Nike Ethical Dilemma

Ethical dilemma is an issue involving moral principles with no right or wrong. There will always have debates on whether one matter is considered being right or to some people’s perspective, it might be wrong. Take for example in Singapore, many people will be against the idea of abortion as it is the same as murder. However, there are also some who are not against the idea. In fact, abortions were considered legal so long the pregnancy does not exceed 6 months.It actually depends on one’s conscience and moral to how they look at the matter. In this paper, the ethical issues we will be covering will be on Nike child labour. NIKE inc, a well-known brand in the market that specialize in sporting goods has been reported that the manufacturer engaged, were using children as labour from as young as 10 year of age. These children were for the making of sporting equipments such as soccer ball, shoes and clothes in Pakistan and Cambodia. Using children as labour were seemed mor ally wrong for many people.It is considered as exploitation of children as they were deprived of their educational and individual rights. However, in the eye of the developing countries, known as â€Å"third-world countries†, child labors were seen perfectly fine with various reasons behind their point of views. The main factor contributing to child labour was mainly due to the poverty face in these developing countries. These children worked so in order to earn money to support their families where parents do not earn enough to support the families (Catherine, 2010).Therefore, there are no doubt these children was not send to school for appropriate education. From the business point of views, is Nike wrong by engaging these manufacturers for the production of sporting products? Well, it depends. Firstly, strictly from business point of view, the manufacturer has an agreement with Nike. This means the manufacturer has to fulfill the amount of soccer balls to be ready for sale at an agreed time or within a time frame.Nike main concern was the final product, soccer ball, and had no wish to interfere or rather was unaware of the working situation in Pakistan In support of the unawareness of the labour, report have shown that one of the manufacturers such as Saga Sports was secretly outsourcing many balls to casual worker where sewing of these balls took place in their homes in which Nike were unaware of, thus, monitoring and keeping track of the labour situation be extremely difficult (Clark, 2006). Children ages were also easily forged since birth records do not exist in Pakistan. As such, Nike ight have employed them according to the information given to them which they assume is correct and real. From another point of view, Nike was actually providing job opportunities to the developing countries where their culture encourages children to start working as early as the age of 10 due to insufficient money earn from parents to support the families. In this point of view, Nike actually did a great help in term of improving the country poverty condition. I believe that the culture and the practices of child labour in Pakistan were present way before Nike was involved. Read also â€Å"Glengarry Glen Ross†Ã‚   by David MametSo, technically speaking, Nike was not wrong to employ this manufacturer as Nike could not and will not have control over these cultural issues. In this case, Nike does not have sufficient good reason to terminate the services of these manufacturers and therefore, Nike strictly were evaluating manufacturer based on their supply chain performance. All other issues such as the age group to use for labour, Nike technically speaking can choose not to interfere in the child labour issue even if it has the power or discretion to do so.Therefore, Nike does not seem to be morally wrong in the continuation of partnership with the manufacturer in Pakistan. Take a look from another perspective, Nike may be morally wrong for the partnership with these suppliers. As everyone is aware, children should be receiving proper education when they are young and not working. Nike action has not only tarnished their images but as well sending a message globally, in supporting the use of children as labour in these developing countries should Nike continue to engage these manufacturers.It is definitely an ethical dilemma in a business situation with the strong reasons on both sides on the employment of these manufacturers. Nike has to make a decision somehow. 2. Proposed Solution The proposed solution was to implement a manufacturer selection system where Nike could place emphasis on the labour selection, specifically, the age group. The purpose of the selection systems was to ensure that no children were to be use in these manufacturing factories.Terms and condition will be stated in the agreement contract where Nike has the rights to take legal action against manufacturer when contract were breach. Nike should also closely monitor the labour situation by conducting regular checks at factories so as to ensure that the standard sets were follow. Auditor and representative from Nike could conduct surprise check on these fact ories with goals to prevent or reduced manufacturer from deviating from the agreement on the labour requirement.Towards the extreme side, Nike has the right to terminate manufacturer that has repeatedly not adhere to the agreement signed. It 2006, Nike terminated one of the manufacturer in Pakistan namely, Saga Sports after a six month investigation revealed of the non-compliance of the labour standard and requirement set by Nike. With the various proposed solution and some measurements to take into consideration, Nike could definitely enjoy the benefit of outsourcing and at the same time not destroying the children bright futures.

How Does a Type of Media Shape the Future of a Given Society? Essay

Any communications mass medium has three primary functions: to inform, to educate and to influence. These primary functions contribute in shaping a given society. In the context of community organizing, there is a triad of an ideal society. In order to develop a society, there must be justice, participation, and empowerment. At the heart of the triad is human dignity. The triad depicts a development vision. It guides both the community organizers and the participants to mold and execute a collective action into shaping their society into an organized and influential community, based on justice, equality and mutual respect. Media can play a crucial role in the process of shaping a community, a society. The process of shaping is challenging and wide-ranging. In other words, there are many and varied hows. But, a society, must first determine its whys. Why should the people shape their community? The answers can also be varied but they all boil down to the essential characteristics of any given society. Every society evolves. Development goes along with the process of evolution. Once every member of a given society is deeply moved by the whys, s/he takes action. This action, or any action for that matter, is part of the hows. His/her action may involve the media. S/he can be informed, educated or influenced by the media. Media, one of the major sectors of society, can be both an independent body and a participant in the process of shaping. As the former, media has the watchdog responsibility. For the latter, media serves as a participant by transmitting relevant information that can move the members of a society into action. Media, then, is significant. Media organizations must embody the characteristics of beings the advocates of the people they serve. They are involved in business but the public and its interests must take precedence. The public, after all, is the main consumer of the information they transmit. Now, the danger comes if a media organization becomes corrupt. It becomes dangerous if it seeks to gain more profit than public accountability. On the brighter side, if the media organization is a genuine advocate for people empowerment, it uses its available technologies to provide the public with messages that correspond to the thrusts toward development. For instance, TV remains to be the most consumed medium because far more than appealing to the sense of sight and sound, it affects emotions. Emotions are powerful. A person may be roused to anger. Anger about his/her current situation, stricken with poverty and injustice. This anger can fuel his/her desire to do something about his/her situation. Another danger, thought, is what kind of action will he/she take? Will the action be moral or immoral? Legal or illegal? The power of TV in affecting emotions of its viewers can help in shaping the society. To illustrate, here is a given and realistic scenario. The seat of the Philippine government is in Manila. Some people even call it the Imperial Manila. But what about the Filipinos from Visayas and Mindanao? At this point, media enters. It is media that informs, educates and influences the people beyond the territories of Imperial Manila. It is media that transmits information about governance and politics in and about Imperial Manila. Recently, there has been an on-going word war between Senator Juan Ponce Enrile and Senator Allan Peter Cayetano. This war is in Manila, but Filipinos outside Manila come to know about this war through the media. Filipinos, then, become divided on the issue. Some may be pro-Enrile, while some may be pro-Cayetano. Their emotions drive their opinions, as influenced by the media. Elections are fast-approaching. It will be on May 13, 2013. Through the media, every Filipino becomes introduced to political candidates without actually seeing them in the flesh. Media becomes their source in formulating their opinions. Their source may lead them to make their decisions. A Filipino from Cagayan de Oro City sees a lot of campaigns on TV. He notices one candidate because of the latter’s prominence brought about by millions-worth of TV airtime. The former is illiterate. After seeing on TV for so many time this â€Å"prominent† politician, he begins to feel comfortable. On May 13, 2013, he writes down the name of this candidate because this politician comes into his mind with a lot of ease, much thanks to TV.

Gun Control Research Paper Example | Topics and Well Written Essays - 1750 words - 3

Gun Control - Research Paper Example Many other American considered that viewpoint to stand in direct defiance of the 2nd Amendment, which guarantees a citizen’s right to bear arms. However, most Americans support a certain amount of gun control that does not prevent its citizens from gun ownership but can more effectively weed out those most likely to misuse or abuse the right. There are three areas most heavily debated concerning the issue of gun control; the focus being on how gun control influences and effects violent crime statistics, suicide rates, and finally the potential of â€Å"civil wars† or the encouragement of other civil uprisings. Human beings have always committed crimes against each other of one kind or another, were harmful to themselves, and were prone to armed rebellions since the beginnings of society. From wooden spears to sabers and swords, humanity has worked very hard at developing ways to fight and conquer others. The discovery of gun powder and the use of firearms it has only helped to perpetuate those historical traditions. Films like â€Å"Braveheart† and â€Å"Troy† have dramatized how bloody and extreme of the battles fought long before the modern era; the concept of hand guns and semi-automatic weaponry were not even a â€Å"twinkle† in the inventor’s eyes. However, guns may have changed how we fight, but not the reasons that we fought. They were committing acts of robbery and murder long before guns were invented. People who wanted to end their lives and found the means to do so long before guns were invented. People, most certainly, fought wars over civil issues, long before the invention of firearms (Borade 1). For this reason many experts feel that guns do not cause crimes to be committed. However, at the same time a gun gives wrong-doers an advantage over their victims when implemented. Violent crimes are being committed every few

