53 Spanish Names for Fruits

53 Spanish Names for Fruits Are you planning on traveling Spanish-speaking country near the equator and want to enjoy tropical fruits? If you do, or if you plan on shopping at any place Spanish is spoken, this list of Spanish words for fruits will come in handy. Fruit Names in Spanish A-G apple - la manzanaapricot - el damasco, el albericoqueavocado - el aguacatebanana - el pltano, la bananablackberry - la mora, la zarzamorablackcurrant - la grosella negrablueberry - el arndanocamu camu - el camu camucantaloupe - el cantalupocherimoya - la chirimoyacherry - la cerezacitron - el cidro, el citrà ³n, la toronjacoconut - el cococucumber - el pepinocranberry - el arndanodate - el dtilfig - el higogalia - el melà ³n galiagooseberry - la grosella espinosagrape - la uva (A dried grape or raisin is una pasa or una uva pasa.)grapefruit - el pomelo, la toronjaguarana - la fruta de guaran Fruit Names in Spanish H-Z honeydew melon - el melà ³n tunahuckleberry - el arndanokiwi - el kiwikumquat - el kinotolemon - el limà ³nlime - la lima, el limà ³nloganberry - la zarza, la frambuesalychee - la lichimandarin - la mandarinamango - el mangomelon - el melà ³nmulberry - la moranaranjilla - la naranjilla, el lulonectarine - la nectarinaolive - la oliva, la aceitunaorange - la naranjapapaya - la papayapassionfruit - la maracuy, la parcha, la fruta de pasià ³npeach - el durazno, el melocotà ³npear - la perapersimmon - el caquipineapple - la pià ±a, el ananplantain - el pltanoplum - la ciruelapomegranate - la granadaprickly pear - la tuna, el higo chumboquince - el membrilloraspberry - la frambuesastrawberry - la fresa, la frutillatamarind - el tamarindotangerine - la mandarina, la tangerinatomatillo - el tomatillotomato - el tomatewatermelon - la sandà ­a Many fruits have local or regional names that may not be understood outside the area. Also, the English and Spanish words for particular fruits may not always be an exact match, sometimes because two similar species of fruits may share a name. For example, what is known as un arndano in Spanish goes by several different names in English, such as huckleberry, bilberry, blueberry, and cranberry. One common source of confusion is that a limà ³n can refer to a lemon or a lime depending on the region. The names of many fruits are similar in English and Spanish, either because they have a common origin (such as from Latin) or because the English borrowed a fruit name from Spanish.The trees or other plants that produce sometimes have distinctive names related to the name of the fruit.Some fruits have names that are understood only in certain localities. Common Foods Made With Fruit apple cider - la sidra sin alcoholapple crisp, apple crumble - el crujiente de manzanaapple pie - el pastel de manzanacompote - la compotafruitcake - el pastel de frutafruit cocktail - el cà ³ctel de frutasfruit salad - la ensalada de frutassjam - la marmeladajuice - el jugo, el zumopeach cobbler - el pastel de durazno, tarta de duraznostrawberry sundae - el sundae de fresa, el helado con fresas Fruit Names English and Spanish Share English and Spanish share the names of various  fruits for one of two reasons. Either the English name came from Spanish, or English and Spanish gained the name from a common source. There are no fruits on this list in which the Spanish derived from English, although its likely that kiwi, a word from Maori, was adopted because of U.S. English influence. Here are etymologies of several Spanish-derived fruit names we use in English: papaya - Spanish picked up papaya from Arawak, an indigenous language of the West Indies, and it spread to English via the shipping industry.pear - The English name for the fruit comes from the Latin pera, which is also what its called in Spanish.plantain - Plantain has two meanings - a fruit similar to a banana and a type of flat-leaved weed. Both are called pltano in Spanish. The words with the first meaning probably came to us via Spanish, which picked up the word from the West Indies, while the word with the second meaning came indirectly from Greek.tomatillo - Tomatillo in Spanish is tomate with the diminutive suffix -illo. Other Spanish food words using this suffix include tortilla (omelette or tortilla, from torta, cake), mantequilla (butter, from manteca, lard or some types of butter), and bolillo (bread roll, related to bola, ball).tomato - At one time, the tomato was called a tomate in English, the same as its Spanish name. The Spanish in turn came from Nahuatl, an in digenous Mexican language, which used the word tomatl. The tl ending is very common noun ending in Nahuatl. Sources for some of the other fruit names include Italian (cantalupo and cantaloupe), Latin (pera and pear), and Arabic (naranja and orange). Words for Fruit-Producing Plants Although the words for tree and bush are rbol and arbusto, respectively, many of them that produce fruit have names related to the name of the fruit. Here are some of them: apple tree - el manzanoblackberry bush - la zarzacherry tree - el cerezograpevine - la vid, la parralemon tree - el limoneroorange tree - el naranjopear tree - el peraltomato vine - la rama de tomate

