Innovation Strategy Implementation And Managing Changes

Innovation Strategy Implementation And Managing Changes Innovation strategy implementation and managing the changes across the organization has become one of the tedious tasks. This project completely deals with the innovation strategies and the organizational structure change management strategies followed by few organizations like Nestle, Vodafone, JP Morgan, Nokia and IBM. To study the innovation strategies of these companies, basic innovation steps taken by them at their organization level and the level of collaborations are considered and these strategies are evaluated. Each and every organization has their own strategies of innovation and managing the changes and each of them are investigated as per the project objectives. Change in the organization structure can lead to many strategic changes across the organization and these need to be handled in a perfect manner. Open Innovation is the common innovation strategy followed by most of these organizations and with the perfect implementation of this innovation method will help in bala ncing the structural changes of the organization. This project report completely concentrates on the OpenInnovation methods followed by the mentioned organizations and the success factors recorded with respect to this method of implementation (Brummer, 2007). Innovation based products are advertised and now a days, a lot of significance is placed on innovation based products. Attitudes of the companies are discussed and in order to evaluate the innovation of the companies, innovation based products are very important. First, check how innovation management is strong in the companies which means to what extent the companies receive money on their innovation based products. Second, check whether the Research and Development departments are strong in the companies or not. Investigate and assess the business links by means of new technologies of markets, politics, industrial production processes, R D policies, investments, immaterial property rights, business models and technology trends (Coldrick, 2005). The company bearing its growth and opinions are understandable by the correspondents. A perfect combination of systematic understanding and technology helps in proper implementation of Innovation across the organizations. Balancing the technology and business management may result in some conflicts across the different departments of the organization. Different components of Innovation can be mixed to avoid the vauge operations of the organistation. The respective markets are identified and they are converted to a well educated systems by means of innovation journalists, and their principal interests (L. KieÅ‚tyka, 2008). Even there are many disputes across the journalism school and the innovation journalists approached to start a fresh professional communities. The basic ideas of innovation are considered and the corresponding companies are encouraged to frame their own ideas with the help of media. Success of any organization purely depends on the innovation strategies followed by them and they are considered as the factors to measure the success by any investor of the organization (Gustafsson, 2005). Chapter 3: Case Study Analysis: 3.1 Nestle: Nestle which is initially a traditional organization has recently changed into a perfect organizational structure. Nestle has accomplished transformations that shows a cognitive impact on the employees as well as the normal people. These developments are not made without any hard work or effort. Nestle has decided to adopt extreme implementations within the firm, as it has found many problems with the hierarchy level of the company. In order to keep up the education level of the employee and to expect for more accomplishment, Nestle has decided to extend the employees and provide better benefits to them. Even many restrictions exist in the pyramid model of the company. Career paths are the restrictions that do not encourage the creative ability, only rising support. The innovative offerings are implemented only from the peak in a pyramid type of organizational structure. Instead of fresh and innovative thoughts experience is preferred for support or promotion. Implementing this kind of organizational structure causes employees to be dedicated to their bosses, which in turn causes healthy competition within complete organization (Braun, 2002). Any organisaton should follow a set of innovation strategies to survive in the market. Currently Nestle is following a predefined strategies and if they could improve the innovation strategies they can reach their organizational goals. Recently Nestle introduced the concept of Open Innovation and in this process they integrated the external and internal ideas with in the management and the integrated ideas are posted across the technical frame work once the top level management approves these ideas and finally they are introduced in to the market place. Based on this OI strategy Nestle has set a goal to become No.1 in Food industry and they are taking the relavent steps in regard to this. To implement these changes Nestle has introduced few changes in different departments like Technical, RD and Customer centric patterns.(Carolyn Ott). Nestle has appointed around 5000 employees across RD departments thorug out the world with an investment of CHF 1.88 billion (Swiss Francs) in 2007. A part from the development in RD department Nestle has focused on Collabration programs with some other organizations and these collaborations include Simple contracts across the reseach field More than 140 collabrations with different universities Implementing Strategic Innovation partnership with other organizations (Breen, 2004). Innovation was ambitious by 15 % in Nestles Research and development investments in Beverages and Food. Also 7.5% increase in the matter of consumer facing marketing expenses in regular currencies. And the main drives of the organization growth can be a 70% growth in the products of Nestles Food and Beverages (West, 2008). Nestle belives in producing the product values to get the targetted profit rate and to achive this Nestle has created a set of innovation strategies to the stakeholders. So that it can improve the business in the best way to produce nutrition food products, health and wellness offerings and also it can improve performance further. Nestle is having greater belief that it can follow right strategy and initiatives to achieve greater success. Nestle is always looking for the quality of the foods and products and quality of life for the customers with specific nutritional needs. By following strategy and innovation