The affect of the Sarbanes-Oxley Act on Housing and Urban Development Essay

The affect of the Sarbanes-Oxley Act on Housing and Urban Development (HUD) Audits - Essay Example It also called for public company accounting reform and investor protection act 2002. When the accounting scandals of reputed companies are made public, the companies stand to lose the trust of the people. A quasi public agency named as public company accounting oversight board (PCAOB) was established to prevent companies from getting into fraudulent activities. It also helped to conduct proper investigations in this regard. According to this act the public companies must disclose their internal account practices to make public their effectiveness. The independence of the auditor is to be maintained and any listed public company should have an independent audit committee to look over the relations between the auditor and the company. This enabled smoother interactions between the auditors and the companies. As more number of people are involved in the auditing process, any serious disagreement stood the chance of becoming public. The loans taken by directors and executive officers are restricted to prevent the public money from being misused. Previously they used to take money in form of unsecured loans. Public money was at stake as if any loss was reported, recovery of these loans would be difficult. Misuse of public money by the directors could be checked in this way. The reporting of insider trading was made compulsory to protect the interests of share holders. Insider trading was reduced to a large extent by imposing fines along with a sentence of imprisonment for executives who involve in that practice. Along with protecting the investments, provisions were also made to protect the employee's interests. These enabled employees and whistle blowers to file complaints regarding the harassment and dismissals in order to get quicker responses. The auditor's attestation was made mandatory and this made companies to be more responsible and accountable in their account practices and disclosures. The auditor, who attests, will be made responsible for any fraudulent disclosures in the statements, even at future. This makes the financial disclosures accountable. The most important and critical section in the law which makes the disclosure of financial statements responsible is section 404. This section compels the management to establish internal controls in order to make them selves accountable for the details revealed in the financial statements. The companies have to certify that the internal controls were efficient and trouble free. Sarbanes-Oxley Acts relationship and affect on Not-for-profit entities: The provision of restriction of loans to the directors of non profit organisation

Marketing Strategies of Sky Broadcasting PLC Case Study

Marketing Strategies of Sky Broadcasting PLC - Case Study Example Rupert Murdoch was the founder of Sky Television plc. In the beginning the company was four-channel satellite television service. Sky Television merged with collapsed rival British Satellite Broadcasting in 1990 to form British Sky Broadcasting (BSkyB) (Wikipedia, 2008) British Sky Broadcasting "Sky" has a customer base of approximately 21 million viewers in 8.1 million households. The company is one of the leading multi-channel television platforms in the UK and Ireland. The broadcasting service provide its subscribers with an array of movies, news, entertainment and sports channels and interactive services on Sky Digital, the UK and Ireland's first and most popular digital television platform. Being a volatile organization, the sky broadcasting earns its 80% income from its digital TV subscribers. Although the organization is the major player of UK media industry but the company strongly adheres with the policy of customer retention which most of organizations don't follow. In order to keep its customer constantly satisfied the organization has a large scale customer call center which not only undertake the marketing activities for the company but also increase the satisfaction level of the old customers by providing them instant information regarding their queries. The company employs approximately 6,000 people in various internal and outsourced customer contact centers, which play a major role in Sky's operations, because the contact center staff has front-line responsibility for maintaining the vital relationship between Sky and its digital TV customer base. Nowadays, marketing communication and advertising is becoming exceedingly important in everyday life. The use of the Internet has augmented the importance of advertising as advertisements about a specific brand or product reach people easier. Moreover, Jones (1995) states that "advertising is capable of a sharp immediate effect on sales" which plays a main role in enhancing the brand name.Furthermore many advertisements have deeper meanings than when seen at first sight especially in magazines where the main goal of the advertisement is to convey a message to the readers through the use of text or symbols. Central to much of modern day advertising in glossy magazines is the use of the metaphor (Proctor et. al, 2005). Metaphors are often used to broaden the way of understanding things. They also lead to a high level of ambiguity in the metaphoric form.Advertisers are finding it more and more difficult to persuade consumers about a specific product. But the Sky broadcasting is dealing with the challenges by undertaking following creative opportunities: 1. With the involvement of superior level of animation, 3D and visual effects the company caters the needs of customers in the field of Branding, Sponsorship, Promotions & Script writing, Directing and Program packaging. 2. On-line: Sky broadcasting deals with all aspects of Interactive & new media advertising & design including web, EPG, interactive

A report to identify operational risk failures of the Fukushima Essay

A report to identify operational risk failures of the Fukushima nuclear disaster - Essay Example For the entire extensive fact, it offers what the report cannot completely convey - specifically to a worldwide onlookers - is the approach that reinforced the laxity behind this tragedy. What ought to be acknowledged - very excruciatingly - is that the disaster was "occasioned in Japan." Rendering to ICANPS website, its essential roots are to be established in the entrenched customs of Japanese ethnicity: their reflexive obedience, their hesitance to question authority, their devoutness to abiding with the schedule, their groupism, and their insularity. The TEPCO and government were unsuccessful in preventing the tragedy not because a big tsunami was unexpected, but since they were unwilling to invest effort, money and time in shielding against a natural tragedy reflected as unlikely. The regulatory and utility bodies were excessively self-assured that events a far from the latitude of their suppositions would not transpire and were not conscious that assesses to avoid the severest situation were truly full of cracks. TEPCO had actually pondered in on an assessment concerning earthquake threat and inquired the government to essentially underplay the probability of a tidal wave in the area, an interim report said. The board's report criticized an insufficient legal structure for nuclear disaster management, emergency-command confusion triggered by the TEPCO and government, and conceivable excess interfering on the involvement from prime minister's bureau in the initial phase of the predicament. The board settled that a background of complacency concerning nuclear welfare and poor disaster management steered towards the nuclear catastrophe. This was according to ICANPS official website. Japanese officials overlooked the threats of a nuclear calamity since they believed in the 'myth of atomic safety', such as the idea that serious calamities do not take place at nuclear-powered enclosures in Japan. The essential problem falls in the point that functionalities, to gether with TEPCO (Tokyo Electric Power), and the regime failed to perceive the risk as reality. The interim report also articulated that TEPCO and the government believed the 'idea that severe misfortunes do not ensue at nuclear enclosures in their country'. "Since the administration and the energy utilities, as well as TEPCO, were prejudiced by the security myth, reasoning they would certainly not ever encounter such a severe calamity, they were notable to apprehend that such a catastrophe might occur in actuality. The panel declared in its concluding report that this seemed to remain as the essential problem. TEPCO therefore failed to warm up for sufficient tsunami safeguards or disaster management measures to cope with a base blackout. The board's report revealed that the Fukushima catastrophe arose because persons did not grasp the effect of natural cataclysms seriously. Yotaro Hatamura, an engineer professor at the University of Tokyo who oversaw the commission, expressed in a news session that even although there existed new discoveries about the threat of a tidal wave, TEPCO might not have seen it since people are visionless to anything they do not plan to see. This was according to Asian News International article. The board proposed that post-Fukushima protection steps put in place

Cross cultural management Assignment Example | Topics and Well Written Essays - 1750 words

Cross cultural management - Assignment Example It is Mr. A’s first experience of staying away from his hometown (India). Following presents the interview findings (see appendix-I for the interview questions) along with the quotes from the interviewee to present his views on his experiences of staying and working in a culture different from his hometown. When the interviewee was asked to share his experience from leaving his hometown to his very first assignment in Singapore he told the interviewer that â€Å"leaving home and going to a completely new place was not an easy job especially when I have never been to any new country†. Mr. A highlighted that going as a visitor and going as an employee are two completely different things. In the words of Mr. A â€Å"it was a sort of cultural shock which was aggravated due to high expectations of the employer leaving lesser time for adjustment; I was expected to get to work immediately and produce results which was not an easy task as I was still in the phase of understanding my surroundings and adjusting to it.† Mr. A told the interviewer that his first assignment was to close a deal with a client and he found it very difficult to set the meeting and meet the client in person. Mr. A says â€Å"though I have good product knowledge and prior experience of selling goods and cl osing deals in India but meeting the person of a new culture and convincing him to use the services of our company is something needs experience of selling in the same culture.† Then the interviewer asked Mr. A how he has prepared for the immersion in a new culture to which Mr. A replied â€Å"I have learned about the culture of Singapore from the internet sites and a few friends of mine who have been to Singapore but experiencing a culture in person is totally a new experience.† Continuing the conversation the interviewer asked Mr. A about his feelings upon knowing that he will be going to Singapore and about his first few days in

The Trojan women Assignment Example | Topics and Well Written Essays - 250 words - 2

The Trojan women - Assignment Example His brave abduction of the beautiful Helen, wife of Menelaus, sparked off the Trojan War .â€Å"†¦..Athens was a city ostensibly at peace but feverishly preparing a massive military expedition to far-off Sicily, a war of choice whose purpose†¦Ã¢â‚¬ ¦Ã¢â‚¬  (Euripides, et al pg. 4). Paris is self-centered person and portrays significant egocentrism and often unmanly. He fights effectively with a bow and arrow and never with the more manly sword or spear but rather often lacks the spirit of going to the battle and prefers to sit in his room making love to Helen while others fight for him. This rare romantic indulgence by a man during war earns Paris scorn from both Hector and Helen. Paris is significant in the storyline since his craving desire and eventual sexual relationship with Helen is the cause of the war and surrounding conflicting political interests in troy. He finally died from the same war he contributed in its flare up and his wife was later married by his brother Deiphobus (Euripides, et al.34-7). Paris represents the stereotype that historical prophesies hold as his marriage to Helen went in line with the earlier Aphrodite, the Goddess of love. The moral lesson that can be learnt from this case humility and chastity which Paris lacked and led to a series of bloody atrocities as indicated by Trojan

How effective have The European institutions been in dealing with the Dissertation

