Monday, February 24, 2020
M - Essay Example It controls roughly 90 subsidiaries in the world. ItÃ¢â¬â¢s the second largest packaged food company in the world just behind Procter & Gamble. Its current expansion programme includes a number of acquisitions and mergers. Its smaller acquisitions like the purchase of Kwality GroupÃ¢â¬â¢s ice cream plants in Delhi, India by Hindustan Lever Limited (HLL) and bigger ones like Japans Ajinomoto Co. for $381 million. This acquisition gave Unilever the full management control and total sales and profits in seven Asian Ajinomoto owned companies. The strategic significance of these acquisitions has to be examined against the backdrop of their future revenue generating capacities. Above all they have to be considered as part and parcel of the overall Unilever operations in the world. Its organizational structure and culture have augmented this A&M drive despite a number of set-backs that it suffered in some of its operations recently. The strategic competitive environment of the global packaged food industry in particular and the consumer goods industry in general has been characterized by a series of causative factors such as demand-centric and supply-centric influences. Health worries on the part of consumers have taken a particularly worse turn for the packaged food industry while suppliers are going for mergers and acquisitions to achieve scale economies and bigger profit margins. This trend has brought with it a host of other consequences within and without the industry. Such developments have place Unilever in a particularly tight spot with regard to M&A activity. Both causes and consequences of these acquisitions and mergers can be considered on a broader set of strategic management choices and imperatives along with competitive expediencies of time and circumstance. Unilever has been operating on a uniformly defined platform of principles of which the corner stone is the strategic competitive edge over its rivals such as Nestle, Procter & Gamble and Kraft. Thus
Saturday, February 8, 2020
Employment law - Essay Example 54). Question one The basic aim of labor law in all nations is to make provisions of obligation and rights to employees and employers to ensure that the mediation between the two parties is excellent. This ensures that the relations between these parties are respected, and the contract is completed is competed in good terms. The terms also play a part in ensuring that duties are executed with proficiency because no pressure is exerted. Most of these terms are put in place by relevant bodies to ensure that the legislation is honored. Road construction companies owned by Chinese and Russians are most hit by violation of labor law. The companies win most of road construction contracts in Africa. This is because their tender is low in reference to other construction companies with the same capability. These companies accept tenders under low cost, and in return they suppress their employees. This has been reported in many nations especially in Kenya, Tanzania, and Uganda (Duddington, 200 7, p. 36). It is quite undesirable to see young energetic, employees struggle from 6am to 10pm just to have a pay daily pay of $2.5. In reference to prevailing economy in the region, the sum can just be used to purchase their daily bread and transport. The families cannot afford taking their children in schools offering quality education, and this perpetuates poverty cycle. These constructs cost billion of shillings, yet they hardly play a part in developing societiesÃ¢â¬â¢ living standards of living. Their scope is difficult, and has long working hours. Treatment is poor as well; they provide themselves with food, shelter, and clothing. The reason behind this exploitation is that these are developing nations. Therefore, the firms take advantage of the situation because of availability of cheap labor. Illiteracy level is also high which lead to many individuals willing to work under such poor conditions. This issue would be best addressed through international labor laws. They sho uld ensure that foreign companies remunerate their workers in reference to prevailing economy as well as cost of the contract. Governments should also work hard to protect the rights of its citizen. Question two Knights of labor Knights of labor of labor are one of the significant American labor organizations in 1880s. They were founded by Terence Powderly. They targeted uplifting cultural and social workingmen, radicalism, and rejected socialisms. They also fought for six working hours and promoted the republicans who enhanced working ethics. In the beginning, it acted as a labor union where it aimed at negotiating for