Principles of Economics Research Paper Example | Topics and Well Written Essays - 1000 words

Principles of Economics - Research Paper Example Based on this research economics is about scarcity and choice. It is assumed that all human beings are rational thinkers hence would always choose to consume products that would give them maximum satisfaction or utility. Mankiw argues that rational people ‘systematically and purposefully do the best to achieve objectives given available opportunity.’ Given a choice among alternatives and with scarce resources, one would evaluate the benefits and costs of consuming an extra unit of a product and would only take a decision only if marginal benefit is greater than marginal cost. In this case, to solve the alcohol abuse problem, one has to consider marginal benefits and marginal costs derived from consuming an extra unit of alcohol and since excessive drinking has more costs than benefits, one would refrain from alcohol. The opportunity cost foregone by choosing to abuse alcohol is too high compared to satisfaction derived; money spent on alcohol can do many other things suc h as feeding the family, education for children, and investments among others. Besides, the person may have health problems thus adding to the costs. By considering all these factors, a rational person would refrain from alcohol abuse. Heyne acknowledges the role played by incentives in directing behavior. For him, rational people usually respond to incentives or are induced to act by them. Assuming alcohol abusers are rational, imposing taxes on alcohol substances would eliminate the problem. This would follow the law of demand which states that other things being constant, if the price of a good increase, the quantity demanded of the good decreases. Taxes have the effect of increasing alcohol prices and this would automatically mean that the abusers would desist from alcohol consumption or cut their consumption. Prescription Drug Effects on Demand and Supply of Other Products and Services Prescription drugs are drugs prescribed by a medical officer to a patient and are regulated b y legislation unlike the over-the-counter drugs which can be old to anyone. If a patient is under prescription drugs, he/she buys the drugs despite the price of the drugs. An increase or decrease in price of the drugs therefore has little or no effect on the quantity demanded by an individual (McCarthy & Schafermeyer, 2007). The drugs are provided by the National Health Insurance and have no close substitutes. The increase in price of the drugs thus affects all the sectors of healthcare industry such as patients and private insurers. Due to increased costs, the private insurers are forced to increase the cost of their services in case they have to offer such drugs and this may lead to low demand for their services. The patients are also required to get medical prescriptions before obtaining the drugs thus the demand for the medicine may be low compared to over-the-counter drugs. Use of prescription drugs also has an effect on demand for other healthcare services such as hospitalizat ion. The prescription drugs also affect supply of generic products as manufacturers have patents to supply the new drugs for some years. Elasticity of Demand and Supply The price elasticity of demanded which is percentage change in quantity demanded over percentage change in price shows consumers responsiveness to price changes. (McKenzie & Lee, 2006). It is an important consideration when analyzing the impact of a shift in supply and in determining if the firm should raise or lower its price. The supply curve is upward sloping showing a positive relationship between price and quantity supplied other things held constant. However, in long-run, those factors do change causing a shift in supply curve. Such factors include; input prices, technology, expectations and number of sellers in the market. For example, an increase in input prices such as labor would lead to a decrease in supply thus shifting the supply curve to the left. This

Chapter 11 Essay Example | Topics and Well Written Essays - 250 words

Chapter 11 - Essay Example Vocational aptitude tests, curriculum-based vocational assessment, person-centered planning have been used as important metaphors in order to have a close understanding with the subject at hand as far as this chapter is concerned. Also the career awareness process has been fundamentally discussed as it is a continuous one which begins at birth and goes on till death of an individual. The vocational objectives touch upon the quintessential aspects related with what vocational instruction is trying to achieve and in what proportions. The functional curriculum includes the instructional strategies which are employed in order to teach the required skills both in a classroom as well as under a natural environment. Other relevant skills that have been detailed within the length of this chapter include the academic skills, the social skills, the personal care skills, the motor skills, and the job search skills. Then again, the general principles that underline the vocational instruction hav e also been manifested for a proper understanding of the vocational instruction realms in

Organizational Change And Innovation

Organizational Change And Innovation Organizational change and innovation are essential for an organizations growth and development. Upon understanding the importance organizational change and innovation, many researchers have formulated theories related to change management. Theories have critically analysed with an example of British Airways. Compare strategies with the external and internal environment. The changes taking place in British Airways explores the understanding of change management is implemented in organizations. The case study explains the dimensions of business travel and tourism and its social, economic and environmental consequences. The case study elaborates the easier approach of organizational change in right method with mutual trust and obligation between the employee and employer. Strategy: Strategy is the direction and scope of an organization over the long-term: which achieves advantage for the organization through its configuration of resources within a challenging business environment, to meet the needs of markets and to fulfil stakeholder expectations. Johnson and Scholes (Exploring Corporate Strategy) Organizational Strategic planning process: According to the todays high rivalry in business environment, the large corporations not only follow the budged-oriented planning and forecast-based planning methods to survive and prosperity, but also engage in strategic planning which clearly describes objectives and assess the both internal and external situation to formulate strategy, implement the strategy, evaluate the progress, and make adjustments to make necessary to stay on track. Mission Objectives: The organizations mission is expressed in the form of a mission statement that projects the organization image to the consumers. Organizational leaders can define measurable financial and strategic objectives guided by the business vision. Environmental