How effective have The European institutions been in dealing with the economic crisis - Dissertation Example It goes without saying that the game has evolved a fair bit over the past couple of centuries. While profits and returns will of course remain as the deciding factor when it comes to success, there are other factors that will also make a difference when it comes to the final result. Indeed, to succeed in today's economy requires one to have comprehensive understanding and mastery of business systems, marketing strategies, resource management and goal setting. And from there, both macro- and micromanagement skills are required in order to achieve the best possible results. Such may seem simple and easy enough at first. However, when considers how all these concepts are influenced by the various factors that affect the economy and the market itself, the truth of its complexity can easily be seen. Given how either economy or market conditions can change at the drop of a hat, the burden falls on the organization itself, as well as those running it, to make the necessary adjustments in re sponse. First and foremost, one needs to know the rules of the game in order to understand what his objectives ought to be, so that he might then strive toward them. Of course, it should also be noted that some ways of doing so are smarter and more effective than others, which explains the need to have effective marketing strategies. Different strategies have varying viability in various situations, and so one needs to consider this and then plan accordingly. One also needs to be able to be aware of his limitations with respect to resources, and thus keep those in mind as he does what he needs to do to succeed. And finally, just as one's strategies need to be viable and practical, so too must goals be set in a manner that is practical and realistic. Aiming high is always a good thing, but aiming far too high is not - in fact, it may even end up backfiring. At a glance, one can already guess at the complex and many-layered nature of the economy, but understanding the underlying struc tures reveal that even the word 'complex' hardly begins to describe it. The global economy in this day and age is such that neither capital nor technical knowledge alone will guarantee one's survival, especially in an increasingly competitive corporate environment. Most companies choose to deal with this by making sure to hire only the most competent and skilled employees. This is actually a valid strategy, and a rather effective one at that, considering that it is the company's employees who happen to be its single greatest untapped resource, and its biggest weapon in the fight to attain competitive advantage. Managerial staff also qualify to a lesser extent, if only because even their most brilliant strategies, schemes and plans will hardly bear any fruit without a competent workforce to put them into action. Conversely, even the most skilled employees will be limited in terms of their capabilities if their managers and supervisors leave much to be desired by way of competence. Ne edless to say, a company that has a competent workforce in addition to competent managerial staff stands the greatest chance of attaining competitive advantage. As has been stated, it is a perfectly legitimate and effective strategy for a company to keep an eye out for the most talented individuals to be recruited into their ranks to

Children with Autism and School Research Paper Example | Topics and Well Written Essays - 1250 words

Children with Autism and School - Research Paper Example with autism should be mainstreamed in the general population of students in the school or if they should remain in specialized programs that meet their needs. On one side of the debate, people feel that autistic students in public schools will be distracting, slowing down the progress of the other students. On the other hand, others believe that by being in public school settings and being subjected to students that display proper education behavior, autistic students will be influenced by them to respond in the same way, thus learning some form or other of socialization and communication skills. The biggest controversy about allowing autistic children into public schools is that they do not possess the behavior to be around others, especially in an educational environment. Depending on the kind of autism that a child has, they are usually unable to socialize and communicate with others, oftentimes withdrawing into themselves and being entirely unaware of other people around them; sometimes this includes situations, which can be potentially harmful to the autistic child, as well as others. People are unable to hold the attention of an autistic child for even the smallest bit of time. Due to this lack of attention towards others and being unable to learn the proper techniques to do so, autistic children often have a difficult time in communicating their needs or intentions to others. Their inability to communicate properly can cause disruptions that can effect the attention and learning of other students if they were placed in the general population of students in schools. Furthermore, given their inability to communicate, an autistic child placed in the mainstream of a public school will have great difficulty in paying attention to their lessons, therefore making it almost futile for them to be in that class. Teachers will be unable to accommodate for both autistic and mainstream students; indeed, teachers would need special training to prepare them for teaching

