System-Imposed time Constraint† as they restricted their ability to gather or evaluate information, and †Formal Regulation† where due to organisational purposes, some policies restricts managers to make a decision, these constraints are relevant for both American Airline industry as well as JetBlue Airline. Q4: How do you think people like Rommel, Burgin, and Neeleman factor ethics into their decisions? Do you think the welfare of policy owners and passengers enter into their decisions? People with high ethical standards are less likely to engage in unethical practices, even in organisations or situations in which there are strong pressures to conform. The first ethical theory that arise in this case is Utilitarianism, where Rommel, Burgin and Neeleman did not seek to maximize good for the greatest number of people who were affected by their decisions. The second theory is right theory, as it appears that they also did not respect and protect the basic rights of individuals. Finally, according to the justice theory, Rommel, Burgin and Neeleman did not impose and enforce rules fairly and impartially when they made decisions.

Revisiting the Eclectic Theory of the Choice of International Entry Mode

Theoretical Issues on Marketing UIBE PhD Program Juan Pablo Dominguez Fall 2012 Final Examination for Theoretical Issues of Marketing (Doctoral Course) Nov. 28, 2012 Essay questions for â€Å" An Eclectic Theory of Choice of International Entry Mode † 1. What are the major variables that affect the decision of entry mode? Should they be weighted equally? Why yes or why no? 2. Given that different variables may pull the MNC in the different directions, what approach is suggested by the authors? 3. What theories have been taken as the basis for conceptualization? 4.Considering the nine propositions, do they all make sense to you? In case you find any fault with them, state it with your arguments. 5. Review the methodology adopted by this paper and make your comment on its appropriateness. 6. Discuss briefly what contributions this thesis has made to the theory of international entry mode choice. 7. What do you think of the limitation of this thesis? Revisiting the Eclectic Theor y of the Choice of International Entry Mode During the internationalization process of a company, the decision of entry mode to a particular market is determined by a set of different considerations.The paper â€Å"An Eclectic Theory of Choice of International Entry mode† is a theoretical approach to answer the questions of which factors are relevant and which are not. It reflects on how contemporary studies (particularly, Transaction Cost Theory) had a limited view of the problem by not including a globalstrategy factor in the analysis, therefore the authors try to advance the discussion by enriching the construct of additional variables that were disregarded by economical orthodoxy at the moment. This short paper is aimed to introduce in part the aforementioned document and present more recent findings in the topic.In that fashion I have divided the paper into 4 main parts besides this short introduction. The first section is a brief literature review of the theoretical bac kground behind the understanding of entry mode in the internationalization process given that the paper was published more than two decades ago. The second section aims at synthesizing the main propositions of the paper and what I consider its limitations and contributions. The third section displays empirical evidence that aimed to negate or confirm the different propositions of the authors and finally, the fourth and last section is a set of concluding remarks. Literary reviewThere is no short list about existing research regarding the internationalization process of MNEs?. When focusing on the entry mode (or ownership strategies), one can begin to see that there are three different streams of thought: one stream of research has often framed such a choice as determined by the need for control to minimize transaction costs arising from asset specificity and potential partner opportunism (Anderson & Gatignon, 1986; Williamson, 1985). According to transaction costs theory, for invest ments characterized by high asset specificity, integrated ownership structures, such as whole owned subsidiaries (WOSs), should be sed to enhance MNEs? strategic and operational control over the assets (Anderson & Gatignon, 1986) and to protect MNEs from the risk of knowledge dissemination to their partners (Davidson & McFetridge, 1985; Hill, Hwang, & Kim, 1990). Thus, transaction costs theory advocates the use of ex ante control mechanisms to minimize transaction costs arising from asset specificity and potential partner opportunism (Williamson, 1985). Another stream of research has suggested that the institutional environment shapes such a choice and proposed that MNEs may exchange ownership for legitimacy in the host country (Chan & Makino, 2007; Yiu & Makino, 2002).When foreign ownership is not prevalent or well accepted in the host country industry, MNEs can partner with local firms or keep the ownership level lower (Chan & Makino, 2007). By doing so, MNEs can show the local co mmunities that their activities are not ethnocentric or harmful to local firms, and they also obtain the local identity and legitimacy to acquire the resources that they need in the local environment (Xu & Shenkar, 2002). On the other hand, when FDI is well accepted in the local market, MNEs can pursue integrated ownership structures and high equity shares.Choice of an ownership structure thus does not necessarily reflect MNEs? deliberate efforts to economize on transaction costs for an efficient governance mechanism but may rather be a response to pressures from the institutional environment (Yiu & Makino, 2002). The third stream is as in the case of Hill et al. which posits that in addition to control and legitimacy, MNE ownership strategy is also fundamentally concerned with the choice between flexibility and commitment (Buckley & Casson, 1998; Chi & McGuire, 1996; Kouvelis, Axarloglou, & Sinha, 2001). More recent papers have taken again the same question.Li & Li in 2010 resuscit ated the topic and made a contribution by not only providing a theoretical background proposing similar hypothesis as in the case of Hill, Hwang and Kim in 1990 but also by analyzing the ownership structure and equity shares of over 5,000 new foreign investments in manufacturing industries in China during 2000 to 2006. Explaining the contents of the paper is outside of the objectives of this short essay, but the Li & Li? s took Hill et al style of theoretical constructions one step further and provided stronger empirical evidence (outside the realm of mall sample surveys) that supports the logic behind such framework. Empirical tests of MNEs' initial entry modes are rather limited, even though existing theoretical research has elaborated on the options features of JVs compared with other investment modes (Buckley & Casson, 1998; Chi, 2000; Lee, 2004; Pennings & Sleuwaegen, 2004). Cuypers and Martin (2010) observed that foreign investors are inclined to take a smaller equity share in a JV when they face strong exogenous uncertainty (e. g. , exchange rate uncertainty) rather than endogenous uncertainty (e. . , cultural uncertainty). Brouthers et al. (2008) showed that, in choosing international entry modes, MNEs tend to adopt JVs (over WOSs) under high demand uncertainty. Synthesis What are the major variables that affect the decision of entry mode? Given that different authors have considered variables like country risk, country familiarity, country development stage, technology, and transaction costs, Hill et al. begin their work with a vision to unify the framework and analyze how different factors affect the decision.The first attempt to create a unified framework was carried out by Anderson and Gatignon in 1986 through the use of transaction cost theory. I believe that the authors see the shortcoming of this initial unified proposal in the Ceteris Paribus assumption of Economics that is used only as a theoretical tool to analyze relations among events or va riables. Any theory that treats related events in isolation will be insufficient and that? s why the authors propose the strategic relationship as another vital element of the decision.Their proposal includes the following factors: !†#$%   ! â€Å"#$! ,! = ! (! â€Å"#$%†&, ! â€Å"#$%&'†   ! â€Å"##$%#&'%, ! â€Å"##$%†&'(â€Å")&   ! â€Å"#$#) Should they be weighted equally? Why yes or why no? Different factors in the decision often suggest different entry modes, it is according to the particular weights each company puts in this factors that the final choice of entry is done. In other words, when deciding entry mode different factors have different weights and according to each company’s strategic considerations, such weights will have different magnitudes.Given that different variables may pull the MNC in the different directions, what approach is suggested by the authors? The authors suggest that instead of focusing in a single var iable, the company will have a set of strategic constraints that will limit their decision options. They focus their attention on how much control the company wants, according to the resource commitment they will provide and taking into consideration the dissemination risks of their knowhow. This can be formulated as the following: ! â€Å"#$%   ! â€Å"#$! ,! = ! !†#$%†&, ! #$%&'†   ! â€Å"##$%#&'%, ! â€Å"##$%†&'(â€Å")&   ! â€Å"#$# !†#$†%&'(   ! â€Å"#$†%&'( = ! !†#$%! â€Å"&   ! â€Å"##$%$&'$(, ! â€Å"#$%   ! †   ! â€Å"#$#%&! ‘, ! â€Å"#$%†   ! â€Å"#! $%&'%(â€Å"# !†#$%&†Ã¢â‚¬Ëœ(â€Å")*+   ! â€Å"#$†%&'( = ! !†#$%&'   ! â€Å"#$, ! â€Å"#$%&†Ã¢â‚¬Ëœ   ! â€Å"#$%$†&$'(, ! â€Å"#$%! !†#$%&%†#', ! â€Å"#$%&#&%'   ! †   ! â€Å"#$%&'&'†( !†#$%#&'()$   ! â€Å"#! â€Å"#$%& = ! (! à ¢â‚¬Å"#$%   ! †   ! â€Å"#$ ? !†#$%&%$   ! â€Å"#$ ? ?! â€Å", ! â€Å"#$! !†#$%&   ! †   ! â€Å"#$ ? ?! â€Å") These factors come from previous research and theoretical constructs. One important analysis that needs to be done is how these factors correlate to each other.One factor that I? m not sure if it? s included in any of these variables is regulation. For example, many automobile giants in the world wanted to enter the Chinese market as WOSs but because of regulation they are forced to enter as JVs. This makes me believe that there is an unspoken assumption that the markets the authors were conceiving in their constructs were open markets with little participation of the government (maybe they include it with country risk? ). What theories have been taken as the basis for conceptualization? This heoretical construct is a criticism to the Transaction Cost analysis to the entry mode decision, but in the words of Hwan, the theoretical heritage of the Eclectic Theory can be traced in part to the seminal work of Perlmutter [1969], which acknowledged the increasing existence of geocentric approaches to multinational management. The geocentric approach outlined by Perlmutter provided a succinct explanation for the existence of and benefits attached to managing subsidiary units not as a portfolio of independent units but as an interdependent network.Another foundation, upon which their argument rests, is the rich body of literature on global strategy (e. g. , Hout, Porter and Rudden [1982]; Hamel and Prahalad [1985]; Kogut [1985a, 1985b]; Kim and Mauborgne [1988]; Yip, [1989]), which has either explicitly or implicitly built upon Perlmutter's geocentric conception. I believe that the biggest theoretical difference from this global-strategy construct and classical economics theory within the entry mode decision is that the overriding objective is overall corporate success, not the maximization of each individual subsi diary unit's efficiency.The second is that in achieving this objective, interdependencies across subsidiary units must be actively managed, meaning that sometimes it would mean that in order to maintain global strategy, some SBUs might even be required to operate at a loss (which is a rationale outside the boundaries of traditional economics). Considering the nine propositions, do they all make sense to you? In case you find any fault with them, state it with your arguments. The first thing I noticed is why are they called