Scan: Scanning of the internal and external environment of an organisation is known as environmental scanning. The internal analysis reveals strengths and weaknesses and the external analysis reveals opportunities and threats of an organisation. Strategy formulation: Once the clear representation of an organisation has been achieved, specific strategy can be devised. Michael Porter identified cost leadership, differentiation and focus as three generic strategies can be used while formulating strategy. Strategy Implementation: For effective implementation, high level intangible terms and priority of strategy needs to be translated into more detailed policies for clear understanding at functional level of organization. Evaluation Control: After implantation, the results need to be measured and evaluated, with necessary changes made as required to keep on track. SWOT Analysis: SWOT stands for strengths, weaknesses, opportunities and threats. SWOT analysis is a strategic planning method, which helps organizations in identifying and understanding their strengths and weaknesses, explore opportunities and minimise threats. It is helpful in identifying areas of development in any business. Strengths: Organizational strengths are skills and capabilities which makes possible to conceive of and implement its strategies. Examples include strong tie-ups with the suppliers, healthy relations with the customers, reputed brand name, etc. Weaknesses: Organizational weakness is deemed as an opposite of strength, which is important to overcome their weaknesses as it is highest importance to strive in the market. Examples include weak tie-ups with the suppliers and distributors, poor reputation among customers, weak brand name, etc. Opportunities: Opportunities are favourable circumstances, an area or duration in which an organization can work towards higher performance and profits. Examples include unfulfilled customer needs, up to date with new technologies, favourable changes in the international trading regulations, etc. Threats: Threats are unfavourable changes in the internal and external environment. Examples include new regulations, not able to manage the new technologies; products are not able to reach the customer satisfaction level, trade barriers, etc. By utilizing the SWOT analysis in strategic planning towards the organizational growth, a matrix can be developed which provides an accurate understanding of organizations strength, weaknesses, opportunities, and threats. SWOT Matrix Strengths Weaknesses Opportunities S-O strategies W-O strategies Threats S-T strategies W-T strategies In conclusion, SWOT analysis is the most important method in analysing and formulating strategy. With this, the managers can assess the internal strengths and weaknesses as well as external opportunities and threats for overall development of the organization. (Ricky Griffin, 2008) (http://www.quickmba.com/strategy/swot/) Micro Macro Environment: PESTEL Analysis: PESTEL analysis means analysing the political, economical, social, technological, environmental and legal factors, which may play a big role in an organisation processes. Using these key factors organizations can identify the attractiveness of a particular industry for investment, customers expectations, recognise the strategic gap and opportunities in the market. Political factors include political stability, taxation policies, legislation and regulation, government grants and fiscal incentives, and environmental regulations, and etc. Economic factors include interest rates, inflation rate, currency exchange rates, globalization, economic growth, and etc. Social factors include demographic change, emphasis on safety, lifestyle development, healthy management, and etc. Technological factors include research and development activity, communication technologies, automation, operation technologies, and etc. Environmental factors include climate, weather, and etc. Legal factors include discrimination law, consumer law, employment law, health and safety law, and etc. In conclusion, PESTEL analysis is a method of understanding external environment in which an organization operates and this is very important for overall development and success of an organisation. (Ricky W. Griffin, 2007) Change Management: Change management is an organized, systematic application of the knowledge, tools and resources of change that provides organizations with as key process to achieve their business strategy. (http://www.lamarsh.com/approach/managed) Michael E. Porter developed a five forces tool called porters five forces to understand the industry in which a firm operates. According to the Michael E. Porter, competition is often looked at too narrowly by managers and the five forces say that competing with direct competitors. The five forces give a holistic way of looking any industry and understanding the structural underlining drivers of profitability and drivers. With clear understanding of this model, an organisation can develop the competitive edge over its rivals and identify whether new products or businesses have the potential to be benefit or not. The five forces are supplier power, buyer power, competitive rivalry, threat of substitution, and threat of new entry. These five competitive forces give a frame work for identifying the most important industry developments and for foreseeing their impact on industry attractiveness. Michael E. Porter (On Competition) Source (http://www.visual-literacy.org/periodic_table/pix/porter-five-forces.png) Framework for Change: The job role of senior managers is to take decisions in favour of achieving the goals and make sure that the formulating strategies are implemented in the appropriate manner. The above-mentioned theories help the senior managers to approach change in a more structured way. Nevertheless, rather than sticking of organisational theories, managers have a broad range of choice and prudence. Resistance in Change: Change tends to be resisted when it affects interpersonal and job relations, but the manner of change is often important than the change itself. Change will not be effective unless the affected areas are committed to change. By creating supportive atmosphere, close working with affected areas by the change must work out a new value system we can reach the goal of successful change. According to the Lewins model, change means three stages: unfreezing, transition and refreezing. Unfreeze supporting people to replace the old behaviour with new one, which provides a sense of psychological safety and motivated to change. Transition people start looking at things in a different way and may learn new concepts or behavioural models in this stage. Refreeze stabilization of change via integration of changed behaviour into the normal way of doing things. Change will fall back to prior level unless the change is internalized and institutionalized after execution. Some of the organisational resistance factors are inactive structure, inactive group, threat to expertise, poor power relations, and limited forces of change. (http://www.consultpivotal.com/lewins.htm) There are number of organizations