Nissan Report Essay Example for Free

Nissan Report Essay Company Overview Established in Yokohama, Kanagawa in 1933, Nissan Motors Co. Ltd currently manufactures vehicles in 20 countries and areas around the world, including Japan. Global unit sales in fiscal 2009 totalled 3.515 million vehicles. In addition to vehicles, Nissan also develops, manufactures and markets marine equipment. Nissan has a portfolio of two brands, NISSAN and INFINITI, worldwide. NISSAN vehicles are marketed in all major market worldwide. INFINITI was launched as a luxury car brand in North America in 1989. The INFINITI brand has since expanded to Middle East, Korea and Europe, and will continue to enter into new markets globally. Nissan builds high-quality cars that are safe and have the bold design and innovative technology to satisfy our customers’ needs. Vision Nissan: Enriching People’s Lives Mission statement Nissan provides unique and innovative automotive products and services that deliver superior measurable values to all stakeholders* in alliance with Renault. Long term goal Nissan wants to continue its quest to optimize product development and deliver highly innovative technology. Today, in various countries and regions around the world, they enjoy a stellar reputation for creating truly innovative vehicles and service programs. Short term goal The world is changing, and Nissan is adapting with it. Their short term goals are to harness the power thats inside Nissan to prepare solutions that their customers will want and value, now and in the years to come. Solutions such as: electric and fuel cell vehicles that are attractive, fun-to-drive cars with the appealing benefit of zero emissions; global entry cars that make mobility more accessible and affordable for all; and Innovative technological advances that are good for the environment, enhance safety, improve dynamic performance or provide greater life-on-board satisfaction. Organisational structure Nissan places high value on transparency, both internally and externally, in its corporate management. They focus consistently on the implementation of efficient management for the purpose of achieving clear and quantifiable commitments. In line with this principle, and in accordance with Japan’s Company Law and its related regulations, the Board of Directors has decided on the Internal Control Systems to pursue these goals and on its own basic policy. The board continually monitors the implementation status of these systems and the policy, making adjustments and improvements as necessary. One board member has also been assigned to oversee the Internal Control Systems as a whole. Nissan has adopted a system under which the Board of Statutory Auditors oversees the Board of Directors. The Statutory Auditors attend board and other key meetings, and also carry out interviews with board members to audit their activities. The Statutory Auditors regularly receive reports on the results of inspections and plans for future audits from independent accounting auditors, as well as exchange information to confirm these reports. The Statutory Auditors also receive regular reports from the Japan Internal Audit Office, making use of this information for their own audits. The organisational structure could also be explained with the help of the following diagram Here the Board of Directors overlooks the working of the CEO and President who is Carlos Ghosn. The CEO overlooks the working of the branch managers in various locations. Each branch manager handles a groups o VP marketing, VP production, VP finance, VP Public Relations, and VP Human Resource. Organisational Behaviour Nissan is deploying various activities under the banner of Blue Citizenship, which encapsulates their desire to preserve the blue Earth and to be a corporate citizen in harmonious coexistence with people and society. Those activities range from such global issues as the environment to contributing to communities, promoting diversity and making personal mobility available to as many people as possible. SUSTAINABILITY Nissan Green Program The history of Nissan taking environmental measures goes as far back as 1947. Since 1992, abiding to our environmental philosophy Symbiosis of People, Vehicle, and Nature, we have as an enterprise, been accelerating the activities pertaining to the said philosophy. At present we are promoting our mid-term environmental plan Nissan Green Program 2010, identifying the 3 crucial issues, and setting the ultimate goals of reducing CO2 emissions, cleaner (conservation of the atmosphere/water/earth) emissions, and resource circulation (the promoting of the 3 Rs: reduce, reuse, recycle). We are furthering our measures to achieve these goals. The 4 optimums, Nissan’s Powertrain Road Map In order to steadily reduce CO2 emissions, Nissan sees the total contribution of providing truthfully effective technology at an affordable price to its clients, while at the same time swiftly propagating these technologies, as crucial. That said, we believe the 4 optimums Investment in the optimum technology that fits the market needs, at the opportune moment, at the best value for the clients, as the basis of technology investment. Based on these 4 optimums, we will not only ultimately heighten the engine efficiency of petrol motor vehicles, but also proceed with the development and  investment of electrical vehicles which are zero-emission vehicles. Measures for a zero-emission vehicle For vehicle manufacturers, the best long-term policy that both creates demand and protects the environment, is to created a zero-emission vehicle that has no negative effects toward the environment. The Renault-Nissan Alliance sees the propagation and investment in electrical vehicles, which are zero-emission vehicles, as central to the corporate strategy, and committed to become a leader through electrical vehicles. The electrical vehicles that are being developed in Nissan will be introduced in the United States, Europe as well as in Japan in FY2010. By FY2012, there are plans to globally merchandise them. Lithium-ion Batteries Nissan had, at an early stage, taken interest in the development of motors, batteries, and inverters which are key technologies for electrical vehicles. Aiming to achieve the goals set forth in the Nissan Green Program 2010, we are striving to strengthen the developmental measures we have been taking up to this point. Additionally, we are working to develop technology for further practicability, and taking efforts in reducing their costs. In 2007, we established the Automotive Energy Supply Corporation (AESC) that deals with the production and sales of compact lithium-ion batteries. The batteries that are to be developed will be used within electrical vehicles, as well as hybrid vehicles and fuel cell vehicles. Quality At Nissan, we believe that the quality of our products allows us to build a relationship of mutual trust with our customers and is the foundation for continual growth. Product quality is far more than just the performance of Nissan vehicles. It means everything related to our car that brings satisfaction to our customers, from the moment of seeing and touching a Nissan car in the showroom to the support given by the sales staff and the post-purchase driving experience. Nissan quality also extends to after-sales inspections and repairs. We will continue to evaluate and improve all areas of our operations in order to provide the products and services that will constantly give satisfaction to our customers. Safety Shield Nissan aims to halve the number of fatal and serious injuries from accidents involving Nissan vehicles in Japan by 2015 compared with 1995. Based on analysis of real-world accidents, Nissan has been working progressively to design and engineer safer vehicles. Safety shield is an approach to provide continuous support against dangerous situations, by activating various barriers according to the circumstances, from normal driving to post-accident. We are advancing development based on even more sophisticated and proactive safety policy. PARTNERSHIP Yokohama mobility â€Å"Project ZERO† In March 2009, the Renault-Nissan Alliance and Yokohama City saw an agreement over the 5-year -plan, the `Yokohama Mobility Project Zero, which aims to realize the environment model city that is promoted by Yokohama City. In order to reduce CO2 emissions, this partnership will see cooperation in disseminating eco-drive, in addition to testing guidance routes that will contribute to reducing traffic, as well as propagating electrical cars. Additionally, Nissan is in works with Tokyo University in developing a joint industry-university research concerning vehicle transport that aims for the symbiosis of urban space and nature. In terms of the evaluation and the release of information concerning this times planned items, we are, in cooperation with Tokyo University, also furthering them. Yokohama City is planned to be one of the first markets where Nissans electrical vehicles will be supplied, similarly to the various regions throughout the world that have similar partnership agreements with the Renault-Nissan Alliance. Partnership regarding zero-emission mobility From January 2008, aiming for the realistic propagation of electrical vehicles, the Renault-Nissan Alliance concluded on the 40 cases (as of December 2009) of Partnership regarding zero-emission mobility along with governmental sectors, municipal sectors and other sectors. With this, we are working to prepare the social infrastructure such as by installing chargers, as well as taking into consideration benefit measures in times of purchasing the zero-emission vehicles. Through the cooperation with our partners throughout the world, we are contributing to a vehicle society that is both  people-friendly and considerate of the environment. Sky Project In Sky Project, which has been implemented since October 2006 in partnership with non-automobile industries and in cooperation with government agencies, Nissan, with the participation of customers, has been working to reduce the number of traffic accidents and alleviate traffic congestion by using intelligent transportation system (ITS). While providing information to cut the number of encounter head accidents and reduce driving speed in school zones and other areas, we investigate the potentiality for the alleviation of traffic congestion, realized through daily use of ITS, to improve effectiveness of energy use and reduce CO2 emissions. In Beijing, China, we have been implementing Star Wings, a project to develop new transportation information system, in cooperation with Beijing Traffic Information Center (BTIC), in order to alleviate traffic congestion and improve traffic conditions in Beijing and China. Wind power Beginning in 2007, Nissan became an active Y-green partner when it harnessed wind-power for use in its facilities in Japan. The company, through its Yokohma plant facility and the new Global Headquarters, seeks to utilize green energy in its facilities and implement local green energy for local consumption. Since November 2005, Nissan Motor Manufacturing Ltd. (UK) has been using a wind-power facility at its Sunderland plant. Addressing the key issues of Nissan Green Program 2010, the company is reducing C02 emissions by utilizing wind derived power in its facilities worldwide. ACCESSIBILITY BUI-2 (Best usability interior-2) BUI-2 (Best Usability Interior-2) is a concept car, whose interior has been created with a focus to design the way people feel so that all the elements can smoothly appeal to people as they engage in cars. For Nissan, three types of design interface design, colour and material design, and sensitivity quality design are broadly defined as interaction design. Through various research activities, we are making efforts to realize even more convenient and attractive interior designs. Lifecare vehicles (LVs) Nissan lifecare vehicles (LVs) help bring mobility to the elderly or those with physical disabilities. We regard LVs as an essential part of our line-up of cars rather than specialty vehicles, and we are enhancing the products and services available to them. As of the end of January 2009, in Japan there were 401 certified dealerships with LVs on display and advisory staff with expert knowledge of the vehicles, and a total of 5,520 LV advisors. There are dealerships in every prefecture of the country meeting the needs of customers and offering the chance to test-drive these vehicles. Since 2003, we have also been carrying out an annual campaign of LV trial rides for people who have only limited opportunities to get out and about, so that they too can experience the joy of mobility. COMMUNITY Corporate citizenship activities distinctive of Nissan Nissan endeavours to fulfil its role as a corporate citizen toward the realization of a sustainable society, while providing attractive products and services globally, under the vision of enriching peoples lives. We are thus advancing corporate citizenship activities in fields centered on three priority areas support for education, environmentally friendliness, and humanitarian assistance in order to contribute to the sustainability of society. We share our vision globally with Nissan employees around the world and strive to strengthen our relations with local communities by conducting activities responsive to the circumstances and needs of each country and region. Corporate citizenship in education field (Japan) Nissans corporate citizenship initiatives have been always focusing on Cultivating Future Generation. In education field, we have many programs such as Nissan Childrens Storybook and Picture Book Grand Prix with its long history, and Nissan Joyful Picture Book and Storybook Exhibition, and in addition, we started the new programs such as Nissan Monozukuri Caravan and Nissan Design Waku-Waku Studio, which utilize Nissans strength for those original programs. Organisational culture The diversity of Nissan’s employees is the driving force enabling them to meet the varied needs of their customers and to maintain sustainable growth. The employees create greater value by sharing their knowledge, based on their individual experiences and different ways of thinking, in response to the various challenges they all face. For these reasons, Nissan have made diversity a corporate strategy and strive to create an environment where all their employees—who numbered 169,298 at Nissan and its affiliates as of March 2010—can extend their individual talents to the fullest. SUPPORTING CAREER DESIGN Continually Improving Human-Resource Systems A company’s employees are its most important resource. So that both Nissan and its employees can reach their full potential, they constantly work to improve our human-resource systems. The evaluation-based remuneration system used to accurately gauge employee contributions is structured in a way that motivates them to set and achieve high goals. An employee’s salary is determined through a combination of performance evaluations, which measure how well the employee achieved certain goals (commitments), and competency evaluations, which measure such intangible variables as technical skill, knowledge and attitude. Support for Self-Designed Careers Nissan believes that employees should â€Å"design their own careers† and actively assists their efforts to do so. Employees in Japan meet with their supervisors twice a year to discuss their performance and competency evaluations, as well as to express their ideas on how to proceed in their career path. Employees in Japan also have the chance to take on the challenge of a new position through the Shift Career System (SCS) and the Open Entry System (OES). The SCS enables employees to apply for positions in other departments and work areas that interest them regardless of whether there is a position immediately available. The OES allows them to apply for all openly advertised positions. Around 250 employees applied for approximately 100 open posts during fiscal 2009, and roughly 80 of them were successful in getting the positions they applied for. Fostering Specialized Skills Helping