Macbeth Act 5 Scene 5 lines 17-51. How does this extract reflect the Essay

Macbeth Act 5 Scene 5 lines 17-51. How does this extract reflect the development of Macbeth's character Link this extract with the rest of the play - Essay Example After all, the witches had told him that â€Å"none of woman born shall harm Macbeth† (Act IV, scene 5, l. 80) and that â€Å"Macbeth shall never vanquishd be until/Great Birnam wood to high Dunsinane hill/Shall come against him† (ll. 91-93). In Act V, Scene 5, however, the unthinkable happens as Birnam wood comes to Dunsinane, heralding the downfall of Macbeth. Act V, scene 5 is, as may have been deduced from the introductory paragraph, the turning point of the play, that one scene where everything comes to a head. At the outset of the scene, Macbeth orders his men to hang his banners on the castle walls, confidently expressing conviction in his own immunity, his invincibility. The castle will hold and he will not be harmed, not only because the wood can never come to the hill but because no mortal, no man of woman born, has the power to harm him. At the height of his confidence in his own immortality, however, he learns of Lady Macbeth’s death. Reality is trying to break into Macbeth’s delusions and illusions but he staves it off and, in his own way, escapes confrontation with the reality of his wife’s death: Macbeth is not acting as unfeelingly to his wife’s death as these lines would suggest. Instead, as he stands at a crossroads between mortality and immortality (will he die or will his interpretation of the prophecy prove true) he rejects the thought of immortality, of the inevitability of death. Added to that, with what he is confronting at the moment, he cannot, at the psychological and emotional levels, deal with his wife’s death. Macbeth, as evident in the two lines quoted in the preceding – in his reaction to his wife’s death, has changed. Earlier in the play, he was seemingly entirely dependant on Lady Macbeth, it was her ambition which drove him to action, and her words which mapped out the nature of his acts. He

Summarize Comm Theories Essay Example | Topics and Well Written Essays - 250 words - 1

Summarize Comm Theories - Essay Example The study of the scientific interpretation of information is supported by both the Schema Theory and the ELM. According to Woodland, (2011), the Schema Theory explains how human beings maintain sanity amid the information tide. The human mind is able to decode information and relate it to previous experiences to enhance communication. The ELM supports the Schema Theory by explaining that human beings do interpret information when they want to, but rely on signals that are unrelated to the information (Woodland, 2011). The study about communication and social order adopts a cross-sectional design methodology. The study has no time frame and it relies on comparisons to provide a visual image of the scientific interpretation of information. The major findings of the study relate communication to a system of mental focus whereby meanings are attached to information. In addition, social order is improved when there are forms that improve the social experience through communication. The findings are congruent with the communication theories discussed; hence resonate with my knowledge about communication and social order. The text supports the major theme that; through a scientific approach, human beings are able to interpret information and evaluate it through previous experiences for self-maintenance and social

Environmental Issues that impact the Western United States Research Paper

Environmental Issues that impact the Western United States - Research Paper Example America is one of the prominent nuclear powers in the world and its nuclear power plants are generating immense nuclear wastes which are dumped into seas. Moreover, the fertilizers, chemicals and pesticides used to improve the agricultural yields, are polluting the soil and water. Western United States is a region which is facing big environmental problems as a result of visionless industrial and agricultural policies. This paper briefly analyses the environmental problems of Western America and provides some recommendations to overcome it. Environmental problems in western America Mining is one of the major activities which cause severe environmental problems in Western America. Mining started in America in the nineteenth century and western America is a region which is blessed with precious metals like gold and minerals. The gold rush in the nineteenth century resulted in the construction of rail, roads and other transportation means and many of the natural forests were destroyed. Some of the cities like Denver and Sacramento evolved as mining towns during this period. Contamination of soil and water, erosion, destruction of biodiversity etc were the outcomes of gold rush or mining. Mining is a process which requires the use of lot of chemicals to purify the metals and minerals mined out of the soil. These chemicals often pollute the soil and water. A scoping study conducted by the Western Governors' Association Mine Waste Task Force (1) collected the following statistics on inactive and abandoned mines (IAMs) by state: Arizona -- 80,000 IAM sites covering 136,653 acres, pollution 200 miles of surface waterways. California -- 2,484 IAM sites, 1,685 mine openings, and 578 miles of polluted streams. Colorado -- 20,299 mine openings and 1,298 miles of affected streams. Idaho -- 27,543 acres affected by IAMs. Missouri -- 7,655 IAM sites covering 48,175 acres, with 109 miles of affected streams. Montana -- 20,000 IAM sites covering 153,800 acres, with 1,118 miles of stream damage. New Mexico -- 25,320 acres and 69 miles of stream affected by IAMs. Oklahoma -- 26,453 acres affected by IAMs. Utah -- 25,020 acres affected by IAMs, with 83 miles of polluted streams. Of this total volume, approximately 85 percent is attributed to copper, iron ore, uranium, and phosphate mining and related activities. Approximately one-half of the waste generated is mining waste and one-third is tailings, with the balance consisting of dump/heap leaching wastes and mine water (Durkin and Herrmann, n. d) Even though mine waste problems affect the environment in numerous ways, acid mine drainage is the most serious problem arises as a result of mining. Mine wastes may engage in serious chemical reactions with other elements present in soil, rock water etc. For example, the major constituent of rock is ferrous sulphide which could be oxidized to form hydrogen ion when mine wastes react with it in the presence of water. Since hydrogen ions can easily react with water to form different types of acids, and thereby the acidity of the soil would be increased a lot. Acids have the ability to react with different types of metals and elements present in soil and water. In other worlds, when the acidity increases in the soil, lot of unwanted or poisonous materials can be generated. In short, mining indirectly pollute the water and the soil near the mining areas. The agriculture in Western United States mostly depends