needs, Nestle can be defined by its business models interms of new marketing, service offered, sales and distribution channels, advertising and also by the new loyal policies. Business models can be defined interms of technology portfolio, management team and also by the business industries who are seeking venture capital. Recently Nestle has introduced the concept of integrating the innovation skills to Leadership. A set of Leaders from different departments are identified and they were made to train each and every employee of the respective organisation regarding the latest strategies that were implmented across the organisation. Apart from the Leadership strategies, Nestle has concentrated on different product development and they have implemented few marketing strategies to reach the consumer satisfaction. It has introduced a concept called CustomerNeeds where all the customer needs are identified and analysed and the required strategies are changed as per the customer feedback and the innovation plans are changed accrodingly. Nestle has implemented an innovation concept called IdeaStore where all the ideas from different levels of management are collabrated with in the organisation. Different partners of the organisation are trained with the latest innovation strategies of the company for a course of 2 days and a typical IdeaStore holds the key information about the latest innovation strategies implemented by the organisation. Nestle strongly believes that professionalism is a key to success, and that needs to be implemented in a responsible manner by its employees and management. So recruitment of the right people and their development with the ongoing training is very important. Nestle is following all these strategies and getting success in its field. In each of its market Nestle follows and respects all applicable local laws (Stuckenschmidt, 2007). 3.2 Vodafone: Vodafone has recently changed its organizational structure in 2008 and defined a set of roles and responsibilities across its team and the hierarchy is as below Group CEO Chief of Staff CEO of European region CEO of Asia-pacific and middle east region CEO of Central European and Africa region Based on this division of roles among the CEOs it could successfully manage all of the region employees and able to bring them on same platform and with this implementation Vodafone has concentrated on the local markets and improve the customer service quality. Following are few achievements of Vodafone after the successful implementation of Organisation structure Improved the ability to deliver seamless corporation across the multinational corporations Facilitated 3G services to the customers Simpilified decision making (A.T. Kearney, 2005). Vodafone is one of the successful business organizations. Five key strategic objectives set out by Vodafone, are considered as the landscape in the telecommunication industry. Vodafone is having drastic changes in the matter of consumers increasingly seeking products and services that can meet the communication needs completely. Vodafone is having a wanted desire for values and simplicity, intensifying prices, increasing technology and also pressures which are common and regular. Here are the five strategic objectives: Stimulate revenue and reduce costs In emerging markets deliver strong growth Deliver and innovate on customers total communication needs To maximize results actively participate and manage the portfolio To implement the strategies that can improve the coordination between customers and organisation In the series of presentation, now a days Vodafone is outlining its approaches to produce on these five strategic objectives (Stathel, 2009). Cost reduction: By reducing costs of the services Vodafone can increase the customers, so that the business can run successfully. Vodafone in Europe follows the strategies like cost reduction and revenue stimulation. These strategies give a more mature mobile market place. By implementing the cost cutting methods across the voice, message and data services, Vodafone has fetched more number of customers across the market. By resulting in operating expenditure savings, group overheads can also be reduced and expected reduction can be estimated. By doing changes in the technology and services Vodafone is successful in its field (Manson, 2003). Market rate: By delivering strong development in up-and-coming markets, Emerging markets are predictable to produce an increasing proportion of Vodafones development or growth in the next five years. Out performance against the original business cases, and significant growth in the markets are targeted by the Vodafone for recent acquisitions. Benefits of establishing a dedicated business can be highlighted by Vodafone in its restructuring announcement and focused on capturing growth in these markets. Robust performance can be highlighted by the Vodafone in its emerging markets portfolio which can be done with its continuous strong growth profile (L. Rutkowski, 2006). Based on the customer needs and feedback, Vodafone has changed the innovation strategies. Vodafone is having a belief that its approach of mobile centric can be attained by satisfying total needs of the customers and also by providing basic performances like mobility and personalization to the customers. Vodafone has implemented a set of practice code as per the requirements from customer services. Vodafone can provide data communication services and also mobile voice services in different countries. It provides roaming services in undergoing an agreement with other mobile services in addition with the services like broadband and fixed line services. It also expanded internationally in some countries by the acquisition of the existing mobile operators. It provided world class service even to the cutomers of the developing countries. For example, recently vodafone had undertaken 67 percent of hutchison-essar telecommuntion shares in India. By doing so it became the second largest cellular operator in terms of revenue in India. Vodafone has implemented an innovation concept and opened few stores known as Widgest shops, where it has provided call rellaying to the customers, providing a dedicated channel to the customers and unlimited data usage(Stathel, 2009). Marketing: Marketing strategies followed by Vodafone has made the company a leader in its field. Vodafone follows the knowledgeble way to get good market rates by reducing prices. It had attracted more number of customers by introducing low cost packages than its competitors. It had even attracted customers from all communities by providing superior quality of service and suitable packages. By providing contractual sales of handsets it had binded many customers to its network. It had made a tremendous mark in the history of advertising by introducing innovative methods like zoo-zoo ads in India. All this made vodafone to be a pioneer in telecommunication industry all over the world (A. SokoÅ‚owski, 2007). Vodafone has introduced an innovation concept known as Joint Innovation Lab, where different service providers are integrated to share their ideas and these companies include Vodafone, Verizon Wireless, China Mobile and Softbank Mobile. All the four companies use to implement the innovation strategies and develop mobile services and data services as per the customer requirements. JIL will launch new attracting services to the customers as per the technical changes across the market and introduces all new strategies to attract the mobile internet users. Consumers can interact with the global innovation groups and share their ideas with the integrated companies (Piller, 2006). 