employees develop specialized skills over the medium to long term is vital for a company to achieve sustainable growth. They introduced the Nissan Expert Leader System as a means of strengthening and fostering further development of specialized skills in a wide range of technical and nontechnical areas like purchasing and accounting. In fiscal 2009, the system’s fourth year, they focused on 91 fields of specialization, designating 42 employees as Expert Leaders and 2 management-level employees as Nissan Fellows. The Expert Leaders and Fellows make use of their specialized knowledge to contribute to Nissan’s business endeavours overall. In addition to sharing their knowledge with others via our corporate intranet and other communication tools, they contribute to the fostering of the next generation of experts by passing on their specialized skills in seminars and training courses. CREATING A CULTURE FOR LEARNING A Variety of Learning Opportunities As an organization that continues to grow through constant learning, Nissan supports employees’ personal growth with a proactive, systematic approach to human-resource development. The act of learning is one in which people stretch themselves to develop skills that create value. They believe that a corporate culture of learning cannot exist without the motivation to take part in this value creation. The Learning Navigation system on their intranet is one means of providing employees with opportunities for learning. This system lets employees search for information whenever they wish to develop specialized skills, receive training in management techniques, participate in e-learning programs or take distance-learning courses. The site is updated regularly to provide information our employees need to increase their skills and build their careers, meeting their growing thirst for knowledge. Management Institute The Nissan Learning Center Management Institute in Hakone, Kanagawa Prefecture, was established with the aim of cultivating human resources with  the specialized skills and leadership qualities needed for future development. The institute contributes to the ongoing creation of Nissan value through a number of programs, including human-resource development seminars, which provide leadership training to pass on the company’s accumulated experience and knowledge to the next generation; cultural diversity workshops; and our Consortium Program, in which they invite other global companies to take part in cross-industry exchange. Moreover, the leaders of our business activities around the world who have taken part in such programs as our Nissan Way Workshops are now active in educating fellow employees in the Nissan Way—the crystallization of experience and knowledge gained through our company’s revival—demonstrating our commitment to promoting a corporate cult ure of learning. Global Training Centers With the globalization of production systems, manufacturers must ensure that all of their manufacturing sites maintain consistent standards of quality. Nissan established Global Training Centers (GTCs) at its Oppama and Yokohama Plants in Kanagawa Prefecture, Japan, and at its Sunderland Plant in the United Kingdom to educate trainers who share their knowledge at Nissan plants around the world. Trainees selected from among all employees at Nissan’s production facilities worldwide are brought to the GTCs to take part in the company’s Master Trainer Program. Upon finishing the program they are certified as Master Trainers and charged with instructing other employees at Regional Training Centers using a globally standardized curriculum and materials. As of the end of March 2010, 466 Master Trainers were hard at work passing on their technical skills to local employees at Nissan plants worldwide. Nissan’s accumulated know-how has been put into audio-visual form as an educational tool, available in five different languages, for global-standards training at GTCs. They also conduct â€Å"Nissan DNA† training seminars for all management-level employees at our production sites, working to strengthen skills that contribute to improved quality and lower costs and to foster the human resources that can carry out more efficient management of production operations. INTERNAL COMMUNICATION Employee Surveys Nissan carries out surveys to get employee input and suggestions for improvements, using the results to help improve the company’s management quality and employee motivation. From the results of these surveys, they identify the strengths of the company as a whole and those of individual divisions, as well as areas for improvement. They then work to make improvements that will lead to the creation of a better work environment for our employees and to continued growth for the company. The results of these efforts are analyzed for the company as a whole and for each region and department. Based on these analyses, each level of management formulates and carries out action plans tailored to specific needs. Enhancing Communication Tools Nissan introduced a corporate intranet system called WIN (Workforce Integration @ Nissan) in 2005 as a tool to promote communication and information sharing. Since then they have continued to update the system with new technologies while encouraging employees to make active use of this tool for internal communication and collaborative activities. They have expanded the WIN network beyond Japan, North America and Europe to include other markets and our major business partners. They also use internal newsletters and in-house video broadcasts to provide a variety of information to be shared by all employees at Nissan production sites around the world with no difference in time. Employee-Executive Exchange Nissan holds opinion-exchange meetings involving executives and employees as a means of building trust through clear communication between these two groups, as well as among employees themselves. These meetings, held at Nissan’s corporate headquarters in Japan as well as the company’s business offices in China, North America and other parts of the world, give executives a venue for informing employees of the current situation of the company and delivering management messages. They also provide employees with opportunities to ask questions and voice their concerns in a direct and open manner. They plan to continue these meetings as an important channel for active communication. Ethical Issues Global Educational Activities to Promote Compliance As a means of fostering compliance awareness throughout the company, Nissan has established groups and placed officers in charge of promoting compliance policy in each region where it operates. We place special emphasis on education to ensure that all employees have a correct understanding of the Code of Conduct and, as a result, make fair, transparent judgments in the course of their duties. To ensure full understanding of the code in Japan, all employees, including executives, take an elearning or video training course based on the Japanese version of the Nissan Code of Conduct—â€Å"Our Promises,† instituted in April 2004—after which they sign an agreement to abide by it. The revised parts of the code in fiscal 2010 were in response to legal amendments and retained all employees since fiscal 2010 to further strengthen the spirit of compliance within the company. Education programs to promote compliance are held regularly for all employees in North America, and a set of universal guidelines has been drawn up for each country in Europe. Compliance-related training is also being carried out in the General Overseas Markets based on guidelines that take into account conditions in each of those countries. Moreover, all group-affiliated companies have introduced their own codes based on the Nissan Code of Conduct. Additionally, they have created sets of internal regulations covering the global prevention of insider trading and the management of personal information. Nissan seeks to heighten awareness of compliance companywide through such measures as well as various education and training programs. Our Stance against Discrimination and Harassment Item 6 of Nissan’s Global Code of Conduct, â€Å"Value Diversity and Provide Equal Opportunity,† is our requirement to accept value and respect the diversity  to be found among our employees, business partners, customers and communities where we do business, and to reject discrimination and harassment in all their forms, no matter how minor they may be. Nissan executives and employees must respect the human rights of others, and may not discriminate against nor harass others based on race, nationality, gender, religion, physical capability, age, and place of origin or other reason; nor may they allow such a situation to go unchecked if discovered. We also work to ensure that all employees, both male and female, can work in an environment free from sexual and other forms of harassment. PEST analysis PEST analysis is a useful strategic tool for understanding market growth or decline, business position, potential and direction for operations. The use of PEST analysis can be seen effective for business and strategic planning, marketing planning, business and product development and research reports. PEST also ensures that company’s performance is aligned positively with the powerful forces of change that are affecting business environment. PEST is useful when a company decides to enter its business operation into new markets and new countries. The use of PEST, in this case helps to break free of unconscious assumptions, and help to effectively adapt to the realities of the new environment. Looking at the current condition of Japan, it is difficult to mention anything about its political, economical, technological or sociocultural since there is no stability in the country at the moment, due to the natural disaster crises they are facing. SWOT Analysis Strength: 1) Global Brand: According to business Week Global Brand Scorecard Nissan is the fastest growing automotive brand. Nissan’s brand equity was valued at $3,108 million in 2006. Some of the company’s passenger car models include Maxima, Sentra, Altima, Versa, Z Roadstar and Z Coupe. Some of its truck models are Quest, Armada, Pathfinder, Murand and Xterra. Brand strength provides competitive advantage that can offset the increasing competition. Over the last five years company has establish the global brand by focusing on the brand pyramid and dynamics that caters the silky design, the vibrant experience, the interplay between serenity and driving pleasure has reached a high level of alignment and consistency. That makes it easier to communicate about the brand and specific features of its model. 2) Renault-Nissan Alliance: The alliance has provided advantages to both companies. They can move into new markets faster and with lower costs because they dont have to build new plants. (Renault builds cars in Nissans Mexico plants and Nissan uses Renaults Brazil plant and distribution networks) The companies are collaborating on building common platforms, components and engines, and each company leads engine design in their area of expertiseRenault in diesel and Nissan in gasoline. And they have increased purchasing power because they buy components for six million cars not three as will be in the case of Nissan alone. The alliance has so far boosted the profitability, market capitalization and sales in 192 countries for both partners. CEO and president of Renault to his titles in 2005, says hell rely on the strengths of two distinct work forces: French innovation in concept stages and Japanese dedication to process in manufacturing. 3) Most fuel efficient car: Nissan is known to m ake the most fuel efficient cars over the years and this has become one of its major strengths in the competitive market. Due to its fuel efficient car, the demand for them has also increased over the past few years. Weakness: 1) Product Innovation time lag: Nissan launched two new or redesigned vehicles, in comparison to 14 in the three previous years. Nissan has misjudged its model strategy in the United States over the past few years. Like the other Japanese automakers, the company was a relative late-comer to the countrys high-profit margin and high-volume pick-up markets. Nissans late entry meant that it has suffered from the decline in the sector as a result of rising fuel prices in Japan, While Toyota and Nissan have been well placed to benefit from a shift in emphasis in Japan market towards compact sales as a result of the Scion and Civic models respectively, Nissan at the moment has no competitive offering in this segment. However, there  are a number of new models that should reinvigorate the companys fortunes in the United States, including the Sentra and Altima mid-size sedans, as well as its luxury-brand Infiniti G35 sedan. The company also desperately needs new offering in key segments in the European market. The Almera C-segment hatchback and Primera D-segment sedan are hopelessly outmoded and largely ignored by European buyers, although the new Note small multi-purpose vehicle (MPV) should provide Nissan with a sales success in Europe. 2) Lack of Diesel Technology: In the Japanese market, diesel accounts for only 0.4% of vehicles sold (Rowley, 2006). In contrast, diesel is very popular and its share in overall sales has been increasing. In the year ending 1st January 2006 the number of diesel cars sold increased by 7.5%. Some analysts believe that the diesel market will account for more than 80% of total vehicle sales in Europe by the end of 2008. Diesel technology has been improving significantly over the past decade reducing emissions, fuel consumption and cost. As Nissan’s home country has a low demand for diesel engines, Nissan lacks the technology and experience to produce diesel engines of comparative quality. Opportunity: 1) Asia market: Lower penetration coupled with strong rise in income levels, led to continuous jumps in car sales in markets like china and India. In fact china, followed by India is estimated to be major growth driver in the next decade. Hence it is necessary for global player to be present in these countries. Therefore all global players either have products for these markets or planning to develop products to enter into these markets. In India in year 2004-05 domestic sales of car and utility vehicles has crossed the 1 million mark. 2) Relocate its manufacturing unit to reduce cost: The Japanese car maker has stepped up their policy of producing where demand exists. Car making is an industry situated at a forefront of globalization and major player is accelerating their cross border activities. Manufacturing units in America and Europe have huge capacities in line with their vast domestic automobile  output. While this offered them the benefits of scale, the continuous sluggish growth in their local market and their inflationary increase in production cost, especially wage cost. Adoption of cost reduction measure became imperative for players to survive. China, India and Thailand have been regarded as the Low Cost Production bases with their unique offering to the outsourcers. Low cost country will provide them the global clientele and technology and also have synergetic operation. Area of opportunity for India lies in the products which have high level of design and engineering requirements, low level of auto mation and significant assembly requirement. 3) Renault-Nissan Purchasing Organization (RNPO): The RNPO, which was established in 2001 in the early stages of the alliance, was one of the key ways in which Renault-Nissan would combine their resources to create a more efficient organization. Currently Nissan and Renault share 60% of the same part and raw material suppliers. This has led Nissan to achieve greater purchasing power and has served to reduce costs and reduce the bargaining power of suppliers. There still remains significant opportunity through the RNPO to decrease costs and provide increased competitive advantage. Threats: 1) Cross-Cultural Disharmony: As Nissan and Renault become further integrated with one another, the risk of cross-cultural disharmony increases. If disharmony occurs then, as occurred at DaimlerChrysler, overall company performance may be reduced and the current strengths that the Alliance provides may become instabilities. Nissan is currently working to reduce the likelihood through its Business Way program but corporate and national culture takes a long time to change. 