Interracial Marriage - 3821 Words

Introduction An interracial marriage is a marriage between members of different races, known as as Mixed marriage: marriage of two people from different races or different religions or different cultures. Miscegenation: reproduction by parents of different races (especially by white and non-white persons). Exogamy: marriage to a person belonging to a tribe or group other than your own as required by custom or law. Multiracial: made up of or involving or acting on behalf of various races, and Biracial: consisting of or combining two races. Interracial marriages are still a growing concern in the society. Over the time, the number of interracial marriage has been multiplied to a large number. After all these years, interracial marriage is†¦show more content†¦The different types of qualities the individuals bring to the marriage are visible to each person during this stage. There is a revelation of love vs. compatibility in this stage, which relates to differences vs. similarities. The mor e differences the less compatibility, the more similarities the more love. In this stage interracial couples face more obstacles than couples of the same race, because there are more elements that need to be discussed. This is the stage where couples either make it or break it. The third phase in the marriage is called the resolution. In this stage couples have either mutually agreed to stay together and ignore each others differences as well as each other, or they pretend nothing is wrong, or they are in a constant state of anger towards each other and the issues they face. Many interracial marriages dont make it past the end of stage two and the beginning of stage three, unless they make arrangements that they can both understand and respect. Pros of Interracial Marriages There are plenty of benefits that accrue from an interracial marriage. The first and foremost is that the children of this relationship are likely to be better global citizens than those born from marriages/ relationships of the same race. There is more tolerance towards the diversity of religion because the partners learn to respect the differences and nuances of each religious tradition they follow. Their children wouldShow MoreRelatedEssay about Interracial Marriage 913 Words   |  4 PagesInterracial marriage also known as mixed marriage, miscegenation, exogamy, and multiracial, is a marriage between members of different races. It was just 44 years ago that interracial marriage was made fully legal throughout the United States, and it is becoming more common for members to marry outside of ones’ own race. The growth of interracial marriages in the United States corresponds with changes in the legal status of interracial marriages and what some would consider, li ttle, but some changingRead MoreInterracial Marriage Should Be Legal1365 Words   |  6 PagesInterracial marriages are still considered taboo in many countries in the world and even in the United States. While the opportunity to marry whoever one desires is a reality in America, it is not always common and sometime frowned upon in our communities. Much progress has been made as a country to allow interracial marriages to be successful, but the American population has had difficulty accepting the legal development that has taken place in our nation. Interracial Marriage has been fought throughoutRead MoreTraditional Belief Of Interracial Marriage1674 Words   |  7 Pagescontrast, popular culture theorizes that interracial marriages are motivated not by a desire to leave behind one’s heritage, but by love between two people who happen to be of different races. In this paper, I seek to analyze and compare these two perspectives, proposing a theory that combines the two by ac counting for a person’s upbringing and beliefs when deciding what their motivation may be. I first analyze the traditional belief of interracial marriage in comparison to the popular culture beliefRead MoreInterracial Marriages And The United States1043 Words   |  5 Pagesis the institution of marriage. This is especially true when it comes to the topic of interracial marriages. Which has been described as a marriage between members of two different races. Even though, it has not been that long ago since interracial marriage has been made legal throughout the entire United States. It continues to be one of the biggest conflicts in society today, considering everyone has their different viewpoints on the topic. Since these types of marriages are considered to be anRead MoreEssay about interracial marriages701 Words   |  3 Pages The law forbidding interracial marriage was terminated in 1967, and in the midst of rapid racial change, one fact is unmistakable: A growing nu mber of Americans are showing that we all can get along by forming relationships and families that cross all color lines. In the past couple decades, the number of interracial marriages has increased dramatically. Interracial dating and marrying is described as the dating or marrying of two people of different races, and it is becoming much more common toRead MoreInterracial Marriages And Its Effect On Society877 Words   |  4 PagesInterracial Marriages (relationships) have existed for years, though society traditionally has had difficulty accepting these unions. Over the years, attitudes toward interracial relationships have changed dramatically and will likely continue to change as our society becomes increasingly diverse. An interracial marriage is generally defined as the union between two individuals who come from different racial/ethnic backgrounds, such as and African American women and a white American male. InterracialRead MoreInterracial Relationships Sex and Marriage E ssay976 Words   |  4 Pages In the modern world today, there are still people that are bigots who view interracial relationships and marriage as undesirable. However, the view is contentious given that the law that allows interracial relationships and marriages was enacted in 1960. Before then, it was prohibited and against the law to have a relationship with someone from a different race let alone getting married to them. Basing this context from the film Jungle Fever that tries to describe a non-healthy relationship betweenRead MoreCauses of Friction in Interracial Marriages Essay1425 Words   |  6 PagesCauses of Friction in Interracial Marriages The United States has witnessed a considerable amount of social and cultural desegregation between African-Americans and Caucasians. However, despite years of desegregation, social and cultural differences still exist. One of these differences that still exists is in the institution of marriage. Americans have been and are continually moving slowly away from segregation. In the past forty years, a multitude of changes have transformed schools, jobs,Read More The Melting Pot: Interracial Marriages Essay1270 Words   |  6 Pages Interracial Marriages 2 The Melting Pot: Interracial Marriages To be or not to be? Once again this is the question. In the past, social scientist and society in general, categorized people involved in interracial romances as disturbed, or they labeled these relationships as acts of rebellion, or attempts to move up on the social ladder (Majete 2000, 1). Today this no longer seems to be the case. However, this can still be quite controversial. Part of the reason for this controversy begins withRead MoreInterracial Marriage Should Be Permitted Or Rejected1300 Words   |  6 PagesInterracial relationships rates have dramatically increased in the United States of America (Kalmijn 1993; Qian 1997). The mixing of cultures between whites and African Americans has considerably overcome its old barriers and is currently being witnessed throughout the country. According to Joyner and Kao 2005, dating outside one’s race has grown to be very common nowadays. In 1967, the case of Richard Loving and Mildred Jeter in the State of Virginia rose up cont roversies on whether interracial

Is Google Making Us Stupid - 1199 Words