employees; it did not rise to recognition. After its sudden growth in early 1880s, it later lost it members and turned out being a small organization. It was very efficient in fighting for the rights of its member, and in 1986, it had over 700,000 members. At this time, its voice was material and could influence big decisions. But in the next three years, it lost all its members from poor management (Duddington, 2007, p. 115). The organization worked hard in bringing women and black employees to equality. This is one of the reasons that had participated to its growth. It was also swift in fighting for their rights by ensuring that ward was by merit. Its roots were firm in the south, which later influenced the north to acceptance in the north (Malcolm, 2008, p. 23). American federation of labor This is among the first labor unions in
Wednesday, January 29, 2020
Great Expectations Essay Dont know that the police came to ask e own b acksm n to tix their only pair ot handcuffs, and start to ask questions such as how did they know it was Pip that helped the convict? ) 2. Pips convict shows his appreciation for Pips loyalty by claiming to have stolen the food and file himself, protecting Pip. 3. The hostility between the two convicts is apparently caused by the first convict trying to get the second convict to the guards, showing he was willing to return to Jail and give up his short lived freedom to do so. The second convict pleaded that he was minding his own business when the first convict attacked, and would have been murdered if the guards had not shown up. Chapter 6- He Climbed Down the Chimney. (Mr. Pumblechook claims that the only way that the convict could get inside was through the chimney. Pip is the only one who knows this is false, because it was Pip who stole the food and file to give to the criminal. ) 1 . Mr. Pumblechook is Joes uncle and, therefore, Pips brother-in-law. He gets Pip into Satis House by
Tuesday, January 21, 2020
Racial Prejudice in British Immigration Policy Introduction The purpose of this paper is that to highlight what I see as racist, unjust and inhumane elements in BritainÃ¢â¬â¢s immigration system and the culture of secrecy surrounds it. The permanent residents (who has indefinite leave to remain), central to this discussion not the illegal immigrants and bogus asylum seekers. Also immigrationÃ¢â¬â¢s treatments of people coming over to Britain for a range of other reasons and with papers and visas they expect to be accepted have been highlighted. Mainly my argument is, compared with other countries, UK is more suspicious of all people entering the country and they discriminate against people from Ã¢â¬ËunderdevelopedÃ¢â¬â¢ countries. I have read and quoted from various books in the Immigration subject area. Mainly, Ms. Catriona J. MacKenzieÃ¢â¬â¢s dissertation Ã¢â¬Å"Africans & UK Immigration ControlsÃ¢â¬ for the degree of Masters in Social Work & Social Policy, which has been submitted to the University of Glasgow in 1995 greatly helped me to construct this paper. I also conducted a number of interviews in UK and Turkey with individuals with immigration difficulties. I also made extensive use of the Glasgow University Library. Citizenship The membership of individuals in modern democratic societies is marked by the status of citizenship. Those who belong in a given nation-state have documents certifying their membership. More importantly, citizens possess a wide range of civil, political and social rights. The reality has always been somewhat different. Most nation-states have had groups on their territory not considered capable of belonging, and therefore either denied citizenship or alternatively forced to go through a process of cultural assimilation in order to belong. Moreover, even those with formal membership have often been denied some of the rights vital to citizenship, so that they have not fully belonged. Discrimination based on class, gender, ethnicity, race, religion and other criteria has always meant that some people could not be full citizens. Securing the participation of previously excluded groups has been seen as the key to democratisation. Nazism and the Ã¢â¬ËFinal SolutionÃ¢â¬â¢ temporarily stigmatised racial-biological thinking after 1945. However, the Ã¢â¬ËNew RacismÃ¢â¬â¢ that emerged in the 1970s evaded the opprobrium of biological racism and eugenics by superficially relocating difference away from phenotype and genes and on to culture. This has had dramatic effect on nature and appearance of racism in Britain. By camouflaging hereditary qualities as cultural inheritance, it became possible for mainstream politicians to inject racism back into debates about nationality and citizenship.