2) Rising Commodity Prices: Due to the economic expansion of China, changes in commodity prices could affect the costs incurred by Nissan. Over the past 12 months, the price of steel used in car production has risen by nearly 30% (London Metal Exchange, 2006). Nissan has taken steps to reduce the effect of rising steel prices; in 2000, Nissan began using hot dip zinc coated steel and converted to less expensive steel in 2002, which saved about $16 million per year (Nissan Motor Co., 2004). This however, has done little to  reduce the upward pressure on vehicle costs and prices. As this increase in cost has been passed on to the consumer, demand for new vehicles has reduced. This threatens Nissans viability in the region. 3) Market saturation: With overall industry sales number stagnant, if not declining in key economies term, the overall automobile industry has been significantly impacted. Due to overall market saturation, the individual company new product development strategy towards market expansion is changing from iterative year on year model changes to drastic innovation. The emergence of SUV market few years back is an evidence of how product and market innovation has changed the very composition of US auto market. Marketing Strategies TARGET MARKET Nissan’s target market will be the low-level income group and middle class. Whereas Infiniti’s target market is people looking for luxury, great driving experience with unparallel appeal. With constant awareness and education about Nissan affordability and safety features, different type of group could be acquired resulting in increase of brand loyal consumers. People are more aware and therefore, they are constantly more particular when deciding which car to purchase. With strategic advertisement, consumers can be attracted with its latest features and a new image Nissan will provide to owners. NISSAN TARGET MARKET: GEOGRAPHIC SEGMENT The major concern of Nissan is to capture all the district headquarters of the country resulting in its coverage of almost all over the country. NISSAN TARGET MARKET: PSYCHOGRAPHICS With new image Nissan will provide to its buyers, owners will feel more confident and proud considering that Nissan is an international organization with strong background resulting driving Nissan a status symbol. Also safety and comfort are big factors of considerations in a consumers mind so Nissan by focusing on these factors will attract safety and comfort conscious people. Seeing its potential, consumers will most likely shift to Nissan. NISSAN TARGET MARKET: DEMOGRAPHICS Primary Target market belongs to middle class, upper middle class and low earning income people in society, falling in income bracket of below $ 2500. Also the target will be people from 25 60year old who are major automobile buyers. DISTRIBUTION STRATEGIES Basically there are two types of distribution channels available: Direct distribution and In-direct distribution PROMOTION STRATEGIES Promotion is one of the most important factors of marketing; it is done to affect the consumer behaviour in order to achieve sales and increase product image. In promotion the major task is to make consumers aware of the product and to attract consumer towards the product by highlighting the advantages of the product. Also it keeps consumers aware and well informed about product’s features and improvements. ENVIRONMENT RESEARCH An extensive market research will be conducted to have better idea about consumers’ perception about Nissan and its competitors. For this purpose Nissan will acquire services of marketing and research agencies to better analyze market environment. This will enable Nissan to learn about the consumers’ behaviour, how they perceive us and compare with the competitor. The media of the advertising a product is always chosen after the market environment research to get knowledge that if the target audience is interested in that mode of advertisement or not. ADVERTISING To advertise the product better and create awareness about product; Nissan will use different advertisement methods to approach the consumers. The diversity of advertisement channels will help in reaching the masses of different mindsets. Following Advertisement methods will be used: †¢ Nisan will use print and electronic media to introduce the product to consumers. †¢ Special events will be sponsored by Nissan. †¢ Use of Billboards, flex signs etc for massive introduction of car’s launch. †¢ Special road shows and displays will be set at dealers outlets. †¢ Prize contest will be conducted to attract people towards the car. Financial Review Net sales For fiscal year 2009, consolidated net revenues decreased 10.9%, to  ¥7.517 trillion, which reflected the strong yen offsetting the increase in sales volume. Operating profit Consolidated operating profit totalled  ¥311.6 billion, compared to a negative  ¥137.9 billion in fiscal year 2008. Net income Net non-operating expenses increased  ¥69.1 billion to  ¥103.9 billion from  ¥34.8 billion in fiscal 2008. Net income reached  ¥42.4 billion, an increase of  ¥276.1 billion from fiscal year 2008. Major competitors In Asia the 3 big of the automobile industry is Nissan, Toyota and Honda. But Nissan Motors major competitor is Toyota Motor Corporation. Toyota, much larger than Nissan and possessing deeper financial pockets, was better positioned to sustain the losses incurred from the global economic downturn. Consequently, Nissan entered its ninth decade of operation facing formidable obstacles. The first financial decline came in 1991, when the companys consolidated operating profit plummeted 64.3 percent to  ¥125 billion (US$886 million). Six months later, Nissan registered its first pretax loss since becoming a publicly traded company in 1951 ¥14.2 billion during the first half of 1992. The losses mounted in the next two years, growing to  ¥108.1 billion in 1993 and  ¥202.4 billion by 1994, or nearly US$2 billion. To arrest the precipitous drop in company profits, Nissans management introduced various cost-cutting measuressuch as reducing its materials and manufacturing costswhich sav ed the company roughly US$1.5 billion in 1993, with an additional US$1.2 billion savings realized in 1994. Nissan also became the first Japanese company to close a plant in Japan since World War II and cut nearly 12,000 workers in Japan, Spain, and the United States from its payroll. Nissan also was staggering under a debt load that reached as high as US$32 billion and threatened to bankrupt the company. Only intervention from Nissans lead lender, Industrial Bank of Japan, kept the company afloat. There were some positive signs in the early 1990s to inspire hope for the future. Nissans 1993 sales increased nearly 20 percent, vaulting the car maker past Honda Motor Co., Ltd. to reclaim the number two ranking in import sales to the all-important U.S. market. Much of this gain was attributable to robust sales of the Nissan Altima, a replacement for its Stanza model, which was introduced in 1992 and marketed in the United States as a small luxury sedan priced under $13,000. To the joy of Nissans management, however, the Altima typically was purchased with various options added on, giving the company an additional $2,000 to $3,000  per car. Nissan also was encouraged by strong sales of its Quest minivan, which was introduced in the United States in 1992 and had been developed jointly with Ford Motor, which marketed its own version, the Ford Windstar. Nissans losses continued through the fiscal year ending in March 1996, cumulating to US$3.2 billion over a four-year span. The companys return to profitability in fiscal 1997 came about in part because of the cost-cutting program and in part from the yens dramatic depreciation against the dollar. Despite the return to the black, Nissan remained a troubled company. From its 1972 peak of 34 percent, the companys share of the Japanese auto market had fallen to 20 percent by early 1997. Competition from the more financially stable Toyota and Honda played a factor in this decline, but Nissan also hurt itself by failing to keep pace with changing consumer tastes both in Japan and in overseas markets. For example, Nissan was behind its rivals in adding minivans and sport utility vehicles to its product line-up, having for years dismissed these sectors as passing fads. Meanwhile, minivans, sport utility vehicles, and station wagons accounted for half of all passenger car sales in Japan by early 1997, up from just more than ten percent in 1990. In the U.S. market, the Altima lost ground to two midsized rivals, the Honda Accord and the Toyota Camry, because Nissans model was smaller and thus less desirable. In the luxury car sector, Toyotas Lexus line became the hot brand in the United States, triumphing over the Infiniti. Because of these and other factors, Nissan returned to the red for fiscal years 1998 and 1999. Although the losses were not as large as earlier in the decade, the companys continued sky-high debt loadwhich stood at US$19.7 billion in late 1998did not bode well for Nissans future. Business Strategies, Keeping Competitive Edge 1) Product Strategy To secure our profitability and sustainable growth based on our future product line up plan, in our product strategy developing process, we are monitoring the impacts of some different types of risk scenarios such as global market changes and demand deteriorations to our future profitability (COP) based on our plan. 1. Drastic decline of total global demand, past examples as reference case. 2. A demand shift between vehicle segments drastically faster than our assumptions in our mid-term planning. 3. A demand shift from the matured markets to the emerging markets drastically faster than our assumptions in our mid-term planning. We periodically monitor the impact of these scenarios to secure our future profitability and sustainable growth, and also update our future line-up plans periodically based on the results. To improve the robustness of our product line up against these risks, we take following countermeasures as our main direction when planning our product strategy. Expand availability of individual products across markets to mitigate the risk of single market demand fluctuations. Increase volume and efficiency per product through a consolidation and rationalization of the portfolio to lower the breakeven point and thereby reduce the profit risk of global Total Industry Volume declines. Prepare a more balanced product portfolio meeting needs in a broader range of markets and segments reducing reliance on specific large markets. 2) Quality of Products Services Nissan is working on the corporate task named â€Å"Quality Leadership† which aims for achieving top level quality by FY2012. In this project, actions are carried out with numerical targets for following 4 areas. 1. Perceived quality attractiveness: Customers’ impression on vehicle’s quality when customer looks it at a dealer’s show room 2. Product quality: Quality of product itself based on the experiences as an owner of the vehicle 3. Sales service quality: Quality related to behaviour or attitude of sales staff or quality of service when inspection and maintenance 4. Quality of management: internal management quality to improve employees’ motivation which supports above 3 qualities For example, target of â€Å"Product quality† is to become top level at Most Influential Indicator (MII) of each region. In order to achieve the target, it is broken down to internal indicators by model which correlate with MII. Progress of all quality improvement activities are monitored with those  internal indicators. All the actions are taken based on rotating PDCA cycle, such as, the progress of activities are monthly reviewed by â€Å"Quality Committee† chaired by EVP and necessary actions are decided. Total picture of â€Å"Quality Leadership† on global base is monitored and discussed at the Global Quality Meeting chaired by COO annually. 2 years passed since this project started and it is going well. We are confident that we can achieve the target by FY2012. With respect to new model project, in order to achieve the quality target of each project, milestone meetings set at each key process of design, preparation for production and production, confirm key check points, such as achievement of quality targets, adoption of measures to prevent recurrence of past problem, adoption of measures for potential risks related to new technology / new mechanism / design change. Commercial production can be started after confirmation at â€Å"SOP (Start of Production) Judgment Meeting†, which confirms all issues are solved and quality target can be achieved. Final decision that the model can be sold is made at â€Å"Delivery Judgment Meeting†, after confirmation of quality of commercial production and preparedness for service / maintenance. As described above, Nissan is implementing thorough quality check before new model launch. Nissan is progressing quality improvement activities also after launch by gathering quality information from markets and prompt deployment of countermeasures. In case of occurrence of safety or compliance issues, necessary actions such as recall are implemented with close cooperation with market side team based on the decision by independent process from management. Occurred incidents are deeply investigated, analyzed and feed backed to models on the way of production or development for prevention of recurrence In addition to above described activities, such as quality assurance at new model project and quality improvement activities on daily basis, the â€Å"Quality Risk Management† framework has been newly developed from FY2009.  This is the high level system to ensure successful quality management for on-going and future projects. This includes assessment of quality related risks, evaluation of risk level, assignment of responsible person based on the level and to clarify organization for follow up. These processes are implemented at â€Å"Quality Risk Management Committee† chaired by EVP twice a year. 3) Compliance and Reputation As described above, Nissan produced the Nissan Global Code of Conduct for all employees of the Nissan group worldwide. To ensure thorough understanding of the code, training and education program such as e-learning is improved and compliant situation is monitored by Global Compliance Committee. Nissan has also adopted the internal whistle blowing system (Easy Voice System). This allows any employees to submit opinions, questions, requests or suspected compliance issue directly to Nissan’s management. Additionally, Nissan created sets of internal regulations covering the Global Prevention of Insider Trading and the management of personal information. Nissan keeps effort to prevent reputation risk to the company by continuous implementation of such measures as various education and training programs. Conclusion As the automobile industry is booming, It is necessary to keep up with the competition. The only way to compete with the competitors is to come out with innovative technology, fuel efficient cars, and luxury looking yet affordable cars. Nissan has not only concentrated on making cars but also provided their support to various stakeholders. Its working has benefited the environment by taking many environmental initiatives such as starting the Nissan Green Program 2010. The company also has worked towards effectively and efficiently developing their employees in terms of specialisation, or giving them a work-life balance. In line with its vision of Enriching People’s Lives, Nissan’s desire is to provide attractive products and services to customers worldwide while at the same time fulfilling its responsibility as a corporate citizen to help realize a sustainable society.