Eldewak 4 Reem Eldewak Justin Williams Freshman Composition 5 October 2015 As time progresses in our technologically propelled era and the internet continues to provide as the largest network source of information, our intellectual perception of information takes on a more distinctive and less analytical approach than before. The use of the internet has seized control over the vast connection of neural pathways in our minds, influencing our experiences and essentially hindering our natural ability to apply cognitive thinking. Although its intention was to nourish our minds with an instant unlimited source of valuable information, the internet has caused some people to lose their appreciation for long texts and their ability to concentrate. Within the essay, â€Å"Is Google Making Us Stupid?† by Nicholas Carr, the author feels that someone has been tinkering with his brain and that he can no longer enjoy reading a book of any length because he cannot sustain concentration on the book (Carr 1). This is a result of the fact that when people use the internet to find information, they habituate themselves to skim along the lines to quickly allocate their answers and once they have gotten what they needed, they close the browser without any further analysis of the information. According to his text, Carr asserts that he is not the only person who feels that his ability to concentrate has diminished. Scott Karp, an online blogger, has stopped reading books despite being a literatureShow MoreRelatedIs Google Making Us Stupid?1240 Words   |  5 Pagesone idea to be represented in many different ways. Both Nicholas Carr’s article â€Å"Is Google Making Us Stupid?† and M.T Anderson’s novel Feed, the broad idea of the relationship between humans and technology is portrayed. Carr’s article complains of how technology changes the way we think. Carr instigates the idea that we are losing our passion for learning as a result of the internet and search engines such as Google. These advancements, Carr proposes, lead to a world where our intelligence â€Å"flattensRead MoreIs Google Making Us Stupid1140 Words   |  5 PagesIs Google Making Us Stupid In the Atlantic Magazine, Nicholas Carr wrote an article, â€Å"Is Google Making Us Stupid?† Carr poses a good question about how the internet has affected our brain, by remapping the neural circuitry and reprogramming our memory. Carr states, â€Å"My mind isn’t going—so far as I can tell-but it’s changing. I’m not thinking the say way I used to think.† Carr went on farther, saying that he cannot read as long as he used to, his concentration starts to wonder after two or threeRead MoreIs Google Making Us Stupid?920 Words   |  4 Pagesa different perspective than that of Manuel Castells. In â€Å"Is Google Making Us Stupid?† Carr believes the Internet has taken the foundation out of learning, socializing and reading. Coupled with Manuel Castells, Nicholas Carr agrees that the Internet has been of good use in some cases (Wikipedia for the many hours of research conducted for its database that we access) but he also believes the Internet is slowly making him and us stupid. Carr says â€Å"My mind now expects to take in information the wayRead MoreIs Google Making Us Stupid?1548 Words   |  7 Pagesindependent will and creative imagination. These gives us the ultimate human freedom†¦. The power to choose, to respond, to change (Independence Quotes. Brainy Quote. Xplore. Web. 16 Nov. 2015.).† The Declaration of In dependence allows people to do whatever they please as long as it’s within the law, but Google is restraining what people can really do. It may not seem that a search engine can limit people, but one needs to think about the many things Google consists of that doesn’t allow people to chooseRead MoreIs Google Making Us Stupid?1048 Words   |  4 Pagesï » ¿Is Google making us stupid? Three authors weigh in One of the most common clichÃÆ' ©s is that the Internet has robbed us of our attention spans and impeded our ability to communicate effectively. Once we could write properly, now we only text. Google has made us lazy in terms of how we research and access data. However, is this true? In three major news publications, three major essayists have grappled with this question and come to completely different conclusions. Although the neurological evidenceRead MoreIs Google Making Us Stupid?879 Words   |  4 PagesAmerican writer, Nicholas G. Carr, in The Atlantic July/ August 2008 Issue titled â€Å"Is Google Making Us Stupid?† argues that the amount of time we spend online, especially google, has caused us to lose our minds by â€Å"tinkering† with our brains, â€Å"reprograming our memory,† and changing the way in which we process information. Carr’s purpose is to contribute to the idea that â€Å"Google† along with other online tools, is programi ng us to be less attentive and to the inhibition of our critical thinking skills. GuidedRead More`` Is Google Making Us Stupid?1505 Words   |  7 Pagescritically inspect both the positive and negative effects technology can have on development and cognition and all assert that technology is not as daunting as some make it out to be. However, some opinion based pieces such as Nicholas Carr’s â€Å"Is Google Making Us Stupid?† conclude that we should be apprehensive about technology advancing. The differences in outlook towards digital technology s future effect on the mind can best be seen in how authors view technology as a source of distraction, hypertextRead More`` Is Google Making Us Stupid?1384 Words   |  6 Pagestechnology is changing the way we access information; anything is accessible in mere seconds. This implementation has resulted in the most aware society of all time. Most information is just a quick and simple Google search away. An article, written by Nicholas Carr â€Å"Is Google Making Us Stupid? â€Å" in a 2008 issue for The Atlantic magazine, questioned the negative cognitive effects of the world wide web. Carr recognizes how much we rely on the internet and believes that humanity needs reform. AccordingRead MoreIs Google Making Us Stupid?1040 Words   |  5 Pagesquestion â€Å"Is Google Making Us Stupid?† This has set off a debate on the effects the internet is having on our brains. Obviously the internet is here to stay, but is it making us scatterbrained? Are we losing the ability to think deeply? Criticism of the Web most often questions whether we are becoming more superficial and scattered in our thinking. In the July-August 2008 Atlantic magazine, Nicholas Carr published Is Google Making Us Stupid? (http://www.theatlantic.com/doc/200807/google). Like otherRead MoreIs Google Making Us Stupid?733 Words   |  3 Pages Nicholas Carrs article, â€Å"Is Google Making Us Stupid?† makes points that I agree with, although I find his sources to be questionable. The article discusses the effects that the Internet may be having on our ability to focus, the difference in knowledge that we now have, and our reliance on the Internet. The points that are made throughout Carrs article are very thought provoking but his sources make them seem invaluable. Carr discusses the effects that the Internet has on our minds and the way

Managing Organisation Management

Question: Through the comparison of your home country and another country of your choice, critically discuss the issues that may challenge international managers from differences in national culture. Suggest actions or strategies that managers can put in place to minimise the impact of the issues you have identified. Answer: Introduction: Every organisation has a unique potentiality and cultural differences, which influences the behaviours of the members in the workplace and adapting situations accordingly. Organisational culture is an invisible but has powerful impact on international managers who perform in diverse working condition. It is a way of dictation how they act, behave and perform towards the organisational development maintaining shared values, beliefs and assumptions. Therefore, employees of the company have faced the challenges every day by the way of adaption of structural changes, managerial issues arising from cultural differences. Here in this essay, we are concerned with how cultural diversity and related differences with the behaviours, norms and expectations of typical groups of employees colleagues, or customers affects on decision making of managers. It is important to assess how the responsible authority of the management holds such changes towards the optimization of the employees potentiality. It is a benchmark of the global organisations to maintain the flow of operation rationally so that individual performances at the same time the operations of the management is benefitted. There are many characteristics of organisational culture, which have been followed by the management for enhance the performance standard and increase the value proposition in the global competitive business environment. Culture within organisation enforces towards innovation encouragement to take risks and perform. The culture of the organisation has a great deal of importance on how their decision will affect on the organisational people. Therefore, it is essential to treat their employees with respect and dignity, which definitely excel their performance standard and increase the teamwork orientation. It is the duty of the management to maintain a ce rtain aggressiveness when dealing with companies and outperforming the competition at all costs. By the above discussion, it is understood that our topic of discussion is how the cultural