Monday, January 13, 2020
The success of Henry Ford till 1925s Henry Ford did not invent the automobile. He didnÃ¢â¬â¢t even invent the assembly line. But more than any other single individual, he was responsible for transforming the automobile from an invention of unknown utility into an innovation that profoundly shaped the 20th century and continues to affect our lives today. Model T (A car for everyman) In simple terms, the Model T changed the world. It was a powerful car with a possible speed of 45 mph. It could run 25 miles on a gallon of gasoline. It carried a 20-horsepower, side-valve four-cylinder engine and two-speed planetary transmission on a 100-inch wheelbase. It was Henry FordÃ¢â¬â¢s foresight which saw the potential market of automobiles. In his opinion transportation was a basic need of human and if affordable anyone would be willing to buy it. It was with this vision of delivering automobiles to everyman that Ford started to experiment with different production methodologies to lower the cost of production. Influence of Frederick Taylor on Henry Ford Frederick Taylor was a contemporary of Henry Ford. His theory of scientific management had a big impact on Henry Ford. According to Henry Ford, the assembly line was based on three simple principles: Ã¢â¬Å"the planned, orderly, and continuous progression of the commodity through the shop; the delivery of work instead of leaving it to the workmanÃ¢â¬â¢s initiative to find it; an analysis of operations into their constituent parts.Ã¢â¬ A scientific approach to these principles, the next logical step in the organization of work, had already been enunciated by Frederick Taylor in what is now called as scientific management. Henry Ford used the techniques specified by Frederick Taylor in increasing the efficiency of his process. TaylorÃ¢â¬â¢s scientific management consisted of four principles: 1. Replace rule-of-thumb work methods with methods based on a scientific study of the tasks. 2. Scientifically select, train, and develop each employee rather than passively leaving them to train themselves. 3. Provide Ã¢â¬Å"Detailed instruction and supervision of each worker in the performance of that workerÃ¢â¬â¢s discrete taskÃ¢â¬ . 4. Divide work nearly equally between managers and workers, so that the managers apply scientific management principles to planning the work and the workers actually perform the tasks. Learnings from Henry Ford and Model T Assembly Line/Mass production In 1913 Henry Ford started production of Ford Model T in a sliding assembly line. Though assembly line was used previously used in different industry but it was mostly for products which had small number of parts. Model T on the other hand had many more components. Sliding assembly line of Henry Ford was inspired by overhead trolleys used to dress up beef. Henry Ford thought that the same technique can be used for automobile too. A breakthrough came in April 1913. A production engineer in the flywheel magneto assembly area tried a new way to put this componentÃ¢â¬â¢s parts together. The operation was divided into 29 separate steps. Workers placed only one part in the assembly before pushing the flywheel down the line to the next employee. Previously, it had taken one employee about 20 minutes to assemble a flywheel magneto. Divided among 29 men, the job took 13 minutes. It was eventually trimmed to five minutes. This approach was applied gradually to the construction of the engine and other parts. According to Henry Ford: The principles of assembly are these: (1) Place the tools and the men in the sequence of the operation so that each component part shall travel the least possible distance while in the process of finishing. (2) Use work slides or some other form of carrier so that when a workman completes his operation, he drops the part always in the same placeÃ¢â¬âwhich place must always be the most convenient place to his handÃ¢â¬âand if possibleÃ have gravity carry the part to the next workman for his own. (3) Use sliding assembling lines by which the parts to be assembled are delivered at convenient distances. Advantages of assembly Line : In his autobiography Henry Ford (1922) mentions several benefits of the assembly line including: Workers do no heavy lifting. No stooping or bending over. No special training required. There are jobs that almost anyone can do. Provided employment to immigrants. The gains in productivity allowed Ford to increase worker pay from $1.50 per day to $5.00 per day once employees reached three years of service on the assembly line. Ford continued on to reduce the hourly work week while continuously lowering the Model T price. Interchangeable/Standard Parts Centre to the concept of assembly line was the concept of interchangeable parts. Interchangeable parts meant that all the cars had same components at same place. This saved time which could have been wasted in sorting and identification of different parts. Henry Ford made sure that all components were standardised in the production of Model T. But it was not only parts which were standardised, Henry Ford also standardised all the processes. Following Frederick TaylorÃ¢â¬â¢s Ã¢â¬Å"One right wayÃ to do the taskÃ¢â¬ , Henry Ford devised the best possible way for a process. These were usually devised by detailed study of every task, time measurements and dividing tasks into small, controllable