propositions instead of Hypothesis? Any theory is based in hypothesis because its aim is to provide chances for something to be proved or not.The second thing I notices is that the propositions are not â€Å"symmetrical†. By this I mean that when you make such kind of propositions, in order to fully understand the relationship of the explanatory variables with the dependent variable, the author must not only look at one side of the coin but at both. For exa mple, Proposition 1: Other things being equal, firms that pursue a multi-domestic strategy will favor lowcontrol entry modes. That is one side of the coin, the other side would be: Other things being equal, firms that do not pursue multi-domestic strategy will not favor low-control entry modes.The value of such construct is that it gives a more robust base for empirical testing. Each proposition is set to analyze the validity of each factor within the whole unified framework, so its validity remains to be tested empirically. Review the methodology adopted by this paper and make your comment on its appropriateness. This paper is a theoretical construct based upon the works of others with the addition of new factors, it does not apply specific methodological tools for testing its validity. In terms of epistemological value, the theory is constructed in the same fashion as Falsificationism (Popper? ) would propose because the validity of the theory that was accepted previously was put into question by the authors and therefore they provided a new set of hypothesis that should accommodate more accurately to reality than Transaction Costs theory. To discuss the appropriateness of such construct without empirical evidence would be to begin an epistemological debate about the validity of theories and their validity into describing â€Å"Truth†. If it were me who wrote the paper I would have not done a theoretical construct without any experimental study about its validity. I believe that? why some of the authors (specifically Hwan) wrote another paper a couple of years later were with the use of surveys they tried to analyze the validity of such constructs. Methodologically speaking, I believe that is a much more fruitful contribution to science than providing list of propositions that may or may not be of use. Discuss briefly what contributions this thesis has made to the theory of international entry mode choice. The biggest contribution of this paper was th e search of different factors that could explain the decision of mode of entry for the internationalization process of a company.Previous studies at the moment had already identified a diversity of variables that influence the entry mode decision decision, and the authors grouped them into one of two categories: environmental or transaction specific factors. Furthermore, according to the theoretical constructs of the time, the studies of the factors had an underlying assumption that each entry decision is made in isolation and is driven essentially by efficiency considerations at the level of the individual entrant or subsidiary unit.This paper made a case directed towards establishing the importance of a third group of factors: global strategic, namely the strategic relationship it envisages between its operations across borders, in reaching its entry mode decision. For a business manager who is in such internationalization process, this theoretical construct can provide him a road map to which variables he/she should pay attention to in order to make the decision of entry.In my opinion, managers tend to first see how other companies enter the market in their initial stages and see if that would be a viable choice and such â€Å"contextual† approach is not included in the factors. What do you think of the limitation of this thesis? The biggest limitation of any theoretical construct is that it remains just a theory and not be applicable. That? s why I took it upon me to see if someone had tried to prove or deny the Eclectic Theory. The results of that search are shown in section three of this paper.Empirical evidence 2 years after the publication of Hill et al. Eclectic Theory, one of the co-writers, Peter Hwang along with W. Chan Kim published the paper: â€Å"Global Strategy and Multinationals? Entry Mode Choice†. The main objective of the paper was to provide empirical tests to the propositions made by the Eclectic Theory. They used a survey f rom ninety-six multinational managers and had a fundamental result that an express incorporation of global strategic variables into an analysis of the entry mode decision is warranted. DataThe survey was a mail questionnaire composed of four parts: modes of entry, global strategic factors, environmental factors, and transaction-specific factors. It was distributed to 629 U. S. based MNE, mostly from the manufacturing sector and targeted senior-level management. 137 questionnaires were returned (22% response rate), of which 41 were disregarded because of incomplete answers. Another 18 were disregarded because respondents provided a positive response to the control question of whether government regulations imposed restrictions on the mode options available.The respondents operations were geographically wide with 25 located in Asia Pacific, 17 in South America, 25 in Europe, 16 in North America, 4 in Africa and 9 in the Middle East. One big methodological problem to measure the validi ty of the propositions is that such variables are not easy to measure. This translates that the nine key variables recognized to influence the focal decision of foreign entry mode are linked to the empirical world only through indicators.Moreover, they appear to be wide-ranging, multifaced constructs. As such, psychometric measurement based on multiple items rather than a single-item proxy seemed a more fitting approach [Peter 1979; Fomnell 1982; Churchill 1979], and was used in the analyses. I personally believe that psychometric variables do not fully reflect the necessary information, but that is just because I am biased towards more robust statistical data and believe that what people think they know is not actually what they know.Continuing with the questionnaire, the respondents were asked to evaluate the foreign venture under discussion across each of these items on a 7-point Likert-type scale. After data collection, an iterative procedure was employed to refine the set of in dicators for each construct. The item-to-total correlation, i. e. , the correlation between the score of each indicator and the total score of those indicators used to capture each construct, was then examined. Following the steps suggested by Nunnally [1978], those indicators with a low correlation with the total score (i. e. , r Revisiting the Eclectic Theory of the Choice of International Entry Mode Theoretical Issues on Marketing UIBE PhD Program Juan Pablo Dominguez Fall 2012 Final Examination for Theoretical Issues of Marketing (Doctoral Course) Nov. 28, 2012 Essay questions for â€Å" An Eclectic Theory of Choice of International Entry Mode † 1. What are the major variables that affect the decision of entry mode? Should they be weighted equally? Why yes or why no? 2. Given that different variables may pull the MNC in the different directions, what approach is suggested by the authors? 3. What theories have been taken as the basis for conceptualization? 4.Considering the nine propositions, do they all make sense to you? In case you find any fault with them, state it with your arguments. 5. Review the methodology adopted by this paper and make your comment on its appropriateness. 6. Discuss briefly what contributions this thesis has made to the theory of international entry mode choice. 7. What do you think of the limitation of this thesis? Revisiting the Eclectic Theor y of the Choice of International Entry Mode During the internationalization process of a company, the decision of entry mode to a particular market is determined by a set of different considerations.The paper â€Å"An Eclectic Theory of Choice of International Entry mode† is a theoretical approach to answer the questions of which factors are relevant and which are not. It reflects on how contemporary studies (particularly, Transaction Cost Theory) had a limited view of the problem by not including a globalstrategy factor in the analysis, therefore the authors try to advance the discussion by enriching the construct of additional variables that were disregarded by economical orthodoxy at the moment. This short paper is aimed to introduce in part the aforementioned document and present more recent findings in the topic.In that fashion I have divided the paper into 4 main parts besides this short introduction. The first section is a brief literature review of the theoretical bac kground behind the understanding of entry mode in the internationalization process given that the paper was published more than two decades ago. The second section aims at synthesizing the main propositions of the paper and what I consider its limitations and contributions. The third section displays empirical evidence that aimed to negate or confirm the different propositions of the authors and finally, the fourth and last section is a set of concluding remarks. Literary reviewThere is no short list about existing research regarding the internationalization process of MNEs?. When focusing on the entry mode (or ownership strategies), one can begin to see that there are three different streams of thought: one stream of research has often framed such a choice as determined by the need for control to minimize transaction costs arising from asset specificity and potential partner opportunism (Anderson & Gatignon, 1986; Williamson, 1985). According to transaction costs theory, for invest ments characterized by high asset specificity, integrated ownership structures, such as whole owned subsidiaries (WOSs), should be sed to enhance MNEs? strategic and operational control over the assets (Anderson & Gatignon, 1986) and to protect MNEs from the risk of knowledge dissemination to their partners (Davidson & McFetridge, 1985; Hill, Hwang, & Kim, 1990). Thus, transaction costs theory advocates the use of ex ante control mechanisms to minimize transaction costs arising from asset specificity and potential partner opportunism (Williamson, 1985). Another stream of research has suggested that the institutional environment shapes such a choice and proposed that MNEs may exchange ownership for legitimacy in the host country (Chan & Makino, 2007; Yiu & Makino, 2002).When foreign ownership is not prevalent or well accepted in the host country industry, MNEs can partner with local firms or keep the ownership level lower (Chan & Makino, 2007). By doing so, MNEs can show the local co mmunities that their activities are not ethnocentric or harmful to local firms, and they also obtain the local identity and legitimacy to acquire the resources that they need in the local environment (Xu & Shenkar, 2002). On the other hand, when FDI is well accepted in the local market, MNEs can pursue integrated ownership structures and high equity shares.Choice of an ownership structure thus does not necessarily reflect MNEs? deliberate efforts to economize on transaction costs for an efficient governance mechanism but may rather be a response to pressures from the institutional environment (Yiu & Makino, 2002). The third stream is as in the case of Hill et al. which posits that in addition to control and legitimacy, MNE ownership strategy is also fundamentally concerned with the choice between flexibility and commitment (Buckley & Casson, 1998; Chi & McGuire, 1996; Kouvelis, Axarloglou, & Sinha, 2001). More recent papers have taken again the same question.Li & Li in 2010 resuscit ated the topic and made a contribution by not only providing a theoretical background proposing similar hypothesis as in the case of Hill, Hwang and Kim in 1990 but also by analyzing the ownership structure and equity shares of over 5,000 new foreign investments in manufacturing industries in China during 2000 to 2006. Explaining the contents of the paper is outside of the objectives of this short essay, but the Li & Li? s took Hill et al style of theoretical constructions one step further and provided stronger empirical evidence (outside the realm of mall sample surveys) that supports the logic behind such framework. Empirical tests of MNEs' initial entry modes are rather limited, even though existing theoretical research has elaborated on the options features of JVs compared with other investment modes (Buckley & Casson, 1998; Chi, 2000; Lee, 2004; Pennings & Sleuwaegen, 2004). Cuypers and Martin (2010) observed that foreign investors are inclined to take a smaller equity share in a JV when they face strong exogenous uncertainty (e. g. , exchange rate uncertainty) rather than endogenous uncertainty (e. . , cultural uncertainty). Brouthers et al. (2008) showed that, in choosing international entry modes, MNEs tend to adopt JVs (over WOSs) under high demand uncertainty. Synthesis What are the major variables that affect the decision of entry mode? Given that different authors have considered variables like country risk, country familiarity, country development stage, technology, and transaction costs, Hill et al. begin their work with a vision to unify the framework and analyze how different factors affect the decision.The first attempt to create a unified framework was carried out by Anderson and Gatignon in 1986 through the use of transaction cost theory. I believe that the authors see the shortcoming of this initial unified proposal in the Ceteris Paribus assumption of Economics that is used only as a theoretical tool to analyze relations among events or va riables. Any theory that treats related events in isolation will be insufficient and that? s why the authors propose the strategic relationship as another vital element of the decision.Their proposal includes the following factors: !