Collective Programming Of The Mind Cultural Studies Essay

Collective Programming Of The Mind Cultural Studies Essay Many researchers have provided different frameworks to describe the elements of culture that relate to business patterns around the world. But here we would discuss how these frameworks apply over CHINA and AFRICA, which has so many cultures and religions within it. Dutch expert, Geert Hofstede has provided his research framework from the results of his extensive study of national cultures. He did this study on IBM employees in 40 different countries and gave four dimensions of culture (Hofstede, 1983). But later a fifth dimension Long-term orientation was added to his framework which he developed with colleague Michael Bond. The below paragraphs will discuss briefly on the Hofstede and Trompenaars find out the cultural fit between China and Africa Power distance is the extent to which less powerful members of institutions and organizations within a country expect and accept that power is distributed unequally. Of note is Chinas significantly higher Power Distance ranking of 80 compared to the Africa which averages about 49, and the world average of 55. The above result indicates that there is a high level of inequality in terms of authority and wealth in a social set up. The situation is created but the cultural heritage and was not forced upon. (Hofstede, 1984). As said by Hofstede, power distance between management and employees is very high. The seniority concept is been implied in all the company structures both in private and public sectors. The age factor also plays a vital role and giving respect to elderly person is a must in both the culture. Individualism pertains to societies in which the ties between individuals are loose: everyone is expected to look after himself or herself and his or her immediate family. Collec tivism as its opposite pertains to societies in which people from birth onwards are integrated into strong, cohesive in-groups, which throughout peoples lifetime continue to protect them in exchange for unquestioning loyalty(Hofstede, 1984). A culture is determined as individualistic or collectivistic by the means of three main factors. They are complexity of the society, affluence of the society, heterogeneity (Triandis 1994). China is a typical collectivist society where harmony is valued very high. Harmony can be found in many ways in case of the Chinese. Dignity, self-respect, and prestige are some of the attributes which they would call it as Saving ones face. Therefore, social relationships including senior- junior relationship in business organisation in China are maintained with harmony. Chinese managers involve lot of sentiments in their decision making rather than using rational powers in leadership performance. Adele says that most of the African countries are low on IDV but in contract South Africa alone has a high IDV of 65 because of the European influence in the country. This high score of IDV is indicative of different cultures existing in South Africa and how much they prefer to use their reasonable powers in terms of mangers and their leadership. Chinese masculinity index in Hofstede Dimension is at 66, and the world average also stands at 50 (See appendix). The difference in the values of men and women infers from the higher rank of the country in this dimension. On comparing the world average Masculinity and uncertainty avoidance are relatively higher. A glance on the appendix, very few listed countries have such high masculinity index. In China, masculinity is higher than the figure actually shows as males are valued more than females, and the masculinity of China (66) is quite close to that of South Africas masculinity index which is 63. Chinese lowest ranking dimension is Uncertainty Avoidance (UAI) at 40 and South Africa at 49, when compared to the world average of 65. Openness towards unstructured ideas and situations can be found while going down the ranking (Hofstede, Website). The population may have fewer rules and regulations with which to attempt control of every unknown and unexpected event or situation, as is the case in high Uncertainty Avoidance countries. Future is unpredictable in both the countries; People are more concerned in saving money for the future generations because of the highly unsecured feeling which is entirely diversified from the developed country were people tend to spend money. The families in China and Africa are closely bounded in terms of financial needs and wants. Hence Hofstedes view on this index is a real fact. A Chinese value survey was created by Hofstede and bond, (1988) and was surveyed across 23 countries. The results of which combined with an understanding of the influence of the teaching of Confucius on the East, long term vs. short term orientation became the fifth cultural dimension. China leads this dimension with 118 while Africa has no long term orientation in Hofstedes index. Fons Trompenaars and Hampten Turnerss Cultural Dimensions. To find various ideas on the national culture, Fons Trompenaars a Dutch culturist who is a researcher on international culture and Charles Hampden-Turner (a dilemma enthusiast) combined together to find national culture. The finding of broad general rules is called as Universalism; it helps in finding the best rule when there arent any rules that fit in. Particularism on the other hand is about finding exceptions. When no rules fit, it judges the case on its own merits, rather than trying to force-fit