and reproducible steps. Labour policies Ford astonished the world in 1914 by offering a $5 per day wage ($120 today), which more than doubled the rate of most of his workers. The move proved extremely profitable; instead of constant turnover of employees, the best mechanics in Detroit flocked to Ford, bringing their human capital and expertise, raising productivity, and lowering training costs. Ford announced his $5-per-day program on January 5, 1914, raising the minimum daily pay from $2.34 to $5 for qualifying workers. It also set a new, reduced workweek. FordÃ¢â¬â¢s policy proved, however, that paying people more would enable Ford workers to afford the cars they were producing and be good for the economy. Ford explained the policy as profit-sharing rather than wages. Franchising Ford pioneered the franchise system that would be applied to other industries, such as MacDonaldÃ¢â¬â¢s and many other franchise giants. He put a Ford plant in every country that was on good terms with the U.S. and started the trend toward global corporations. Ford mapped out the whole system, from standardizing the car to franchising dealerships to creating a global network, and he did it all with no precedents to learn from. Just in Time (Henry FordÃ¢â¬â¢s Contribution) Ernest Kanzler worked with Henry Ford in reducing the inventory costs at Fordson tractor plant. Kanzler noticed that during the Great War, excessive supplies were brought into the Fordson Tractor Plant prior to production. He found that these excess supplies tied up valuable plant space and millions of dollars. To remedy this, Kanzler reorganized inventory schedules so that raw materials and pans were bought only when needed and that the freight cars used forÃ delivery of these pans were used immediately to transport finished Fordson tractors to dealers. The success of General Motors postÃ 1927 (Sloan) Mr. Sloan was elected President of General Motors in 1923, succeeding Pierre S. du Pont, who said of him on that occasion: Ã¢â¬Å"The greater part of the successful development of the CorporationÃ¢â¬â¢s operations and the building of a strong manufacturing and sales organization is due to Mr. Sloan. His election to the presidency is a natural and well-merited recognition of his untiring and able efforts and successful achievement.Ã¢â¬ Mr. Sloan had developed by then his system of disciplined, professional management that provided for decentralized operations with coordinated centralized policy control. Applying it to General Motors, he set the corporation on its course of industrial leadership. The next 23 years, with Mr. Sloan as Chief Executive Officer, were years of enormous expansion for General Motors and of a steady increase in its share of the automobile market. Changing with times While Henry FordÃ¢â¬â¢s success with Model T was based on providing a mean of transport to everyone, Sloan realized that by 1925s just getting a mean of transport was not important. People were now more conscious about the looks and features of car too. He changed the organisation and production system at General Motors to keep up with these changes and provide an advantage over Ford who were still producing only one model at a time. Learnings from Alfred Sloan and General Motors Annual Model Change/Planned obsolescence To maintain unit sales, General Motors head Alfred P. Sloan Jr. suggested annual model-year design changes to convince car owners that they needed to buy a new replacement each year, an idea borrowed from the bicycle industry. In his autobiography, Ã¢â¬Å"My Years with General Motors,Ã¢â¬ he penned this thoughtÃ Ã¢â¬Å"The changes in the new model should be so novel and attractive as to create demand . . . and a certain amount of dissatisfaction with past models as compared with the new one.Ã¢â¬ Decentralisation in Organisational structure Alfred Sloan split General Motors into divisions, and each division was run as a company within a company. Sloan said the company wasÃ Ã¢â¬Å"coordinated in policy and decentralised in administrationÃ¢â¬ . He supervised the decentralisation of the organisation into divisional operating units, placing in charge of each an executive with total authority for his own activity. In order to give coherence to the decentralised organisation, Sloan deliberately maintained a degree of central control. Decentralisation he saw as analogous to free enterprise, and centralisation to regimentation. He believed that elements of both were necessary to successful business. At the same time as dividing the company into separate units, he developed a system which enabled the units to support each other, therefore establishing a much stronger organisation as a whole. Price Segmentation Sloan realized that he canÃ¢â¬â¢t compete with Ford in price wars. Instead what he did was to have a model in every price segment. This way they can take some chunk of FordÃ¢â¬â¢s low price range with Chevrolet cars while giving multiple options to users at higher ends. His theory was to provide Ã¢â¬Å"A car for every purse and purposeÃ¢â¬ . This proved very successful in the long run and have become a must do thing for big businesses in all kind of industries. Financing A company was founded in 1919 by General Motors Corporation as the General Motors Acceptance Corporation (GMAC) to be a provider of financing to automotive customers. This proved very