differences measures the effective managerial performance in a complex operating environment. It is a contradictory issue because we can hardly quantify the performance and evaluate its effectiveness. But in this essay, we are going to analyse the different perspective of cultural differences with the reference of cultural theories and try to find out the solution to mitigate the impact of several managerial issues. In this assignment, two countries- India and England, have been chosen for making it clear the differences of culture and understand work related cultural diversity of both the countries. A method of evaluation will take place to analyse roles and functions of service sector managers by the identification of organisational change as well as the operational changing conditions. Discussion: Organisational behaviour tends to influence the human behaviours. The Australians people, characteristically blunt, Japanese tend to be very polite, Indian are soft and emotional where as British are very straight-forward and focussed on their profession (Bellini et al. 2013). Patterns of global diversity and its implication have been studied from a range of perspectives, by psychologists, sociologists, anthropologists, and political scientists (Alvesson 2012). A brief background description of the two national cultures: Before the evaluation of two different culture of nation, it is important to know their background description and understand the cultural diversity, which normally followed in organisations placed in India and England. There are many attributes have been followed by the Indian organisations which depicts different psychology, attitude, beliefs, experiences and values at the workplace. The Indian managers have been facing many managerial issues such as individual differences, multiculturalism management, cross-country differences, organisational as well as multicultural conflicts and cultural differences (Bartikowski and Walsh 2015). So, the organisational culture has been changing rapidly in India which may have both positive and negative affects at the workplace (Ang and Van Dyne 2015). A developing economy like India is trying to achieve its pinnacle of advancement by increasing its productivity appreciably. Raising operational productivity is an important aspect of the management , which ensures whether an economy can encourage capital spending by the way of, enhance input material that compliments labour, increase capital and many more factors. Indian working organisations are not self-contained. The Indian managers are conceived as instruments of nations building. Organisations are much more open to societal forces. Therefore, the background of the Indian organisations have been postulating towards a desirable direction for organisational culture at the workplace. Many Indian scholars have been defined that the values of the organisational culture is a mixed pattern of indigenous and universal values (Beamish 2013). It has been analysed that Indian work culture maintain diversity at workplace since ages. Previously, the Indian managers were not aware the fact that works diversity could influence the individual behavioural aspects and increase the work performances. Nowadays it is incorporated in the management system to get customer loyalty, high employee motivation and increase productivity by the tight management control system within the organisational culture (Bellini et al. 2013). In India, employees have a habit to work for ten hours. As far as the work culture in India is concerned, the first thing, which comes in mind, is the organisational hierarchy normally maintained within organisations. The relationship between the boss and subordinates is very formal and may dominate a little bit. But there are large organisations in India where a level of informality and an open culture have been maintained with the influence of western culture (Carroll and Buchholtz 2014). For example, it has been found that the CEO of Mahindra Group suggests work diversity and talent acquisition are important for accelerate performance of employees. India has lately identified such facts but implement it into the business successfully at the later stage. On the other hand, we can see a very different work culture in the British work environment. There are seventy five per cent of British jobs are in service industries like restaurants, hotels, computer, shopping and finances (Koopmans and Schaeffer 2014). It is one of the fastest growing economies in the world. The usual working time allotted for each employee is eight hours and a five-day week. The work culture is not so dominating by the upper management of companies and communication a transparency is maintained for resolve all the managerial issues within the organisation. So, managers respect confidentiality as well as the comprehensive discussion of matters to handle difficult situations (Cavusgil et al. 2014). The British organisations are more actively involved into their corporate social responsibilities at the workplace and maintained the work-life balance, human rights and employments. The UK has subscribed to the goals of United Nation and many business leaders have activ ely perform towards achieving such goals (Laitin, Moortgat and Robinson 2012). Generally, the time-keeping management for business arrangements has a special place in the British work culture (Dent and Whitehead 2013). Therefore, managers have been maintained their punctuality while attending meetings and employees are keep it in mind at the time of execution of their responsibilities. In addition, conventional business etiquettes at the UK organisations are huge demand in the world of business where reflections of people behaviour are completely professional at the same time maintained sophistication while dealing with other people of the organization. It is an ideal scenario, for the growth of the business as well as the made changes individual growth perspectives in the England business. Therefore, values and knowledge of attitudes can be a remarkable importance if managers or employees wish to communicate with their counterparts effectively (Dickson et al. 2012). On the other hand, the British business leaders in the previous years have faced many manageria l issues regarding ignorance of cultural barriers, which hindered the communication process and had detrimental effects in the business economy of the country. A critical overview of national culture with the help of cultural theories and assessing cultural diversity of the chosen two countries: Organisations have specific purpose and survival goals (Diller 2014). Therefore, all the organisational changes within the workplace maintained by the management must enforce towards the achieving such goals. National or international cultural changes must follow strategic concept for implementation while making such changes towards handling the managerial issues and decision-making approaches (Dunning 2012). In the organisational theory literature, culture is often considered as an undefined immanent characteristic of any society whether in India or British business world. The relevance of such theoretical concepts must be examined before the use of it into the business processes of the organisation. There are conventionally three different approaches we are going to discussion here at the cultural perspectives: The psychological level which have a main focus on the Individuals norms, attitudes, behaviour from a particular culture (Forsgren and Johanson 2014). And another is the level of institution, which looks at group or national culture embedded in multiple institutions. Culture and related nationality tend to coincide, although nations encompass a huge variety of institutions, belief, religion, behavioural patterns and subcultures which can be found within individual countries (Fullan 2014). The only way to understand its wide variety of cultural diversity is with the help of characterization of distinct cultural groups through the discussion of the multiple dimensions of culture on psychological perspective. The Indian organisations are largely welcomed the cross-cultural communication attributes into their business environment. The cultural theory of Professor Geert Hofstede is perfectly aligned in this perspective. The professor has illustrated national culture as the collective programming of the mind which must distinguish the members of one group of category to another. Based on a cross-cultural psychology, the international managers are successfully recruit people from different cultural background and maintain the work diversity in all level of the organisations. There are six dimensions of national culture have been discussed in the culture theory (Hofstede, 2011). It can