The Media and Personal Information - 1121 Words

Everybody has a secret or specific information that they do not want made into public knowledge. Normally this is not a problem as people can keep their own secrets and only tell those they can trust. But when the media gets involved, it becomes a different story. When a reporter gains shocking, interesting, or important information, the first thought many have is â€Å"this would make a great story!† So many people become numb to the news as there are always influxes of stories flowing in, but one does not always realize that a majority of what we read is actually occurring in someone else’s life. Journalists have the ability to bring light to a controversial issue or introduce a topic that needs to be talked out, but sometimes, journalists take it too far. It is really easy to take the human out of the story and solely report the sparkling secrets for everyone to hear without realizing that bringing these secrets to light could ruin someone’s life. This is just the case of Dr. Essay Anne Vanderbilt, Dr. V, and the article that exposed her secrets, written by Caleb Hannan. Caleb discovered an idea for a new article one sleepless night while he was perusing the Internet for golf game tips. He came across a new putter that has said to revolutionize how golfers play. Caleb decided to look more into this putter to see if he could make an article out of it and when he came into contact with Dr. V, who was the inventor of this putter, through e-mail. At the beginning of theirShow MoreRelatedPersonal Information On Social Media756 Words   |  4 PagesSocial media allows people publish and share text, photos and videos, and it is generally contains profile with personal information. When children s news posted on social media, it can be seen to a worldwide audience if the parents forget to check the privacy setting. It sometimes brings troubles due to the kid s limited capacity of dealing with the consequences of the disclosure about their images, such as commercial exploitation and identity theft (ALRC Report 108, 2008, pp.2221-2236). InRead MoreInformation, Personal, And Social Media1303 Words   |  6 Pagesmonitored. They are not contemplating whether the personal e-mail they just sent using their company’s seemingly secure private e-mail service is being screened by their employers or whether their banking activity is being monitored for patterns aligned with terrorism. Many would assume that simply having a password to access your e-mail would keep out unwelcome eyes. With technology becoming such an increasingly important aspect of our daily lives, personal and work related, many are starting to debateRead MorePosting Personal Opininions and Information on Social Media Essay729 Words   |  3 Pages Social media was created to make connecting with old friends and extended family more accessible. The sites such as Facebook, Twitter, and Instagram allow people to see what a person has been up to lately. They also allow for likeminded people to make groups and keep track of events those groups are havi ng with ease of access so others interested can attend and help the group grow. Posting personal opinions and information on these social media sites can lead to unwanted hate or humiliation fromRead MorePersonal Information Collected Through Smart Devices, Social Media1610 Words   |  7 PagesPersonal Information Collected Through Smart Devices, Social Media ________________________________________ Abstract Introduction Consumer guides defines a smart phone as â€Å"handheld electronic device that has features of both a mobile phone and a computer†. The security issue of malware in smartphones has been an ongoing problem but the most important security issue in smartphones today is the data over collection by the apps in the smartphones. More than the information you store, the modern dayRead MoreComprehensive Legislation Of Social Media Privacy1559 Words   |  7 Pages Comprehensive Legislation to Protect Social Media Privacy Reading and Writing Workshop II, Section 007 Qiu Jin (Rachel) August 11, 2014 Comprehensive Legislation to Protect Social Media Privacy Abstract The article makes a research on both the present situation of social media users’ privacy, and the work of the FTC and other federal departments to protect social media privacy. However, without a comprehensive legislation in the federal level, the fragmentation of such trial cannotRead MoreEffects Of Social Media On Employees1542 Words   |  7 Pages Effects of Social Media Lately, there has been an uprising issue concerning prospective employees being required to provide the passwords to their social media accounts on job applications. The issue is causing lots of uproar for employers searching for employees. Many people seek jobs because they are in need of the income, so those people can’t afford to let their personal decisions and opinions affect their job opportunities. Yuki Noguchi the author of the article â€Å"Can’t Ask That? Some Job InterviewersRead MoreIs Personal Privacy At Risk From Social Media?1624 Words   |  7 PagesIs personal privacy at risk due to social media? Since the creation of the first social media site in the late 1990s, over 2 billion people around the world use social media every day. Over the past decade personal and professional life have gradually become overwhelmed with social media, such as Facebook, YouTube, and Twitter. What all these sites have in common is that they enable people to share, communicate, connect, and build careers while enjoying their social lives. In this world, people haveRead MoreOnline Activities And Social Media1325 Words   |  6 Pagesusers and sell it to advertisers. Advertisers then begin targeting social media users who match their profiles with online ads. As a user of social media, I often do online research on a particular topic or item I’m looking to buy to compare features and learn more about it. The next time I check my yahoo mail account, the side banner advertisements have all the items that I’ve recently searched online. It’s creepy. Social media users seem to have a false sense of privacy because it feels somewhat anonymousRead MoreEssay On Social Media1377 Words   |  6 PagesHow do most people use social media networks? Some people use social media as a way to get in contact with friends and family. Some people use social media as a way to advertise businesses and events. Others use it as a means of entertainment and information. The Merriam-Webster dictionary states the definition of social media as â€Å"forms of electronic communication through which users create online communities to share information, ideas, personal messages, and other content† (Merriam-Webster, 2017)Read MoreSocial Media Has Cause The Security Problem855 Words   |  4 Pagesstudents will build the close relationship with their teachers and more enhancing their engagement with study through using the social media, using social media still exist some unsafely problem to the student. Using the social media will cause the security problem, such as identity thi eve will stole college student’s personal information from their social media account and the threaten massage, these two things deeply negative affect their daily life. For instance, Heidi Daitch graduated from the

