Stages of Development Essay Example for Free

Stages of Development Essay Thus, he or she is â€Å"challenged† to identify which skills he or she lacks to reflect upon how to improve his or her thinking †¢ Stage Three: The Beginning Thinker wherein the individual is already taking steps to improve upon and understand his or her thinking. He or she is aware that improving his or her thinking is not just a necessity but a commitment †¢ Stage Four: The Practicing Thinker wherein the individual is not only taking the necessary steps to create a systematic way of thinking but he or she also criticizes if indeed the system is working. Self-reflection becomes a habit for the practicing thinker. †¢ Stage Five: The Advanced Thinker wherein the acquired system of thinking starts to pay off for the individual, gaining for him or her a deeper understanding of problems and better insight on the difference of egocentic and sociocentric thought †¢ Stage Six: The Master Thinker wherein the individual now has a fully integrated system of understanding and monitoring of thinking, that critical thinking is now intuitive. Master thinkers not only practice but are actively seeking ways to improve their thinking, exhibiting a deep commitment to the development of their consciousness Comparing the characteristics of each stage to his experiences, the writer concludes that he is at the Stage Three of Development Thinking. Since the writer has been exposed to different situations, people and philosphies, he is in the stage of seeking out his own system of thinking. Like a sift under a steady stream of sand, the writer opens himself up to a myriad of opinions, concepts and philosophies and tries to apply different aspects of these into his own consciousness. The Evolution of I I would like to think of myself as a rational thinker. In decision making, I seldom rush into actions without first analyzing each aspect of the problem at hand. I give weight to opinions, treating them as important factors in my reflections. However, I have the tendency to overthink things. My mind is sometimes deluged with so much advice and points of view that I sometimes lose my own thinking about issues. When this happens, I usually end up pleasing all sides and almost always regretting the decision. I have tried to create my own system of thinking which will aid me in decision making. My academic experience has been a rich source of these different systems since I am exposed to a myriad of individuals, each with his or her own unique thinking. In converstaions with friends, I would always probe their own systems of thinking in the hope of finding useful strategies to further my own system. One of the most common strategies that I have discovered is the technique of listing down the strengths and weaknesses or the pros and cons of each decision. I have adopted this technique and it is in this frame that I usually tackle problems. Although I have found it time consuming, listing down the differences between decisions gives me a clearer picture of their consequences. One instance of my application of this technique also happened in school. I was given a choice between which group to join for a final project in an English class. I could either join a group where the members were most of my friends or another group where all the members were merely acquiantances. My first reaction was to go with my friends since I was sure that I would enjoy doing the project. However, my subconscious implored me not to be rash and that was when I applied the pros and cons technique.

Was the Irish Civil War a ?natural? conclusion to the events of previou

Was the Irish Civil War a ‘natural’ conclusion to the events of previous years?   Ã‚  Ã‚  Ã‚  Ã‚  Some historians will say that the Civil War was a ‘natural’ conclusion to the activities of the previous year others will disagree. This essay will take the line that yes; the civil war was a natural and inevitable conclusion to the Anglo-Irish difficulties. In order to understand why the Civil War came about one must first understand how it came about by studying the actions of the previous years, the War of Independence and the Anglo-Irish Treaty. Then it is necessary to look at the feelings of the opposing sides of the Civil War. Finally one must look at history itself and compare the Irish War of Independence and the Civil War with similar cases. Once all steps have been taken the ultimate aim of this essay is to prove that the Civil War was a ‘natural’ conclusion to the previous years.   Ã‚  Ã‚  Ã‚  Ã‚  The War of Independence (WOI) was fought between the years 1918 and 1921 and ‘was mainly limited to Dublin and the province of Munster, and the IRA victories were few and far between’ . Ireland had forgotten about its aspirations for Home Rule and was now looking for a more drastic form of Independence. The war had its origins in the formation of unilaterally created independent Irish parliament, called Dà ¡il Éireann, formed by the majority of MPs elected in Irish constituencies in the Irish (UK) general election, 1918. This parliament, known as the First Dà ¡il, and its ministry, called the Aireacht declared Irish independence. The Dà ¡il knew that ‘England’s difficulty (was) Ireland’s opportunity’ and ceized the day. After the failed rebelion of 1916 public sympathies slowly but surely swung to the millitant IRA (and Sinn Fein).   