†#$%   ! â€Å"#$! ,! = ! (! â€Å"#$%†&, ! â€Å"#$%&'†   ! â€Å"##$%#&'%, ! â€Å"##$%†&'(â€Å")&   ! â€Å"#$#) Should they be weighted equally? Why yes or why no? Different factors in the decision often suggest different entry modes, it is according to the particular weights each company puts in this factors that the final choice of entry is done. In other words, when deciding entry mode different factors have different weights and according to each company’s strategic considerations, such weights will have different magnitudes.Given that different variables may pull the MNC in the different directions, what approach is suggested by the authors? The authors suggest that instead of focusing in a single var iable, the company will have a set of strategic constraints that will limit their decision options. They focus their attention on how much control the company wants, according to the resource commitment they will provide and taking into consideration the dissemination risks of their knowhow. This can be formulated as the following: ! â€Å"#$%   ! â€Å"#$! ,! = ! !†#$%†&, ! #$%&'†   ! â€Å"##$%#&'%, ! â€Å"##$%†&'(â€Å")&   ! â€Å"#$# !†#$†%&'(   ! â€Å"#$†%&'( = ! !†#$%! â€Å"&   ! â€Å"##$%$&'$(, ! â€Å"#$%   ! †   ! â€Å"#$#%&! ‘, ! â€Å"#$%†   ! â€Å"#! $%&'%(â€Å"# !†#$%&†Ã¢â‚¬Ëœ(â€Å")*+   ! â€Å"#$†%&'( = ! !†#$%&'   ! â€Å"#$, ! â€Å"#$%&†Ã¢â‚¬Ëœ   ! â€Å"#$%$†&$'(, ! â€Å"#$%! !†#$%&%†#', ! â€Å"#$%&#&%'   ! †   ! â€Å"#$%&'&'†( !†#$%#&'()$   ! â€Å"#! â€Å"#$%& = ! (! à ¢â‚¬Å"#$%   ! †   ! â€Å"#$ ? !†#$%&%$   ! â€Å"#$ ? ?! â€Å", ! â€Å"#$! !†#$%&   ! †   ! â€Å"#$ ? ?! â€Å") These factors come from previous research and theoretical constructs. One important analysis that needs to be done is how these factors correlate to each other.One factor that I? m not sure if it? s included in any of these variables is regulation. For example, many automobile giants in the world wanted to enter the Chinese market as WOSs but because of regulation they are forced to enter as JVs. This makes me believe that there is an unspoken assumption that the markets the authors were conceiving in their constructs were open markets with little participation of the government (maybe they include it with country risk? ). What theories have been taken as the basis for conceptualization? This heoretical construct is a criticism to the Transaction Cost analysis to the entry mode decision, but in the words of Hwan, the theoretical heritage of the Eclectic Theory can be traced in part to the seminal work of Perlmutter [1969], which acknowledged the increasing existence of geocentric approaches to multinational management. The geocentric approach outlined by Perlmutter provided a succinct explanation for the existence of and benefits attached to managing subsidiary units not as a portfolio of independent units but as an interdependent network.Another foundation, upon which their argument rests, is the rich body of literature on global strategy (e. g. , Hout, Porter and Rudden [1982]; Hamel and Prahalad [1985]; Kogut [1985a, 1985b]; Kim and Mauborgne [1988]; Yip, [1989]), which has either explicitly or implicitly built upon Perlmutter's geocentric conception. I believe that the biggest theoretical difference from this global-strategy construct and classical economics theory within the entry mode decision is that the overriding objective is overall corporate success, not the maximization of each individual subsi diary unit's efficiency.The second is that in achieving this objective, interdependencies across subsidiary units must be actively managed, meaning that sometimes it would mean that in order to maintain global strategy, some SBUs might even be required to operate at a loss (which is a rationale outside the boundaries of traditional economics). Considering the nine propositions, do they all make sense to you? In case you find any fault with them, state it with your arguments. The first thing I noticed is why are they called propositions instead of Hypothesis? Any theory is based in hypothesis because its aim is to provide chances for something to be proved or not.The second thing I notices is that the propositions are not â€Å"symmetrical†. By this I mean that when you make such kind of propositions, in order to fully understand the relationship of the explanatory variables with the dependent variable, the author must not only look at one side of the coin but at both. For exa mple, Proposition 1: Other things being equal, firms that pursue a multi-domestic strategy will favor lowcontrol entry modes. That is one side of the coin, the other side would be: Other things being equal, firms that do not pursue multi-domestic strategy will not favor low-control entry modes.The value of such construct is that it gives a more robust base for empirical testing. Each proposition is set to analyze the validity of each factor within the whole unified framework, so its validity remains to be tested empirically. Review the methodology adopted by this paper and make your comment on its appropriateness. This paper is a theoretical construct based upon the works of others with the addition of new factors, it does not apply specific methodological tools for testing its validity. In terms of epistemological value, the theory is constructed in the same fashion as Falsificationism (Popper? ) would propose because the validity of the theory that was accepted previously was put into question by the authors and therefore they provided a new set of hypothesis that should accommodate more accurately to reality than Transaction Costs theory. To discuss the appropriateness of such construct without empirical evidence would be to begin an epistemological debate about the validity of theories and their validity into describing â€Å"Truth†. If it were me who wrote the paper I would have not done a theoretical construct without any experimental study about its validity. I believe that? why some of the authors (specifically Hwan) wrote another paper a couple of years later were with the use of surveys they tried to analyze the validity of such constructs. Methodologically speaking, I believe that is a much more fruitful contribution to science than providing list of propositions that may or may not be of use. Discuss briefly what contributions this thesis has made to the theory of international entry mode choice. The biggest contribution of this paper was th e search of different factors that could explain the decision of mode of entry for the internationalization process of a company.Previous studies at the moment had already identified a diversity of variables that influence the entry mode decision decision, and the authors grouped them into one of two categories: environmental or transaction specific factors. Furthermore, according to the theoretical constructs of the time, the studies of the factors had an underlying assumption that each entry decision is made in isolation and is driven essentially by efficiency considerations at the level of the individual entrant or subsidiary unit.This paper made a case directed towards establishing the importance of a third group of factors: global strategic, namely the strategic relationship it envisages between its operations across borders, in reaching its entry mode decision. For a business manager who is in such internationalization process, this theoretical construct can provide him a road map to which variables he/she should pay attention to in order to make the decision of entry.In my opinion, managers tend to first see how other companies enter the market in their initial stages and see if that would be a viable choice and such â€Å"contextual† approach is not included in the factors. What do you think of the limitation of this thesis? The biggest limitation of any theoretical construct is that it remains just a theory and not be applicable. That? s why I took it upon me to see if someone had tried to prove or deny the Eclectic Theory. The results of that search are shown in section three of this paper.Empirical evidence 2 years after the publication of Hill et al. Eclectic Theory, one of the co-writers, Peter Hwang along with W. Chan Kim published the paper: â€Å"Global Strategy and Multinationals? Entry Mode Choice†. The main objective of the paper was to provide empirical tests to the propositions made by the Eclectic Theory. They used a survey f rom ninety-six multinational managers and had a fundamental result that an express incorporation of global strategic variables into an analysis of the entry mode decision is warranted. DataThe survey was a mail questionnaire composed of four parts: modes of entry, global strategic factors, environmental factors, and transaction-specific factors. It was distributed to 629 U. S. based MNE, mostly from the manufacturing sector and targeted senior-level management. 137 questionnaires were returned (22% response rate), of which 41 were disregarded because of incomplete answers. Another 18 were disregarded because respondents provided a positive response to the control question of whether government regulations imposed restrictions on the mode options available.The respondents operations were geographically wide with 25 located in Asia Pacific, 17 in South America, 25 in Europe, 16 in North America, 4 in Africa and 9 in the Middle East. One big methodological problem to measure the validi ty of the propositions is that such variables are not easy to measure. This translates that the nine key variables recognized to influence the focal decision of foreign entry mode are linked to the empirical world only through indicators.Moreover, they appear to be wide-ranging, multifaced constructs. As such, psychometric measurement based on multiple items rather than a single-item proxy seemed a more fitting approach [Peter 1979; Fomnell 1982; Churchill 1979], and was used in the analyses. I personally believe that psychometric variables do not fully reflect the necessary information, but that is just because I am biased towards more robust statistical data and believe that what people think they know is not actually what they know.Continuing with the questionnaire, the respondents were asked to evaluate the foreign venture under discussion across each of these items on a 7-point Likert-type scale. After data collection, an iterative procedure was employed to refine the set of in dicators for each construct. The item-to-total correlation, i. e. , the correlation between the score of each indicator and the total score of those indicators used to capture each construct, was then examined. Following the steps suggested by Nunnally [1978], those indicators with a low correlation with the total score (i. e. , r