in the world in which there has been constant change and innovation. British Airways is one such organisation that has constantly changes in its strategy, structure, culture, management and technology. It has also employed various techniques to deal with such changes. Case Study: Background Information: In 1919, Aircraft Transport and Travel Limited (ATT) launched worlds first daily international air service. In 1924, four major airline companies in Britain Handley Page, Instone, ATT and British Air Marine Navigation merged together into a single airlines company called Imperial Airways. This airline grew in size and gained rapid reputation. The airlines not only dominated the operations in Britain, but also dominated across the different parts in the world encircling routes to Australia and Canada. In 1935, British Airways Ltd was formed with the merger of three airlines and extremely competed with the Imperial Airways. However, in 1939, British government nationalised the two airlines and formed British Overseas Airways Corporation. The BOAC separated into two entities as British European Airways (operates within Europe) and BOAC (operates rest of the world). With the rising oil prices and industrial concerns, BOAC and British European Airways decided to m erge into British Airways in 1976 and a Concord was introduced. This was referred as to as the new supersonic era. In April 1984, British Airways was made into British Airways Plc by shares offered to public. Now, British Airways is the United Kingdoms largest international scheduled airlines and operates more than 550 destinations across the world. British Airways has more than 280 aircrafts and has more than 40,000 employees. The corporate headquarter is located in London and its main hubs are Heathrow and Gatwick. British Airways has owned around 240,000 shareholders including 50% of shares owned by the BAs existing employees. (http://www.britishairways.com/travel/history) Strategies of British Airways: New strategies were adopted at each level of the organisation. British Airways top managers are certainly reviewing their strategies to identify the areas of improvement. Functional strategies aim at providing British Airways products with competitive advantages in terms of superior quality, innovation, efficiency and customer responsiveness. In airline industry, formal corporate strategy was that of vertical integration with lack of independent providers for specialized activities brought about the creation of in-house services with secure markets, therefore lacking up-to-date technology or cost efficiency. With the new corporate strategy, outsourcing activities to reduce costs and elevate competitiveness, and on developing partnerships with major airlines to increase the use of each partners assets and better serve customers. SWOT Analysis of British Airways: Strengths: British Airways strength includes purchased fast-rate new fleet of aircrafts to praise comfortable travelling of customers. British Airways operational research declared that level of knowledge and analytical skills performed by the organization and employees becomes it strength. Strong focus in customer areas while in purchasing high-end technology for air service strengthens the business orientation. Weaknesses: Lacking marketing strategy is one of many weaknesses on organizations business and service. Even though the great infrastructure hosted British Airways need to attract more customers with better market schemes. Furthermore limited knowledge of simulation technology, knowledge lost through internal staff moves, and difficulty to enhance specialist airline technology are the weaknesses. Threats: Threats are seen in centralized management, bureaucratic system and poor decision making. Rapid changes on technology and customer behaviour can also be a threat if not interpreted quickly. Major threats are trade union strikes. Opportunities: Availability of vast services and products create an opportunity to utilize them properly. In British Airways virtual reality could provide a new use for simulation, getting network software and sharing knowledge through special groups are opportunities, which can be utilized further enhance the companys growth. Online check-in for families with Fast Bag Drop facility, introducing baggage policies by standardizing the size of baggage to reduce queue time in airports are some of opportunities for British Airways. (http://www.thinkingmanagers.com/companies/british-airways) Porters five forces model applied to British Airways external environment High Risk of Entry Considerable start-up capital High financial risks Large economies of scale Control through Airport slots Low Power of Supplies BA sets terms and conditions, e.g. takes 130 days to pay suppliers High Rivalry Rises with Industry stakeout and operators will complete on cost and differentiation High Power of Buyers Due to a weaker demand while the number of operator stabilises Substitute Products Eurostar, new communication means, e.g. teleconferencing Political-legal Technological Macro-economic socio-cultural Source: Adapted from Michael Porters model. Change Management British Airways By signing the joint business agreement in revenue and cost sharing and with Iberia British Airways spread the choice of air timings, better connections and short journey timings for customers travelling between London and Spain. British Airways has changed the uniform for more than 25000 staff and the new uniform will cost 30% less than the previous one, which continues to generate long term cost savings while bringing a new smart look to the staff. Expanding the operations through launching BA CityFlyer and operating from the Docklands to six UK and European destinations in 2007. In 2008, introduced Online Boarding Pass (OBP) along with technology enabled PDF with e-fax and mail services to customers convenience and time saving. Formerly, passengers would need to have access to a printer at the time of online check-in to produce their boarding pass. The Online Boarding Pass facility helped the customers in a great way as they did not have to wait in queue. Now they can take advantage of the freedom of online check-in. British Airways also aims on cutting down 95% of energy consumption on air handling by installing in-flight stimulator cells at its training centre in Heathrow Airport and new technology equipment also being used to reduce the noise emission. Cost cutting on staff pay Nearly 7,000 British Airways staff have taken an early opportunity to apply for voluntary pay cuts in support of the airlines cost reduction programme. Of the 40,000-strong workforce, 6,940 employees had volunteered for unpaid leave, part-time working or unpaid work by June 24. Their actions will save the company up to  £10 million. Willie Walsh, British Airways chief executive, said: This is a fantastic first response. I want to thank everyone who has volunteered to help us pull through this difficult period. This response clearly shows the significant difference individuals can make. Options were made available for staff to volunteer for between one and four weeks unpaid leave or unpaid