be articulated by this theory that the cultural dimensions represent independent preferences for one state of affair to another that differentiates countries from each other. Based on this theory, managers can maintain cultural diversity as well. It is very impressive for the global business world that Indian ma nagers are employ talents from all parts of the world without any bias like religion, sexual orientation, ages. Therefore, the fundamental managerial issue like how a society handles inequalities among people within the organisation can be resolved by the application of this theory. People in society emphases a large degree of Power distance index by accepting a hierarchical order in which every member has a position and which needs no further clarification ((Dickson et al. 2012). If we can relate this concept by equalising the distribution of employee in this way, the end productivity will surely results better. The freedom at working place is another point, which excels the work performances largely. Hofstedes cultural change theory explains that indulgence allows relatively free gratification of natural human drives towards enjoying life and having fun in society. The same concept can be applied within the organisation also. In fact, India as well as England give a lot of importa nce and incorporates indulgence dimension into their business management system for motivating their employees at the workplace. The international managers supports Hofstedes proposition of preferred coordination mechanisms. This study can easily conclude that every culture has unique preferred mechanism. It implies that employees from a nation will deliver a better performance if they use their own preferred management practices. The analysis of the seven dimensions culture model of Trompenaars is mainly emphasised preferences and values of the organisation, which are very relevant in the modern business. The organisations can follow one of the following dimensions for the enhance productivity of employees like Individualism versus communitarianism, Specific versus diffuse, Neutral verses emotional, Achievement versus ascription, Universalism versus particularism, Sequential time versus synchronous time, and lastly, Internal direction versus outer direction. Based on the appropriateness organisations must evaluate their cultural up gradation at the workplace. This literature contains considerable empirical research on the management-culture relationships. Fons Trompenaars analysed on Hofstedes thoughts more emphatically by the stereotyping framework and comparing the different national cultures. By the application of this theory, the India and UK organisations can easily understand the mapping approach by ide ntifying where each country or culture is positioned relation to more or others of these dimension. The UK organisations have successfully applied the rules and regulations, regardless of situation. Trompenaars have found that UK can be included among the most Universalist country. But, on the contrary, the Indian managers judging situations and adjusting procedures and rules according to the particular situation. It is called Particularism by Trompenaars. The dimension of Individualism are clearly builds the concept that the rights of individual and values are dominant to those of the collective society. The UK is among the most individualist countries whereas India includes among the most collectivist list. During the last decade it has been argued that cultural barrier has gradually reduced. Cultural integration has thus been in focus by many business leaders and many researchers have opined differently that the business world, extensively within the business community has become more and more homogeneous. However, the people of the organisation give more stress on heterogeneity rather than homogeneity. MNCs are more interested to identify differences whose main feature is that they consist of units located in different parts of the world. It is obvious that multinational firms may not be identical. So, it is difficult for managers to maintain the homogeneous condition at the workplace and MNCs and their subsidiaries often embedded in every heterogeneous environmental condition while dealing with the counterparties. Problems due to cultural differences are a major concern for any kind of organisations no matter where they positioned. Cultural difference thus becomes the main factor causing a separate line between parties and MNCs which may lead to a communication gap within the organisation. Communication plays a large role while interacting people at workplace and in order get necessary information from their managers or subordinates. Different organisations have different style of dealing the managerial situations. An effective hypothesis is that it is easier to communicate with those people who share the same view. But in reality it is hard to maintain because managerial decisions and handling managerial issues may enforce managers to maintain flexibility at their dealing aspects (Gannon and Pillai 2015). In this context, managers face complexity within the organisation. Conflicts also affected by the difference of the culture as individuals have often maintain diverse approaches to conflict resolution (Galliers and Leidner 2014). On the contrary, each culture has unique contribution to offer and diversity at workplace represents excellence at work by their employees. Therefore, handling issues relating to cultural differences must accomplish with delicacy. Researchers suggested that the variability in communication is the most important factor during acquisitions and mergers. Managers face difficulties in blending two organisations because the system emphasises more on differences rather than mutual understanding which may lead lack of collaboration (Grandori 2012). In addition, it also failed the interdependency and not learned through interdepartmental opportunities. The above-mentioned two sets of human dimensions reflect basic problems that any societies whether India or UK have to cope with but for which solutions differ. In dealing the issues relating to socio-cultural dimensions like paternalism and fatalism, it can be found that Indian organisations believe in providing guidance, care, protection to the subordinates and the role of subordinates, on the other hand, is to be loyal and separate to the superior (Taras, Steel and Kirkman 2012). But international managers in UK believes in fatalism that it is not possible to control the results of ones actions and therefore, trying too hard to making long-term plans. In short, there are too many MNCs see the cultural diversity within their operations is the main problematic area rather than a functional opportunity to maintain competitive advantages. International managers normally have been facing several drawbacks at the time of dealing the situation of the cultural changes within the organisat ion (Jeston and Nelis 2014). Sometimes employees get confused and give slow reaction to internal as well as external changes as systems are designed for stability. In addition, many structural layers in the hierarchy of the organisation make communication less effective (Schneider, Ehrhart and Macey 2013). By the organisational change pattern, the employee of the company may be excluded for the decision-making processes thereby reducing potential to change and adapt quickly. Therefore, there are many problems managers needs to solve or minimise the impact of such managerial issues to maintain productivity more effectively. Strength lies in differences, not in similarities. The national culture is directly influenced the corporate culture of the organisation. Innovation and diversity are both multidimensional terms and the reason for corporate cultural differences (Robbins et al. 2013). By another cultural theory, we can understand more specifically the cultural difference between India and England. The Lewis cultural model has segmented the national culture into three divisions, includes Linear-actives, Multi-actives and Reactives (Day and Shannon 2016). Linear-actives dimension can relate with those countries that are doing the planning, schedule organising, pursuing actions and do one thing at a time. British managers are fall in this group. They believe in planning on thing at a time and goes with proper planning strategically. The German managers are polite and have restrained body language all the time. The British managers give preferences on written conversation rather than verbal communication or face-to-face interaction (Wild, Wild and Han 2014). Lewis plots countries in multi-actives categories. This group identifies those people who are lively, loquacious and wants to do many things at once. Those managers are planned