Mongol Invasion of Europe Free Essays

The Mongol invasion of Europe was a planned invasion of Eastern Europe. The Mongols invade Russia, Poland, Lithuania, Serbia, Byzantine, Bulgaria, Serbia, and Hungary. However, they later invaded Central Europe. We will write a custom essay sample on Mongol Invasion of Europe or any similar topic only for you Order Now Many believe that these invasions had no political or conquering point, but to scare other nations from invading Mongolia. Mongolia’s first conquer was Russia in 1235. Led by Batu Khan(grandson of Genghis), they ordered the Russian ruler Ryazan to surrender, and the Mongols sacked major cities. They annihilated Prince Yuri’s Army. After, they crushed the Russian steppe. In 1239, Batu Khan came back to Russia. Most Russian princes fled because the saw the Mongols’ strength. The Mongols then sacked Kiev(modern day-Ukraine), while Batu sent a small army to check out Poland before going to continue to central Europe. Shortly after, Batu defeated the polish army and went on Central Europe was invaded with 3 armies. The first army defeated forces from Poland and notably, some Christian military powers, at the battle of Legnica. In 1241, the armies defeated Hungary and brutally killed half of Hungary’s population. They also conquered Croatia who was linked to Hungaria at the time. It was then that the Mongols suddenly ended their invasion. Some researchers say they ended their invasion because they saw the European strength to survive and turned back. Others blame Mongol fighting within the empire over the election of a new khan. However, they had later conquests against Poland, Lithuania, Byzantine Thrace, Bulgaria, Serbia, and once again Hungaria. One might say that the Mongol invasion was pointless, but it also accomplished their goal: to keep invaders out of Mongolia. One claim is that Batu Kahn never intended to advance past Mongolia/Croatia, because by then it was made clear that no one could overthrow Mongolia. In closing, the Mongols accomplished what they went to Europe for and Europe was devastated. How to cite Mongol Invasion of Europe, Papers

Rich people are stingy Essay Example For Students

Rich people are stingy Essay Fund-raisers, including prospect researchers, are often viewed with disdain by many donors and people at foundations. They are seen as hucksters or snoops. But a strong case can be made for their valuable role in the larger interest of Americas charitable enterprise. We all know that the U.S. has a long and strong tradition of giving and volunteering that supports a huge and diverse nonprofit sector. And we have increasingly precise data on how much Americans give. The grand total of private gifts has now risen to some $125 billion annually an amount that, if one is not too observant, can lead to the erroneous conclusion that Americans are very generous people. The truth is that poor and middle-class Americans are remarkably generous even though their gifts involve some degree of sacrifice and many receive no tax inducements whatever because they take the standard deduction. But wealthy Americans for whom tax incentives are significant and for whom gifts to charity ordinarily involve no sacrifice of comforts and luxuries are very much less generous. About the best that can be said for Americas wealthy is that they probably give marginally more than their counterparts in Europe, who still follow the old rule: Dont get too sentimental about the poor. We have a truly upside-down situation: The poorest households, with incomes well below $10,000 a year, give more than 5 percent of their meager means to charity; the wealthiest Americans, with incomes above $100,000 a year, give less than 3 percent. We can feel good about the rising totals of giving by most Americans, but we should be deeply distressed, indeed outraged, by the comparative niggardliness of our wealthy, especially when social needs are so acute and we have had nearly two decades in which the accumulation of private wealth has reached unheard-of totals. There are some resplendent exceptions to this general charge, of course, and they deserve praise. But the most recent figures from the Treasury Department make it clear that in general the stinginess and insensitivity of the rich is getting worse and worse. In 1990, 8 of 10 Americans who had estates of $500,000 or more left nothing to charity. In 1979, people making $1 million gave more than 7 percent of their after-tax income to charity; by 1991 that figure had dropped to less than 4 percent. For all taxpayers who itemize deductions, charitable contributions increased by an average of some 9 percent in the past decade; for those with pre-tax incomes over $1 million dollars, contributions decreased by nearly 40 percent. Those disheartening facts make it clear why our society so desperately needs fund-raisers and prospect researchers. The most likely way to get a wealthy person to give to charity since he or she is unlikely to take the initiative is to extract it by soliciting it, whether by mail or in person. And the appeal is much more likely to be effective if it is informed and tailored to the proclivities and interests of the person being solicited. So it can be reasonably said that our growing fund-raising professions, however annoying they may be to some, are our best, perhaps our only, means of correcting in some degree one of the ugliest features of the American system. In their zeal to get gifts, fund-raisers must be careful not to improperly intrude on peoples privacy. But if they were not constantly trying to get the rich to give a little bit more, who knows the depth to which the miserable 3 percent might fall?