Ã‚  Ã‚  Ã‚  Ã‚  By 1921 the WOI was a cause of British anxiety and embarressment an d something had to be done. Once the Ulster province had been calmed by the Government of Ireland Act in 1920, the Lloyd George turned to its Nationalist neighbour. A Sinn Fein delegation, including Michael Collins and Arthur Grifith was sent to Westminster to negotiate the Anglo-Irish Treaty. It is important to note that President DeValera was not present. It is very possible that he knew there would have to be some comprimise made and he didn’t want to make it. After heated discusions and debates the delegation w... ...jority of cases where there is Revolution there is Civil War.   Ã‚  Ã‚  Ã‚  Ã‚   As we see with history, it was almost inevitable that Ireland would experience civil war once she achieved ‘independence’. However, it was not just the history of other countries which dictated this, but also her own. When one person dies they leave behind a hundred mourners. As we can see by the strong words of Mary MacSweeny many of the families of Irish ‘martyrs’ wanted to see their deaths avenged. This was a strong force behind the Civil War and saw it as a ‘natural’ conclusion to previous years. There were also many rifts within the IRA prior to the Treaty and once they had no common enemy they were prone to fight themselves. With all this evidence pointing to the Civil War’s ‘natural’ occurrence it is hard to see how it could not have happened.   Ã‚  Ã‚  Ã‚  Ã‚   Bibliography Litton, Helen, The Irish Civil War: An Illustrated History, (Dublin, 1995). Purdon, Edward, The Civil War1922-1023, (Cork, 200). Townshend, Charles, Ireland: The 20th Century, (London, 1998) WEB: http://www.answers.com/topic/irish-civil-war http://en.wikipedia.org/wiki/Irish_War_of_Independence

Canon strategic analysis case study Essay

This report examines the competitive strategy that enabled the â€Å"camera company from Japan†1 not only to break down the monopoly enjoyed by Xerox in the copier business in the 1970s but also to grow into a highly diversified, multi-product and multinational premier company. Specifically, the report considers (1) the competitive strategy of Canon (2) the major resources and capabilities of Canon (3) management of the development and transfer of capabilities throughout the organisation (4) Canon’s strategic perspective (5) is Canon successful? (6) conclusion and key learning points Competitive strategy The dominant generic competitive strategy adopted by Canon is differentiation. The company deployed its technological capabilities and know-how in fine optics, precision mechanics, microelectronics and fine chemicals to develop innovative and state-of-the-art products, which were of better quality than those of its competitors. These products resulted mainly from the strong, decentralised research facilities of the company and the incredible ability of its engineers to convert research findings to new products and technological innovation. Although Canon succeeded in manufacturing products at low cost, it did not deliberately compete on the basis of low price. The quality of its products combined with significant amount of marketing and deliberate brand development efforts have established a sound reputation for Canon in the market and these underlie the competitive advantage of Canon. Resources and capabilities The major resources of Canon are as follows: (1) Financial capacity: product innovation and attendant growth in sales and profits enabled provided Canon with the finance required for additional research and product development which resulted in further increases in revenue in a virtuous cycle. (ii) Decentralised R&D and new product development: in addition to the company’s main research centre which supports state-of-the-art research in optics, electronics, new materials and information technology, each product division has development centres (manned by its own R&D personnel) where 80% to 90% of the company’s patentable inventions are discovered. Three corporate research centres are responsible for applying the research findings to new products development. The company also introduced programmes to reduce the time for taking new technology to market by 50%. Innovative products provide the company with competitive advantage through new sales and patents, which serve as entry barriers to competitors. (iii) Marketing expertise: the strength of Canon’s marketing expertise derived from an effective product introduction strategy, a strong dealer network, large advertising spend and brand development. New products are first introduced in the home market before they are sold overseas in order to enable the learning and experience from the home market to be transferred to international markets. Even then, new products are only introduced into the market through proven, existing channels, to minimise the risk of failure. The Company also built up a strong dealer network which supported both sales and service of copiers. Dealers had to complete a service training course before they are allowed to sell copiers. Canon regards dealers as a vital asset through which it is able to understand and respond to customers’ needs on a timely basis. Brand development efforts are undertaken through advertising, corporate sponsorship and a deliberate effort to only associate unique and qua lity products with the brand. This was demonstrated when Canon decided not to market the inferior CPC technology licensed from RCA under the Canon name. (iv) Partnerships and joint venture relationships: despite Canons strong technological capability, it acknowledges that it has neither the resources nor the time to develop all the technologies needed for its products. This resulted in the development of strategic alliances and joint ventures in  Europe and in the US, with companies such as CPF Deutsch, Eastman Kodak and Texas Instruments. These relationships were not only sources of required technology, they also