not as per their time schedule but things are fixed to give relative importance that each appointment brings with it. Italian members fall under this category. On the other hand, re-actives are those who interested in relationships, but cooler than the above categories. The re-actives people are paying attention what other people saying and not just driving in with their views. Normally, they tend to think with broader perspective and work as per the principles rather than concrete plans or vague intentions accordingly. They believe in harmony and would step back and start again if things are not working well. Indian people are fall in this category. The subtle body language and harmonious nature are like to join in confronting or conflicting issues. The Indian managers believed in face-to-face interaction while dealing any managerial issues or take decisions (VandeVijver, Van Hemert and Poortinga 2015). According to Lewis, this segmentation of national norms does not change overnight. The behaviour of people of different cultures exists with clear trends, traditions and sequences. Diagram 1: The Lewis Triangle Cultural Theory (Source: Glaveanu and Tanggaard, 2014) Therefore, the above discussion make understood that cross-cultural management issues emerges in different business contexts. Within a firm, for example, business managers from a foreign parent company require to understand that local staff from the host country may require separate organisation structures and system of HRM. Moreover, cross-border joint ventures, buyer-supplier relationships or alliances, relationship between multiple firms also require a cultural compromise. Furthermore, businesses to sell successfully to foreign consumers need a substantial sense of cultural adaptations sensitively into services, products, marketing and advertising. The below figure, shown the links between particular context of individuals or groups and business contexts that are influenced by cultural and social norms of a typical region. Having in different cultures, firms take their decision based on where they have evolved and which culture and subculture they encompass. Therefore, it is needs to be understood different organisational culture for the formation of successful partnership or alliances or for merger and acquisition activities. Marketing Development of product Figure 1: Cross-culture Business Context (Source: Kahane Longley and Simmons, 2013) Discussion on the issues facing managers from the natural cultural difference: There are many managerial issues are arising due to the difference of the national cultures of different countries. During a recent visit of Tata consultancy Service in India, the detailed study has been analysed. While India is head-quarter, the subsidiaries of the company are situated in different parts of the world. It should be observed that HQ in the study has a divisional management system (Tcs.com 2016). The operational responsibility for the subsidiaries thus lies upon divisional management that is HQ. Three different functions have been covered by the company- general management, sales and purchasing as three are the core functions and important for the existence of each unit. Four different respondents, operating different functions, have been participated in the study and evaluated whether national cultural differences have caused problems. It was suggested from the above studies that cultural differences do exist and observed that the relationship of HQ and subsidiaries will be disturbed due to culture change. Such cultural differences have caused many problems in the relationship with the HQ- global divisional management. The details results are separately shown by segregating four respondent categories. Div HQ Sub Managers Sales Purchasing Total % Strongly agree 2 2 2 6 2.7% Partially agree 16 13 10 11 50 22.4% Not sure 9 6 4 6 25 11.2% Partially disagree 18 11 14 15 58 26% Completely disagree 57 57 57 52 223 100% Table 1: Records of organisational issues facing managers at TCS, India (Source: created by author) It can be easily identified that when HQ and subsidiary are operationally dependent on each other they probably interact and communicate more often and meet each other on regular basis. In this context, the propensity for problems to arise due to cultural differences is higher than in cases where subsidiaries are more independent. Having a strong corporate culture within organisation cannot be assumed that national influence is insignificant. Employees have faced actual problem between the two because things are likely to responds in the ways of national culture, not the organisational one (Katan, 2014). Therefore, the main issues arising due to national cultural differences are communication problem and compatible issue. While working behaviours and attitudes are rooted in national cultural values, so simply knowing the employees nationality is not enough to make perfect predictions about his or her job functioning in an organisation (Ting-Toomey, 2012). Due to different cultural pa ttern, values, belief, trends, economic background, religion and many other variables, the international managers faces problem regarding the employees compatibility. The foreign cultural people are different form their cultural norms, values and basic assumptions in life. Managers have faced difficulties while interaction with other cultural people at the workplace and make them understand the local organisational values (Vaara et al. 2012). Though, the national culture is indeed changing, but often in several directions. For example, Wal-Mart, the leading retail giant found out it difficult, in customising business strategies and customer and employee management systems to match the local UK culture remains an essential condition for building a prosperous international company. Therefore, communication and compatibility issues are main conflicting concerns for the managerial people of organisations. Cultural knowledge inefficiencies or lack of broader perspective at the managerial level of the organisation have also created a lot of issues while dealing international business by the management (Marquardt and Horvath, 2014). It needs to careful assesses its organisational culture against the regional cultures in the selected countries and regions it is engaged in (Meyer, Mudambi and Narula, 2011). Sometimes, it may require changing or toning down aspects of the organisations culture. But it is not the right thing to simply ignore cultural differences. For MNCs, some variation in operating practices across locations is basically needed. Once organisations move further towards the variations across locations, complementary moves like indigenization or decentralization of the decision making process can supports companys ability to be influenced to local conditions (Moran, Abramson and Moran, 2014). So manage organisational culture well is highly recommended for the international managers and it is also important to build cultural understanding and awareness at the workplace. In dealing the issues relating to developing effective international management teams, it appears that the following aspects must tak en into consideration: Understand the characteristics and implications of national cultural differences within the team (Peretz and Fried, 2012) Think to build awareness and action plans for cultural difference and how they managed (Stromquist and Monkman, 2014) Formulating an effective team where takes the cultural differences and leverages towards the work diversity present in an international team (Stahl, Bj and Morris, 2012). Recommendations for actions and approaches to mitigate the impact of cultural differences issues: At a common perspective, good transactional organisations develop an awareness and favourableness of cultural differences among their employees and managers. Firms may also take steps to adaptation of personal behaviour or business practices to suit the changing mix of cultures within the firm, in key markets or in subsidiaries. Training programs are take place for understanding the impact of cultural differences issues. Number of firms also practices Job rotation of international managers with their personal experience in several countries. But all these practices are very difficult to assess using any form of cost benefits analysis. The costs are simply identifiable but benefits are very often intangible. For many accomplished international organisations, such as Nestle or Shell, cultural awareness is simply accepted as a part of essential part of being global. In other words, the cultural diversity helps to development economic sectors of the nation as well. The industrial develop ment in construction business, for example, has largely benefitted in India. The