Samsung Diversity Strategy Essay Sample free essay sample

In 1995. the Korean chaebol Samsung diversified into car fabrication with the constitution of Samsung Motors Inc ( SMI ) . The timing of this venture turned out to be instead unfortunate. as SMI’s foremost auto rolled off the Pusan production line in the center of the Asiatic economic crisis. In serious fiscal hurt. Samsung had to abandon SMI. selling it to Renault in 2000. This survey explores the procedure of SMI’s creative activity. and follows the alterations in Samsung’s strategic direction during and after the crisis. Two inquiries are raised in the research: ( 1 ) How did Samsung come to put in cars? and ( 2 ) How did the Korean crisis in general. and the crisis in the car market in peculiar. alteration Samsung’s strategic decision-making procedure? Central to its variegation scheme were the president of Samsung and cardinal members of the planning squad at the Office of the Chairman. We find that non-economic influences prevailed over economic influences in the determination to prosecute the variegation scheme. We will write a custom essay sample on Samsung Diversity Strategy Essay Sample or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page and that due in portion to the strength of these influences. Samsung underestimated the market hazard and overestimated the part its nucleus competences and synergism could do. Matters were made worse by the important costs incurred in reassigning Samsung’s nucleus competences d its high quality repute and civilization vitamin D to the new concern. By the clip Korea eventually emerged from the crisis. the finance squad at the Office of the Chairman had taken charge of strategic direction. increasing fiscal control and stressing internal efficiency. O 2007 Elsevier Ltd. All rights reserved. IntroductionResearch on corporate diversi?cation has proliferated over the past several decennaries. supplying both faculty members and practicians with profound penetrations on the affair. Seldom. nevertheless. has the dynamic procedure of formulating and implementing diversi?cation schemes in organisations really been examined. The ‘black box’ of diversi?cation may include such procedures as how the 0024-6301/ $ – see front affair O 2007 Elsevier Ltd. All rights reserved. doi:10. 1016/j. lrp. 2007. 06. 011 direction acquires the motive to prosecute diversi?cation ; how it is supported. resisted. and approved ; and how resources for its execution are allocated in organisations. Research on chaebols ( extremely diversi?ed Korean pudding stones ) besides suffers from the same job. go forthing many inquiries unreciprocated. such as why and how the chaebols became diversi?ed. The chaebols’ rapid enlargement. nevertheless. became unsustainable when the Asian ?nancial crisis spilled over into Korea in December 1997. coercing half of the top 30 chaebols into bankruptcy or debt exercises. and obliging the balance to prosecute sweeping alterations. 1 These alterations involved signi?cant displacements in the corporate schemes and managerial doctrines that had been employed with great success for decennaries. They required a displacement in accent off from external growing and towards operational ef?ciencies. There are now some concerns in Korea that the chaebols. one time the nationâ€⠄¢s major driver of economic development. have lost their growing impulse. Of all the pre-crisis variegation attempts. one stands out: Samsung’s move into car industry. Of all the chaebol diversi?cation attempts that occurred before the crisis. one instance stands out: Samsung’s move into car industry. In fact. no corporate diversi?cation in the history of the chaebols in Korea received more public attending than that of Samsung Motors Inc. ( SMI ) . Although SMI’s diversi?cation followed the typical chaebol plan for growing. it had to be sold to Renault due to its serious ?nancial state of affairs caused. in portion. by the crisis. Since so. there have been signi?cant alterations in the strategic direction procedure at Samsung. These. and the motive behind the diversi?cation. are analyzed in this article. which focuses on the undermentioned peculiar research inquiries: 1 ) How did Samsung come to put in cars? 2 ) How did the Asiatic crisis in general. and the crisis in cars in peculiar. alteration Samsung’s strategic decision-ma king procedures? It is hoped that ?nding the reply to the ?rst inquiry will pave the manner for a deeper apprehension of the chaebols’ diversi?cation procedure and why they are so extremely diversi?ed. and that the reply to the 2nd inquiry will take to an apprehension of the impact of the Asiatic crisis on the chaebols’ current strategic direction system and procedures. In add-on. while some organisation larning surveies have suggested that big ?rms seldom learn from crises and failure2 we examine whether this averment holds true for Samsung. As Korea’s most in?uential chaebol. Samsung’s major corporate schemes and direction patterns used to be widely benchmarked by other chaebols. This instance survey is therefore believed to uncover some of the typical features of the chaebols’ strategic direction system and procedure. although the usual restrictions of a individual instance survey still use. This survey entailed doing observations. carry oning interviews. and reexamining internal and external paperss to determine what happened at Samsung with regard to SMI. and why it happened. The survey is besides a piece of action research. since one of the research workers was for 10 old ages a director in the planning squad of the Of?ce of the Chairman at Samsung. in charge of explicating and implementing strategic programs for the launch and divestment of SMI. while the other was a main research worker at the Samsung Economic Research Institute d the Samsung group’s think-tank. The research was ab initio done inductively through the aggregation of informations from internal and external paperss. which were used to build a chronology. The intent of the preliminary research. which was bolstered by personal experiential histories and informal interviews. was to retrace what really happened to Samsung and SMI during the period. When the large image had been ascertained the research issues were determined. and the relevant literature reviewed. An analytical model that would steer the research was so constructed. To garner more elaborate information for a re?ned research. extra in-depth interviews with cardinal decision-makers were conducted. Finally. extra informations were collected and analyzed to con?rm and complement the interview ?ndings. 