work, with the pay deduction spread over three or six months. The options also included switches to part-time working or longer periods of unpaid leave. Staff will have further opportunities to take part in the programme later in the year. Contingency plan British Airways is to increase its flying schedule for the period of Unites strikes as larger volumes of cabin crew call the airline to offer to work in support of the companys contingency operation. Following Unites decision to call strikes for March 20, 21 and 22, the airline published its flying schedules for the affected period on Monday, aiming to fly 60 per cent of its customers as planned. Since Monday, the number of cabin crew offering to work as normal has increased significantly and is expected to grow further. British Airways is also pleased that the number of other airlines offering their help for the strike period through charters or provision of spare seats has increased from 50 on Monday to more than 60. These developments have enabled the airline to reinstate some previously cancelled flights and provide extra capacity for both longhaul and shorthaul destinations. For example, this will allow the airline to fly home more competitors and supporters from the Winter Paralympics in Vancouver. Willie Walsh, British Airways chief executive, said: The determination of our colleagues across the whole business to keep the flag flying this weekend is increasing. I am delighted by the numbers of cabin crew who have been getting in touch with us to express their disillusion with Unites position. Our crews just want to work as normal, do their usual terrific job and look after our customers. We will now have the potential to fly more than 4,000 additional customers per day and serve more destinations. We believe this is a helpful move at a time when customers are facing rising fares with alternative carriers. Morale among our operations teams is high. Yesterday was our most punctual day at Heathrow for months, thanks to the efforts of all parts of the airline. Technological changes and innovation have been witnessed in British Airways from the past five years. British Airways has invested large amounts in new technology and terminal facilities. Exploring the knowledge and facilitation commencements in British Airways supported the decisions and management process. Another major technological change introduced by British Airways was implementation of management solutions from Calidris in 2007, which helped to create industrys first Order Data Stores (ODS), which stores the customers information in improving the level of customer service and minimising the duplicate bookings. Conclusion:

sociological methods :: essays research papers

Methods As we were interested in attitudes and experiences of our subjects we decided to use a qualitative approach to conduct our study. We wished our respondents to define their attitudes and experiences using their own words and meanings therefore it was considered that quantitative data was not appropriate for such a study. Qualitative study is more in-depth and much less structured than a quantitative approach, generating a greater depth of information (Mason 1996) A semi-structured interview technique to gather our data. This was chosen because of the benefits that this method entails and because of the disadvantages of the standardised and non-standardised methods (Gilbert, 2001). The standardised model was discarded because although all respondents received the same questions in the same order the system lacked credibility due a number of facts. Firstly, not every respondent may have the same interpretation of a question thus answers could not be compared to any degree of certainty. Secondly, the interviewer was unable to clarify any questions that the respondent did not fully comprehend. Most importantly, though, was the fact that the interviewer was unable to explore any area that our respondent unexpectedly enlightened us to, this also hindered us from asking any supplementary questions that may have furthered our findings (Punch, 1998). A non-structured approach was instantly ruled out as we wished to gage specific attitudes and experiences of drugs from our respondents. A non-standardised interview could have left us with an abundance of irrelevant material and little of any actual use. The semi-structured method has many benefits. Not only does this technique give the interviewer room for scope to probe, clarify and alter his or her interview schedule on the spot but it is also relatively easy to code and analyse the information that is procured (Seidman, 1998). The Sample Our sample were four third year students, two males and two females. Third year was chosen as our sample year-group as this allowed the respondents time to have become fully integrated into the Stirling student ‘life-style’. The sample was approached at random in the Stirling University union, ‘The Studio’. Random individuals were asked if they were 3rd year students and if so were they willing to take part in our survey. The sample were informed of the purpose of our research and confirmed the area of questioning which we wished to pursue. The sample was told that the location for their interview was entirely at their own discretion.

Homework Should Not Be Abolished Essay

School without homework is not an image I can fathom. There are many reasons homework should not be abolished as it is beneficial towards the student, allows the teacher to acknowledge the student’s weaknesses; in turn giving them an opportunity to improve and acquire new skills. Also, taking time each night to do homework is a chance for students to catch up on missed class and further reinforces the day’s lessons so it is permanently etched in the student’s mind where the information is stored and used when called upon. see more:why should homework be banned Several studies have proven that homework, in fact, does improve the stability of the student in school; this strengthens the statement that time spent completing homework is time well spent. Rather than giving students another hour of leisure time, doing homework entitles the student to an hour of enriched education; this can greatly benefit the student, as consistently finishing homework will reap great rewards such as a favorable test score or report card. Why are we posing such a ludicrous question about the possible abolishment of homework if doing homework is what it takes to succeed in school? It is a common emotion to students regarding the distaste of homework, but legions of teachers know better because they recognize the importance of homework in the success of students in school and outside of school. Not only homework benefit the student, it also benefits the teacher as well. Teachers receive the opportunity to see at what stage the student is by assigning homework. Furthermore, the teacher can identify the weaknesses of the student so they can improve their study habits in hopes of pulling their grades up. On the other hand, if teachers were to abandon the idea of homework altogether, they would have to base the majority of the student’s mark on tests alone.