multinational conglomerate organisation like Larsen Toubro, provides critical needs in key sectors- infrastructure, hydrocarbon, power, process industries by recognising cultural differences and the global customers needs in more than thirty countries. The business leaders categorised LTs multifaceted businesses by professionalism and high standards of corporate governance which are followed by internal management personnel. The sustainability is embedded into their cultural growth and service efficiencies. Therefore, national cultural difference is the prime success factor for the multinational companies like LT where large audiences are benefitted with their potential services. There are list of other effective strategies for managing cultural diversity which are distilled from several researchers opinion: i) Organisations should recognize the diversity. Various national cultures should be identified and need to be understand which elements of standardization and consistency should be promoted. This incorporates differences in perceptions, interpretations and evaluation of social situations and people who create them and act within them. ii) It is important to incorporate diversity issues into recruitment, planning of HRM, strategy, location decisions, partnership and alliances: This helps avoid clashes, conflicts, inefficiency and support cultural awareness. iii) It is need to be assessed where or to what degree local divisions should be empowered and encouraged to maintain the lead position in expressing and managing diversity. iv) The application of managerial training season focusing cross-border discussion and interaction is essential to incorporate into the management system for managing cultural diversity. v) The organisation should aim for a cultural balance in specific areas at strategic decision making such as changing brands according to foreign markets preferences which can be recommended. It ensures appropriate diverse inputs into decision making. vi) The upper management group or board of directors must match the geographical diversity of the firms business such as the company like Unilever and Sony. vii) The foreign culture must be respected by accepting their differences without any prejudice. It is not right to give preferences and to claim that a certain culture like India is perfect, better than British culture. viii) The cultural diversity must ignore at the time of recruiting people in an organisation. Talent should be the ultimate criteria for employing people into the business rather than cultural parameters like local language proficiencies. ix) To deal with communication problem in managerial decision making process, the firm must follow a fixed communication language medium and mode of interaction. Firms must respects the regional or local languages but an international language like English must follow to deal all managerial issues. The common mediums like face to face or written or verbal must be select for to handle all communication dealing within organisation. x) Organisations should handle a regional minority issues or sexual orientation aspects delicately. Otherwise, cultural racism make affects adversely on employee performances and it disturbs the internal balance of the firm. Conclusion: International managers are believed in globalization. As this globalisation is increasing day by day, cultural differences are bound to be found in workplace. It becomes very essential for a manager to deal with complex managerial issues arising out of the availability of the cultural differences and mould those differences into benefits. The employees and managers in a firm should understand and respect the other cultures prevailing in the workplace. Cultural diversity arises due to difference of pattern, management thinking process, different dealing approaches and managerial decision-making strategies. It is the duty of the management to eradicate the differences and unite them which further ensures the organisational objective seamlessly. The cultural differences in MNCs are taken as positive factors as well, which helps in building synergies. The different pattern of culture influences variety of work deliveries and ranges of performances. In that case, the managers of both the countries like India and England could deal with their employees with sound delegation and coordination. This shapes the firm to sustain their position to equip the best to fight against the rivals and get advantages that are more competitive in the long-run. Internal transparency between all employees only possible if clear communication takes place from the managerial front. Language barrier could be a large constrain at the time of dealing clients of international business or negotiation with multinational business leaders. In that case, the employee training sessions at the time of induction will be helpful in understanding better work culture or manage decision making approaches whenever required. But all these steps will be successful if managers acknowledged their importance in an international business process. National Cultural differences can be mitigated easily by the welcoming cultural diversity at the recruitment phase. The HRM of organisations should not compromise talent requisition by any cultural constraints like region, age, language proficiency, differences of cultural patterns or any other else. If international managers maintain equality and give the same opportunity at the decision making processes or managing organisations, the responsiveness of employees or executives will surely be increased and organisations will get the best result. References: Alvesson, M., 2012. Understanding organizational culture. Sage. Ang, S. and Van Dyne, L., 2015. Handbook of cultural intelligence. 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Managing Professional Identities: Knowledge, Performativities and the'New'Professional (Vol. 19). Routledge. Dickson, M.W., Castao, N., Magomaeva, A. and Den Hartog, D.N., 2012. Conceptualizing leadership across cultures. Journal of World Business, 47(4), pp.483-492. Diller, J., 2014. Cultural diversity: A primer for the human services. Cengage Learning. Dunning, J.H., 2012. International Production and the Multinational Enterprise (RLE International Business) (Vol. 12). Routledge. Forsgren, M. and Johanson, J., 2014. Managing networks in international business. Routledge. Fullan, M., 2014. Leading in a culture of change personal action guide and workbook. John Wiley Sons. Galliers, R.D. and Leidner, D.E., 2014. Strategic information management: challenges and strategies in managing information systems. Routledge. Gannon, M.J. and Pillai, R., 2015. Understanding Global Cultures: Metaphorical Journeys Through 34 Nations, Clusters of Nations, Continents, and Diversity. Sage Publications. Grandori, A. ed., 2012. Interfirm networks: organization and industrial competitiveness. Routledge. Glăveanu, V.P. and Tanggaard, L., 2014. Creativity, identity, and representation: Towards a socio-cultural theory of creative identity. New Ideas in Psychology, 34, pp.12-21. Hofstede, G., 2011. Dimensionalizing cultures: The Hofstede model in context. Online readings in psychology and culture, 2(1), p.8. Jeston, J. and Nelis, J., 2014. Business process management. Routledge. Katan, D., 2014. Translating cultures: An introduction for translators, interpreters and mediators. Routledge. Koopmans, R. and Schaeffer, M., 2014. Perceptions of ethno-cultural diversity and neighborhood cohesion in three European countries (No. SP VI 2014-103). WZB Discussion Paper. Laitin, D.D., Moortgat, J. and Robinson, A.L., 2012. Geographic axes and the persistence of cultural diversity. Proceedings of the National Academy of Sciences, 109(26), pp.10263-10268. Marquardt, M.J. and Horvath, L., 2014. Global teams: How top multinationals span boundaries and cultures with high-speed teamwork. Nicholas Brealey Publishing. Meyer, K.E., Mudambi, R. and Narula, R., 2011. Multinational enterprises and local contexts: the opportunities and challenges of multiple embeddedness. Journal of Management Studies, 48(2), pp.235-252. Moran, R.T., Abramson, N.R. and Moran, S.V., 2014. Managing cultural differences. Routledge. Peretz, H. and Fried, Y., 2012. National cultures, performance appraisal practices, and organizational absenteeism and turnover: a study across 21 countries. Journal of Applied Psychology, 97(2), p.448. Robbins, S., Judge, T.A., Millett, B. and Boyle, M., 2013. Organisational behaviour. Pearson Higher Education AU. Schneider, B., Ehrhart, M.G. and Macey, W.H., 2013. Organizational climate and culture. Annual review of psychology, 64, pp.361-388. Stahl, G.K., Bj, I. and Morris, S. eds., 2012. 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Pearson Education Limited.