served as strategic tool for market development for the company’s products and for mitigating foreign trade tensions. (v) High quality, low cost manufacturing: Canon has a philosophy of producing quality products at the lowest cost. Strong emphasis is placed on inventory management, waste reduction, material and production planning. Continuous improvement in productivity was achieved through automation and innovative process improvement. The commonality of parts between adjacent copier models also contributed to low cost of manufacturing due to standardisation. High quality, low cost manufacturing combined with premium prices provide Canon with an opportunity to earn good margins. (vi) Highly motivated work-force: employees are held in high regard at Canon. This was applicable to both business unit managers as well as production line workers. The business unit managers were empowered to act as surrogate CEO of their units and to make quick business decisions. A number of initiatives were implemented to motivate production workers. These include the â€Å"stop and fix it† programme (which empowers any employee to stop the production line if he or she believes there is a quality problem), responsibility for maintenance of own machine and on-line feedback on quality and production targets. The level of motivation was reflected in the suggestion programme implemented by the company which resulted in more than 70 suggestions per employee per year, with a 90% implementation rate of suggestions offered. These resulted in significant corporate savings relative to the cost of the programme. (vii) Visionary leadership: the company’s president, Mr. Kaku, was a very effective and visionary leader. He introduced the diversification drive, corporate entrepreneurship and was very focused on the long term direction of the company. (viii) Suppliers relationship: the long-term relationship developed with suppliers enabled the company to outsource the manufacturing of over 80% of copier parts to suppliers. (ix) Long-term approach: Canon always takes a long term view when making management or strategic decisions. This was demonstrated for instance when the company developed the bubble jet printers which was capable of cannibalising its well established laser jet printer. This approach enabled a consistent and focused implementation of strategic choices rather than short term panic reaction to crisis and challenges. These resources and capabilities are extremely important for Canon’s competitive advantage over its competitors. Management of development and transfer of capabilities throughout the organisation As Canon grew into a multi-product, multinational corporation, the company’s management took the following steps to ensure the continued development and transfer of capabilities throughout the organisation: (i) Implementation of independent entrepreneurial business units: independent operating units were created for cameras, office equipment and optical instruments. The business units were empowered to act on their own but were given clear profitability targets and highly ambitious growth objectives. (ii) Functional committees: three functional committees were established by management to oversee the company-wide administration of new technology and product development, manufacturing and marketing. These committees were chaired by members of Canon’s management committee, which gives them the ability to ensure consistency and communicate improvements throughout the organisation and into the different business units. (iii) Development of a global information system: Canon developed the GINGA system to interconnect all parts of the organisation into a global database to facilitate the timely flow of information among managers in all the company’s locations around the world. Canon’s efficient vertical communications structure with a lateral one will facilitate direct information exchange among managers across businesses, countries, and functions1. Strategic perspective The strategic perspective of Canon has traditionally been inside-out orientated. The company had a product focus whereby it deploys its technological capabilities to develop a diverse range of products, which it then markets on the strength of its brand through a wide range of dealer network and direct sales channel. The advantage of this method for a company like Canon is that it is able to leverage its expertise to develop a wide range of unique products. The costs associated with such developments would relatively be lower as it leverages on existing capabilities. The experience gained in the use of the underlying technology should result in high quality products. There is however the potential danger that the company may be unaware of changing trends and requirements in the market and therefore be unable to respond swiftly, giving competitors an advantage. It would appear however that Canon’s strategy is not exclusively inside-out, but has some elements of market focus. The development of the personal copier market for instance was based on an identified need in the market, with a clear description of the features of the product that would meet the need. This was clearly base on an outside-in approach. In addition, one of the major reasons that Canon values its dealer network is because it enables that company to understand and respond to customers needs. Diversification into the computer industry Based on the capabilities of Canon in the early 1990s, the company should have a good chance of doing well if it focused on the computer industry for the following reasons: (i) The company has demonstrated a strong ability to develop new technological