Chiquitas Global Turnaround Essay

Executive Summary This report details several international management problems that Chiquita has been faced with over the past two decades. Many of these problems are to do with the company’s previously poor image when it came to Corporate and Social responsibility. Over the years Chiquita faced many accusations about the conditions workers were faced with at many of their facilities in Latin America and have also had their environmental policies questioned many times in the press. The company has made great strides in recent years in improving their public image with regards to corporate and social responsibility. In particular Chiquita’s commitment to the Better Bananas Project has helped improve their public image along with the continued work they are doing with the South American communities who farm their bananas. The Company also faced a significant legal and regulation of trade problem when the EU’s 1993 integration program saw tariffs on the company imports to Europe gre atly increased and their market share halved almost overnight. This report recommends that instead of going through a costly legal battle to gain re-entry to the European Banana market the company instead focuses on newer emerging markets such as Asia. Introduction Chiquita Brands International is a multinational producer, distributor and marketer of bananas, sourcing many of its produce from developing countries in Latin America. Banana industries have long been tarnished as having unethical business standards forcing companies such as Chiquita to take on ‘Corporate Social Responsibility’ (CSR). CSR has been an essential element for Chiquita to take into consideration for a global turnaround. Vital aspects Chiquita had to consider were commitment to legal, ethical, environmental and social standards. These factors are at the most forefront to resolving CSR issues. Another key issue affecting the organisation was its struggles with access to a free market in the EU. The trade regulations the company faced through quotas and tariffs not only cut the company’s market share by over 50 percent but also negatively affected their ability to compete in the EU. These issues are seen as critical for the firm as it weakened its compet itive edge considerably. Chiquita has taken actions against these issues in the past several years however there are several solutions that could strengthen the company even further so that they remain the worlds leading supplier of bananas. Key Issues Issue #1: Corporate Social Responsibly After analysing the case in full depth it has come to our knowledge that corporate social responsibility (CSR) is a major international business issue affecting Chiquita. CSR is becoming a huge business venture in today’s corporate world. People are becoming more aware of business ethics and practices that don’t coincide with what they agree is morally correct and right. (Anglo American, 2012) Business practices have therefore moved from being profit maximisation focused to having social, cultural, technological and political focal points; or a ‘quadruple bottom line’ approach in order to create a company that is socially correct with a positive image. (LGAM, 2013) In 2003 Chiquita had 19,000 workers in its banana division with over 100 farms across Latin America. These countries are typically developing countries that have struggled with poverty, literacy and access to health care. The banana industry has long been for its support of child labour, unsafe w orking conditions, sexual discrimination and low wages leading to Human rights groups organising campaigns against all banana companies to improve social conditions on their plantations. (Luthans, F., & P. Doh, J. 2012). CSR is stated as â€Å"the continuing commitment by business to behave ethically and contribute to economic development while improving the quality of life of the workforce and their families as well as of the local community and society at large†. (Business Respects, no date) Therefore Chiquita’s image in the 1990’s of being a company that was â€Å"cold, uncaring, and indifferent, frustrated with mediocre returns, a lack of innovation, and a demoralized workforce† lead to the company becoming considerably unpopular with the public and business partners, which contributed to a decrease in growth rates. For example, in 1998 Chiquita fell a victim of an undercover investigation into dangerous and illegal business practices. The Cincinnati Enquirer, a paper based in Kentucky, accused the company guilty of â€Å"labour, human rights, environmental and political violations† in central America, leaving an â€Å"unsavoury impression of our company† according to Jeff Zalla, current corporate responsibility officer at Chiquita. (Luthans, F., & P. Doh, J. 2012). The centre of the debate about the CSR is the nature and extent of corporate obligations that extend beyond the economic and legal responsibilities of the firm. â€Å"The idea of social responsibilities supposes that the corporation has not only economic and legal obligations, but also certain responsibilities to society which extend beyond these obligations† (McGuire, 1963: 144). The issue is therefore critical for the firm as it is in the business’s long-term self-interest to be socially responsible. If Chiquita wants to have a healthy climate in which to function in the future, it must take actions now to ensure its long-term viability. Ultimately it will benefit the company by â€Å"winning the public† because the public believe firms should take on social responsibility. Issue #2: Tariff Regulations from the EU Another international business issue that had a significant effect on Chiquita’s day to day operations was the European Union’s (EU) decision to impose significantly higher tariffs and quotas on Chiquita’s imports from Latin American countries, in favour of their former colonies in the Caribbean and Africa, beginning in 1993. These new Tariff’s not only cut the company’s market share by over 50 percent but also significantly affected their ability to compete in the EU’s $6.7 Billion USD banana market. (Luthans, & P. Doh, 2012). This was a massive regulation of trade issue for Chiquita as they believed the EU’s decision to grant their