Lazy youth

Teenagers can exhibit a variety of â€Å"lazy† behavior that makes parents scratch their heads in frustration. One common behavior that afflicts many adolescents is a lack of motivation. While some parents may brand this as laziness, there can be several reasons why a teenager Is not accomplishing goals and tackling life with gusto. Learned Helplessness Dirty dishes clutter a bedroom, dirty laundry piles up in the bathroom and school projects are left undone.While all this smacks of laziness, you may have conditioned your teenager to wait for you to step in to take over and fix situations. If so, you may be dealing with a case of â€Å"learned helplessness,† according to Debbie Plncus. a licensed mental health counselor with the Empowering Parents website. Every time you do something for your teen that she could do for herself, you create an unhealthy situation that enables laziness. Step back and Insist your child assume responsibility for the activities and situations she can handle.Procrastination If your standard operating procedure involves taking care of business weeks prior to due dates, your teens procrastination may drive you to distraction. Teenagers often ut off assignments and duties until the last minute, according to Fairmont State university's college readiness program. The inactivity associated with procrastination can exhibit Itself as laziness. A teenager may put off responsibilities because he feels overwhelmed or disorganized. Offer to help organize his schedule to make life more manageable.Provide encouragement and positive feedback when you notice timely efforts to complete assignments, too. Priorities It's not unusual for parents and teenagers to have vastly different priorities, says Kimberly Greder, associate professor and family life extension specialist with Iowa State University. Doing the dishes and taking out the trash are probably high on your list of priorities, while hanging out with friends and going to school spo rting events are high on your teenager's list.The difference in priorities may seem like laziness, but a little extra communication will probably resolve any issues. Make specific rules and chores for your teenager and attach specific consequences when your teen does not perform them or does a poor Job. Expect that your teenager will need a lot of reminders. stay Involved and monitor your teen's compliance closely. If she doesn't omplete chores, follow through with consequences to teach responsibility. If she does complete chores, provide lots of positive feedback to encourage similar behavior.Depression A teenager can appear lazy and sluggish on the outside when very dfferent things are happening on the inside. If you notice symptoms including poor school performance, withdrawal from social contact, sadness, lack of energy and motivation, excessive sleep or suicidal thoughts, your teenager may be experiencing depression, t Of2 accor01ng to Bran01e J . carwlle wlt Psychology. Get yo ur child professional help if you notice these symptoms for more than two weeks.

Conflicts and disputes on commercial projects Essay

Conflicts and disputes on commercial projects - Essay Example The business deal is characterised by a choice to close the deal or walk away from it and on the other side a contractual agreement is entered into out of shear necessity. Contractual agreements have no option of walking away from hence senior managers should be aware of this fact before appending their signatures on the dotted lines. Even if a project and its distribution of work is better defined and the parties are better prepared and even if the contract is better drafted there still will be changes that give rise to disagreements between parties. In any commercial project, there will be unforeseeable changes that will require to be handled by the parties in a commercial manner. Hence there is need for an effective way of handling such disagreements for the project to be completed on time and with satisfactory results for the parties involved (Altfeld, 2010, p. 3-7). The presence of attitudes and aspects such as confrontation, problem solving, compromising, smoothing and withdraw al could all be applied by a strong facilitator to solve conflicts between team members. Leaders need to understand that most conflicts, in fact, contribute enormously to the experience and well performance of a team and for that reason must be regarded as constructive elements of multi-framework as long as the conflict is managed properly and channelled by a facilitator. Facilitation helps others to voice their views comfortably and avoid power and personality conflicts, (Spiess & Felding, 2008, p.407) According to Lowe and Leiringer, (2006, p.264) disputes and conflicts on projects or contracts are unpleasant and unavoidable at the same time as they divert valuable resources from the overall aim, which must be completion on time, on budget and to the quality specified to other unnecessary tasks such as dispute or conflict negotiations. In addition, they generally cost money and take time to solve, and they can destroy relationships which may have taken years to develop. Conflict i n part of western societies and idioms; to use the academic jargon, there is a western dialect argument idiom. Conflict can be said to be a part of dynamic capitalism and an integral part of commercialism conflict in the current commercial world. It can as well be seen as the functional and necessary part and its management is seen where the emphasis is on the axiom that it must be in the interest of all the parties to avoid disputes by managing conflict in such a way that disputes do not arise as this is sometimes described as dispute avoidance. The understanding of a dispute on the other hand it is important as it can be said to only develop when conflict is not or cannot be managed. A dispute can be described as the unnecessary or dysfunctional element that brings about a diversion of resources from the real goal in terms of settling unnecessary scores. During dispute resolution, there must be occasions where the parties have legitimate disputes and that the techniques of dispute resolution are employed to bring about the conclusion or resolution of the dispute. Commercial management needs to recognise both conflict management and dispute resolution and hence have a different approach in addressing each of them. There has been strong evidence for the ability of commercial banks to signal their strong conflicts through their organisational structure. Contrary to the impression in the congressional hearings, the potential for conflict of interest was not something that was discovered among commercial banks the day after the 1929 crash of the stock market. Some bankers were well aware of the problem even in the middle decade, before the market heated up. The farmers’

Critically examine the steps that have been taken in the EU to create Coursework

Critically examine the steps that have been taken in the EU to create a single market for banking institutions (until the year 2001). Have they been successful - Coursework Example It does not prearrange or presuppose suggestions that either Coalition party may make in the future for modifications both to the EU and to the balance of competences. Replies to the Call for Evidence, and proof from appropriate public literature, propose that in the areas covered the balance of competences, as planned in the EU Treaties, are largely suitable, but are often weakened by poor policy-making. For the balance to be completely applicable in the yet to come times, the EU ought to assume noteworthy reorganization of the current EU policy-making structure and procedures, take a more balanced method to legislation in all sub-sectors, and give better thought to the code of conduct in the subsidiarity in retail market sectors. This is reinforced by proof that: Entree to the single market in financial services and the Free Movement of Capital offers substantial paybacks for the UK financial services industry and for clients – a number of industry shareholders stressed the UK’s access to the Single Market as a motive to localize in the UK and claimed that more development of the Single Market would bring supplementary profits (Klein & Giovanni, 2005). There are, nevertheless, substantial flaws in the EU’s existing approach to coordination and policy-making – investors reflected on the current policy-making structure to have been insufficient for the type, volume and pace of legislation experienced in the last five years, and the value of meetings, impact assessments and drafting of comprehensive guidelines to have not been adequately high (Michelle, 2007). Dedicated reorganization is required to guarantee the attainment of the Single Market and validate the current balance of competences – a majority of respondents supposed that a program of transformation is attainable and could spot-on mistakes on the current shortages, although extensive concerns

Library Research Assignment Essay Example | Topics and Well Written Essays - 750 words

Library Research Assignment - Essay Example Using this business model, the company can sell its products to the customers present in different parts of the world. An appropriate business model is one of the key necessities in upgrading a company to the world of e-commerce. Benefits of the Website for the Company E-Business means running a business using internet technologies in order to improve the level of profits, as well as to expand the business. In today’s world of competition, it has become the need of every retailer to have online presence to increase the level of sales. In this regard, website plays the role of the most important player as it is the main way to make people aware of the products and services being offered by the company. As Holub (2005) asserts, â€Å"one of the easiest ways to help your business gain more exposure and potential customers is to have a professionally developed website† (p. 1). Our company, A to Z Laptops, will also make use of a website for marketing purposes. The company w ill have an attractive website which will be placed on the most famous search engines, such as, Yahoo and Google in order to be searchable for general users in a convenient manner. The website will perform all key business operations that include marketing, sales, customer support, and internal communications. The website will also reduce the need of having a physical location for trading. A perfectly designed and user-friendly website will provide a lot of benefits to A to Z Laptops. Some of these benefits include increased volume of sales through attracting more customers, improved and efficient customer service, increased business credibility, and reduced business operating cost. Benefits of Internet for the Company Some of the main benefits of internet for A to Z Laptops include internet marketing to enable the business reach international markets, online communication system to serve customers’ queries, and email system to improve customer service. A to Z Laptops can use many methods to sell its services to the customers. Some of the most popular ways include classified ads, internet marketing, selling through company’s website, and email marketing. Online ads and promotions hold a key place in internet marketing. A to Z Laptops can use promotion techniques and ads placed over famous websites and search engines to make people aware of the products of the company. The company can also make use of emails as a direct marketing tool. As Williams (2012) states, â€Å"e-mail marketing is the oldest method to reach the prospects and maintain goodwill in the market† (p. 1). The company’s officials can use emails to send relationship-building and personalized messages to the targeted population. A major benefit of direct marketing is that it reduces marketing costs (Ojha, 2012). The company cal also use social networking websites to improve the process of socialization and increase public awareness about new technologies. Such websites are a great way to reach a large number of people (Hawkins, 2012). Functional Specifications The key electronic business processes of A to Z Laptops will include internet marketing, electronic processing of order, and electronic customer service. We will establish our contacts with the online suppliers of the computer accessories and laptops to ensure provision of items to customers on the due date and time. We will put a link in the

Implication of Bad Managerial Ethics in Enron Term Paper

Implication of Bad Managerial Ethics in Enron - Term Paper Example On the other hand, the failure of a business venture can be attributed to upholding unethical values such as deception and complacency. Ethics can be understood well by paying special attention to the Enron scandal. This paper discusses the implications of unethical practice. It begins by bringing out the unethical practices that occurred at Enron and the implications. To begin with, the Enron scam, unearthed in 2001, eventually caused the collapse of Enron, an Energy Corporation based in the United States and the complete closure of an accounting and re-organization firm called Arthur Andersen. Apart from being the mega insolvency reorganization in the history of the United States during that time, Enron was also regarded as the huge audit failure. Enron problems owe their origin to Jeffrey Skilling, who created a group of executives that used accounting loopholes, specific purpose entities and negative financial reporting to hide huge amount of dollars in the form of debts that cam e from scrupulous deals as well as projects (Swartz & Sherron, 2004). Chief Financial Manager Andrew Fastow together with other managers not only confused Enron’s management board and accounts committee on highly vulnerable accounting practices, but also forced Andersen to overlook the issues (Collins, 2006). Shareholders lost eleven billion dollars (Schein, 2005), when the price of stocks at Enron that had gained a peak of ninety dollars per share as of mid 2000, dropped by less than one dollar by the close of 2001.The United States Securities and Commission of Exchange started an inquiry, and rival competitor from Houston, Dynergy wanted to buy the firm at a subsidized price. The deal collapsed, and in2001, Enron petitioned for insolvency under chapter eleven of the US Bankruptcy Law (Cruver, 2003). Furthermore, the implication was that many managers at Enron Corporation were arrested for a several charges and later put behind bars. The auditor at Enron, Arthur Andersen, wa s proven guilty by a District Court in the US. However, when the decision was rescinded by the United States Supreme Court, the firm had lost many customers. Workers and shareholders got limited returns from lawsuits, despite forfeiting billions in form of pensions as well as stock prices. As a result of the scam, new rules and laws were passed to increase the validity of financial communication for public firms. The unethical events that took place at Enron included embracing a culture which regarded innovation coupled with unlimited ambition to be vital factors that produced good returns within a short time. However, this theory focused on the short term aspect rather than long term whereby achieving maximum profits becomes cumbersome. This forces employees to bend the rules until the limitations of ethics are ignored in the quest for success (Toffler & Jennifer, 2004). It is worth noting that Enron enjoyed a lot of success initially by raking in a lot of earnings as well as cash flows. Therefore, in order to maintain this trend they resorted to join a faulty network of partnerships and also employed questionable auditing procedures. Enron managers thought that it was the best path for the organization. The crucial question that comes out of this initiative is whether it was ethical for the executives to pursue that course. In my view, it can be said that to some extent it was given the fact that the company realized a lot of earnings. However, to a large extent the behavior depicted by the executives of Enron constituted the highest violation of ethical values since it is responsible for the collapse of Enron. In addition, my