beneficial in the long run as Ford had no such system and it negated the effect of low prices provided by Ford to some extent. InventoryÃ control and production control Sloan devised a system where inputs from retailers and individual organisation was used to decide the production plans for future. He asked every office to give three estimates- pessimistic, realistic and optimistic. These reviews were used to forecast and plan the future production. Also, it was used to decide how much inventory needed to be kept. Fact Based planning and Decision Planning Sloan always put an emphasis on fact based decision making. Even when working under his predecessors Durant and du Pont, he always went to them with changes in system based on data. Something which du Pont readily accepted and was important in selection of Sloan as next President of General Motors. The success of Toyota in the 70s and 80s The history of Toyota started in 1933 with the company being a division of Toyoda Automatic Loom Works devoted to the production ofÃ automobiles under the direction of the founderÃ¢â¬â¢s son, Kiichiro Toyoda. Kiichiro Toyoda had travelled to Europe and the United States in 1929 to investigate automobile production and had begun researching gasoline-powered engines in 1930. Toyoda Automatic Loom Works was encouraged to develop automobile production by the JapaneseÃ government, which needed domestic vehicle production, due to the war with China. Need for innovation After WWII, Levels of demand in the Post War economy of Japan were low and the focus of mass production on lowest cost per item via economies of scale therefore had little application. Kiichiro Toyoda again visited many automobile companies in US and Europe. He found that production strategies havenÃ¢â¬â¢t changed much in last 20 years. He asked Taiichi Ohno to devise a system as cost efficient as Ford for the Japanese economy. Taiichi Ohno took his own tour of different facilities in US. Having visited and seen supermarkets in the USA, Taiichi Ohno recognised the scheduling of work should not be driven by sales or production targets but by actual sales. Given the financial situation during this period, over-production had to beÃ avoided and thus the notion of Pull (build to order rather than target driven Push) came to underpin production scheduling. The working of Toyota production system has been very well documented in Jeffrey LikerÃ¢â¬â¢s book Ã¢â¬Å"The Toyota WayÃ¢â¬ . Some tools from Toyota production System Jidoka It may be described as Ã¢â¬Å"intelligent automationÃ¢â¬ or Ã¢â¬Å"automation with a human touch.Ã¢â¬ This type of automation implements some supervisory functions rather than production functions. At Toyota this usually means that if an abnormal situation arises the machine stops and the worker will stop the production line. It is a quality control process that applies the following four principles: 1. Detect the abnormality. 2. Stop. 3. Fix or correct the immediate condition. 4. Investigate the root cause and install a countermeasure. Kanban (Just In Time) Kanban cards are a key component of kanban and signal the need to move materials within a manufacturing or production facility or move materials from an outside supplier in to the production facility. The kanban card is, in effect, a message that signals that there is a depletion of product, parts, or inventory that, when received, the kanban will trigger the replenishment of that product, part, or inventory. Consumption therefore drives demand for more production, and demand for more product is signaled by the kanban card. Kanban cards therefore help create a demand-driven system. Kaizen Kaizen is a daily process, the purpose of which goes beyond simple productivity improvement. It is also a process that, when done correctly, humanizes the workplace, eliminates overly hard work (Ã¢â¬Å"muriÃ¢â¬ ), and teachesÃ people how to perform experiments on their work using the scientific method and how to learn to spot and eliminate waste in business processes. In all, the process suggests a humanized approach to workers and to increasing productivity: Ã¢â¬Å"The idea is to nurture the companyÃ¢â¬â¢s human resources as much as it is to praise and encourage participation in kaizen activities.Ã¢â¬ Successful implementation requires Ã¢â¬Å"the participation of workers in the improvement.Ã¢â¬ People at all levels of an organization participate in kaizen, from the CEO down to janitorial staff, as well as external stakeholders when applicable. The format for kaizen can be individual, suggestion system, small group, or large group. 5 Whys The 5 Whys is an iterative question-asking technique used to explore the cause-and-effect relationships underlying a particular problem.The primary goal of the technique is to determine the root cause of a defect or problem. (The Ã¢â¬Å"5Ã¢â¬ in the name derives from an empirical observation on the number of iterations typically required to resolve the problem.) 