former colonies preferential tariff rates was in direct violation of the fair trade principles specified in the WTO. These principles stated that countries must not discriminate against one another in their trade relations. (Luthans, & P. Doh, 2012). One of the key sub-issues that caused this issue for Chi quita was the EU’s 1992 integration program which saw the 12 member nations of the EU do away with their previously separate banana import regime’s and implement one uniform set of tariffs for the whole EU. (Patterson, 2001) This important change in international law saw Chiquita go from only having some quotas to deal with when exporting to the EU to now having to pay an extra 33% tariff than their rival importers from ACP countries. (Patterson, 2001) Although the EU’s new regime was immediately protested by the U.S.A and many Latin American countries this presented another significant legal international management problem for Chiquita. Not only had their market share been halved, drastically cutting into their profits, but they also now faced the prospect of a lengthy and expensive legal battle to be able to once again import their bananas to Europe at a fair rate. (Luthans, & P. Doh, 2012). Strategic options Corporate Social responsibility Chiquita began to initiate corporate social responsibility projects in 1992 but initiated projects aimed at implementing its CSR efforts on a global scale in 1998, (Luthans, & P. Doh, 2012). By 1999 Chiquita had adopted four key values, integrity, respect, opportunity and responsibility, which now guide all business decision-making worldwide, (Luthans, & P. Doh, 2012). In 2000 Chiquita appointed a full time officer responsible for all aspects of Chiquita’s CSR. This implementation as well as the four core values has helped drive a responsible change throughout the entire company, (Chiquita – Social Responsibility Is How We Conduct Business, 2013). It has meant all business decisions have had to be evaluated through the corporate responsibility policies, (Luthans, & P. Doh, 2012). Chiquita’s development of social responsibility efforts has developed significantly by expanding on the businesses code of conduct to outline the responsibilities and practices of the or ganisation, as well as adopting legal agreements to establish business standards, (Luthans, & P. Doh, 2012). Chiquita’s have resolved social conditions on all their plantations by using both these strategies. They expanded their code of conduct in 2000 to include Social Accountability 8000, followed by signing a worker rights agreement in 2001, (Luthans, & P. Doh, 2012). This covered areas such as food safety, labour standards, employee health and safety, environmental protection, and legal compliance, all which have been a long tarnished image in the banana industry. It has been proven to be a very effective tool for measuring and improving business practices to better serve the communities and individual consumers, (Chiquita – Social Responsibility Is How We Conduct Business, 2013). In order to adhere to the organizations core values, Chiquita routinely performs audits, to plan corrective and future actions using the firms core values and code of conduct as decision- making guides. This implementation has contributed significantly to allow Chiquita’s to maintain better CSR practices. An alternative solution for Chiquita is to contribute to local communities in an interactive way. Chiquita’s could set up programs to promote healthy living, particularly that educate children on nutrition and encourage them to lead healthier lives. Chiquita employees could do this by visiting local schools, events or other business firms in the community. To promote healthier living to people they could give out produce to the community to encourage eating healthier foods and give tips to men, women and particularly children about nutrition enforcing the idea of healthy living. Chiquita could also allow schools to visit their farms on an education basis. This gives the opportunity for Chiquita employees to get involved in supporting the community and has the added benefit of portraying a great social responsibility effort for Chiquita. Furthermore on the idea of allowing people to visit their farms, Chiquita could alternatively charge people a small dona tion, where a percentage of the profit could be given to charity or an ongoing event in the community. Tariff Regulations from the EU From the time that the new regime was put in place in 1993, Chiquita, along with the United States, filed complaints to both the General Agreement of Trade and Tariffs (GATT) and the World Trade Organization (WTO) implying that there were violations of free trade from the EU (Doh & Luthans, 2012). There were two complaints made to GATT the first, issued in February 1993, outlined that the new regime (Mark II) was ‘protectionist, discriminatory and restrictive’. While the second; was initiated by five Latin American plaintiffs on the first of July, 1993 (Read, 2005). While the GATT panel ruled that the Mark II regime violated GATT commitments, the EU refused to adapt the ruling made by GATT. In May 1997, the WTO ruled that the EU’s Mark II regime violated WTO obligations under the GATT on trade and services and the agreement on import licensing procedures (Doh & Luthans, 2012). Some of these licensing procedures included: Operator categories, activity functions, ex port certificates and hurricane licenses (Read, 2001). The EU was then required by the WTO, to bring its banana regime compliance by January 1999. This was brought about by the various amounts of import licenses that the EU used in which the WTO panel found that these licenses breached the GATT and the General Agreement on Trade in Services as it prevented competition in the EU (Read, 2005). However, the EU did not comply and so, the United States was allowed to enforce regulatory tariffs onto specific EU imports as a response towards the EU’s failure to implement the WTO rulings as well as the violations of the GATT trade rules (Read, 2005) It was not until April, 2001 that the United States and the EU announced that they had resolved their dispute but reaching an agreement. The agreement took effect on the first of July, 2001 during which the