Globalisation Increasing Economic Inequality Economics Essay

Globalisation Increasing Economic Inequality Economics Essay Globalisation has been integral in the way the world is shaped today; politically, culturally, and especially, economically and technologically. It can be described as the process in which the nations of the world have become more connected, and as McGrew (1992) expresses, the effects of changes in one country become felt around the whole world. Often this interconnectivity is beneficial, as countries experience growth due to sharing advances in technology and expanding markets. However, globalisation does not benefit all equally. There is also the ugly side of globalisation; the exploitation of developing countries, the monopolisation of industries by giant corporations, and the effects of weak policy on a nation. While the idea of globalisation seems to embody ideals such as progress and development, it is not ideal as it currently stands, and the gap between the developed and developing world will not be closed if the paradigm does not change. Globalisation has affected the worlds economies to the degree that the current situation can be described as a global market where every entity is forced to compete on the same stage. This obviously disadvantages the smaller players in the world market, especially the independent manufacturers and producers, as they compete with multinational corporations. This is further compounded in developing nations where the systems that are in place are not as developed as in advanced nations. There are systems currently in place to counteract the monopolisation of dominant corporations such as the Organisation for Economic Co-operation and Development (OECD), and other countries have their own laws concerning the matter. However, many nations are being overrun by private monopolisation and find it difficult to thwart the power of dominant firms. The interest of private companies to establish their business in these developing nations brings the ideals of anti-competition; which are formed by a combination of globalisation and corruption. In Latin-America there was a study conducted by Clarke et al., (2005), stating that there was 28.7% monopolisation and abuse of dominance and 40% cartelisation. In retrospect, anti-competitive acts are still very high and developing nations may experience a political breakdown or failed state, due to the lack of good governance to provide opportunities for a competitive market, lack of purchasing power and a decreasing labour force. Countries like China and India which have strong monetary ties have become promising leaders in the global economy but they have left the poorer countries unable to compete on the same scale, snowballing the economic divide and limiting foreign direct investment. Some argue that the lack of western protection trade policies has assisted the position in which less developed countries find themselves. The influence of the USA on the world economy is the most obvious we hear about consumer taste being homogeni sed (Ravallion, 2004) to American tastes around the world, which can be demonstrated by the popularity of American brands like Apple and McDonalds; brands that dominate their respective markets on a global scale. Hence, while globalisation allows products to become more accessible by allowing consumers to exercise a freedom of choice, those companies who do not have the resources or systems in place to compete on the global stage are severely limited to the local market and hence are being left-behind. Another consequence of globalisation is that technology and travel is becoming cheaper and faster and it has become increasingly easy for one to interact with another person across vast distances. Distance is less of a problem than it was two hundred years ago and has fundamentally changed the economic system and ideals in positive and negative ways, bringing on a world void of boundaries (Ohmae, 1992). Today we can make a transaction with someone anywhere in the world due to the development of technology that aide in communication and advancement of transportation spreading the free-market around the world. However access to technology around the world is unequal. A large number of the populations in third world countries, such as in Africa, South East-Asia and South America, are impoverished in the information technology age. Although globalisation has the potential to spread technology, a digital divide exists due to the rapid pace at which technology is being developed. While Afr ica contains 15.2% (Population Reference Bureau, 2012) of the worlds population it only contains 2.0% of the worlds telephone mainlines and approximately 90% of internet host computers are concentrated in countries with high gross national income (The World Bank, 2000). Totero and Braun (2006) discuss that information technology has been found to be powerful tools in yielding income generation, enfranchisement and increase in productivity. Less developed countries are at a disadvantage because they may miss opportunities to create market prospects and enhance their countrys economic situation through better connectivity and staying competitive. For example, during tsarist Russia between 1881 and 1913, Minister of Finance Sergei Witte believed that for Russia to modernise they would have to follow in the footsteps of western societies to procreate their own industrial revolution. One of his achievements was the Trans-Siberian Railway, which became a symbol of Russian enterprise. Howe ver, the Russo-Japanese War showed that due to the limitations of having a one-way railway line meant that inadequate provisions and reinforcements could not reach the front in time. Japan on the other hand had rapidly modernised along western lines and had encompassed better technology allowing them to win the war (Lynch, 2005). Overcoming the difference between the development of countries for the privileged and non-privileged will be a crucial challenge to rectify in the future. It hasnt just been technology that has affected the extent that globalisation has had an effect on economies. Governments have also played a major role on the extent of globalisation, mainly by removing the barriers that stop it from happening, which is a reflection of the ideals of neo-liberalism, such as privatisation and deregulation, which promotes globalisation. Privatisation is good news for the whole distribution of income earners due to the increase of access to services such as electricity and water. Before privatisation came about, access to services was limited due to the lack of competition resulting in higher prices. However, in small economies that have limited domestic competition and have big governments, larger companies who hold core market values under privatisation may not be able to tackle the pressure of international competition and may lose the benefits of privatisation, with their cash flow essentially being locked into investments. In Latin American countrie s such as Argentina, Brazil, Chile, Mexico and other Caribbean countries, less than half of those nations championed privatisation as a heralding benefit. Political risks that arose in Mexico in the 90s, due to political turmoil, had bank owners and debtors trying to rescue the economic status. Privatisation in this case did not lighten inequality of income or privileges; rather it fixed the country into trying to alleviate the stress of the previous regime (Castaà ±eda Sabido, n.d.). Hence, privatisation is a viable prospect for some countries that could see benefits due to an increase in market competition, however it must be supported with strong institutions which support market transparency, and have freedom from political interventions. If these crucial supports are not established, privatisation may prove to only assist in furthering the gap of the economic statuses between nations. Globalisation produces an unequal distribution across different levels of income. This arises from the constraints of ineffective trade policy resulting in income declination for those in absolute poverty. A study on trade outcomes of the labour market and trade reform was discussed by Harrison (2007) examining reductions in tariffs in Mexico during the 80s and 90s. The results revealed a high rate of poverty was linked to the increase in import competition, which in turn increased the possibility of unemployment. Furthermore, external competition often drives prices down. This was illustrated in the study with an increase in corn imports resulting in cheaper Mexican corn. This did not benefit the Mexican farmers whose livelihoods depended on the real income provided by their crops. On the other side of the coin, the study also concluded that an increase in export growth resulted in a rise in minimum wage and a reduction of informal sector employment due to the increase of opportunit ies for companies to expand. Moreover, a burgeoning market provides more incentive for investors to invest in the local market. Thus, it becomes clear that effective trade policy is an essential key to paving the road towards a successful domestic market and thus alleviating some of the causes of poverty within a nation. The divide between the polarities of the economic spectrum is still increasing. The capability for multinational cohesion to enhance the economies and markets of nations, especially poorer nations is still constrained by the prerequisites of facilitating the adoption of globalisation. While larger nations and governments within nations have set policies and reforms to counteract the ugly side of globalisation there is still the prospect of hungry organisations that want to reap monetary gains indifferently. More competitive and transparent nations will gain more access to assets such as technology and useful forms of tools that will enhance the reaches of their own economic market but not necessarily help poorer nations with bettering their market outreach. Political and social tension is the result as poorer nations undergo challenging transitions to try and catch-up and reverse the worsening of economic inequality. Better protection is needed by making the market non-discriminatory by understanding negative spill over, in that, domestic finance and activity is sometimes worsened by the activity of offshore markets. Without this understanding, from both sides, the benefits of a more united and global market would undermine the development of the world.