innovations on the back of its existing technologies. With its  expertise in electronics, optics, fine chemicals and semi-conductors, Canon has the potential to develop quality computer systems that will compete favourably in the market. (ii) Canon already has a well-established brand name in home and office automation products through its range of copiers, facsimiles, electronic typewriters, laser printers and word processing equipment. The company will probably succeed in linking these discrete products into a multifunctional system. With the quality associated with the brand, its strong dealer network and direct selling experience, the market is very likely to give such a system a chance. (iii) Canon has also demonstrated the ability to buy in technology through its strategic alliances. This capability, with its low cost, high quality manufacturing should enable Canon to develop competitive computer systems. Apart from computers, the company should consider products that can utilise the company’s existing technological capabilities and dealer networks, such as DVD, televisions and similar products. Is Canon successful? From a variety of perspectives, Canon can indeed be regarded as successful. It effectively damaged the dominance of Xerox over the copier market, developing its market shares during the period. It also successfully diversified from being a camera company into a multinational, multi product company offering a range of high quality products to its global customers. The Canon brand name is well respected across the globe. Financially, the company recorded consistent growth in sales and profits over the review period. A review of the company’s financial statements from 1998 to 2002 showed that Canon has continued to grow its turnover and net income. Conclusion and key learning points (i) Resource based approach: Canon’s success was largely driven by the  company’s ability to utilise its core competences to develop innovative products as a means of gaining competitive advantage. (ii) Continuous learning and innovation: Canon demonstrated the benefits of continuous learning. As it succeeded with the AE-1 camera, its researchers and engineers further developed new expertise in microelectronics (to produce the electronic calculator), the new process (for copiers), cartridge based technology (for the personal copier and later the desktop printer) etc. These enabled the company to diversify its range of products; which was one of the reasons for its growth and success. (iii) Strategic value of partnerships and joint ventures: Canon effectively used these for acquiring technologies, developing markets, mitigating foreign trade tensions and reducing costs. (iv) Corporate level strategy: as the company developed into a multi-product and multinational corporation, the corporate level strategy remained the vehicle through which the global organisation was managed and integrated. (v) Strong monopolies can be broken: with over 93% market share in the 1970s and a brand name that was synonymous with copying, it would appear that the positional advantage of Xerox was unassailable. Canon demonstrated that such monopolies (when not imposed by government) can be broken through the introduction of innovative and quality products. By introducing the personal copier, the company also demonstrated the potential impact of one firm to completely change an industry.

Hamlet in Comparison to the Lion King Essay - 1255 Words

Many literary works can be compared due to vast amounts of similarities between theme and characters; Hamlet and the Lion King are two literary works in which character and theme are surprisingly similar throughout each work. The Lion King is thought to be just an animated children’s film, however, it is in fact a modern translation of Shakespeare’s Hamlet. The main characters in the Lion King are definite parallels to those in Hamlet. Along with the main characters and plot details, the stories were similar in the representation of the secondary characters. Heres my little secret, I killed Mufasa.† The theme in Hamlet can be compared to the Walt Disney movie The Lion King. Hamlet and Simba are betrayed by their uncles whom murder their†¦show more content†¦At the beginning of the film the camera angle looks up towards him, the lights shine on young Simba; the importance of his birth is immense, although Simba may be oblivious to the fact at the time. Ano ther parallel is the fact that both Simba and Hamlet at one stage wish to be dead. When Timon and Pumbaa find him, they believe Simba to be dead when they first find him. He is not – but wishes to be. The same could be said about Hamlet when he questions his life – â€Å"To be, or not to be†. Like Hamlet, Simba tends to need to be on his own to reflect. Hamlet and Simba are near perfect examples of tragic heroes. Both are tested to the extent of their inner strength and faith in the triumph of good. In comparison, Scar’s selfish character is similar to that of Claudius. Both Scar and Claudius have an unpleasant image. Scar is dark in colour, skinny, with long black nails and green evil eyes. The eyes represent jealousy, greed, and envy. Both characters are â€Å"thinly veiled† and scheme to destroy people they dislike. In the opening scene of the Lion King, Mufasa confronts his brother Scar. â€Å"Don’t turn your back on me!† Mufasa stops Scar with a warning. Scar shoots back – â€Å"No, perhaps you shouldn’t turn your back on me!