3.3 JP Morgan: JP Morgan has introduced a change in its organization structure recently to improve the quality of services provided to its customers. The main intention behind introducing the change is to open few centers of excellence that provide the best of products trading across all the regions. This organization change has effected the JP Morgans Treasury services and it could now able to deliver the world class market leading trading services and supply chain management services. It has appointed almost 100 new supply chain management leaders with few senior management people to implement the proposed organization change. JP Morgan chase co is one of the leading banks in the banking sector worldwide. By following different strategies and the structural changes reflecting the strategy, JP Morgan is successful in its way. JP Morgans performance initiative centres which are around three themes which can be given as Sales force and customer development: In this particular process the general problems of sales can be defined. Project managenment Supply chain management (A. ņºoÅ‚nierski, 2006). These can maintain the balance in between long-term objectives to short term objectives. Based on the above mentioned stages, the performance and the outputs will become more efficient. One can achieve strategy through balancing competing values by increasing stakeholders value as the main goal or primary goal of the business. To maximize economic value, it must balance customer satisfaction, growth considerations and competitive market forces with internal costs (Riedl, 2009). JP morgan implemented the innovation strategies in integration with the technology and has come up with few modules of innovation and they are discussed as below Athena: Athena is the most innovative technical tool from JP Morgan where it can be used to estimate the cross marketing and trading process of the organization and this system is used across most of the foreign exchange and commodities systems. ComputeBackbone (CBC): JP Morgan has introduced a much sophisticated technical advent known as ComputeBackbone where it can make use of more than 5000 CUPs in a grid at a time and this can be considered as the best innovation step taken by JP Morgan. Core Process Reengineering : JP Morgan has introduced an innovative process known as Core Process Reengineering where it can improve the quality of project life cycle and cross-asset performance. This process can be used for better data change management. To enhance the clients service experiences across the technical innovation, JPMorgan has conducted a research and developed a model known as Three-pronged strategy and this is implemented by the organization for service related process enhancement. First the capabilities of the firm are extended under the E-care program.Many web-based capabilities are included in this program and this program also includes integration of service into clients work flow. The company has introduced the internet services to balance the evolution of services related to cash management to a web-based environment. Using this E-care program the client can send and receive information through additional channels flexibly. This program also provides a facility of making easier to answer, by providing direct obtaining or retrieveing of information from a storage device (repositories) and increase clarity through a wide range of information.The client is also provided with an automated inquiry tracking system to better identify the relative position of the service request and to gather service quality reports.These offerings of this E-care program increases the efficiency, develops control, and allows client to enhance accuracy by avoiding data re-keying. It also works as a possible result, so client can gain information at anytime and at any location. Furtherly JPMorgan will also offer the clients the ability to reach service staff live at anytime in online process. Secondly, to make flawless execution a certainity, JPMorgan has automated this E-care accomplishing process by tracking every component of it using technology.Atlast, the organization is developing its automated process for controlling inquiries by progressing recent functionality and complementary tools that will then increase service effectiveness.The motive of this is to allow client or the staff to be active in performing root-cause analyses and recognizing the possibilities that help the client to enhance directly through a prescribed procedure or to avoid time waste on inquiries. The crucial part to JPMorgans process is its accurate methods for searching processes and products to make modifications that give better results.The company looks forward to the clients to get an improvement in quality of end-to-end service, for example, in some inquiries,flawlessly controlled accomplishments and many other choices with in available channels for initiating service contact (Ogawa, 2006). 