an existing rule. China and Africa are mixture of the both. Each culture differs from the way it carries out various operations than the other. Chinese and Africans have a much particularized culture about their family and friends. Rules and regulations are common for all the people whereas the government scheme preference differs for each and every class and state of people. Integrating brings things together to build the big picture. It assumes that if you have your head in the weeds you will miss the true understanding (Richard, 2002). (Turner and Trompenaars,1997) says Individualism is about the rights of the individual. It seeks to let each person grow or fail on their own, and sees group-focus as denuding the individual of their inalienable rights. Communitarian is about the rights of the group or society. It seeks to put the family, group, company and country before the individual. It sees individualism as selfish and short-sighted. In his views Individualism means people who consider only themselves first than others and communitarian mean a person who considers themselves to be a part of a group or a community or people sharing same beliefs and views. China and Africa both has a communitarian culture and people wanted their family friends to be around them during their good and bad situations. People always wanted to work as a group initially but now a day due to huge influences of western culture the trend has started to move more towards individualism. South Africa where there is a heavy influence of the F rench are tend to be more Individualistic than the other parts of Africa. Whereas, people from interior part of Africa are still communistic and tend to depend on family, friends, and the close circle relation. Achieved status means getting to the desired status by means of hard work and performance. In South Africa, status is achieved by means of performance and dedication towards work. It assumes that the individuals or organisations earn and lose their status every day, and that other means of achieving status are recipes for failure. Ascribed status means to gain status either by heritage or by seniority without taking into account of the performance based considerations. It is believed that status is acquired by right rather than daily performance, which may be as much luck as judgement. It finds order and security in knowing where status is and stays, (Turner and Trompenaars, 1997). (Trompenaars,1993) says that people from emotional cultures like china and most of Africa does business in an unbiased culture, where it is important to do the paper work and to bind them legally. People from emotional culture should understand that lack of emotion does not necessarily mean that people from unbiased cultures do not have emotion or sentiments rather it means that people from such culture usually do not express their emotions to others. But when it comes to work culture, they do not give any room for emotions and sentiments. Chinese people usually are open to share common private issues to others but only to a certain extent. They are very much hesitant to share deep and personal issues to common people other than their family and close friends. This type of culture is also known as specific culture. On the other hand, a culture where public and private spaces are similar in size is a diffuse culture. According to (Turner and Trompenaars, 1997) individuals guard their public space because entry into public space allows them into their private space. South Africans usually follow this type of culture. Equality refers to people having equal status, equal rights irrespective of their birth, caste or creed. Hierarchy refers to the individuals who are superior to others in terms of the power or authority they possess. In China the hierarchy nature is followed in many private and all the public sectors. People in higher positions take decisions and others will have to take it. In most of the private sectors the owner of the company takes the decision which directly implies on the employees which may be both positive and negative in nature. In China the hierarchy nature is followed in many private and all the public sectors. People in higher positions take decisions and others will have to take it. In most of the private sectors the owner of the company takes the decision which directly implies on the employees which may be both positive and negative in nature. After examining the work of Hofstede and Trompenaars dimensions on China and Africa, we can say that there are various differences in both the culture. Both, language and traditional culture differs from one another and there are key cultural problems when considering a merger between the two cultures and companies. Below listed are the some of the problems identified as cultural barriers. One of the commonly noted barriers is communication and language stands as a primary problem when considering a organisational merger between China and Africa. The various languages such as French, English, and Portuguese in different regions are spoken in Africa. On the other hand Chinese speak only Phyia language and is still the lone user of the language in the world. The method of expressions and the way of communicating things are very different between the two countries. Chinese language and expressions are defined and ambiguous, were according to (Chang, 1999). (Ma, 1996 and Toomey, 1988) investigated characteristics of Chinese style of communication giving much importance to saving of