3 This survey is organized as follows. First. the undermentioned subdivision gives an history of the events that transpired in relation to Samsung’s constitution of SMI. and so the theoretical model that was formulated to steer the instance analysis is presented. This model was used as a footing for replying our two research inquiries. Finally deductions for theory and pa ttern and research restrictions are discussed. A short history of Samsung Motors. Inc. ( SMI )In 2006. Samsung was Korea’s taking chaebol. both in footings of entire assets ( $ 233. 8 billion ) and the figure of its af?liates ( 58 ) . 4 Samsung had been founded on March 1. 1938 by the late Chairman Byung-Chull Lee. who passed off in 1987. He was succeeded as president by his boy Kun-Hee Lee. at which point Samsung was the figure two chaebol behind its arch-rival Hyundai. In 1988. to tag the fiftieth day of remembrance of Samsung’s establishing. Kun-Hee Lee announced the ‘second foundation’ of the company. with the purpose of transforming Samsung into a first corporation. In the same twelvemonth. he launched Samsung General Chemical Co. . his ?rst diversi?cation undertaking as the new president. He besides prepared to establish a long been delinquent undertaking vitamin E Samsung’s entry into the car concern. In 1994. missing critical know-how about car production. Samsung leveraged a old concern relationship to hammer a engineering licensing understanding with Nissann and Samsung Motors Inc ( SMI ) was established in the undermentioned twelvemonth. Table 1 summarizes the major historical events taking up to this watershed event. Many argued that Samsung could neer set up a sustainable place in such a concentrated industry. By the eightiess. Korea already boasted the world’s ?fth largest automotive industry. fragmented among four rivals. Samsung’s ?rst rider auto rolled off its Pusan production line in March 1998. merely three months after the economic crisis had begun. This crisis. and the attendant political turbulences. adversely affected SMI in assorted ways. non least of which was the steep autumn in the demand for cars. as shown in Figure 1. In 1998 SMI sold merely approximately 45. 000 autos. many of them bought by Samsung Group employees themselves. and SMI’s public presentation deteriorated aggressively. losing about $ 192 million in the ?rst two quarters of the twelvemonth entirely. The economic crisis transformed the competitory landscape of the full Korean car industry. Kia Motors. the 2nd largest car maker in Korea. collapsed in 1997 along with six other major chaebols. Kia w as put up for auction in June 1997. Samsung concluded that the lone feasible option for SMI was to get the ?oundering company. anticipating this move to decide over-capacity and overinvestment in the industry. However Samsung withdrew from the ?nal unit of ammunition of command on October 19. and Hyundai emerged as the victor. This meant that Samsung was ?nally abandoning SMI. whose viability was extremely questionable without the amalgamation. and the group announced it would put SMI in tribunal receivership for settlement. Two-thirds its US $ 3. 7 billion debt was personally assumed by the president. and the balance by the company’s af?liates. With its debt job eliminated. SMI’s ‘clean’ assets were sold to Renault for US $ 562 million. and the joint venture Renault-Samsung Motors was born in the twelvemonth 2000. The sale of SMI caused contention in Korea. with some critics reasoning that its assets had been sold at a monetary value far below their true value. It was estimated that Samsung had poured more than US $ 4 billion into the building of its production installation entirely. and that the trade allowed Renault to obtain a state-of-the-art fabrication installation on attractive footings and debt-free. This was a twelvemonth after President Dae-Jung Kim’s of?cial proclamation that South Korea had to the full recovered from the Asiatic currency crisis. By the terminal of 2002. Renault-Samsung Motors had bounced back. making break-even point in its net incomes thanks to its low ?nancial load and he superior quality of its saloon. which now accounts for 30 % of the Korean large-size auto market section. Analytic modelThe debut to this article asks the undermentioned speci?c inquiries: ( 1 ) How did Samsung come to put in cars? and ( 2 ) How did the Korean crisis in general. and the crisis in cars in peculiar. alteration Samsung’s strategic decision-making procedures? In other words. this survey aims to find the primary motive behind Samsung’s diversi?cation. and so to clarify the company’s strategic direction procedure in relation to this diversi?cation. The analytical model used in this survey is shown in Figure 2. To build the model. the corporate scheme literature was ?rst reviewed. and the two major in?uences on corporate scheme ( i. e. . in this instance. diversi?cation ) were identi?ed as economic and non-economic factors ( as shown in the upper portion of Figure 2 ) . In this subdivision. both factors will be examined and compared to place which had the dominant in?uence on the diversi?cation determination. Although much old research on diversi?cation has identi?ed motives from the position of economic sciences. there are some of import plants that examine diversi?cation from a noneconomic position. For illustration. it has been suggested that institutional alterations in the U. S. . such as the reinforced federal government’s antimonopoly policy in the fiftiess. generated strong inducements for corporations to diversify. 5 Research has besides shown that corporate diversi?cation was really much an ‘organizational fad’ in the U. S. in the seventiess. pursued with the usage of such popular tools as portfolio planning. 