Explain how to determine the credibility of sources of information Essay

Explain how to determine the credibility of sources of information including institutions, organizations, agencies, periodicals, and other resources - Essay Example As it has been observed, the real strength of a student’s writing rests in large part on the quality of research informing his or her argument (Engle, 17). It is thus important to recognize the types of resources used for instance peer and non peer reviewed articles. Peer reviewed articles refer to those articles read by subject experts before being published in a journal (Engle, 22). These articles need to pass through the review process as a way of ensuring that the published articles exhibit the highest quality in their fields. On the other hand, non peer reviewed articles are those articles that have not been revised by an expert or passed through the review process (Engle, 24). There are a few differences that exist between peer reviewed articles and non peer reviewed articles for instance, while peer reviewed articles are closely checked to ensure they are correct unlike non peer reviewed articles. Additionally, peer reviewed articles are given more authority as compared to non peer reviewed articles. Peer reviewed articles hold under scrutiny of one’s peers, who are considered experts in similar fields. Non peer reviewed articles allows for any type of information to get out into the media, especially onto the internet, without bei ng scrutinized (Engle, 27). Considering the fact that a lot of non peer reviewed information passes through to the media, especially periodicals and magazines, it is important to determine the credibility of sources of information. There are various ways in which one can determine the credibility of sources for instance checking the domain name or the home page. A person can also look for who the author of the particular article is, and ensure whether or not they can find out about that individual or organization (Engle, 29). It is also important to determine the type of site one is considering, for instance; if

How successful has David Cameron been at keeping the Conservative Essay

How successful has David Cameron been at keeping the Conservative Party united since 2010 - Essay Example David Cameron and Liberal Democrat leader, Nick Clegg claimed that their actions were of necessity due to the spiraling national debt. As of 2013, Conservative party was the largest single party in House of Commons with its 303 members and still the largest party in local government with 9,391 Councilors. The party is the most powerful in United Kingdom and largest British party in the European Parliament since it has 25 Members of the European Parliament (Quinn, 2012). The strength of the party is also demonstrated by the fact that it is the third largest party in Scottish Parliament and second largest party in Welsh Parliament. Conservative party internal divisions have been evident on the UK’s relationship with the EU, but David Cameron has used various methods to manage intra-party divisions and unify the party leaders (Beckett, 2012, para 3). Some unifying techniques include policy compromise, referendum pledges, and low-cost dissent. Thesis statement: David Cameron has s uccessfully kept the Conservative party united since 2010. ... At the same time, Cameron is geared at ensuring stable Afghanistan and ultimate withdrawal of British troops by 2015 (Cole & Deighan, 2012). David Cameron has been able to get Britain back to work through creating more than 1 million employment opportunities since he became the Prime Minister in 2010. The government policies have led to more than 1.5 million apprenticeships and more than 2,000 families have been accepted to buy homes using mortgages each month. Conservative party has managed to slash down the top income tax rate to 45 percent from 50 percent and there are plans to lower it further to 40 percent. David Cameron is committed to party’s economic policies reducing public spending order to control budget deficit through merging or abolishing some public bodies and removing barriers to job creation (Kulahci, 2012). The number of UK businesses has reached a record high to 4.9 million and the government is committed to helping the businesses create more jobs through cu tting National Insurance for each business by 2,000 pounds and Prompt Payment Code for supplies of small businesses to bigger firms. According to Hart & Carr (2013), David Cameron has dealt with the issue of same-sex marriage that presented possible splits by seeking labour votes in Parliament in order to defeat a legislation that was aimed at introducing same-sex marriages. The opposition of same-sex marriages is not entirely based on the ethical grounds raised during the debate since the benchmark voting record on the issue is consistent thus highlighting remarkable consistent and unity of the party towards the issue (McNaught, 2012). David Cameron has successfully managed the issue of referendum on Scottish independence through offering

Encyclopedia Britannica Inc Essay Example for Free

Encyclopedia Britannica Inc Essay By the time Britannica’s top management decided to stop producing bound sets of the iconic encyclopedia, the company had made sweeping changes to put itself at the forefront of the online education market. ne year ago, my announcement that Encyclopà ¦dia Britannica would cease producing bound volumes sent ripples through the media world. Despite the vast migration of information from ink and paper to bits and screens, it seemed remarkable that a set of books published for almost a quarter of a millennium would go out of print. But in our Chicago offices this wasn’t an occasion to mourn. In fact, our employees held a party the day of the announcement, celebrating the fact that Britannica was still a growing and viable company. They ate the print set—in the form of a cake that pictured the 32-volume, 129-pound encyclopedia. They displayed 244 silver balloons—one for each year the encyclopedia had been in print. They toasted the departure of an old friend with champagne and the dawning of a new era with determination. We had no need for a wake because we weren’t grieving. We had known for some time that this day was coming. Given how little revenue the print set generated, and given that we had long ago shifted to a digital-first editorial process, the bound volumes had become a distraction and a chore to put together. They could no longer hold the vast amount of information our March 2013 Harvard Business Review 2 This article is made available to you with compliments of Jorge Cauz. Further posting, copying or distributing is copyright infringement. How I Did It Britannica Then and Now customers demanded or be kept as up-todate as today’s users expect. The reaction to our announcement was interesting and varied. Some people were shocked. On Twitter, one person wrote, â€Å"I’m sorry I was unfaithful to you, Encyclopedia Britannica, Wikipedia was just there, and convenient, it meant nothing. Please, come back!† Of course, we didn’t need to come back, because we hadn’t gone away and weren’t about to. But although most people seemed to know what was happening, some misunderstood. Commentators intimated that we had â€Å"yielded† to the internet. In fact, the internet enabled us to reinvent ourselves and open new channels of business. Reports cited Wikipedia as a disruptive force. In fact, Wikipedia helped us sharpen our business strategy. Our content model was dismissed as â€Å"vintage,† but it is actually anything but: We update our content continually, with community input, reaching tens of millions of people every day—and they pay for it. I relished the irony. If you relied on free, gossipy online channels to understand why we were ending the print edition, you got what you paid for: some jokes, some inaccurate observations about the state of our business, and maybe a 20% chance of seeing â€Å"Encyclopà ¦dia Britannica† spelled correctly. You may not have learned that by the time we stopped publishing the print set, its sales represented only about 1% of our business, that we have an increasingly significant presence in the K–12 digital learning space, and that we’re as profitable now as we’ve ever been. Whatever ripples the announcement may have made, from a business perspective the decision itself was a nonevent. It was just the final phase of a carefully planned strategic transition that had been 35 years in the making.