face, promoting indirect communication, practicing deference, avoiding confrontation and placing a greater burden on receivers to interpret messages. According to another author McCrea (2004), in his research sample it is proved that Chinese are more assertive people than that of Africans. It is also said that to learn the languages and the methods used by the Africans will cost more for the Chinese organisations than other western countries. Thus leads a bigger worry for setting a work pattern together. The second most problem is the difference in the work pattern. The Chinese companies have opened the trade globally only a little more than ten years and also known for being one of the most productive people in the world because they work in most difficult and critical situations across the globe. While, most of the Africans had been used as slaves for many centuries ago and by the influence of that Africans usually do not work as much as the other people do. People who lived in rural areas had a very strong ability for the survival from a critical surroundings and their attitude towards work is taken very light and most of them have dont care attitude towards work and salaries (Jian, 2003). It will be important for a manager to mould these indifferences and enhance the maximum out of the employees who do not have similar work pattern other. One of the challenges for the organisation will be to offset the differences in the religion from employees from both the countries. In China, there are a large number of people, who are atheist, who do not believe in any deities. They are the highest in the world with 91% in terms of non believers. They have Christians, Muslims, and Buddhist in very less numbers and they all account for only 4 to 6 % in total (Central Agency of the USA, 2008), While religion in Africa is versatile, and most of the m follow either Christianity or Islam. After religion, the bigger challenge will be to bring these two different cultures to group as one and extract work out of them. According to (Vacas et al., 2003), the coexistence of overseas investing companies and the local communities is a famous research project in itself. Many companies from the west have existed in Africa for a very long time than the Chinese but still there is lots of conundrum for them to take it forward. It is very difficult to coexist as a one team with the native and foreign people to live harmoniously is a crucial hitch for all the MNCs. Harmony with the local environment will enhance a much better environmental setup for both the Chinese and Africans and will lead to achieving better management goals. As there are not many mergers between the Chinese and the Africans it will be even more difficult task to bind them together as a one unit. Recommendations for the African and Chinese Managers: After many arguments put forward, this shows that there are various differences in cultural aspects between china and Africa. Though there is continuity in the business transactions between the two countries, there is a significant use of absolute power by both the Chinese and African managers. Hence managers from both the countries who will lead a team in a cross-cultural context are suggested as below: The first and foremost aspect in culture is to respect other cultures and to have tolerance level for different religion and cultures. According to (Hofstede,1994) the cultural differences will not change for at least next ten decades. The existence of the cultural differences creates cultural clashes everywhere in the society. Similarly even in organisation these days with more development and advancement of globalisation concept is taking a heavy toll on cultural diversity and with that manager from different cultures get involved in such clashes directly or indirectly. It is very important for the manager to understand and solve the cultural issues, play a vital role in assessing the effectiveness of a manager and as well as the organisation as a whole. Thus it is important for the organisation to maintain tolerance of all cultures and traditions also it is the responsibility of the manager to ensure that the Chinese and Africans work along with each other to keep the relationship harmonious with their fellow mates.Secondly the organisations should take active part to educate the employees on various cultures and involve them in cross-cultural activities. The cross-cultural activities will make the employees to appreciate different cultural values and in turn will change the ignorance towards a particular culture or religion. (Samovar Porter, 1991) identified these values at three different perspectives and they are superficial culture traits, awareness of significant and subtle cultural traits that contrast markedly with anothers, and awareness of how another culture feels from the insiders perspective. In the first place managers from both the cultures should know the resemblance and variations between the Chinese and African cultures. The managers from both the countries should use their own judgement while using their authority considering their own experience from respective cultures. This is done so as to facilitate a clear understanding of using ones own authority and putting themselves in each others position before extending their use of authority on others. In the second place, only rigorous cross-cultural communication can eradicate any misunderstanding between the Chinese and African managers. These cross-cultural training also helps managers