Is Social Democracy (huber et al 97) desirable Essay Example

Is Social Democracy (huber et al 97) desirable Essay Is Social Democracy ( Huber et al 97 ) desirable and accomplishable in developing states? Winston Churchill one time proclaimed, â€Å"Democracy is the worst signifier of authorities except for all the others that have been tried† ( Churchill, 2003, 68 ) .Now the intent of this work is non to measure the comparative virtues, booby traps and misdemeanors of democracy as a signifier of political administration. What I will declare at the beginning nevertheless is my house and firm belief that democracy is the best signifier of political building for both authorities and administration available in the universe today, irrespective of its built-in restrictions. There merely exists no other system that is capable of guarding against autocratic absolutism and all the unfortunate features that accompany it. It is this stance of class that Churchill was mentioning to in the above citation, and therefore from this footing I feel it is just to reason that the desirableness of democracy in developing states is unquestionable. What is more at issue here is whether it is accomp lishable. We will write a custom essay sample on Is Social Democracy (huber et al 97) desirable specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Is Social Democracy (huber et al 97) desirable specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Is Social Democracy (huber et al 97) desirable specifically for you FOR ONLY $16.38 $13.9/page Hire Writer Given this, it will rapidly go evident to the reader that what is offered below focal points far more on the attainability of democracy in developing states than the desirableness. This is calculated, I make no apologies for it and I would remind the reader that this comparative instability is due to my belief that it is the issue of attainability that is the contention here. I to the full appreciate that there presently exists an ever-growing figure in the universe who consider democracy in any signifier to be detestable and abhorrent. Such feelings are frequently espoused by the advocates of Islamic fundamentalism and hence brief consideration is given to this issue and to the impact it has on the planetary spread of democracy. However, this work has been formed on the stipulation that secure democracy is a positive footing on which to build political and societal life. However, an obvious definitional trouble instantly confronts us. When we speak of democracy, to what are we really mentioning? In trying to reply this inquiry we must return to Evelyne Huber et Al, as it is here that we find a unequivocal analysis of differing democratic options and the steps required for successful execution, development and consolidation. In their work, Huber and his co-workers outline three discrepancies of democracy, each one correlating in some signifier or another to the others. The first and most basic is formal democracy, the constitution of which requires four component factors. First, on a regular basis periodic elections that are both competitively contested and free. Second, cosmopolitan grownup right to vote, which one would presume to be a necessary concomitant to the free and just elections. Third, the answerability of the provinces executive administrative maps to those who have been elected as a consequence of the first two factors. Finally, institut ionalised freedom of look and association which is non merely upheld by the province itself, but acts as surety against punitory and jurisprudence braking province actions should they originate ( Huber et Al, 1997, p.323 ) . Huber et Al, right indicate out that this trade name of democracy is one that is often given to provinces that, although their democratic processs are frequently fishy ( Huber et Al, 1997, p.323-324 ) . The 2nd signifier of democracy provided to us by Huber et Al is participatory democracy. Here all the above-named dogmas have to be efficaciously in topographic point and so combined with drawn-out degrees of democratic engagement. Vitally, such engagement must necessitate the inclusion of all changing groups in society, irrespective of issues of ethnicity and category ( Huber et Al, 1997, p.324 ) . Social democracy, the ultimate and concluding stage of this democratic patterned advance involves the being of all the above factors, along with a important and just distribution of the provinces economic and societal capital. It is this province of personal businesss that is the most desirable and best placed to efficaciously vouch just and equal chances, whether they be political, societal or economic. Importantly, as Huber et al note the constitution of formal and participatory democracy is a necessary requirement for the outgrowth and consolidation of societal democracy ( Huber et Al, 1997, p.324 ) . The cardinal dogmas of societal democracy, as laid down by Huber et Al is I believe the base line of what we should see to be to the full a formed and sustainable democratic system. The inquiry that logically follows from this must be, is societal democracy in developing states accomplishable? I believe that it is, provided that its outgrowth and advancement is nurtured by a profound want to better the lives of ordinary people, a procedure that can non be rushed. It is when such foundations are sacrificed in order to keep the economic, strategic and political involvements of the world’s taking democracies that the procedure is impeded. Similarly, speedy hole solutions, nevertheless good motivated are non the reply. The developed democracies have an chance to play an tremendously positive function in the spread of societal democracy in the universes less fortunate states, an chance that is being squandered. It may at first appear that we are sing the zenith of planetary democracy. An averment dullard out in statistics provided byFreedom House, who in 1996 declared that out of the universes 191 official states, 117 were based on a democratic foundation ( Haynes, 2002, p.84 ) . This is the most the universe has of all time enjoyed and would look to ease the March of societal democracy in the underdeveloped universe. However, this democratic revival has non merely been physical, but ideological. Democrats around the Earth have regained their assurance following the evident impairment of dictatorship and anti democratic motions. As Marc Plattner has explained, as a consequence of this impairment, apparent peculiarly in left-of-center political orientations, â€Å"Democracy has no serious geopolitical or ideological rivals† and that â€Å"democracies are widely regarded as the lone truly and to the full modern societies†( Diamond and Plattner, 1996, p.1 ) . However, this image is misdirecting in the extreme. What we are presently sing is in the words of celebrated academic, Professor Samuel P Huntington, a â€Å"third wave† of democratic enlargement around the Earth. The first, or â€Å"long wave† from the early 1820s up to 1926 saw the birth of 29 new democracies. Between 1945 and 1962 the â€Å"second wave† brought a farther 36 states under the democratic mast. The new â€Å"third wave† that is presently taking topographic point is said to hold begun in 1974 with the terminal of dictatorship in Spain, Portugal and Greece. From 1974 up to 1995 ( which of class includes the prostration of the Warsaw Pact communist governments ) 64 states made the move towards some signifier of democracy ( Huntington, 1996, p.3 ) . However, there are two cardinal issues that rapidly curtail any misjudged exultation we may hold about this development. First, the two moving ridges mentioned