6 This position is particularly relevant in explicating the utmost diversi?cation of concern groups such as the Korean chaebols and the Nipponese keiretsu. which operated in really different socio-cultural and institutional environments ( particularly with regard to authorities and industrial policy ) to Western ?rms. Some research workers have even argued that the institutional traits of the chaebols help explicate their economic success and organisational ?tness many chaebols were accused of exerting inordinate market power through cross-subsidization On the other manus. the economic motives for diversi?cation can be loosely classi?ed into two: market power and synergism. 8 Although the bureau job is another of import motive for diversi?cation. we have excluded it from our analysis because we thought the symptoms of bureau jobs would non be easy to ?nd in the strategic direction procedure. The chase of market power and synergism. on the other manus. can be easy identi?ed. For illustration. many chaebols. including Samsung. are often accused of exerting inordinate market power through cross-subsidization. in which the ‘deep-pocketed’ ?agship company subsidizes a new subordinate. In add-on to such anti-competitive motives. Michael Porter’s position of scheme as deriving a favourable place in an attractive industry. which is consistent with the averment that Porter’s view originates from the market power position. was besides included in this class. 9 As for the synergy position. two theories were drawn on. First. the resource-based position was adopted to analyze whether Samsung leveraged its existing resources and capablenesss to get down its rider auto concern. Second. dealing cost theory was adopted to see whether transactional synergism had been obtained in the mobilisation of Samsung’s resources for diversi?cation intents. Figure 2. Analytic Model Although economic and non-economic factors are both of import drivers of corporate scheme. the internal organisational procedure affecting how these two factors are conceived. interpreted. resisted. and formalized in an organisation are looked into in this survey. as shown in Figure 2. First of wholly. as the president of Samsung was the individual most in?uential ?gure in puting the strategic way of the full group. the chairman’s leading was separated from other company’s strategic direction procedure constituents to let for a closer scrutiny. His leading was treated as the mediating construct linking the company’s corporate scheme with its organisational procedure. take a breathing verve and energy into both. 11 The strategic direction procedure may besides include both formal and informal procedures. which are in?uenced by organisational inactiveness. civilization and internal political relations. At Samsung. group-level scheme was formulated at the corporate central office. once called the Of?ce of the Chairman. It can be expected that in such a big chaebol. with its long and celebrated history. organisational inactiveness in the signifier of nucleus rigidness may in?uence both formal and informal strategic planning. and that a strong organisational civilization will hinder or ease the formal and informal strategic direction procedure. Finally. the strategic way of the corporation will depend on who assumes power as a consequence of internal political processes the strategic way of the corporation will depend on who assumes power The impact of the Asiatic crisis on Samsung’s strategic direction procedure was besides analyzed. as shown on the right side of Figure 2. Keeping path of the alterations inside Samsung during the passage period allowed us to place what Samsung learned in footings of keeping its ‘?tness’ in the thick of the altering environment. 13 Speci?cally. we examined the alterations that the new strategic direction procedure and leading had undergone in thei r attempts to cover with the economic and non-economic in?uences on corporate scheme. The undermentioned subdivisions detail how this model was used to turn to our two research inquiries. Motivation for variegationNon-economic motives: Competitive imitation and legitimacy-seeking The non-economic motives for Samsung’s diversi?cation are presented ?rst. as our analysis of the informations leads us to believe that these prevailed over economic motives in Samsung’s determinations. First of all. there is the inquiry as to whether Samsung’s strong competitory competition with Hyundai motivated its determination to come in the car industry. This requires us to reexamine Samsung’s ` before history vis-a-vis its arch-rival Hyundai. which in the 1980s had pushed Samsung off the top-ranking chaebol topographic point it had enjoyed during the sixtiess and 1970s. ( Table 2 shows the rankings of the top ?ve chaebols from the 1960s to the 1990s. ) Samsung and Hyundai had merely comparatively late become direct rivals in a figure of industries. Hyundai started as a building company in 1950 and subsequently diversi?ed into heavy industry. including cars ( 1967 ) and ship building ( 1973 ) . which played cardinal functions in its subsequent concern portfolio enlargement. Samsung. which focused on hi-tech industries such as electronics ( 1968 ) and semiconducting materials ( 1974 ) . besides invested in heavy machinery and the petrochemical industry. set uping Samsung Heavy Industries ( 1974 ) . Samsung Shipbuilding ( 1977 ) . and Samsung Petrochemical ( 1974 ) . Unlike the 1960s and the seventiess. when concern was to a great extent regulated by the authorities. the 1980s and 1990s was a period of liberalisation and denationalization. There was needfully a much greater grade of uncertainness in the concern environment. and the chaebols reacted chiefly by come ining the same major industries. 14 Hyundai followed Samsung’s illustration by diversifying into hi-tech during the 1980s. set uping Hyundai Electronics ( 1983 ) . Hyundai Media Systems ( 1988 ) . and Hyundai Information A ; Communications ( 1989 ) . It is of import to observe that one of the grounds for Hyundai’s success in 1980s and 90s was the manner it efficaciously imitated S amsung’s concern portfolio during the 1980s. The tenseness between the two companies was heightened in 1988 when both diversi?ed into petrochemicals with Samsung General Chemical and Hyundai Petrochemical. Given such a history of competitory kineticss. we believe the strong competition between the two chaebols compelled them to copy each other’s concern portfolio. By 1990. the two groups’ concern portfolio had become rather similar. except for Hyundai’s laterality in car concern. Mr. Kun-Hee Lee was really cognizant that this was an country which gave Hyundai a great advantage over Samsung. and internal paperss and interviews with cardinal executives at Samsung con?rmed that Samsung entered the car concern in the hope of being able to control Hyundai’s laterality in this industry. The 2nd of import non-economic in?uence behind Samsung’s entry into the car concern was ‘legitimacy seeking’ . A brief reappraisal of the history of the leading of chaebols presidents suggests a repeating desire to turn out their managerial art by shiping on ambitious enlargements. 