to change their behaviour and leadership pattern towards different cultures. Many MNCs give significant importance to cross-cultural communications and is considered a key factor in evaluating managers leadership skills. African and Chinese managers need to measure their own and other parties use of power. After analysing this at the third level, they will also have to examine their control over the power source from each others perspective respectively. After examination, the manager should move forward from being keen observers of the targeted culture to be an effective impact on that culture. Only after this can managers understand his/her foreign counterparts and subordinates to a n extent, perceiving his/her use of power sources. In addition, a manager also needs to show his subordinates that how much a manager can utilise the power source and to what extent he/she can use it effectively. It is very important for the managers to reveal their powers so that it can be used effectively and while acting to be an insider of another culture may spread information quickly than other means. And thirdly and the most important is to improve use of power sources according to culture. There have been various studies which have been undergone to research the relationship that exists between the managers primary power sources and the subordinates performances. The outcome of these studies shows that there is a major impact on the appropriate power sources by the situational variables. This specific outcome has made the author to point out culture as being one of those variables. In cross-cultural leadership, the use of power sources to the specific cultural environment where the manager works should be very carefully imposed. In our case with African and Chinese managers, African managers are far more used to legitimate power whereas the Chinese culture emphasizes on human emotions because they believe that everything should be done fair. Therefore the African managers should consider the factor of human emotions while improving their use of power sources, where as The Chines e managers pay respect to all the institutional rules while imposing their use of power sources, because they value harmony in the company. Thus, proper exercise of powers can mould the two different cultures to work together to achieve the organisational goals and responsibilities. These are the some of the discussions and solutions put forward for a merger between Africa and China. This paper brings more insight on integration between two of the most ancient cultures in the world today. References: Central Intelligence Agency of USA, 2008. The World Factbook, Washington. Charles Hampden-Turner and Fons Trompenaars, Riding the Waves of Culture: Understanding Diversity in Global Business, McGraw-Hill,   1997 Chang. H.C.,1999. The well-defined is ambiguous- sindeterminacy in Chienece conversation. Journal of pragmatics 31, 535-556. Hampden-Turner, C. Trompenaars, F. (1997) Response to Geert Hofstede. International Journal of Intercultural Relations 21, 1, 149-159. Hofstede, Geert, and Michael Harris Bond (1988), The Confucius Connection: From Cultural Roots to Economic Growth, Organizational Dynamics, Vol. 16, No. 4, 4-21. Hofstede, G.H. (1980), Culture Consequences: International Differences in Work-related Values, Sage Publications, London. Hofstede, G.H. (1983), The cultural relativity of organizational practices and theories, Journal of International Business Studies, Fall, pp. 76-88. Hofstede, G.H. (1984), Cultural dimensions in management and planning, Asia Pacific Journal of Management, Vol. 1 No. 2, pp. 81-99. Hofstede, G. (1994). Cultures and Organizations, Software of the Mind: Intercultural Cooperation and its Importance for Survival, McGraw-Hill, London, 1994. Jian, H,. 2003. Chienese Business Men in Africa: Business, Culture and the People. Economy press pf china, Beijing. Kroeber, A.L., Kluckhohn, C. (1952). Culture: A critical review of concepts and definitions. New York- Random House. Ma, R., 1996. Saying yes for no and no for yes; a Chinese rule. Journal of pragmatics 25, 257-266. McCrae, R.R,. 2004 Human nature and culture: a trait perspective, Journal of research in personality 38, 3-14. Samovar Porter. (1991). Communication between Cultures. California: Wadsworth Publishing Company. Shweder, Richard A., Martha Minow, and Hazel Markus, editors. (2002) Engaging Cultural Differences: The Multicultural Challenge in Liberal Democracies. New York: Russell Sage Foundation Press Thomas, Adele. The Management Implications of Ethnicity in South Africa. Journal of International Business Studies Volume Number 31. Third Quarter 2000: 507-519. UCF Library, Orlando, FL. Accessed Oct 29, 2008. Ting-Toomey, S. (Ed), 1988 Intercultural Styles: A Face-Negotiation Theory- Sage, Newbury Park, CA. Triandis, H. C. (1994). Culture and social behavior. McGraw-Hill, Inc. Trompenaars, F. (1993) Riding the Waves of Culture: Understanding Cultural Diversity in Business (First Edition) London: Nicholas Brealey. Vacas, F., Gonzalez, M., Sanabria, V., Madera, A., 2003. Management of environmental, Social, and health issues involving indigenous communities at the villano project in the Ecuadorian Amazon Region. Van Maanen, J. and E. H. Schein (1979). Toward of Theory of Organizational Socialization. Research in Organizational Behavior, 1: 209-264. http://www.geert-hofstede.com/hofstede_south_africa.shtml (All the diagrams and explanations given in the appendix is taken from Hofstedes website.)