United States suspended retaliatory sanctions and the import of bananas from Latin America returned to the levels it was at before the 1993 regime change (Doh & Luthans, 2012). Final Recommendation An alternate option that Chiquita could have undertaken is that rather than focusing on regaining the European market, they could have looked towards expanding to a new regional market such as Asia. Evidence from the Chiquita’s website shows that they have yet to expand to the Asian market (Chiquita Homepage, 2013). Four out of the top five countries for banana consumption in the world come from Asia; these countries being: India, China, Indonesia and the Philippines (WolframAlpha: Banana Consumption, 2007). Upon entering the Asian market, Chiquita should approach with either a polycentric or regiocentric predisposition. Polycentric and regiocentric predisposition is, respectively; â€Å"a philosophy of management whereby strategic decisions are tailored to suit the cultures of the countries where the multinational corporation operates† and â€Å"the philosophy of management whereby the firm tries to blend its own interests with those of its subsidiaries on a regional basis† (Doh & Luthans, 2012). These two approaches would be good for entering into the Asian market as Asian cultures tend to be high context cultures in which negotiations are slow and ritualistic; whereas for and American-based company such as Chiquita, are used to low context cultures where negotiations are made efficiently as possible (Cavusgil, Freeman, Knight, Ranmal & Risenberger, 2012). These two approaches will allow for Chiquita to become more compatible with the Asian market. Implications of this however, is that the time and money spent on developing and researching strategies on entering the Asian market could cost either the same, or more than the legal costs that Chiquita faced while regaining the rights to exporting to the EU. However, if Chiquita looked towards expanding into the Asian market while dealing with legal issues regarding the EU quotas and everything went well, Chiquita would then be exporting to both Europe and Asia which would bring them more profit than if they were just shipping to one or the other. References Anglo American, (2012), Business Ethics and Corporate Social Responsibility, Retrieved from: http://businesscasestudies.co.uk/anglo-american/business-ethics-and-corporate-social-responsibility/introduction.html#axzz2cMnSxmvE, Accessed 17/9/13 Business Respect, (no date), Corporate Social Responsibility- what does it mean? Retrieved from: http://www.businessrespect.net/definition.php, Accessed 17/9/13 Cavusgil, S.T., Freeman, S., Knight, G., Ranmal, H.G., & Risenberger, J.R. (2012). The Cultural Environment of International Business, International Business (pp.88- 122). Frenchs Forest, Australia: Pearson Australia Chiquita (2013). Chiquita.com – Social Responsibility Is How We Conduct Business. Retrieved from http://www.chiquita.com/The-Chiquita-Difference/Social-Responsibility.aspx, Accessed 13/9/13 Chiquita Homepage. (2013). Retrieved from http://www.chiquita.com/Home.aspx, Accessed 13/9/2013 Doh, J.P., & Luthans, F. (2012). Chiquita’s Global Turnaround (Case Study), International Management: Culture, Strategy and Behaviour. (pp.138- 165). New York, United States of America: McGraw Hill. European Commission (2011). Corporate Social Responsibility. Retrieved from http://ec.europa.eu/enterprise/policies/sustainable-business/corporate-social-responsibility/index_en.htm, Accessed 13/9/13 LGAM, (2013) Quadruple Bottom Line, Retrieved from: http://lgam.wikidot.com/quadruple-bottom-line, accessed 17/9/13 Luthans, F., & P. Doh, J. (2012). International Management (pp. 560-566). (8th ed.). New York, America: McGraw-Hill, Accessed 13/9/13 McGuire, J (1963), The Business Case for Corporate Social Responsibility, retrieved from:

Advanced English Grammar Review Quiz

Advanced English Grammar Review Quiz Intensive grammar review quizzes are a great way for English students to test their knowledge. This exam covers some of the  most important upper-intermediate level English tenses, structure, and functions. Use it in class or at home to improve your reading and comprehension or to study for an ESL, EFL, or TEFL test. Grammar Quiz Choose the correct word to fill in the blank. Answers can be found in the next section, along with explanations for each sentence. 1. If she _________ about his financial situation, she would have helped him out. had knownknewwould have known 2. Ill be _______________ their cat while they are away on holiday. looking intolooking atlooking after 3. He made his children _____ their homework every afternoon. to dodoingdo 4. The test was _____ difficult she had problems finishing it on time. suchsoas 5. By the time she arrives, we _________________ our homework. finishwill finishwill have finished 6. She _________ lunch by the time we arrived. finishedhad finishedwas finished 7. The sun ______ at 9 last night. satsettedset 8. When I stopped __________ to Mary, she was picking some flowers in her garden. speakingto speakspeak 9. Despite ___________ hard, he failed the exam. he studiedstudiedstudying 10. That room ____________ for a meeting this afternoon. is usedis being useduses 11. We _______ play tennis every day when we were young. usedwould towould 12. If I __________ you, I would get a better job. wasarewere 13. Hell give you a call as soon as he _______. arriveswill arriveis going to arrive 14. He  really didnt want to come last night. ______________ So did I.Neither I did.Neither did I. 15. Do you think he knows what ________? he wantsdoes he wantwants he 16. I think San Francisco is ______ exciting _____ New York. as ... thanas .... soas ... as 17. Why are your hands so dirty? Well, I ______________ in the garden. have workedhave been workingworked 18. Did you remember __________ the door? lockinglockto lock 19. ____________ 250 mph? Which model does goWhich does model goWhich model goes 20. That is the man ________ grandfather founded Kentucky Root Beer. whowhosethat 21. I could hardly ___________ the ship in the distance. see outmake throughmake out 22. Look at those clouds! It ___________ rain. s going towillshall 23. _________________, we wont have much