above both gave manner to change by reversal moving ridges that brought about a considerable decrease non merely in the figure of democracies in the universe, but besides in the sense of hope exhibited among the universes taking democratic advocates. It can hence be practicably argued that the current democratic revival could yield to a similar destiny. Second, the worldwide democratic growing of the last 30 old ages or so has been accompanied by a less publicized but however distressing countertrend. This countertrend is the decrease in degrees of existent freedom, in footings of political rights and civil autonomies. Since the prostration of communism in the states of the Warsaw Pact,Freedom Househas measured that civil autonomies and political rights have remained comparatively dead in the world’s democracies. Between 1992 and 1996 the figure of what are termed â€Å"free states† , ( arguably a more important method of mensurating democratic spread ) merely increased from 75 to 76. Furthermore, the figure of provinces deemed inhibitory or â€Å"not free† byFreedom Househad increased by 15, from 38 to 53 ( Haynes, 2002, p.84 ) . If we conceptualise these developments within the model laid down by Huber and his co-workers it would look that what we are sing is a considerable growing in formal democracy around the universe. However, it is clear that the transitionary development along the predetermined democratic ladder is non taking topographic point. Why is this? Huber et Als have explained in great item the factors that are required in consolidating formal democracy. These include displacements in the power balance between viing categories and the ability to equilibrate the provinces function as maintainer of jurisprudence and order with the rights of persons. They besides highlight the function of international dealingss, peculiarly refering to planetary economic forces ( Huber et Al, 1997, p. 325 ) . These are critical considerations, nevertheless although they do sketch the demand for this procedure to be comparatively bit-by-bit, they fail to pay adequate attending to the fact that the development of so cietal democracy outside of the 3rd universe is the apogee of a procedure that has taken centuries. To propose that the 3rd universe can merely use the tested and tried methods of the developed societal democracies and mirror their institutional make-up as the footing for some sort of bluish print is short sited. What is critical to maintain in consideration is the fact that it is non merely democratic establishments and processs that develop over centuries, but besides democratic civilization. It may good be possible to implement a procedure that brings about the former over a comparatively short period. However, the latter will non of course follow and can non be imposed from above. A democratic civilization non merely gives legitimisation to democratic political procedures and establishments but its very being is necessary in order for democracy, in even its basic formal phase to boom. This is the bosom of the job, and it is the ground why new democracies around the universe are neglecting to develop into the desirable societal signifier. Furthermore, this unfortunate state of affairs is unhappily exacerbated by the actions of the universes taking societal democracies. It appears that the United States in peculiar non merely considers the forced infliction of basic formal democratic proced ures as desirable, but besides as polar in accomplishing the development to societal democracy. No other issue high spots this statement more than the comparatively recent invasion of Iraq. It is unneeded to travel into item sing Washington’s motives for engaging war in Iraq. However, it is adequate to state at this point that pre war intelligence studies of the being of arms of mass devastation were false, something conceded in recent months by both George W Bush and Tony Blair ( Guardian Unlimited, 2005 ) . Therefore, we are left to presume that the overruling ground for the invasion was foremost, to liberate the Iraqi people form the servitude and repression of Sadam Hussein’s government, and secondly to convey about a democratic transmutation in the state. This is surely the line that Washington and London have emphasised continually. Yet in the three old ages that have passed since the beginning of the invasion, autonomous democratic answerability has failed to attest itself in even the most basic signifier. Progression in the signifier of installing of democratic establishments and procedures has been made, but this procedure has been probationary an d marred. Iraq has shown above all else that it merely impossible for an incursive force to play a positively active function in altering the political world of a state that has comparatively no democratic experience. The anticipation made by Samuel Huntington in 1991 that â€Å"A big American deployment in the Gulf, if sustained over clip, would supply an external drift towards liberalisation† ( Huntington, 1996, 6 ) has clearly been shown to be wrong, and in fact democratic hopes in the Middle East are at their lowest point in recent history. Therefore, one-sided American action does more to impede democratic patterned advance in the development universe than aid it. Another index of this is the increased entreaty of Islamic fundamentalism in developing Muslim states all over the universe. Islam itself, contrary to popular myth is absolutely compatible with democracy ( Halliday, 2003, p.116 ) . However, Islamist fundamentalism of the Khomeini assortment is non and American actions are playing a greater function than of all time in the fundamentalist enlisting procedure. Of class this earnestly curtails any wish to see democracy take clasp in such states. Ultimately, as I have already stated, the democratic patterned advance of developed and preponderantly western societal democracies is the consequence of centuries of democratic development. In the instance of Britain, a full an equal franchise, without systematic differences of gender was non enacted until 1928 ( Pearce and Stewart, 1992, 257 ) . Similarly, it took the United States about two centuries to get the better of racial inequality to sufficiency of an extent to even mistily resemble a societal democracy. If Iraq and besides Afghanistan represent a case in point in the effort to distribute democracy on a planetary footing, it makes hapless reading for those who wish to see healthy societal democratic civilizations flourish in the underdeveloped universe. I still feel house in my original strong belief that societal democracy of the sort outlined by Huber et Al is the most effectual manner of organizing political building and societal life. It is hence desirable that such a system should be developed and expanded to embrace as many parts of the Earth as possible. However, we must be highly careful about how this is achieved. The recent planetary democratic revival that has taken topographic point since the mid 1970s is a positive development, but we must non delegate to this probationary advancement the properties of a new morning age. In the terminal developing states must be provided with the forbearance and steady development that marked the outgrowth of societal democracy in the developed universe. The old democracies have a enormous chance to play an active and reciprocally good function in this procedure. However, such a function must ever be motivated by the general concern to break the stuff and societal being of ordinary peop le, and non got the intents of self involvement. 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