15 To a big grade. the chaebols’ phenomenal record of growing in the yesteryear was a consequence of their presidents taking large hazards which paid off when many had judged them impossible. For case. under former Chairman Byung-Chull Lee. Samsung plunged into the supposedly already-saturated semiconducting material industry. and successfully emerged as a universe leader. Hyundai’s legendary Chairman Joo-Young Chung met similar success with his monolithic investing in the ship building industry. once more. despite terrible resistance. The yesteryear was full of illustrations of chaebol presidents going genuinely magnetic leaders by doing major parts to their corporation. and even to the national economic system. The yesteryear was full of illustrations of chaebol presidents doing major parts to their corporation. and even the national economic system. After wining his male parent. Chairman Kun-Hee Lee’s ?rst undertaking was the constitution of Samsung General Chemical Co. a raid that unluckily ended in failure. His following ‘big bet’ was on the car industry. which. being extremely capital intensifier and holding a signi?cant spillover consequence on the national economic system. he saw as an appropriate challenge to ‘prove’ his leading certificates. This was his quest to hit a major success. fiting those of other chaebol presidents. and therefore go recognized nationally as a great concern leader. in bend increasing his legitimacy both inside his organisation and beyond. The undermentioned quotation mark from the president seems to con?rm this motive ( which was besides con?rmed in other interviews ) :16 I started the rider auto concern because I believed that it would certainly be an of import strategic concern in Korea after 10 or 20 old ages. I know that we can non do money in the first five or six old ages even though we invest 10 billion dollars. However. I know that the 10 billion dollars would certainly raise the national fight of our car industry in the long tally. Economic motive: Market power vs. synergism It is all excessively easy. with hindsight. to measure Samsung’s diversi?cation into the overcrowded car industry on the border of the economic crisis as an overly hazardous venture. This subdivision looks at the economic logical thinking behind Samsung’s entry. and examines the two economic motives of market power and synergism. As celebrated earlier. Porter’s position of scheme as ‘positioning in an attractive industry’ can be considered a market power position. From this point of position. the Korean car industry at the clip of Samsung’s entry was non at all attractive. Numerous information shows that the domestic car industry was already bedeviled by overcapacity. and its growing had already been slowing significantly after 1995. good before the economic crisis. For the ?rst clip. replacings accounted for more gross revenues than ?rst-time purchases. bespeaking that the domestic market had reache d adulthood. In the 1990s. the Korean car industry experienced a general impairment in overall profitableness. with mean ratios of runing income to gross revenues staying at 4. 9 % between 1991 and 1997. down from 6. 1 % in 1981-90. 18 Of the four major car makers in the market at the clip. Hyundai was the lone 1 with positive cumulative cyberspace pro?ts ?gures between 1991 and 1997. Clearly. industry attractiveness entirely can non explicate Samsung’s determination to diversify. Another component of diversi?cation which relates to market power is the anti-competitive pattern of cross-subsidization. a manner of leveraging their market power of which the chaebols had been publically accused in the yesteryear. Indeed SMI was to a great extent dependent on Samsung’s other af?liates for ?nancial support. and although the inside informations can non be discussed here. it is deserving observing that the Korean Fair Trade Commission had slapped a significant punishment on Samsung in 1998 for supplying discriminatory ?nancial assistance across seven af?liates. including SMI Samsung’s diversi?cation can besides be interpreted from the position of synergism. To analyze this possibility. we ?rst tried to place beginnings for economic system of range. such as the sharing of resources and capablenesss between SMI and other af?liates. We besides sought to determine whether mobilisation of resources for diversi?cation yielded signi?cant decreases in dealing costs. After analysing several of import internal paperss and interview ?ndings. we were able to place of import motivations concerned with sharing capablenesss. First. Samsung believed that one of its nucleus competencies e the repute of its trade name name. and its constituted civilization of high quality that stemmed from its dedicated and extremely competent directors vitamin E could be transmitted to SMI. and would be equal to get the better of its late mover disadvantage and finally let SMI to stand out over the established participants. Second. Samsung expected that leveraging the capablenesss of Samsung Electronics would bring forth transactional synergisms with SMI. From the position of dealing cost theory. internal minutess with Samsung Electronics should hold incurred signi?cantly lower dealing costs. and the undermentioned extracts from an internal study to the president reveal Samsung had such purposes before come ining the car concern. 1 External Factors Supporting Investment 1 ) Korea’s economic growing in the twenty-first century will be led by the electronics and car industries 2 ) Comparative advantage in car fabrication is switching from Western states to Japan. and from Japan to other Asiatic states including Korea. 