5S There are five primary 5S phases: They can be translated from the Japanese as Sort, Systematize, Shine, Standardize and Self-Discipline. Sort: Remove unnecessary items and dispose of them properly Systematize: Arrange all necessary items in order so they can be easily picked for use Shine: Prevent machinery and equipment deterioration Standardize: Maintain everything in order and according to its standard Self-Discipline: To keep in working order Ohno Circle Taiichi Ohno was well known for walking onto the shop floor and drawing a circle on the ground. He would then go and stand in the circle and observe, think and analyse. Learn what was actually going on. From this study he would then have enough knowledge to improve the process. Three types of waste Muda: any activity in your process that does not add value. MUDA is not creating value for the customer. Mura: Any variation leading to unbalanced situations. In short: UNEVENNESS, inconsistent, irregular. Muri: Any activity asking unreasonable stress or effort from personnel, material or equipment. In short: OVERBURDEN Andon Andon is a manufacturing term referring to a system to notify management, maintenance, and other workers of a quality or process problem. The alert can be activated manually by a worker using a pullcord or button, or may be activated automatically by the production equipment itself. The system may include a means to stop production so the issue can be corrected. Learning from Toyota Production System The Toyota Way A brief summary of points given in Toyota Way: Section I: Long-Term Philosophy Principle 1. Base your management decisions on a long-term philosophy, even at the expense of short-term financial goals. Section II: The Right Process Will Produce the Right Results Principle 2. Create a continuous process flow to bring problems to the surface. Principle 3. Use Ã¢â¬Å"pullÃ¢â¬ systems to avoid overproduction. Principle 4. Level out the workload (heijunka). (Work like the tortoise, not the hare.) Principle 5. Build a culture of stopping to fix problems, to get quality right the first time. Principle 6. Standardized tasks and processes are the foundation for continuous improvement and employee empowerment. Principle 7. Use visual control so no problems are hidden. Principle 8. Use only reliable, thoroughly tested technology that serves your people and processes. Section III: Add Value to the Organization by Developing Your People Principle 9. Grow leaders who thoroughly understand the work, live the philosophy, and teach it to others. Principle 10. Develop exceptional people and teams who follow your companyÃ¢â¬â¢s philosophy. Principle 11. Respect your extended network of partners and suppliers by challenging them and helping them improve. Section IV: Continuously Solving Root Problems Drives Organizational Learning Principle 12. Go and see for yourself to thoroughly understand the situation (genchi genbutsu). Principle 13. Make decisions slowly by consensus, thoroughly considering all options; implement decisions rapidly (nemawashi). Principle 14. Become a learning organization through relentless reflection (hansei) and continuous improvement (kaizen). References http://corporate.ford.com/our-company/heritage/heritage-newsdetail/672-model-t http://en.wikipedia.org/wiki/Assembly_line http://www.sloan.org/about-the-foundation/who-was-alfred-psloan-jr/ http://corporate.ford.com/our-company/heritage/historic-sitesnews-detail/663-highland-park http://www.thehenryford.org/EXHIBITS/HF/ http://www.investopedia.com/articles/financial-theory/08/henryford.asp http://www.vectorstudy.com/management-gurus/frederick-taylor http://www.shmula.com/fords-contribution-to-just-in-time/371/ http://www.willamette.edu/~fthompso/MgmtCon/Scientific_Manage ment.html http://en.wikipedia.org/wiki/Planned_obsolescence http://inspiredeconomist.com/2012/09/20/the-greatest-inventionplanned-obsolescence/ http://www.mbsportal.bl.uk/taster/subjareas/busmanhist/mgmtthin kers/sloan.aspx http://www.economist.com/node/14298890 http://faculty.chicagobooth.edu/anil.kashyap/research/papers/gene ralmotors.pdf http://en.wikipedia.org/wiki/Henry_Ford http://en.wikipedia.org/wiki/Alfred_P._Sloan The Toyota Way Ã¢â¬â Jeffrey Liker My Years with General Motors Ã¢â¬â Alfred Sloan
Sunday, January 5, 2020
Auret van Heerden has been the president of the Fair Labor Association (FLA) since 2001. Ã¢â¬Å"The FLA is a non-profit collaborative effort of universities, civil society organizations, and businesses. It describes its mission as promoting adherence to international and national labor lawsÃ¢â¬ . (Wikipedia, 2014). The speech given by Auret van Heerden highlight issues with supply chain such as child labor, human rights abuses and the huge ethical and moral dilemma this presents to us all as consumers and as fellow human beings. In 1996 President Clinton convened a meeting at the White House which was attended by industry, human rights NGOs, trade unions, the Department of Labor, in which a task force was formed and they spent about three years arguing about who takes how much responsibility in the global supply chain. Companies didnt feel it was their responsibility. They dont own those facilities. They dont employ those workers. Theyre not legally liable. Everybody else at the table said, Folks, that doesnt cut it. You have a custodial duty, a duty of care, to make sure that that product gets from wherever to the store in a way that allows us to consume it, without fear of our safety, or without having to sacrifice our conscience to consume that product. So they agreed, Okay, what well do is we agree on a common set of standards, code of conduct. Well apply that throughout our global supply chain regardless of ownership or control. Well make it part of the contract.