Marxs Theory of Alienation

Marxs Theory of Alienation In my essay I will attempt to demonstrate that while alienation in many respects seems of only limited use as a concept for understanding contemporary working lives, it has been critical in shaping our current understanding and practices of work. I intend to look at the work of Karl Marx among other sociologists to show how the introduction of capitalism into industrial production in particular developed feelings of alienation in peoples working lives. I have chosen to specifically focus on Marx as I find his thoughts and ideas on alienation to be of key importance in our current understanding of labour. I will principally be looking at his Alienation Theory, which was his belief that our labour in society developed different forms of alienation, and how, if at all, this determines our inherent human being. I plan to assess whether theories on alienation at work are still relevant in modern society, and how they have contributed to our current understanding of contemporary working li ves. Work, in its physical features and its linguistic description is socially constructed; there is no permanent or objective thing called workwhat counts as work cannot be severed from the context within which it exists, and that context necessarily changes through space and time (Grint, 1998, 11). Karl Marx believed labour was at the heart of humanity, and that the conditions under which we work can vary. He felt that alienation was a systemic effect of capitalism which exploited workers and created a sense of isolation in peoples working lives. He believed that under a capitalist regime workers unavoidably lose any control they have over their lives by having the control over their labour taken away from them. According to Marxs Alienation Theory, there are four forms of alienation in labour, the first being alienation from the product of work. Marx states that when a worker is producing something for someone other than themselves, especially when they do not even know who they are producing the item for, the product often becomes alien to them. In this situation the worker will not have any emotional connection with the end product they have created. In this way Marx gives the worker a direct connection to the product, which in turn, alters it from being simply an abstract o bject. Furthermore, Marx suggests that the product, which he believes ought to create a positive connection, instead holds a negative disconnection. According to Marx, when a person works for others and not for themselves they can be seen to be working in an alienating situation simply to receive their basic requirements to get by. Marxs second form of alienation is alienation from the activity of work. This alienation occurs as a result of the worker being alienated from the product they create, as this means they must also be alienated from the process they undertook to make it. Marxs aversion to capitalism is linked to this theory which proposes that as humans are working solely for survival, the work is required of them by others and so not natural. In which case the worker will not be working for themselves but instead for others and so will inevitably become estranged from the process of work. The third form of alienation is alienation from species being, meaning people become detached from their personal creativity and in a sense the heart of humanity. Marx maintains that the activity of work requires workers spiritual energy and therefore when a worker is alienated from the practice of work it is impossible for them to give themselves fully to their work hence becoming alienated from their basic human roots. If the process of labour which is in our innate essence becomes alien to us, then we may become alien to ourselves in some way. Marx attempts to convey that work is something that ought to be a natural instinct to humans, not something carried out purely for survival. He refers to humans as active producers which contradicts the idea of people being alienated from their working lives. When a worker is forced to produce something for others and not for themselves they will see labour purely as a means of survival which will become a burden they are forced to monotonou sly repeat and hence may end up becoming alienated from themselves. The fourth and final form of alienation in Marxs Alienation Theory is alienation from others. When a worker is forced to produce a product for someone else they too will become alien to the worker, and so in this way people become alienated from other humans, which can lead to a breakdown in society. This can give rise to a type of hostility as the worker may feel they are required to do work for others with more cultural capital and so a class division can arise. Marx says of this form of alienation, If man is related to the product of his labor, to his objectified labor, as to an alien, hostile, powerful object independent of him, he is so related that another alien, hostile, powerful man independent of him is the lord of this object. If he is unfree in the relation to his own activity, he is related to it as bonded activity, activity under the domination, coercion, and yoke of another man (Marx, 1844, 57). So, how useful is this theory of alienation as a concept for understanding contemporary working lives? Marx likens humans to animals only doing what we must to survive. In an ideal world we would participate in work for the love of it as we believe it is meaningful and valuable. Marx claims that under capitalist industrial production systems in society people become alienated at work as a result of their loss of control. Capitalism creates a system where by the worker gives more power to the capitalist by producing better products. So it can be seen that the more the worker produces the more they must rely on that product. Marx says, Labour, to be sure, produces marvellous things for the rich, but for the labourer it produces privation. It produces palaces for the wealthy, but hovels for the worker. It produces beauty, but cripples the worker. It replaces work by machines, but it throws part of the workforce back to a barbarous kind of work, while turning others into machines. It produces sophistication, but for the workforce it produces feeble-mindedness and idiocy. (Marx, 1844, 30) The relevance of Marxs theory today seems limited. It is easy to see that at the time of Marxs writing a large contributing factor to alienation at work in the 19th century was the revolutionary form of labour named Fordism, which refers to the production methods used by Henry Ford in creating the Ford cars. C20th Marxist Antonio Gramsci often used the example of Fordism in his work on mass production and consumer culture. Ford was heavily influenced by Frederick Taylor who developed scientific management, and aimed to improve labour productivity. The system was created to improve productivity and enable mass production; it was successful in cutting the cost of production but also heavily deskilled labour. It saw a high turnover rate of staff and prompted numerous strikes due to workers resistance to speed control and oppressive forms of work. It took any control away from the workers by making them work to the pace of the assembly line; on top of this workers rarely got to see what they were making as each worker would be in charge of such a small part of the total creation of the product. Workers often complained the labour was solely about profit motive and their power was completely subsumed by the managers who deskilled the workers to gain control and eliminate their power and decision making. Scientific management so called is an attempt to apply the methods of science to the rapidly increasingly complex problems of the control of labour in rapidly growing capitalist enterprises. It lacks the characteristics of a true science because it assumptions reflect nothing more than the outlook of the capitalist with regard to the conditions of production (Braverman 1974, 86). But work today is far broader than mass production in a factory setting. In her article Alienation and New Work Practises Reconstructing a Classical Concept Amanda Damarin argues, Existing concepts of alienation are inadequate for capturing the relationships among workers, tools, and labour processes that exist in new work organizations. Marx assumes that production is industrial (standardized and fixed), that employers own the means of production, that ownership is coextensive with control, and that only relationships between workers and employers are significant in shaping the experience of work. (Damrin, 2005, 2). One need only think about the growth in the service sector or indeed the health care industry to realize that Marxs Theory of Alienation is deficient in fostering our understanding of contemporary working lives. For example, he focuses principally on the labour form of manufacturing, whereas if we were to look at retail Marxs description of the 4 forms of alienation seems less pertinent. In retail there is no product being created in the shop and so less chance of shop assistants to feel alienated from it. Likewise although they may be selling to others it would never be the case that they would sell to themselves so they are less inclined to feel alienated from their fellow man. They can experience contact with the customers but not feel like they work directly for them so in this way I believe there wouldnt be predominant feelings of isolation. But if Marxs theory about the forms of alienation can take seem less relevant to todays working environment; one cannot ignore the fact tha t work can indeed leave people feeling isolated or powerless. Marx views work as central to the human experience. But why does man work? Looking to Maslows Hierarchy of Needs, we see employment fulfilling level 2 Safety needs but also, beyond that, our need for Love and Belonging can often be met via work. Even people in the most mundane of jobs often look to their co-workers as valuable providers of community. Marx posits that proper work (that is not under a capitalistic regime) also provides people with a sense of self-worth and achievement. But clearly this is true in current day working lives, even in capitalistic economies. Indeed Durkhiem, contrary to the views of Marx and Engels, gave a positive analysis of the industrial society, with less emphasis on capitalism. He spoke of a more heterogeneous society and a more segregated division of labour where people are more dependent on one another. This interdependence he felt brought people together as you have to go to others to receive the necessary products for daily life. So society was v iewed more as a body that functions together as a whole. It is important to remember that Marxs alienation theory was part of his earliest work and possibly an opening thought into his later more developed work on capitalism as an economic structure within society. If it is true, as I believe, that many of Marxs theories have significantly less relevance since advancements made after the industrial revolution, I believe it is equally true that much of his work on alienation has been crucial in shaping our contemporary understanding and practices of work. For example even in todays factory setting, workers are now often asked for their opinions and suggestions to improve conditions at the work place. And with 360 degree feedback becoming the norm in the Western workplace, workers can comment on their managers performance too which gives them a sense of control over their working conditions and allows their voices to be heard. It is not inconceivable to imagine that the introduction of worker voice was aided by Marxs concerns about alienatio n. In fact a highly successful British retailer, John Lewis Partnership, which I worked at for several months, was founded on the principles of total employee ownership with the thought that this would create a direct link to the success of the business. However these improved environments in work places are witnessed predominantly in Western countries; factories in the developing world can be seen to maintain conditions much more akin to that of the 19th century factories in Europe. If one accepts Marxs premise that work is central to humans as a basic form of self realization then it isnt difficult to understand how the loss of employment can be equally isolating. Although people may feel alienated at work Braverman points out unemployment is even more degrading and isolating. In their study, Your Job No Longer Exists! From Experiences of Alienation to Expectations of Resilience Vickers and Parris suggest We have entered the age of the contingent or temporary worker where we are expected to be pliable and tractable; to fit in (Vickers and Parris, 2007, 114). For example, when a worker is fired from their job, there are often associated feelings of rejection and alienation which can be agonizing. They claimed alienated workers tend to experience similar emotions, including powerlessness and social isolation as well as shock, betrayal, humiliation and shame (Blauner 1964, 101). So as working lives are constantly changing and being altered to suit contemporary society the very concepts that Marx used to portray the evils of capitalism may indeed be helpful in understanding reactions to the loss of that central source of self realization, work. I strongly feel although Marxs original ideas about alienation at work appear overly focussed on 19th century working conditions, particularly in the mass production manufacturing world, the concept is not without merit in understanding how contemporary workers may come to feel a sense of isolation or powerlessness via work. Marx may have taken an overly critical view of capitalism but in doing so he no doubt opened the door for a wider recognition of the importance of worker voice and engendering a sense of belonging or value to individual labour. Braverman has voiced his debt to Marxs work on capitalism and alienation at work, and although he has not contributed much in the way of innovative theories on the topic he can be seen to renew Marxs work in modern society. The Managed Heart demonstrates Hochschilds vigorous application of Marxs alienation theory while condemning the feeling of alienation experienced as a result of the comodification of human emotions. However I have to wo nder whether this comodification of feelings directly results in alienation. Both Bolton and Boyd outwardly reject the idea of emotional labour as contending with wage labour as they believe not all peoples feelings are necessarily comodified during the labour process. They argue that workers have a relatively large amount of emotional choice due to the narrow degree that their emotions can be comodified, and therefore wouldnt experience much alienation at work in the sense Hochschild refers to. Overall I believe in many ways alienation appears to be only of limited use as a concept for understanding contemporary working lives; however through the work of such sociologists as Marx it has been essential in moulding our existing understanding and practices of work. Modern society has a much broader spectrum of work than just mass production in factories but with the work of sociologists such as Gramsci and Braverman who have built on existing ideas of alienation by Marx and others we can continually deepen our knowledge and increase our understanding of contemporary working lives. Word Count: 2,847