3.4 Nokia: Right organizational structure is very essential in every organization to achieve success with out which even its strategy cannot be successful. So the structure needs to be planned in a proper way. Nokia has a number of collaborations and merges initially and due to this there are many changes in its basic organization structure. Nokia concentrates on two main aspects before it implements any technical change across the organization and they are as below Does the organization has technical core competency to manage the change Does the organization has sufficient time to implement the required change If the answers to these two questions are negative, then Nokia will try for a new collaboration and outsourcing the change. To improve the innovation strategies across the organization, Nokia introduced a simple method where the market shifts and drop in the market shares are diverted to the customer satisfaction funds and thus improving that particular department and this process has the following benifits To drive strategy , resources can be allocated with greater ability To make sure that the relavent information is escalated to the right people at right time regarding the innovation strategies. In the financial performance it gives a greater transparency of its technologies and key products which can reflect the effectiveness of the strategy . Nokia has used innovation network to deal with the changing technologies, likely in mobile phones. In mobile manufacturing industry, innovation technologies are particularly very important where product life cycle is short and the technology changes rapidly. Large companies need to be competent in the global economy in such a way that the firm remains competitive, which challenges the firm to develop innovative methods (Miles, 2009). It can be divided into three questions: On product development with whom, on what and why Nokia collaborate? To explore or exploit the new technologies and how does Nokia use technologies for the transformation of its business? Till what part does Nokia fit the open innovation paradigm in the overall business strategy?. (A. Arundel, 2006). Nokia is also implementing the Open Innovation methods these days to integrate the external and internal ideas with in the organization together. Nokia venturing Organisation is focusing on different profitable ventures across different organizations to innovate the new business proposals. Nokia Venture partners are focusing on investing across the mobile and I/P related business activities. Nokia has started a Research center where it has collaborated with around 500 research associates for the perfect implementation of Innovation. It has started a News letter named OpenThread where all the innovation strategies followed by Nokia are published in form of different articles. ForumNokia is the technical forum developed by Nokia and provides space for different users where they can share ideas, comments and technical aspects of mobile usage. Hence we can say that Nokia is making use of Open Innovation to create new products and technologies across the mobile market (Gemunden, 2007). IBM: To manage the organizational structure change, IBM has conducted a worldwide survey with the data of around 1500 multinational organizations and came up with a perfect conclusion report. The main reasons for these changes would be because of implementing the customer satisfaction services, to grow the revenue and sales. Even the effect of globalization and change in technology would lead to the organization changes in terms of innovation. As per IBM, there are five important traits in the organization change and they are listed below Hungry for change Innovation beyond the customer imagination Global integration Disruptive by nature and Genuine, but not generous (P. Drucker, 2007). IBM has made the structural change as its core competency with in the organisation and it was successful in implementing the strategies through it. IBM has listed few key factors to manage the change successfully and they are as below Perfect Leadership Employee management Honest communication (Longo, 2007). To improve the business across the globe IBM has introduced a new innovation method known as ABC, where A is Allignment, B is boundaries and C is Commitment. Alignment: Alignment mainly concentrates on communicating the business strategies to the end users and stakeholders. This particular alignment can be further categorized in to vertical and horizaontal, where the vertical alignment deals with the translation of business innovation strategies in to organization strategies and creates an implementation plan and once this plan is ready, the implementation procedures are done. Horizontal alignment always creates a new organization unit or modifies the existing ones. By integrating the horizontal and vertical alignment, innovation leaders can motivate the behavioral aspects of the customers. Boundaries: In most of the cases, strategic partnerships fail because they are typical to manage and collaborate different ideas. The common areas where these collaborations fail will be in the terms of decision making, legal agreements, cross cultures and ownership rights. Identifying a best partner will make these problems to be solved and these partners include potential customers, suppliers and government groups. History and culture should be taken in to account as the partnership terms will be for longtime and understanding the basic boundaries of each and every group is the basic step to be implemented before forming an innovation collaboration. Commitment: Organisations should be commited to the organization changes and transformations when are working in a collaboration for innovation (Lonsdale, 2009). Chapter 4: Conclusion: Innovative strategies have become the key factor for any organization to enchance their quality of operations and improve the organization performance. From the above discussion it is clear that each and every multinational organizations are following the innovative strategies to mark their place across the international market and improve the product values. By implementing the proper innovation techniques, all these organizations are accomplishing its targeted revenue and customer support across the world.

Analysis of Country School

Country School – Allen Curnow By Abdulla Al-Muhannadi In this poem ‘Country School’, Curnow basks in reminiscence of his old school where he drifts away in recalling his childhood. As this poem re? ects childhood reminiscence, the narrator seems to realise that things aren’t as dull and bad as they seemed before, along with the portrayal of the overall issue of ageing. However, the tone of the narrator seems to sway between enthusiastic and apathetic as there are many times when the tones seem to differ between two extremes. The persona is describing a country school that seems to be somewhat dilapidated in condition. The vivid image drawn by the alliterative phrase ‘paint all peeled’ supports the fact that the school is indeed deteriorating. ‘Tufts topping’ enables the reader to visualise a country school architecture, with ‘pinus tufts’ on its ‘roof ridge’, establishing an image of a typical country school. Through the usage of colloquial language, these vivid images hold more detail then one might think they do at ? rst. For instance, the word ‘dunny’ evolves a picture of local Australian toilets enlightening the audience to the smallest of