to talk about. If not he comesUnless he comesSince he comes 24. He has _____ interest in continuing the project. anynot anyno 25. Where do you think Jane was yesterday? She __________ at home. must bemust have beenmust go 26. Jack told me he ___________ come the next day. is going towillwas going to 27. He drove the car __________ the garage and left for work. out ofoutinto 28. Jack ______________ a fortune when his great uncle passed on. came alongcame intocame through 29. Unfortunately, Peter has ______ friends in Tacoma. a fewa lotfew 30. I will finish that project soon. Ken said he ________ finish that project soon. werewouldwill 31. In his position _____ managing director, he is responsible for more than 300 employees. likeasso 32. She wished she __________ the new car. boughtwould buyhad bought 33. Fiestas ____________ in Cologne, Germany for many years now. have been madehave been makinghave made 34. I think you ___________ see a doctor. should better tooughthad better 35. Youll be leaving for Tokyo soon, _______? arent youwill youwont you 36. ______ the last market session the Dow Jones dropped 67 points. DuringWhileFor Answers and Explanations If she  had known  about his financial situation, she would have helped him out. Use the past perfect (had past participle) in the if clause of the third conditional to talk about unreal past situations.Ill  be looking after  their cat while they are away on holiday. The phrasal verb to look after means to take care of.He made his children  do  their homework every afternoon. The verbs make and let combine with an object plus the base form (without to) of the verb. Other verbs use the infinitive form of the verb (with to).The test was  so  difficult she had problems finishing it on time. Use so with an adjective and such with a  noun phrase.  By the time she arrives, we  will have finished  our homework. With the time clause by the time... use the future perfect to describe something that will have happened up to that point in time.She  had finished  lunch by the time we arrived. Use the past perfect (had participle) to express an action finished before another action in the past. The sun  set  at 9 last night. The verb to set is irregular.When I stopped  to speak  to Mary, she was picking some flowers in her garden. When using the verb to stop, use the infinitive form to express an action that you stopped in order to do. Use the gerund to express an action that you have stopped doing (and doesnt continue).Despite  studying  hard, he failed the exam. Use the gerund or having   past participle following despite. Use a verb clause when  following  although.That room  is being used  for a meeting today. Is being used is the present continuous form of the  passive voice  that is required by this sentence.We  would play  tennis every day when we were young. Would do something and used to do something both express a habitual action in the past. Used to do something also expresses the idea that you do not do that action anymore.If I  were  you, I would wait a while to begin investing. Use were in the second conditional if clause for all subjects.Hell give you a call as soon as he  arrives. In a future time clause use the present simple. The construction is the same as for the first conditional. He really didnt want to come last night.  Neither did I. Use neither followed by the opposite form of the helping verb to  state negative agreement.Do you think  he knows what he wants?  Be careful to change questions to standard sentence structure when asking an  indirect question.I think San Francisco is as  exciting as  New York.  Use as ... as to show equality.Why are your hands so dirty? Well, I have been working  in the garden.  Use the present perfect continuous to show what has caused a present result.Did you remember  to lock  the door? The verb stop can  change meaning when used with a gerund or infinitive.Which model goes  250 mph?  Subject questions  take standard positive sentence structure but begin with who, whom or which.That is the man  whose  grandfather founded Kentucky Root Beer. Whose is the  possessive relative pronoun  required in this sentence.I could hardly make out  the ship in the distance.  Make out  is a phras al verb meaning to see in the distance.Look at those clouds! Its going to rain.  Its is a contraction of it is, the present tense. Use the future continuous when making a prediction based on the evidence at hand. Unless he comes, we wont have much to talk about.  Unless he comes is a conditional clause.He has no interest in continuing the project. Use no when preceding a noun that lacks an article.Where do you think Jane was yesterday? She must have been at home. Use might have participle for a past modal verb of probability. The other forms include could have participle - possibility, must have participle - almost certain, cant have participle - almost certain in a negative way.Jack told me he  was  going to  come the next day.  Use the past progressive tense to refer to events that occurred in the past.He drove the car  out of  the garage and left for work. Use the prepositions out of when exiting a building.Jack  came into  a fortune when his great uncle Jack passed on. The phrasal verb to come into means to inherit.Unfortunately, Peter  has  few  friends in Tacoma. Use few to express a small amount that is considered negative in a disappointing sense.I will fin ish that project soon. Ken said he  would  finish that project soon.Will becomes would in reported speech. In his position  as  managing director, he is responsible for more than 300 employees. Use as to indicate function, use like to indicate similarity.She wished she  had bought  a new car. The use of the verb wish in the past is followed by the past perfect similar to the third conditional.Fiestas  have been made  in Cologne, Germany for many years now. Have been made is the correct present perfect passive form required in this case.I think you  had better  see a doctor. Had better, ought to, and should are all ways of giving advice.Youll be leaving for Tokyo soon,  wont you? Use the opposite of the auxiliary for a question tag.During  the last market session, the Dow Jones dropped 67 points. Use during with a noun, while with a verb clause.