The Overpowering Nature of Nurture

The Overpowering Nature of Nurture Our first impressions are generated by our experiences and our environment, which means that we can change our first impressions by changing the experiences that comprise those impressions. (Gladwell, 2005, p.97). We are, to a certain extent, the person we are, but the reality is that for reasons unknown to us, there are just certain people with which we do not click. It may be ground into our genes or it may have been structured into our thoughts and beliefs by the environment. The same goes for our own first impressions. We are naturally going to look a certain way or have a certain talent that gets peoples attention, but we still have the ability to change, at least partially, the first impression we show other people. There is no doubt that genetics determine a part of who we are as individuals, but nature is not the key component when considering who we become, since, as humans, we, through our social experiences and moral development, are constantly being shaped by the world in which we are surrounded. Every person is born into this world an individual and it is those initial seconds and minutes after we are born that show the importance nature. Jensen (2005) states, All humans are unique because of both prenatal differences and postnatal experiences (p.113). Our prenatal differences are significant because they determine our genes and the way our brain and body form. For example, both my parents have blue eyes and I also have blue eyes. I was also not born with any diseases or addictions because my mother took good care of her body when she was pregnant with me. My dad and my siblings have been diagnosed with ADD in the last couple years. While I have not been diagnosed, I do believe that I have it as well, at least at a minimal level or at a level Ive learned to control naturally over the years. All of these factors are things that I have no control over; they are what nature has put together for me in my biological make-up. Another biological factor that many people consider is intelligence. According to Gladwell (2008), some people are born with a high level of analytical intelligence which is the type of intelligence measured by I.Q. tests. Oddly, enough, intelligence has a threshold (Gladwell, 2008, p.80). Therefore, despite the amount of intelligence a person is born with, the rest of that persons intelligence, the intelligence that allows us have things like street smarts, is actually learned; it is at this point that the value of nurture comes into play. Nurture is critical when considering the person we each become. After all, our moral development and social experiences are interlinked and both impact the way things turn out for us and various points in our lives. According to Carol Gilligan and Lawrence Kohlberg, moral development happens in a variety of stages. The stage someone actually progresses to will then vary depending on the experiences and opportunities provided. Kohlbergs Theory of Moral Development has six stages and I feel that I am currently between level three and five on his scale, probably depending on the situation (Crain, 1985). In terms of the Heinz dilemma, I agree that the wife should be saved even if it means going against the law to do it. I also know that if I were the druggist, I would not want the death of the wife on my conscious, knowing I could save her. The theory Carol Gilligan created involves three stages, of which I feel I have, in most situations, progressed to the final stage of post-convention al (Hurst, 2013). Interestingly enough, I would credit my higher level of morality to a combination of a religious upbringing, a traditional family life, having to endure the death of my mom, and a sound confidence in myself. It is these social experiences that have helped me understand that while it is important for me to take care of myself, it is also important to consider the needs of others. This understanding of ones own moral development is a contributing factor for the level of success a person can achieve in addition to their social experiences. Malcolm Gladwell emphasizes the influence of an individuals social experiences and upbringing or cultural environments; he states, the values of the world we inhabit and the people we surround ourselves with have a profound effect on who we are and shape the patterns of our achievement in ways we cannot begin to imagine (2008, p.11, 19). My level of responsibility for myself and my family, the supportive environment of friends and family I possessed growing up, and the way I was taught to handle various situations have all affected me in where Ive ended up and how I am today. In agreement with Gladwell (2008), Trish Nicholls, who studied the theories of Lev Vygotsky, states, Culture provides the basic orientations that stucture the behavioural environment of the self (1998, par.10). I am lucky enough to say that I do feel successful at this point in my life, but without the culture I was and am currently surrounded by, I dont believe I would have been able to achieve what I have so far. For example, if my parents did not value higher education and travel, and were not veterans, my years after high school may have been significantly different. I would not have had college paid for by the government and I may not have chosen to spend the money I made working traveling. Without the travel opportunities presented to me at my university, I would not value the things I have or see the world with a global perspective. I also would probably not have as much drive to improve our education system because I wouldnt have had any recognition of how it could be better or what else exists in the world. Vygotsky discusses a zone of proximal development that describes each person as having the potential for greatness, but he also emphasizes why scaffolding and our environment ar e so critical in helping a person become great (Nicholls, 1998). All in all, our social experiences and the nurturing that takes place in our life do affect who we become. It is commonly known that life and who a person becomes is the product of the decisions and path taken along the way. Gladwell (2008) describes successful people in the following way, It is not the brightest who succeed [nature]à ¢Ã¢â€š ¬Ã‚ ¦Nor is success simply the sum of the decisions and efforts we make on our own behalf. It is, rather, a gift. Outliers are those who have been given opportunities-and who have had the strength and presence of mind to seize them [nurture] (p.267). A large part of the decisions a person makes in their life relates directly to his/her moral development and the experiences he/she has. The reality, though, is that talent, a high I.Q. or the presentation of fantastic opportunities is simply not enough; people must take a combination of everything they are given and use what they know to perfect their first impression of who they really are. After all, we only have one first impression to give. References Crain, W. C. (1985). Theories of Development (pp. 118-136). N.p.: Prentice-Hall. Retrieved from http://faculty.plts.edu/gpence/html/kohlberg.htm Gladwell, M. (2005). Blink. New York, NY: Little, Brown and Company. Gladwell, M. (2008). Outliers. New York, NY: Back Bay Books. Hurst, M. (2013). Carol gilligans theory of moral development. In Education Portal. Retrieved March 20, 2014, from http://education-portal.com/academy/lesson/carol-gilligans-theory-of-moral-development.html#lesson Jensen, E. (2005). Teaching with the brain in mind (2nd ed.). Alexandria, VA: ASCD. Nicholl, T. (1998). Vygotsky. In Mathematics education: Constructivism: Vygotsky and the internet. Retrieved March 17, 2014, from http://www.massey.ac.nz/~alock/virtual/trishvyg.htm