† This is a veiled threat on the king’s life. Because the king is never introduced in Hamlet, the audience is left to wonder whether the king had any notice that his brother wanted him dead. However there is aShow MoreRelatedComparison of Hamlet and the Lion King991 Words   |  4 PagesIn The Lion King, Minkoff and Allers present a clear difference between good and evil, whereas Shakespeare’s depiction of good and evil character in Hamlet is not so clear. The characters in The Lion King are categorised almost immediately in the orientation of the film, with the image of the characters giving the audience a clear picture of who the suspected betrayer is. However in the play Hamlet it’s a lot more difficult to label the characters as good or evil, the audience cannot be certainRead MoreComparison of Hamlet, the Lion King, Rosencrantz and Guil denstern740 Words   |  3 PagesIn both Hamlet and The Lion King, the uncle kills the king. 2. Both Hamlet and Simba are the rightful heirs. 3. Both Hamlet and Simba have a love interest. 4. Both Hamlet and Simba are royalty. 5. In both Hamlet and The Lion King, the dead fathers make appearances. Simba’s father appears from heaven and looks down on him while Hamlet’s father appears as a ghost. 6. The kings in both Hamlet and The Lion King were virtuous. 7. The uncles in both Hamlet and The Lion King are notRead MoreLion King and Hamlet - Compare and Contrast1038 Words   |  5 PagesBetween The Lion King and Hamlet As innocent and young the Disney movie â€Å"The Lion King† may seem, it is, indeed, loosely based off of the renowned Shakespeare play â€Å"Hamlet†. It would seem strange to the typical audiences of each, but when looked at closer, it is seen that they are actually related underneath the youthful, animated surface of The Lion King. One of the main aspects that connects The Lion King and Hamlet is the characters. Simba and Hamlet are both princes of their kingdoms. Hamlet, a manRead MoreWalt Disneys The Lion King Essay1031 Words   |  5 Pagesarguably be the best animated feature of all time in The Lion King. With a moral base unlike most of the movies released at the time, TLK placed a childrens facade on a very serious story of responsibility and revenge. However, this theme is one of the oldest in history, and it is not the least apparent in one of the oldest works of literature by The Bard himself, William Shakespeare. The work that Disneys TLK parallels is none other than Hamlet: Prince of Denmark and the film shadow this work so closelyRead MoreSibling Rivalry And The Relationship Of Brothers939 Words   |  4 Pagesyears. Hamlet by William Shakespeare and Disney’s 1994 film â€Å"The Lion King† directed by Roger Allers share many parallels between the relationship of brothers, resulting for the seek of revenge and restored order to compare. Green with envy, Scar and Claudius result to murder to achieve victory in gaining power over the thrown. The comparison between Claudius and Cain are evident to portray revenge upon their brothers and later to be exiled With both king deaths, Mufasa and King Hamlet bring meaningRead MoreEssay on Comparing Shakespeares Hamlet and the Movie, The Lion King2183 Words   |  9 PagesComparing Shakespeares Hamlet and the Movie, The Lion King There is no doubt that todays entertainment has lost most of its touch with the more classical influences of its predecessors. However, in mid-1994, Walt Disney Pictures released what could arguably be the best animated feature of all time in The Lion King. With a moral base unlike most of the movies released at the time, TLK placed a childrens facade on a very serious story of responsibility and revenge. However, this theme is oneRead MoreWilliam Shakespeare s Julius Caesar1641 Words   |  7 Pagesnumerous omens: a severe thunderstorm, a bird of night screaming in a marketplace, and even a lion walking through the streets. EZ Shakespeare alludes to Julius Caesar, in order to highlight the importance of King Hamlet’s death and also foreshadow the discovery of betrayal. One of the reasons that Caesar was alluded to was to capture one of the themes of Hamlet: that everyone dies eventually. Like how King Hamlet was going to die eventually, Julius Caesar dies too. It is this realization that is a majorRead MoreComparative Analysis: Hamlet and the Lion King1828 Words   |  8 PagesComparative analysis: Hamlet and The Lion King Hamlet is a 1990 drama film based on a tragic play with the same name, written by William Shakespeare. On the other side The Lion King is an animated musical movie. Walt Disney Pictures released the movie in 1994. As the movie Hamlet, The Lion King was also influenced by Shakespeare’s play, Hamlet. Both the movies are about revenging the death of a cherished family member but in different ways. Since a long time the idea of revenge has existedRead MoreLion King vs. Hamlet2415 Words   |  10 Pagesand watch Hamlet!† A statement which might sound ludicrous at first, is in reality, more sensible than one might think. Since 1994, The Lion King has been a must-see film for children all around the world. Its 8.5 rating on IMDB lists it alongside of some of the greatest movies ever made. Children’s movies that were released around this time were all shallow and simplistic. The reason why The Lion King was so successful is because it was an unexpected and pleasant anomaly. The Lion King is a storyRead MoreHamlet Plot Analysis1651 Words   |  7 PagesExposition A. Who? †¢ Hamlet, Ophelia, Ghost, Francisco, Fortinbras, Reynaldo, Horatio, Claudius (king). B. When? †¢ This story took place in the 15th century specifically in Medieval times. C. Where? †¢ The story occurred in Denmark, specifically in Elsinore. D. Background information: †¢ Hamlet, seeks revenge in his uncle who had killed his father who was the king. The story involved Hamlet who seeks justice upon his father, then seeks the opportunity to claim