2 Internal Factors back uping Investment 1 ) In the close hereafter. the car industry will finally meet with the electronics industry. in which Samsung already has great advantages. SMI can besides recognize synergisms with Samsung’s af?liates in the machinery and chemical/materials industries every bit good as Samsung Electronics. 2 ) Although the market seems saturated. the bing makers are neglecting to run into the demand for choice rider autos. With engineering licensed from Nissan. Samsung could bring forth highquality saloons to fulfill this unmet demand. Chairman Kun-Hee Lee was particularly optimistic about the possibility of convergence between car and electronics industry. anticipating it to give transactional synergism as the undermentioned quotation mark suggests:21 In the car industry. 30 % of all parts are electrical or electronic. a proportion expected to increase to 60 % or 70 % by 2010 vitamin E greatly film overing the differentiation between the ‘automotive’ and ‘electronics’ industries. The treatment therefore far on the motive for diversi?cation is summarized in the 2nd column of Table 3. Strategic direction procedure before the crisisStrategy preparation procedure This subdivision examines the internal strategic direction procedures triggered by the motives for diversi?cation. Judging from the analysis so far. Samsung’s diversi?cation seemed to be prompted ab initio by both competitory imitation and legitimacy-seeking motivations. We besides found these in?uences were ampli?ed by the alone function played by the chairman’s of?ce in the organisation. The Of?ce of the Chairman was created in 1959 to command and organize the activities of Samsung’s assorted af?liates. Supporting and helping the president. it wielded considerable power and authorization over the group’s af?liates. and most other Korean chaebols rapidly imitated Samsung’s organisational construction and established their ain corporate caput of?ce. 22 The Of?ce of the Chairman at Samsung had several squads and. when SMI was established. the two most in?uential were the pl anning and ?nance squads. The planning squad crafted and implemented long-run schemes including diversi?cation. while the ?nance squad managed capital affairs at the group degree and exercised ?nancial control over the af?liates. Under competitory force per unit area from Hyundai. the planning squad at the Of?ce of the Chairman submitted a study to the president in 1990. giving an in-depth analysis of the differences between the two powerful chaebols’ concern portfolios. reasoning that Samsung would neer catch Hyundai up without come ining the car concern. 23 The chairman’s purpose to come in the market for grounds of competitory competition with Hyundai seems to hold been reinforced by this internal strategic direction map. The chairman’s [ motive ] of competitory competition with Hyundai was reinforced by internal strategic [ sentiment ] of the planning squad. It is necessary to measure the planning team’s nucleus capablenesss to understand its function in the formation of SMI. Supporting Samsung’s rapid diversi?cation from the 1960s to the eightiess. the planning squad had emerged as the growing engine of Samsung. As it expanded into assorted industries. it accumulated generic diversi?cation capablenesss. such as intelligence assemblage for new concern chances. formal long-run planning accomplishments. new concern constitution. and resource mobilisation from its af?liates. Through its perennial success. the planning team’s nucleus capableness of pull offing growing became institutionalized within the organisation. and was portion of the team’s mundane world. In short. past diversi?cation experiences had made an unerasable impact on the mentality of the planning squad . strongly informing and keeping the team’s cultural continuity for growing. The planning team’s growth-oriented civilization was reinforced by its repeated successes. finally giving rise to organisational inactiveness. with the squad efficaciously going closed to differing sentiments and disputing thoughts. 25 Therefore. while there were hazard factors involved in come ining the concentrated car market. such information was non emphasized in the organisation. The squad likely believed that it would still be possible to boom in a structurally unattractive industry by leveraging its nucleus competencies and developing new 1s. 26 The planning squad sought to carry decision-makers opposed to its vision by garnering any positive economic informations it could ?nd to back up its instance. and. in 1993. commissioned the Nomura Research Institute – a Nipponese consulting and research ?rm vitamin E to bring forth a feasibleness survey on the Korean rider auto industry. Contrary to the conventional wisdom that the domestic market was already saturated. N omura predicted that the market’s long-run market growing would be equal to suit one more participant. Encouraged by this professional advice. the investing determination was ?nally put to the ‘Supreme Operation Committee’ . composed of the Samsung group’s most in?uential senior executives. Committee members from Samsung Electronics ab initio opposed the investing thought. anticipating that most of the investing financess would be drawn from pro?ts generated by their semiconducting material division. In malice of its initial reserve. this squad was finally persuaded as to the feasibleness of the program. and gave its formal understanding to the diversi?cation undertaking in 1993. The planning squad could continue with the following diversi?cation procedure. with strong backup from the president. Strategy execution procedure Once the organisation reached its consensus. the scheme was implemented at an unbelievable velocity. Merely two and a half old ages after the decision of the engineering transportation understanding with Nissan. Samsung had completed building and tooling of a state-of-the-art production installation and was ready to bring forth autos. a singular effort merely possible because Samsung could to the full leveraging its market power and synergism. The procedure of how these advantages are created is presented here. First of all. cross-subsidization in assorted signifiers. such as direct subsidy and debt warrants. was instrumental toward securing the necessary capital at low cost. Second. two types of synergism vitamin E economic systems of range and decreases in dealing costs e enabled Samsung to make competitory advantage at the group degree. Resource sharing and mobilisation. for illustration. were non merely planned for. but really realized between differe nt af?liates. Without such a signi?cant economic system of range. the production line would hold required much more clip to finish. and at a higher cost. In footings of human resource sharing. by January 1998 2. 