Foucaults Theories of Autocrats: Management Application

Foucaults Theories of Autocrats: Management Application In Discipline and Punish (1977) Foucault comments that a stupid despot may constrain his slaves with iron chains; but a true politician binds them even more strongly with the chains of their own ideas. How is this comment relevant for a discussion of work in contemporary organisations? French philosopher, Foucaults analysis and ideas are equally used in the contemporary management of companies and organisations. In this essay, I will analyse how his ideas in relation to the changes in the western can be used in the contemporary management of institutions and other managerial positions. Throughout the essay, the research will majorly focus on how autocrats treat their slaves by subjecting them to iron chains. Enchaining by the iron would, in this case, mean how the current leaders and managers subject their juniors to duties and implementation of policies and strategies that were not agreed upon by the employees without considering their contributions towards the formulation od the duties, therefore, considered as imposed by the leaders and managers. Equally, this essay will also evaluate how true politicians, competent and good managers, binds their junior in the chains of their ideas., The chains of their ideas would be taken to refer to either the policies, strat egies and terms and conditions that are passed upon the agreement of all the stakeholders or the ideas that would be proposed to the firm by the junior employees. Michel Foucault in his Discipline and Punish book used the term despot to refer to a person who dictates how things would be done without taking into account the contributions of his or her subjects. A despot, in this case, is more than just a dictator, rather, a person who does not respect the opinions of others. In his context, Foucault posited his ideas in relation to his analysis of mechanical and social changes that were behind the changes that were posed to the Western disciplinary system majorly based on the historical French documents that were accessed (Foucault, 1977). His analysis was majorly based in the hospital, school, camps and prisons through an in-depth evaluation of how torture, punishment, imprisonment and discipline. In his evaluation, the concept of torture is subjected to the suspects in two ways; one of the major incidents where torture was applied was during the process of investigating the suspect. During the investigation, the suspect was subjected to tortu re. Inflicting torture to the suspects compelled him or her to provide evidence. In case, torture failed to compel the suspect to produce evidence ascertaining his or her guilty; innocence was pronounced. The second incident where torture was applied was during the punishment of a crime offender with the aim of correcting him or her (Foucault, 1977). To begin with, in the contemporary organisational management, despotic leadership is bound to reduce the organisations productivity. In the operation of an organisation, an autocratic manager may not have strategic ideas and insights on how to manage the organisation (Howard, 2007). The employees under him or her may have these strategic ideas on how to operate the organisation in a manner that would increase the productivity and therefore, growth in the long run. To the disadvantage of the firms growth and productivity, the despotic manager does not take into consideration the proposals of the junior employees, in fact, he or she discourages them from challenging his ideas at all costs. As a result, he or she imposes the ideas and proposals to his or her junior employees for implementation regardless of the consideration of the impacts, both positive and negative; they would pose to the firm (Howard, 2007). The failure of the manager to count on the ideas and the opinions of the jun ior members of staff may amounts to the implementation of wrong strategies on account that they are not subjected to scrutiny by the implementation team. For instance, for a marketing organisation, the manager may impose old-fashioned marketing ideas for implementation by the junior employees. Based on the fact that the strategies were not subject to questioning or assessment by the necessary stakeholder, the junior members of staff would implement the imposed strategy which would serve no purpose for the firm. The manager should put into consideration the emerging trends in management, such as a rise of technology. His junior members of staff may be conversant with the technology-based ideas. Thus, their contribution would be beneficial to the organisation. As commented by Foucault, a stupid despot who, in this case, refer to an autocratic manager constrains his slaves in iron chains. In this case, imposing foreign ideas to the team of implementation without their stake in deciding on which strategy serves better for the organisations goals and objectives would be likened by the act of constraining the slaves in iron chains which, they have no knowledge on how to unchain themselves. Constraining the slaves into iron chains would serve no better reason for the despot because they iron chain would weaken their effort and ability towards serving their master. Second, autocratic management lowers the morale of the employees in the organisation. In this case, there are two types of employees. To begin with, the employees who are ready and willing to conform to the directives issued or imposed by the management. To this type of employees, it does not matter how beneficial the policies or strategies may be to the firm, therefore; they are loyal to the organisation regardless of the direction of may be taking concerning growth. The second type of employees are the employees who are concerned with the operations of the firm. Despite working for pay, these types of employees are concerned about the impacts of the strategies that are imposed by the management may pose to the organisation. Therefore, in a situation where the management has proposed strategies that may hurt the reputation and the performance of the organisation, they would challenge the strategies and propose the alternative strategies that would help the organisation regarding inc reasing the productivity and the growth of the firm. In the context of an autocratic leadership, the concerned employees would try to challenge the policies and strategies to the management and perhaps propose the alternative following their analysis of the situation. As usual, a dictatorial manager would reject their challenge and proposal and in fact, discourage them from challenging his or her in the future (Depaul, 2008). In some cases, the manager may issue sacking or dismissal threats to them. In such a case, the concerned employees morale would be lowered. In some cases, they may even resign to seek a better workplaces that would appreciate their contribution to the firm through encouraging their opinions whether challenging or supporting the proposed strategies. Working with the employees whose morale is lowered by the organisational culture significantly reduces the productivity and the reputation of the firm. Employees whose morale is low would have no motivation of workin g towards the organisational goals and objectives, rather, they would only conform to the imposed strategies (Depaul, 2008). In this case, the employee with low morale would be working for the organisation just because they need to earn a living. As commented by the Foucault, a stupid despot enchains his slaves to the iron chains which serves him to his disadvantage. The slaves are likely to be demotivated in serving their master, owing to the harsh working conditions. Third, as commented by Foucault, a stupid despot enchains his or her slaves to the iron chains. In this case, the slaves are not encouraged to make a proposal on the best ways of enchaining. Communication is thus, is a one-way type in disseminating information. In the contemporary organisational management. The employees and the employer are two important stakeholders that determine the success of the firm. The communication between the two levels ensures that the employees are presented with a platform to air their feedback towards the policies or strategies proposed to them by the management. In the context of a dictatorial management, communication is in a one-way structure. Communication applies only when the manager wants to impose or to give directives to the junior employees. The structure of communication, does not allow the employees to give their feeling, opinions, and feedbacks towards the implementation of the strategies that have been proposed and mostly, the feedback th at may appear to challenge the decision made by the management. Therefore, the management loses touch with the junior level or management (Tatnall Davey, 2015). The management may never learn about the negative impacts of the strategies and possible occurrence of a failure in the management in the future. In case, the employees may need to something from the management as an additional requirement for the implementation of the policy or strategy; the management may appear either reluctant or directly reject the request. There lacks a mutual relationship between the employees and the management. Instead, the organisation faces a power relation problem that in, this case, skewed towards the management. Unfortunately, the management works towards discouraging a possible equilibrium of the power relation between the two levels. In the long run, the organisation is bound to perpetually suffer from management challenges and perhaps a collapse in the future resulting from perpetual losses . Contrary to a stupid despot, Foucault commented on how a true politician should behave. In his comment, he posited that a true politician binds his slaves more strongly with the chains that come with their ideas. In this case, enchaining the slaves in their ideas would contemporarily mean managing the slaves, according to the management and ideas that they propose. Instead of grilling them with iron chains, a true politician should enchain them with their ideas to ensure that they are beneficial to him. Logically, if one manage people according to their ideas, despite being their boss, he or she will benefit from their labour owing to the increment in their morale based on the appreciation of their ideas in managing various situations. Therefore, both the organisation and the employees would equally benefit. Managing people according to their ideas reduces the communication gap. Through managing the people according to their proposals and ideas in the contemporary organisational management, the organisational manager creates a working environment that encourages the contributions of the employees at any point in the course of management (Iqbal, Anwar Haider, 2015). Therefore, the employees feel free with the management to contribute their ideas in the firm management whether it opposes or supports the strategies proposes by the management. Logically, the proposals may not necessarily be the best in the organisational management regardless of the position of the proposer. The reduction of the communication gap thus, creates a platform that encourages the discussions from all the stakeholder on what is the best for the firm (Tatnall Davey, 2015). The input of all the stakeholders is likely to come up with the best strategy that would ensure organisational growth and increase the reputati on and the productivity of the firm. Additionally, the reduction of the communication gap creates a platform where all the employees can easily communicate with their manager regardless of their job position. In this case, the management levels would easily learn about the challenges that are faced by the junior level employees, thus, resolving them as soon as they arise. Managing employees in the context of the organisational management, according to their ideas and opinions is, hence, beneficial for the organisational growth. Similarly, the management that appreciates the contribution of all employees in an organisation significantly reduces the employee turnover. In an organisation, most employees despite working with the aim of earning a living, they also work to develop their career (Valcour, 2014). An organisation that appreciates the contributions of the employees regardless of their position at the organisation motivates the employees towards working to develop their careers. Employees would feel motivated if the organisation has implemented his idea as part of the solution to a certain problem or as a strategy to maximise their output and minimising the inputs. In the long run, appreciating the contributions of the employees and the act of involving them in making critical decisions for the organisation enables them develop loyalty towards their employer. For an employee who has been hardworking and has been contributing positively regarding the strategy, formulation may be promoted from one job po sition to another. In this regard, the employees will have advanced his careers at the firm. The loyalty reduces the extents of employees resigning and dismissals due to a mutual relationship between the two levels of operation. Notably, managing the employees in their ideas creates a concept of teamwork. One of the ideas in which organisations should strive to achieve is the culture of teamwork. Through teamwork, the organisation is in a position to solve complex managerial situations. Through teamwork, the employees can combine their knowledge, skills, techniques regardless of their positions in the organisation and come up with the best strategy that would enable the organisation to solve the problems that are faced. In the context where management encourages works within the principles of democracy, employee develop loyalty towards the organisation; therefore, they are ready to work with other employees regardless of their level in the rank of job positions to contribute to the ultimate success of the organisation (Rosen, 2014). Unlike in the management context where the manager has the final say, the democratic organisational management encourages the employees to contribute to the ideas to the manageme nt or hold discussions within themselves or together with the levels of management to come up with the best ways of managing certain situations. It should be noted that in the context of a dictatorial leadership, there is often a cycle of a dictatorial level of management. For instance, most of the levels of management receive directives from the senior management for implementation. Therefore, even if the junior level employees who are expected to implement that strategy report negative impacts to their immediate boss, he or she cannot report back to the senior manager because he or she would not take the challenge. Therefore, organisational management should encourage democratic leadership that creates an enabling environment for teamwork. In conclusion, as commented by Foucault, a stupid despot who, in this case, is the organisational manager enchains his slaves with the iron chains, therefore, barring them from serving him efficiently. On the other hand, a true politician chains his or her employees with their ideas and opinions which, hence mean that he manages them according to their ideas. In the contemporary organisational management, there are two types of organisational leader just as posited by Foucault in his stupid despots and true politicians analogy. The two types of organisational managers are dictatorial and democratic. Majorly, democratic management is advantageous to dictatorial management. Through democratic management, the employees are empowered to make their contributions to the management on how they believe the firm would achieve the goals and objectives. In this case, the management creates a platform of contribution, therefore, it is an inclusive type of management. Dictatorial management, on t he other hand, is a scenario where one man runs the show. Most of the employees are discouraged from making their contributions which to a larger extents affects their morale negatively, thus, reducing the productivity of the organisation in the long run. (Word count:2502) References (Sr), B. H., 2007. A Study of Teacher-perceived Differences in the Leadership Styles of African-American and Caucasian Principals. 2nd ed. ProQuest: Michigan. DePaul, V. C., 2008. Creating the Intrapreneur: The Search for Leadership Excellence. 1st ed. Texas: BookPros, LLC. Foucault, M., 1977. Discipline and Punish. 2nd ed. New York: Vintage Books. N, I. N, A. S. . H., 2015. Effect of Leadership Style on Employee Performance. Arabian J Bus Manag Review open access journal, 5( 5 à ¢Ã¢â€š ¬Ã‚ ¢ 1000146), pp. 1-6. Rosen, N., 2014. Teamwork and the Bottom Line: Groups Make A Difference. 1st ed. Abingdon-on-Thames: Psychology Press. Tatnall, A. Davey, B., 2015. Reflections on the History of Computers in Education: Early Use of Computers and Teaching about Computing in Schools. 