details. Furthermore, ‘girls squeal skipping’ conjures up an auditory image as the little children are playing around him (supported by the sibilance). Several kinds of onomatopoeia help to describe what the persona is experiencing. THe ? uid ‘r’ sounds in ‘rank’ and ‘roof-ridge’ help to integrate the ideas, linking them and helping form a wider image of the country school. Also, the ‘b’ sounds in ‘bargeboard, weatherboard’ and ‘gibbet belfry’ calls attention to the detailed observation, helping build up a solid image. Curnow employs parallelism as well as repetition in order to create links in this poem. The parallel comparison, or contrast, of ‘how small; how sad’, draws a link with how he seems to be recalling his days back in school. The passing of time and his ageing is revelaed as the very doors that seemed huge from a child’s point of view, are now described as being rather ‘small’. The persona refers to himself as a third person and this is deduced through the repetition of the word ‘you’. Perhaps the persona had a rough time reconnecting with his old school that he felt more comfortable referring to himself as a third person rather than ? rst. The rhyme scheme is irregular; perhaps something that re? cts his irregular pattern of this recollection of memories. It also reveals the lack of assurance, and the hard time he seems to have re-adjusting to his past. ALthough is does follow an imperfect rhyme scheme (e. g. topping-skipping; waves-eaves; than-began; small-wall), the ? uctuating rhymes and discordant sounds allows the audienc e to notice his discomfort while revisiting his school. Curnow has made use of an unstable structure (so to speak), for the poem doesn’t hold a constant number of stanzas, rather it begins with 3 and 5-lined stanzas and ends with two 4-lined stanzas. This growth of stability, signi? ed by the proper structure of the last two stanzas, re? ects the growth or the increase in the poet’s clarity of understanding. It’s as though he ? nally realised that the very things that were unsettling or intimidating to him as a child (e. g. ‘terrible doors’) are not as bad as they looked. This minor epiphany seems to be mimicked by the structure of the poem itself. Similarly, the narrator seems to get distracted momentarily and this can be shown in the second stanza after ‘Pinus betrays’. While observing the pinus he drifts away into talking about how they function. However, he does get back on track in the third stanza (‘for scantling pinus’) as his focus shifts back to the tall trees that seem to be guarding the school. There is the use of enjambment as well: ‘‘paint all peeled on bargeboard’, ‘scattering bravely Nor’ West gale’, etc. This suggests the pace at which the narrator seems to be remembering his past and the sense of excitement is established with this upbeat pace. The poet employs colloquial language, chie? y to perhaps connect with his audience and communicate on an informal level by talking about something as casual as ‘school’. Gibbet belfry’ would be an example of his simplistic yet local language helping the reader further visualise the school and its locality in detail. The idea that the school started along with the persona himself brings into notice that it might not be as old as one would think. ‘you call it old’ further suggests that he i s merely just referring to the school as being ‘old’ when it’s not in actuality. The idea of ageing has been linked to the pinus trees that grow mature ‘in less than the life of a man’. This line suggests that the time period for a tree to gain maturity is lesser than the time taken for humans. The word ‘scantling’ further backs this idea for as it describes the measurement of the maturity of the tree and to deduce its time of harvest. Similarly, the word ‘terrible’ implies that the poet wasn’t actually fond of the tiny doors when he was a child, and its reference as being ‘sad’ suggests its dilapidated state. It’s through words like these that the audience is able to sense a hint of unpleasantness in the poet’s past as he fails to hold an optimistic approach to this walk down memory lane. Rather the tone seems to be somber and melancholic. Furthermore, it insinuates that the narrator pities the state of his school. This poem holds a variety of ? gures of speech used and this perhaps re? ects the variety of emotions he himself goes through in this nostalgic visit to his old school. Alliterative phrases such as ‘paint peeled’, ‘roof-ridge’ and ‘tufts topping’ all help the audience in building up a vivid image of the school. A similar imagery effect is achieved through the series: ‘bargeboard, weatherboard and gibbet belfry’. Using neologism (made-up word), the phrase ‘snub-worn’ points out that the school isn’t in the best of its condition as the ? oors have worn out. The pinus trees that portray the same pace of ageing have been personi? d as they’ve been accused of betraying the school and not guarding the roof rom the rattling ‘Nor’ West gale’. However, the trees have also been described as ‘scattering bravely’, perhaps an attempt to denote the nobility of what the tree is doing for the school (by scattering the strong winds and defending the meek school structure). This task of the trees has been compared to the ‘reef’ through the analogy ‘as a reef its waves’ for the wind is scattered just as the tidal waves are scattered by the reef, drawing an interesting comparison with the two elements wind and water. In addition, the comparison of the ages between the narrator himself and the trees establishes through the usage of polyptoton (where words/phrases derived from the same root are repeated) ‘less than a life of a man’ and ‘together your lives began’ further stating the common point in time as they simultaneously began this process of ageing. The poet holds a humorous, as well as a sarcastic, tone when saying ‘O sweet antiquity’ as it’s been made clear that they’re not so old, let alone antique. Curnow has successfully, in my opinion, demonstrated through this persona, someone who seems to be in denial of growing old. It’s obvious that the narrator is just as old as the school, but we ? nd him calling the school antique, suggesting that he doesn’t feel like he’s getting older but ? nds it okay to exaggerate other’s age (sort of comedically hypocritical I would say! ). Through the poem, I’ve realised that it’s still possible to savour the past without having to hold the same perspective. In that sense, times change and so does one’s perspective, however, it doesn’t mean that things remain the same throughout and the very things that seemed unpleasant once upon a time might seem laughable now (as Curnow clearly demonstrated in the poem).