Saturday, December 28, 2019
When C. Write Mills talks about the sociological imagination, he is saying that it is the capacity to understand that individual life is complexly intertwined with events and issues present in the world. Sociological imagination can range from subjects as simple and everyday as hygiene, to something more serious such as racism. In terms of hygiene, there has been a rise in amounts of desire for state of the art hand sanitizers in schools, resulting from the Swine Flu epidemic of 2009. Similarly, there has been a surge in racism against people of Islamic and Muslim faiths stemming from the tragedy of 9/11 and other terrorist attacks by Middle Eastern Terrorist groups. The sociological imagination lets us recognize that we act in these ways because of societal beliefs, events and concerns. Societal influence comes in many forms such as political, economic, social etc. I was born in 1995, and the years of greatest influence for me as a child were 2000-2005. On September 11th, 2001, Al Qaeda flew two planes into the Twin Towers. I was six years old at the time and I remember playing with my cousin because we had both stayed home from school that day. When my mom and aunt explained what happened I knew this was serious because they were crying. We watched the news and I saw one of the buildings collapse. I saw people running, screaming and crying, covered in ash. I also saw something IÃ¢â¬â¢ll never forget; a man jumped out the window of the building that was still standing. My momShow MoreRelatedThe Sociological Imagination Essay1065 Words Ã |Ã 5 PagesPaper Grade: 75 / C The Sociological Imagination The sociological imagination is an idea or a way of thinking that interlocks an individual in a society with the society as a whole. Most people refer to sociology as the study of how people or individuals interact with each other. In order to fully understand sociology and the concept of the sociological imagination as proposed by C. 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MillsÃ¢â¬â¢s concept was that in order to get a full understanding on an individual we have to use our imaginations and think outside the box. He felt that sociological research need researchersRead MoreMy Sociological Imagination And Push Myself858 Words Ã |Ã 4 Pages1. I have developed greatly as a sociologist in that I have developed my sociological imagination and push myself to ask and answer the tough questions about society. Instead of simply taking aspects of our society for face value, I have begun to dig deeper and examine how and why we define differentiate developed and underdeveloped countries or how and why everything is becoming Ã¢â¬Å"fasterÃ¢â¬ within society (fast fash ion, fast food, etc.). The readings helped a great deal in my analyzing of society byRead MoreWhat Is A Theoretical Exegesis?1256 Words Ã |Ã 6 Pagesaround us. C. Wright Mills, in The Sociological Imagination (1959) and Karl Marx, in Alienated Labour use theory to understand the nature of society in two different points of view. Although Mills perspective does differ from Marx, it can be used to better understand MarxÃ¢â¬â¢s ideas. Mills writes: Ã¢â¬Å"Perhaps the most fruitful distinction with which the sociological imagination works is between Ã¢â¬Ëthe personal troubles of milieuÃ¢â¬â¢ and the Ã¢â¬Ëpublic issues of social structureÃ¢â¬â¢ (Mills 1959: 8).Ã¢â¬ For Mills the sociologicalRead MoreI Am Applying Intersectionality And The Sociological Imagination1080 Words Ã |Ã 5 PagesI am applying intersectionality and the sociological imagination to my intersecting identities: class, gender, and ethnicity. By employing intersectionality and the sociological imagination, I am analyzing how my positionality affected my personal experiences while connecting those events with society. I also included five peer-reviewed articles as supporting evidence. KimberlÃ © Williams Crenshaw is an African American scholar, civil rights advocate, and law professor who developed the term intersectionalityRead MoreCharles Wright Mills And The American Sociological Review Essay934 Words Ã |Ã 4 PagesC.Wright Mills or Charles Wright Mills was born on August 28, 1916 in Texas. He attended the University of Texas where he got his bachelor s degree in 1939. Before even graduating, Mills had already been published in the two leading sociology journals in the United States, the American Journal of Sociology and the American Sociological Review. After his bachelors degree, he pursued his Ph.D at the University of Wisconsin in 1941. During his time in Wisconsin, he met his wife, Dorothy Helen Smith