1st ed. Berlin: Springer Science and Business management. Valcour, M., 2014. If Youre Not Helping People Develop, Youre Not Management Material. [Online] Available at: https://hbr.org/2014/01/if-youre-not-helping-people-develop-youre-not-management-material[Accessed 22 March 2017]. Richard Kuklinski: The Iceman Richard Kuklinski: The Iceman INTRODUCTION At 7:00 he his awoke by the sound of his alarm clock. It was time to get his children ready for school. Richard Kuklinski walks down the staircase and sees his lovely family around the kitchen table. He kisses his wife Barbara on the check and continues to say good morning to his three children Merrick, Christin, and Dwayne. After getting ready, he drops his children off at their prestigious private schools and is off to work. To an outsider, it may seem that Richard has always lived an ordinary life. But little did they know, he was a deadly and notorious murderer. He thought of killing as a hobby and had absolutely no remorse for the horrible and cruel deaths he caused. II. FACTUAL BACKGROUND A. Early Life Richard had a horrific childhood. He was born at 222 Third Street in Jersey City, New Jersey, to a Polish family and was destined to live a hard and lonely life. His family was poor and highly dysfunctional. His father, Stanley Kuklinski, was a horrible, abusive father that Richard would only grow to hate. His mother, Anna, had no emotional attachment to any of her children at all. Violence was a daily occurrence in the Kuklinski household. Stanley would beat Anna and her children until they bled, and the gangs of the neighborhood were always causing fights with Richard. When Richard was just five years old, Stanley beat his older brother, Florian, to death. Richard vowed that he would one day kill his father and make him suffer the way he had suffered his whole life. Richard’s life was an uphill battle as he grew older. He was constantly teased at school and beaten up by boys in the town. He was forced to steal for food and many nights he went to bed hungry. He began stealing cars at the age of thirteen and found his only joy in life by reading crime magazines that he stole weekly. Inside, he was very lonely and grew up never knowing what love and friendship really meant. He was constantly tormented by a gang called â€Å"the project boys† and never had the courage to fight back, till one day when the fire in his eyes took over. Richard decided to go for the head of the gang, Charley Lane. He hated Charley almost as much as he hated his father and decided to grab a bat and hunt him down. When Richard finally found Charley he struck him in the head without hesitation. He went down like a ton of bricks and Richard became nervous. He checked for a pulse and there was none. He decided to throw Charley’s dead body in a pond under the Pulaski Skyway. Richard had killed for the first time at age thirteen. He felt powerful and invincible. He realized he liked killing. B. The Coming Up Roses Richard then developed vicious pastimes. He took great joy in the killing of animals. He would tie two cat’s tails together and hang them over a telephone wire and watch them claw each other to death. He also liked to put stray cats in the incinerator and watch them burn to death. A strong rage grew inside Richard and he yearned to kill more and more. He went from a weak, little boy to a dangerous man in just a few days. Richard was very eager to fight and often picked violent fights with men in bars. He was dangerous, willing to stab or beat anyone in his way. Word spread about his fearlessness and a gang called the Coming Up Roses was looking to invite him in. Richard gladly accepted and the five boys began to terrorize the city’s streets. The second man Richard killed was a cop named Doyle. He was very rowdy and a â€Å"loud-mouth,† Richard’s two least favorite qualities. The two men began fighting and Richard decided to leave the bar and wait for Doyle outside. Richard unnoticeably followed him to his car, where Doyle passed out drunk. This was Richard’s golden opportunity. He bought a quart of gasoline and poured in all over the car. Then, he lit a match from a safe distance and threw it on Doyle’s lap. Richard laughed as the car exploded and Doyle burned to death. The police investigated Doyle’s murder but found no suspects. The Coming Up Roses gang began committing more and more crimes and had accumulated a variety of guns, knives, and explosives. They began to receive attention from the De Cavalcantes, the most notorious mob family in New Jersey. A â€Å"made man† in the family, Carmine Genovese (also known as ‘Meatball’) decided to approach the gang. He had them over for dinner and asked them if they would be interested in killing a man for him. The gang agreed and gang member John Wheeler decided to be the gunman. The gang drove to Lincoln Park where the mark lived and saw him getting into his car. When it was time to shoot John became nervous and froze. Richard immediately took the gun and shot the mark in the head, driving away as if nothing happened. Meatball was impressed and began to give the gang a lot of work. They received a lot of money and began killing more and more. Richard decided to move out of his mother’s house and live with his new girlfriend Linda. Richard had grown to become very handsome and was towering over six feet tall. Linda was twenty five years old and liked Richard until he began beating her. Then she just began to fear him. Richard began to love killing people and the idea of â€Å"being able to decide when a man’s life ends.† He would walk through Manhattan and shoot the homeless men for fun. He killed them brutally: knives jammed into the brain, slitting the throat, tying a rope around their neck and hanging them off of his shoulder as if he was a tree. The police never suspected him of anything, and thought these bums were just killing each other. Richard was now a serial killer at only eighteen years old. One day, Albert Parenti, another made man in the mob and a friend of Carmine Genovese, approached Richard. He told him that two of his gang members, John Wheeler and Jack Dubrowsi, held up a mafia poker game and now had to die. He wanted Richard to do the job. Richard knew if he did not kill his two friends he would be killed himself, so he accepted the job and killed his two best friends. Linda became pregnant and Richard decided to marry her at City Hall, but Richard knew he did not love her. He had no emotional attachment to her or their child at all. Though he continued to commit various crimes, Richard’s business was slow. His boss, Genovese, was sent to jail and Richard was forced to search for new contracts. He contemplated killing his father, but Richard says â€Å"he could never find him.† On strange detail in all of Richard’s killings was that he would take any contract except killing a woman or a child. He said that â€Å"anyone who does doesn’t deserve to live.† III. KUKLINSKI’S KILLINGS A. A Contract Killer After he was released from jail, Genovese became Richard’s mentor. Richard was now a genuine mafia contract killer, making a living by killing â€Å"marks† for the mafia. Genovese gave him many brutal jobs and paid Richard to commit several murders. His first few killings from Genovese included a man in Chicago named Anthony De Peti for not being on time with his payments, a Cop named Jim O’Brian for tricking Richard into delivering heroine, and a mob boss named Arthur De Gillio. Genovese also asked for some special requests during the killings, for example, he specifically told Richard that after killing Arthur De Gillio he must â€Å"take all of his credit cards and shove them up his a**.† He was also told to break bones one by one to ensure the most pain in the victims. Richard’s killing empire expanded and he became affiliated with other mob families, such as the Ponti family from New Jersey, and the New York crime families. Because of his Polish ancestry, he was never able to become a made man in he mob, so he worked as an independent contact killer for all mob families. He was well-connected through Genovese and was raking in the money. Until one day, Genovese was shot. The murder remained unsolved and Richard was left to fend for himself. B. Barbara The contracts were no longer â€Å"rolling in† and he was forced to take a job at a trucking company. There, he met Barbara Pedrici, a beautiful Italian woman. She was 18 years old and Richard was now 26. They began talking and their boss became angry, knowing Richard was dangerous. He decided to fire him to protect Barbara. Unfortunately, his plan backfired. Richard asked Barbara out on a date and immediately fell in love with her, but he was still married to Linda. Fond of Richard, Barbara was angry that he was still married and he decided to get a divorce. They began seeing each other everyday and Barbara began feeling trapped by their relationship. Richard became violent and she was too afraid to break-up with him because she thought he would kill her. She soon became pregnant and Richard and Barbara married. Barbara knew he was violent but had no idea of his many brutal killings. He deiced to try and stay away from crime, in order to protect his family. But for Richard, this proved too difficult. Barbara’s uncle gave Richard a job in film lab, where he began pirating videos and eventually got into the pornography industry. He teamed up with his co-workers Paul Rothenburg and Anthony Argrila, who were supposedly â€Å"connected† to the mob. Richard owed them a lot of money and it didn’t seem as if he would pay it back soon. Argrila and Rothenburg became angry and decided to call their friend Roy DeMeo. Roy DeMeo was a â€Å"murder machine† and a picciotto in the Gambino crime family. C. Roy DeMeo One August day in 1973, DeMeo found Richard and confronted him about the money he owed his two partners. Richard, unaware of who DeMeo was and his mafia connections, gave him an attitude and told him to mind his own business. DeMeo left and returned minutes later with his â€Å"killing team,† Joe Guglielmo, Anthony Senter, and Joey Testa. Richard was surrounded with guns pointing at his head. He was armed of course but knew these men were for real. If he killed them, the mafia would kill him and his family. The four men knocked Richard down almost to a state of unconsciousness. Richard said, â€Å"they beat me good, but I knew if I fought back they’d kill me in an instant, so I just took it.† DeMeo realized Richard had a gun and admired that he didn’t use it. He took it as a sign of respect and courage. DeMeo and Richard talked over dinner at the Gemini Lounge in Brooklyn, a popular mafia hotspot. Both apologized and DeMeo said he would like to do business with Richard. In essence, this event was Richard’s rebirth. He was able to quit his job at the film lab and survive on killing. He was making up to $40,000 for each mark he murdered. He would also enjoy making them suffer before their death and being able to kill them up close, so he could see the look in their eyes as they died. DeMeo and Richard were a murder dream team and they made the leader of the Gambino family, Paul Castellano, very happy. Paul also promoted DeMeo to a sgarrista, and gave him more and more power in the family. As DeMeo’s premiere killer, this in turn gave Richard more power. His deaths were notorious in the mafia families, and his methods of killing were brilliant and gruesome. He always knew where to hide the bodies and was never a suspect in any case. By this time, Richard had three children: Merrick, Christian, and Dwayne. No one knew about his business and he was well liked around the neighborhood. He seemed like an ordinary family man that would never hurt a fly. In most of the murders he committed, Richard never even knew the victims name. He only knew one thing – that they must die, and this was a good enough reason for Richard. Some of his most famous murders were: Richard Hoffman, Gary Smith, Paul Rothenburg, and Henry Marino. He also started to use poison to kill his victims and always carried around his favorite poison with him, cyanide. Through his business, Richard met another contract killer, Robert Pronge. Richard said, â€Å"The two most dangerous men I ever met in my life were Roy DeMeo and Bob Pronge. Pronge was a complete psychopath. At least Roy had some semblance of being normal, but Pronge was way out there†¦dangerous beyond belief far more dangerous than Roy.† Robert Pronge drove a Mister Softee truck, which according to Richard was â€Å"purely brilliant.† They became good friends and acted as if they had known each other for years. Together, they came up with diabolical ways of committing murders and making their victims suffer. This led Richard to his next murder. He had stalked the mark for weeks and finally attacked. He used a tazer gun and then continued to tie his hands and feet. He took the man and headed to the woods in Bucks County, Pennsylvania. He took the mark to a cave filled with vicious rats and secured him to the floor. He took his knife out of his sock and began to cut his face, arms, and legs – just enough for the rats to smell the blood. Richard set up a video camera and left as if nothing ever happened. Two days later he returned to the cave and saw only stained leaves where the man was. He picked up his video camera and watched the video. He saw the rats flock to the victim and cover his entire body. He watched them rip off his flesh and eat them alive. He felt no remorse for the victim and decided to take the tape to DeMeo and the DeCavalcante captain who had ordered the job. They loved it and praised Richard for his work. They told him â€Å"if he was Italian they would sponsor him [to be inducted into the mafia] in a minute.† D. â€Å"The Bigger They Are, The Harder They Fall† Shortly After, Richard received the most important murder contract of his life – the killing of Carmine Galante, the head of the Bonanno family. He was â€Å"out of control† and killed nine Genovese sggaristas. Every mafia family plotted and worked together to plan his downfall. DeMeo knew this would be a great opportunity for himself and Richard so he made sure the plot was flawless. Of course, everything went perfectly as planned and Galante had two bullets in his head thanks to Richard. This infamous murder introduced Richard to more and more connections. He was now receiving contracts from Sammy â€Å"the Bull† Gravano, underboss of the Gambino family and original friend to John Gotti. Gravano now had a special piece of work to do and he knew Richard Kuklinski was the man for the job. They met in a small parking lot and Gravano told him the mark’s name was Peter Calabro from Saddle River, New Jersey. For Richard this was just another day another job and he completed the murder successfully on March 14, 1980. Afterwards, Richard found out Peter was cop and never trusted Gravano again. Richard became well respected in the Gambino family and became friends with the Gotti family. On March 18, John Gotti’s youngest son, Frank, was killed by a car driven by John Favara. Nervous, John kept driving and went to his home shocked and afraid. He knew his life was now over. He had just dug his own grave. Richard, the Gotti family, and a few other accomplices were sent to capture Favara and tortured him to death. They then stuffed his dead body into a Fifty-five gallon drum. IV. THE POLICE INVESTIGATION A. The Iceman Richard longed to create his own mafia and started his own breaking and entering gang. His partners consisted of Al Rinke, Gary Smith, Danny Deppner, and Percy House. This gang became a very important part of Richard’s life and ultimately would help cause his downfall. With the help of his gang, Richard received his nickname – The Iceman. Richard called his only life-long friend Phil Solimene to help him with murder of Louis Masgay. He had come up with the brilliant plan of freezing the body to slow the decomposition. By preserving the body it would then be impossible to trace back to the actual time of death. Solimene and Richard took his body and dumped it in an ice cold well in North Bergen. Though this seemed like a normal murder to Richard, it would have severe consequences. Solimemene had a big mouth and told Richard’s gang about the murder. They in turn told their wives and friends who told their wives and friends. Richard’s secrets had finally leaked out after almost 40 years. Pat Kane was a young state trooper and was deeply devoted to his new job. He was honest, forthright, and willing to put anyone behind bars who deserved it. In October of 1982, his boss called him to his office. There were over a hundred burglaries in northern New Jersey and one burglar in the gang had been captured. It was now Kane’s job to talk to him and see if his information is true. The captured burglar was Al Rinke, and he gladly named all of his accomplices in order to save himself. He told them his accomplices were Danny, Deppner, Gary Smith, Percy House, and Big Rich. He was not sure of Richard’s last name and did not know where he lived. Richard had always made it a point to keep all of his information a secret. Kane asked Rink to point out all the homes they robbed and Rinke willingly obeyed. By the end of their conversation, Kane had completed an indictment with 153 charges against the gang members. He watched the homes of Deppner and Smith but they had never returned. He realized this hunt for the gang would be very difficult and devoted all his time to finding them. Meanwhile, Richard was still doing well. He had completed fifteen murder contracts in the last month and his record was still as clear as crystal. He bough a garage-warehouse in North Bergen and an entire truckload of fifty-five gallon drums to store his victims. He started dismembering the bodies and tearing them apart at the joints. He liked this method and enjoyed leaving traces of a body all around New Jersey.