Davinci Apps

Abstract The transfer from Davinci Apps to Rome, Italy requires substantial information in order to be informed. This report provides a well-balanced format consisting of critical elements that may be needed during the process. With many similarities as well as distinct differences, this report illustrates many of the needed considerations. 1 Introduction This report aims to relay critical elements of the operations of Davinci Apps located in Rome, Italy. Beginning with a brief overview detailing the macro-level factors related to the region, this report will turn to a value description utilizing the Hofstede theory. Following these segments will be an analysis of the management and business culture in Italy with reference to the Japan as a comparison. A combination of the components of this report will allow for a comprehensive conclusion alongside three base recommendations for success. This report will evaluate the Roman market in comparison with Japans operation in order to generate applicable operations advice for the new management for Davinci Apps in Rome.1.2 Macro level ElementsThe city of Rome, Italy serves as the nation’s capital with a moderate sea side climate (Gfmag.com, 2014). With historical, environmental and cultural tourism draws, there is a dynamic and diverse migrant population (Istat.it, 2014). With a bicameral system of government the two houses, Chamber of Deputies and the Senate of the Republic, headed by the Prime Minister dictate law and policy in the nation (Istat.it, 2014). Predominately, the spoken language is Italian, with German and French spoken by a minority of northern regions. With a ninety per cent Roman Catholic population, there is a large Christian cultural expectation (Gfmag.com, 2014). Currently there is an estimated population of 60.9 million and rising with an expectation of near 62 million by 2017 with a median age of 43 (Grmag.com, 2014). Economic factors including composition by GDP factor: agriculture 1%, Industry: 25.2% and services at 72.9 % as of the 2011 estimate (Grmag.com, 2014:1). 2012 saw an increasing unemployment rate of 9.5 followed by a decrease over the 2013 fiscal year (Istat.it, 2014). Standards and Poor’s currently ranks Italy a BBB+ with Moody’s a Baa2 alongside a negative outlook (Grmag.com, 2014:2). 2010 witnessed Italy with an estimated world share of GDP of 2.41 %; however, the 2015 estimate indicates a decrease to 1.98% (Grmag.com, 2014:1). This fact supports the Real GDP numbers that indicate a continual decrease in economic strength for the nation as a whole (Istat.it, 2014:1). However, recent trends suggest that a positive turnaround is possible increasing economic viability (Istat.it, 2014:1). 1.3 Hofstede Value Italy compared to Japan Hofstede’s model is a valued method of assessing cultural differences in order to gain fuller understanding (Signorini, Wiesemes and Mur phy, 2009).1.3.1 Power distancePower distance is commonly identified as â€Å"the extent the less powerful entities within a country expect power to be distributed equally† (Hofstede, 2011:45). Northern Italy scores a 50 which speaks to the preference for equality and decentralisation of power and decision-making (Geert-hofstede.com, 2014:1). However, in Southern Italy the PDI are high and nearly the very opposite of Northern Italy. The related score of 54 illustrates that Japan is similar in this context, speaking to the recognition of value in equality by both cultures (Geert-hofstede.com, 2014).1.3.2 IndividualismThis segment has to do with whether people?s self-image plays a cultural role (Hofstede, 2011). .With a score of 76, Italy is rated as an Individualistic culture, which in turn creates a â€Å"me† centred society (Geert-hofstede.com, 2014:1). This effect is felt most in the North where people feel alone in the middle of a big crowd. Southern Italy exhibits less individualistic behaviour which is present in the family network as well as the group each one belongs (Geert-hofstede.com, 2014). In this culture, events including weddings or Sunday lunches cannot be missed. Standing in contrast to the Italian score is the collective score of 46 for Japan, indicating an area of substantial cultural difference (Geert-hofstede.com, 2014). Individualism is often frowned upon by the Eastern approach1.3.3 MasculinityA high score (masculine) on this segment is indicative of a society driven by competition, success and achievement. Conversely, a lower score (feminine) indicates societal values including caring for others and an increased quality of life (Hofstede, 2011). At 70 Italy is a masculine society – meaning it is very highly success oriented (Geert-hostede.com, 2014:1). As an example that this society holds, their offspring are taught at an early age that competition is beneficial. It is common for the Italian culture to illustrate su ccess by status symbols such as cars, houses, yachts and vacations to exotic countries. This factor adds to the factor that competition among colleagues for making a career can be very strong (Geert-hofstede.com, 2014). Much like Italy Japan ranks as a very masculine society with a rating of 95 (Geert-hofstede.com, 2014).1.3.4 Uncertainty avoidanceThis component addresses members of a culture feel that may threaten by ambiguous or events and has created institutions in order to avoid these circumstances (Hofstede, 2011). At 75, Italy scores high on uncertainty avoidance (Geert-hofestede.com, 2014). This is an indication that Italians are not comfortable in uncertain situations. Formality in Italian society is a critical element of day to day activities with this fact represented by the strict Italian