Rayona’s Growth in A Yellow Raft In Blue Water Essay -- Yellow Raft Bl

Rayona’s Growth in A Yellow Raft In Blue Water      Ã‚   As the subject of the first section of Doris' novel, A Yellow Raft In Blue Water, Rayona faces many problems that are unique to someone her age. Ray's mixed race heritage makes her a target of discrimination on the reservation. Problems in her family life (or lack thereof), give Rayona a reversed role in which she is the mother taking care of Christine. In dealing with these issues, Rayona learns a lot about herself and others.    Because of the life that Christine leads, the role of mother and daughter are switched and Rayona often finds herself watching out for her mom. When Ray comes home from school, she would often learn that her mother had gone out to party. Times like this meant that Rayona had to care for herself. It is not uncommon for one to stay out late; but when it is the parent who is doing so, one must question the responsibility of the person. When Christine leaves the hospital, Rayona shows up and helps prevent a potential disaster. She realizes what her mother plans to do, and that her mom will not crash the car with her on board. While Christine is not very reliable, she has no wish to hurt Rayona either; Ray's prediction was correct. As a child, Rayona must fulfill more obligations than a normal teen. Over the time that leads to her abandonment, Rayona begins to feel displaced from her mother. Christine's increasing self concern causes Rayona to feel her mom is ignoring her, when that is no t true at all.    In any given culture, people are proud of their heritage. However, when an individual of one group meets with people of another, and the element of ignorance is added, the individual will be socially ostracized. Of mixed descent, Rayon... ...lways easy to accomplish. After getting bucked off for the first time then the second, Ray feels that she has "a connection to a power that she never knew existed (120)." This event enormously boosts Rayona's self-perception and leads her forward in life.    As a teen, Rayona is in a confusing period of life. The gradual breakdown of her family life places an addition burden on her conscience. Without others for support, Rayona must find a way to handle her hardships. At first, she attempts to avoid these obstacles in her life, by lying, and by not voicing her opinions. Though when confronting them, she learns to feel better about herself and to understand others.    Works Cited Gleick, Elizabeth. "An Imperfect Union." Newsweek. 28 April 1997: 68-69. Covert, Collin. "The Anguished Life of Michael Dorris." Star Tribune. 3 Aug. 1997: A1, A10-A13.

Critical Thinking: Marketing Essay

Critical Thinking: Marketing Marketing is more than commercials on the television or billboards that dot the highways, they are more than advertisements in the paper or salesman attempting to sell you their products. Many believe that this is marketing but marketing is so much more complex than the advertising and the selling of goods and services. Marketing is the process of interesting potential customers and clients in your products and/or services. Ward) Another definition is â€Å"Marketing is the process of planning and executing the conception, pricing, promotion, and distribution of ideas, goods, ervices, organizations, and events to create and maintain relationships that will satisfy individual and organizational objectives. † (Boone & Kurtz, 1998) Marketing evolves from the birth of an idea that a customer may want or need and satisfying that customer. In order to satisfy particular customers a company must set up some controlled variables or Marketing Mix. Product, place promotions, and price make up the marketing mix and are know as the four Ps. Over the past two decades marketing has seen various changes. These changes re mainly coming from the intervention in technology, especially with the application of information technology (IT). Yet, as more marketing changes, more it seems they are the same. It is still a dynamic, competitive and creative activity that is the part of our day to day life. Marketers always wanted to understand the need of the market and try to satisfy the consumer demand. For this, they create or modify products or services, communicate about the new products or services and their benefits, distribute and sell in such a manner so that customers can get the aximum value from the product/services. In this process, they have to understand the target segment, their willingness to buy and ability to buy, economic condition, communication strategy, competitors offering in the market, pricing strategy, supply chain network, inventory management strategy and finally the social impact. So implementing successful marketing strategy is not so easy, as it is perceived among most of the organizations. The economic power has shifted from marketers to customers. This shift happens in the market place due to the technology. Today customers have the access to nformation that lets them make much more informed decisions. Customers are increasingly telling companies what type of product or services they want and when, where and how they want to buy them. Before purchase a product or service, they compare each of the competitors’ product and their pricing, availability and value for money. So customers are now in control. Customer’s action and their demands are profoundly impacting every industry in the market. Work Citied (Boone & Kurtz, 1998) PDF Books Gutman, Robert W. Mozart: A Marketing Biography. New York: Harcourt Brace, 1999.