penal and civil code (Geert-hofstede.com, 2014). It is common for emotion to play a role in society and culture with individuals that cannot keep them inside and must express them. At a score of 92, Japan is considered one of the most uncertainty avoiding nations in the world (Geert-hofstede.com, 2014). This is an area that is mirrored closely is both cultures, making integration easier.1.3.5 PragmatismThis element focuses on how people in the past as well as today deal with the fact that so much that happens cannot be truly explained (Hofstede, 2011). In this category Italy’s high score of 61 illustrates that the Italian culture is relatively pragmatic. The people believe that truth depends on the situation, time and context. Boasting a score of 88 Japan is one of the most pragmatic societies (Geert-hofstede.com, 2014).1.3.6 IndulgenceThis element is the extent to which people try to control their desires (Hofstede, 2011). Weak control is â€Å"indulgence† and strong control is â€Å"restraint†. With the score of 42, Japan is deemed to be a culture of restraint.30 demonstrates that the Italian culture is one of restraint (Geert-hofstede.com, 2014). 2 Business and management culture in Italy2.1 Values and GlobalizationAs the Geer-hofstede.com (2014) results indicate the Italian culture heavily prefers an equal centre of power. The individualistic nature of the Italian value system will require substantial adjustment on the part of a collective culture Japanese transfer. Erikson (2007) argues that the migrants into the Italian culture often fare well as there are several beneficial transnational entrepreneurship assets. There is a very high Italian cultural value placed on the family, and social functions, which can in turn lead to social acceptance (Society, 2014). The topics of family, food, women, weather and love top the list of common discussions in Rome. This societal value system reaches back to the base difference between the Confucian, or Oriental method of collective thinking that recognizes that each element is related as opposed to the Aristotelian method of treating each component on an individual basis (Noble, Sande r and Obenshain, 2013). There is a distinct separation of value as regards the areas of self-expression and autonomy with the individualistic Italian culture, illustrating a lasting commitment to a more outspoken nature (Noble et al, 2013). As a whole, Rome is considered an individualistic culture when compared to the interdependent society of Japan (Tierney, 2014). The Geocentric approach illustrated by the population of Rome recognizes the potential for gain in the emerging markets, making integration popular in the region (Cicione, 2014).2.2 Decision makingWith a distinct separation from the Japanese cultural tradition of holism, the Italian culture focuses on analytical decision making utilizing a methodical approach for each individual element (Tierney, 2014). In addition to the highly competitive environment, the shift from the Japanese method of Collectivism to the Italian Individualism will require substantial adjustment for new transfers (Nobel et al, 2014).2.3 Negotiation & CommunicationSocietal d ifferences can have a direct impact on the method of communication and negotiation (Solomon and Schell, 2009). A person living in an individualistic society, such as Italy, will commonly make self-centred decisions (Tierney, 2014). This is opposed to the collective tendency shown in the Japanese culture. Further, the individualistic culture does not place the value on age and experience that the Japanese collective culture does, making each interaction with Italian citizens more complex (Nobel et al, 2013).2.4 Leadership & Cultural IntelligenceIt is necessary to understand a culture in order to become an effective leader (Nobel et al, 2014). As there is a highly independent nature among the Italians, each of their decisions will be based on what is best for that person, as opposed to the group mentality found in Japanese society. There is a high tendency of the Italian society to want a transactional form of leadership that remains open and prefers teamwork (Euwema, Wendt and Van Em merik, 2007). Too much oversight in the workplace is construed as a reflection of the individual work tendencies. This stands in sharp contrast to the collective leadership tendencies most firms exhibit in Japan (Nobel et al, 2014). There is a strong need for the Italian culture to possess personal views and objectives, making each one an individualistic effort (Tierney, 2014). However, this element is tempered with the high value on family and collective infrastructure, which is similar in Japan (Nobel et al, 2014). The autocratic strain of leadership is the found in Italy in contrast to the more Confucian, or male leader approach found in Japan (Nobel et al, 2014). With a much wider acceptance of the female in the role of leadership, there is a reduced amount of social bias associated with the genders, making the Italian culture easy to integrate into (Tierney, 2014). Further, this perception of bias in the workplace is reduced making potential success realistic in the workplace. 3 Conclusion This report has highlighted several elements that should be considered during the coming move. With a clear difference between the Japanese and Italian/Roman cultures, there are many pitfalls to avoid. Yet, the similarities inherent in each culture provide a sound beginning point from which to progress. Three points of advice have been developed as a consequence of this analysis: 1) The Hofstede model as well as the corresponding literature has illustrated the individualistic tendencies of the Roman culture, yet, there is a very strong undercurrent of social associations becoming beneficial. In order to more easily assimilate, both in the work place and socially, find a social expression that actively involves the person with the Italian culture. In this case that could be religion, sports or hobbies that take place in the company of others. 2) In the process of leadership, recognize the individual needs of each person. The Italian society operates in a manner that is based on competition and personal accomplishment rather than the larger collective organisation. In order to foster the best possible work environment there will be a need to amend the workplace expectations. 3) As reflected in the both the Italian and Japanese culture, there is a high value placed on the capacity for a person to have personal restraint and integrity. The best possible method of accruing respect in the work place is to have a plan in place that is both balanced and well considered, and in the presence of controversy present a calm exterior. This will translate into a perception of calm competency, which is highly prized in Roman culture. In the end, this report has illustrated that there are many similar elements between the cultures of Japan and Italy, yet, substantial differences. Will careful consideration alongside informed action, the transfer from the Japan office of Davinci Apps has every expectation of being a well throughout enterprise that will be of great value to each person involved. References Cicione, M. 2014. Culture & Traditions in Rome, Italy. [online] Available at: http://traveltips.usatoday.com/culture-traditions-rome-italy-11465.html [Accessed: 17 Mar 2014]. Eriksen, T. H. 2007. Globalization. Oxford: Berg. Euwema, M. C., Wendt, H. and Van Emmerik, H. 2007. Leadership styles and group organizational citizenship behavior across cultures. Journal of Organizational Behavior, 28 (8), pp. 1035–1057. Geert-hofstede.com. 2014. Italy – Geert Hofstede. [online] Available at: http://geert-hofstede.com/italy.html [Accessed: 17 Mar 2014]. Gelf, Erez, M. and Aycan, Z. 2007. Cross-cultural organizational behavior. Annu. Rev. Psychol., 58 pp. 479–514. Gfmag.com. 2014. Italy GDP Data & Country Report | Global Finance. [online] Available at: http://www.gfmag.com/gdp-data-country-reports/249-italy-gdp-country-report.html#axzz2w6DeKZCE [Accessed: 17 Mar 2014]. Hofstede, G. 2011. Dimensionalizing cultures: The Hofstede model in context. Online readings in psycholog y and culture, 2 (1), p. 8. Istat.it. 2014. Istat.it. [online] Available at: http://www.istat.it/en [Accessed: 17 Mar 2014]. Kaltenbrunner, A., Arag’On, P., Laniado, D. and Volkovich, Y. 2013. Not all paths lead to Rome: Analysing the network of sister cities. arXiv preprint arXiv:1301.6900. Nobel, D., Sander, J. and Obenshain, C. 2013. Using microworlds to understand cultural influences on distributed collaborative decision making in C2 settings. Shi, X. and Wang, J. 2011. Interpreting Hofstede Model and GLOBE Model: Which Way to Go for Cross-Cultural Research?. International Journal of Business & Management, 6 (5). Signorini, P., Wiesemes, R. and Murphy, R. 2009. Developing alternative frameworks for exploring intercultural learning: a critique of Hofstede’s cultural difference model. Teaching in Higher Education, 14 (3), pp. 253–264. Society, N. 2014. Rome Cultural Tips — National Geographic’s Ultimate City Guides. [online] Available at: http:// travel.nationalgeographic.com/travel/city-guides/rome-cultural-tips/ [Accessed: 17 Mar 2014]. Solomon, C. and Schell, M. S. 2009. Managing across cultures: The 7 keys to doing business with a global mindset. McGraw-Hill, Inc.. Tierney, W. G. 2008. The impact of culture on organizational decision-making. Sterling, Va.: Stylus Pub.

The History of Darwin’s Theory of Evolution - 980 Words

Nothing in biology makes sense except in the light of evolution. (Dobzhanski, 1973) It was during his journey on board the Beagle that Darwin developed his theory of evolution. â€Å"On the Origin of Species† (Darwin, 1859) proposed two main principles: evolution really occurs and natural selection is its mechanism. This work published on 24th November 1859 traces a coherent portrait of life bringing together in an orderly manner an astonishing variety of apparently independent facts. It led biologists to concentrate on the diversity of organisms, their origins and their relation, their similarities and their differences, their geographical distribution and their adaptation to various environments. Darwin (1859) arrived at two main†¦show more content†¦The need for food fashions the animal model. All which seem to have been gradually produced during many generations by the perpetual endeavour of the creatures to supply the want of food and to have been delivered to their posterity with constant improvement of them for the purposes required (Darwin, 1794-1796: section 39, â€Å"Of generations†). Finally the need for safety intervenes specifically in the specific shaping of the legs which enables animals to be more adapted to flee. However, this large visionary misses the mechanism which would make it possible to explain these adaptations. Jean Baptiste Lamarck Jean Baptiste Lamarck presented his theory on the transformation of species for the first time in 1800 in his â€Å"Discours d’Ouverture de l’an VIII†. He proposed: The animals most imperfect, simply organized, those suspected in a world hardly endowed with animality, are perhaps those by which nature began when, with a lot of time and favourable circumstances, it has wrought all the other (Lamarck, 1801: 12). 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