Project Risk and Cost Management Essay

EXECUTIVE SUMMARY: Sleepmore mattress is one of the leading manufacturers of mattresses and has recently acquired its competitor. This acquisition has brought in a unique proposition wherein the company has to decide if it wants to consolidate the existing plants with the acquired plants or let them both run separately. This poses a unique administrative challenge to the president of the company. The president knew that calculating the dollar savings due to the consolidation of the facilities will be easy but considering the qualitative factors before making the decision will be difficult. Hence, The President of the company asked W. Carl Lerhos, his chief assistant to come up with a plan to simplify the decision of choosing between consolidating the facilities or running them separate. Carl chose three major factors in evaluating the consolidation plan. They were maximize manufacturing benefit, maximize sales benefit and maximize direct financial benefit. These three objectives were to be evaluated against 13 criteria, which Carl arrived upon after discussing with the management. These 13 attributes were assigned a value from 0 to 10 against each plant being considered for consolidation. Through these measurements quantitative terms such as Annual savings, Plant location, Space availability and Initial Cost were quantified. But for assigning weights to the remaining qualitative terms, Carl had to rely upon his meeting with President, Vice President of Operations and Vice President of Human Resources. Based on their inputs Carl arrived at the below weights. Based on President’s input Annual Savings will be twice the weight given to Plant Size. Labor is twice the weightage of the average of all the thirteen attributes. Quality and Service will be weighed more than the average of all  the thirteen attributes. Management will be weighed as the average of all the thirteen attributes. Plant location and Plant Size will be given equal weightage. Product line complexity is two thirds the importance of Management talent. Stability, Training and layout individually has very small effect but collectively were considered to be twice the weightage of Product line complexity. Based on the above details available, Lerhos has to effectively combine and arrive at the decision. AHP was developed for both the qualitative and the quantitative measurements. Based on quantitative and qualitative measurements it was evident that merging the location 1a with location 1b will prove to be a good decision rather than merging location 2a with 2b or location 3a with 3b. STATEMENT OF PROBLEM Mergers always involves making complicated decisions. Decisions that should be in the interest of both the companies which were merged. While making these decision they have to take into account both the qualitative and the quantitative and weigh them according to the severity of the decision. Below are some of the problems which need to be tackled by Lerhos in order to arrive at a decision. 1. Quantitative measurements. Both the company president and the vice presidents knew that making decisions based on the quantitative terms was easier. After discussion with the management, the measurement parameters in order to consider consolidation of the plants were Annual Savings, Initial cost involved in the consolidation, Plant size and Space availability. All the three plants being considered for consolidation were to be calculated for these values using Analytical Hierarchical Process in order to arrive at a decision whether to go ahead with the consolidation. Similarly, a standard value of five was given to the decision of keeping the plants separate. AHC is to be calculated even for this decision. After the individual calculations, decision to whether to keep these plants separate or to go ahead with merger were to be made. 2. Qualitative measurements. Both the company president and the vice presidents knew that making decisions based on the qualitative terms was much difficult. After discussion with the  management, the measurement parameters in order to consider consolidation of the plants were Labour, Quality, Service, Management Talent, Plant Location, Product line complexity, Production stability, training and Plant layout. As mentioned in the executive summary the individual weights for the qualitative terms were assigned as per the inputs given by vice president of Operations and Human Resources. All the three plants being considered for consolidation were to be calculated for these values using Analytical Hierarchical Process in order to arrive at a decision whether to go ahead with the consolidation. Similarly, a standard value of five was given to these measurements for the decision of keeping the plants separate. AHC is to be calculated even for this decision. After the individual calculations, decision to whether to keep these plants separate or to go ahead with merger were to be made. Making an effective decision by taking into consideration, both the qualitative and the quantitative terms and the individual weights assigned to these measurements is indeed a difficult decision. There is always the danger of assigning weights without considering how sensitive they might be and how they might affect the overall decision. BACKGROUND: After every team member read the case study we had an initial discussion on our approach to the project. We came to the conclusion that we will have to calculate AHP separately for both the Qualitative measurements and Quantitative measurements. Analytical Hierarchical Process will help us in assigning weights to individual measurements and also to check how they fare with each of the plants. This calculations lead to us to arrive at the conclusion that for the quantitative measurement, Location 1 will be best suited for merger and as per qualitative measurement location 2 will be the best suited one for consolidation. AHP calculations were elaborate and we had to create two different matrices. One a 4*4 matrix for Qualitative measurements and a 9*9 matrix for qualitative measurements. Similarly a 3*4 matrix for individual plants for quantitative measurements and a 3*9 matrices for qualitative measurements were created. METHODOLOGY:- To arrive at the solution we will be categorizing the following sections into two categories: 1. Quantitative Analysis :- Here, we will be taking the following four parameters (Annual Savings, Initial cost, plant size and  Space availability) with respect to consolidation of the plants. All the three plants being considered for consolidation were to be calculated for these values using Analytical Hierarchical Process in order to arrive at a decision whether to go ahead with the consolidation. AHC is to be calculated for all the decisions. After performing the individual calculations, decision to whether to keep these plants separate or to go ahead with merger will be made. 2. Qualitative Analysis:- Here, we will be taking the following parameters (Labor, Quality, Service, Management Talent, Plant Location, Product line complexity, Production stability, training and Plant layout) with respect to consolidation of the plants. As mentioned in the executive summary the individual weights for the qualitative terms were assigned as per the inputs given by vice president of Operations and Human Resources. So, we will be considering all the three plants for consolidation to calculate the values using AHP in order to arrive at a decision.