024 employees out of SMI’s entire work force of 3. 482 had been transferred from other af?liates. including the most ‘dynamic capability’ underpinning [ the move into cars ] was the managerial capableness of the planning squad. Although this resource sharing greatly facilitated the new concern launch. the most ‘dynamic capability’ that underpinned all these advantages was the managerial capableness of the planning squad. 27 Throughout Samsung’s long history of diversi?cation. they had accumulated signi?cant know-how in the launching of new concerns. and team members now behaved as if they were ‘internal entrepreneurs’ in marshalling and mobilizing resources. With their strong ‘visible hands’ endorsed by the president. they coordinated resource parts from different af?liates in Samsung to accomplish their intended synergisms. While their attempts to reassign Sams ung’s repute and civilization of high quality to SMI met with success. it was at an tremendous cost. From the start. Chairman Lee encouraged contrivers to visualize a large-scale and first fabrication installation. and monolithic investings were made in constructing a ‘perfect’ fabrication installation which enjoyed state-of-the-art hardware and significant human resources. More than 1. 300 SMI line workers and applied scientists from the 90 Korean providers were sent to Japan in 1995 to have intensive proficient preparation at Nissan workss. while over 200 Nissan applied scientists and technicians were dispatched to the Pusan works to develop Samsung employees and local providers. As a former SMI executive put it. the prevailing ambiance at that clip was of ‘a entire committedness from top directors to line workers to construct perfect cars. ’ Unfortunately the cost of reassigning the corporate repute and civilization of high quality proved to be excessively high. and rendered SMI extremely vulnerable to external daze. Strategic direction procedure after the crisisThe 1997 ?nancial crisis triggered a cardinal alteration in Samsung’s strategic direction procedure. The most noteworthy alteration was the displacement in control of doing strategic determinations from the planning squad to the ?nance squad. In the same manner as the IMF and Korean authorities tightened national ?nancial controls. the ?nancial squad now assumed the taking function in preparation of the group’s scheme. The displacement in power was readily evident over the issue of the program for SMI to get the troubled Kia motors. The dark before Samsung’s command for Kia. there was an intense argument among the cardinal decision-makers at the Samsung group central offices. including core members of the planning and ?nance squad. Unlike the growth-oriented planning squad. the ?nance squad had traditionally been conservative in doing major investing determinations. Key ?nance squad executives strongly opposed the pla nning team’s proposal to get Kia. reasoning that farther enlargement during such an economic crisis was highly hazardous. Their averment proved persuasive to the president. and Samsung decided to retreat from the command. SMI executives interpreted the determination as a mark that Samsung was ?nally releasing hope for SMI’s hereafter. Two cardinal members of the planning squad resigned and left Samsung after the team’s failure to see through the acquisition of Kia. From so on. the ?nance squad emerged as the most in?uential unit in the Samsung group after merely the president himself. and assumed the planning team’s traditional strategic planning map. In 1998. the Of?ce of the Chairman changed its name to the ‘Corporate Restructuring Headquarters’ . In add-on to ?nancial direction at the group degree. the ?nance squad exerted considerable in?uence on of import strategic determinations that affected the full Samsung group. It would non be an hyperbole to province that Samsung’s strategic direction procedure changed wholly after it failed to do a success of SMI. an d its planning squad was disbanded. All af?liates’ major strategic investing programs now had to derive ?nance squad blessing before being reported to the president. The ?nance squad besides coordinated the preparation of the ‘Long-term Group Strategy’ . antecedently a nucleus undertaking of the planning squad. The full corporate civilization of Samsung became re-oriented. and. alternatively of external growing. central offices began to concentrate on internal ef?ciency at each af?liate. Economic and quantitative managerial methods such as EVA ( Economic Value Added ) and Six Sigma quality controls were introduced and strongly promoted. From 1999 the ?nance squad started to use EVA in measuring its af?liates’ public presentation and tightened its ?nancial control over their activities. The new central office strategic be aftering doctrine in bend in?uenced the strategic direction procedure at each of the af?liates. There was small treatment of ambitious diversi?cation undertakings such as SMI. since it was evident throughout the group that such enterprises would be screened out at central offices. Although a few investing undertakings were initiated by single af?liates. they were much smaller in graduated table than the diversi?cation undertakings typically pursued before the crisis. From the managerial point of position. the new alteration enabled more decentralised decision-making for the group as a whole. since the seeable manus of central offices now rarely intervened in af?liates’ direction for resource mobilisation or cross-subsidization intents. In short. the old strong behavioural control that required conformance with cardinal authorization now gave manner to ?nancial control that emphasized ef?ciency. In 2006. Samsung renamed the Corporate Restructuring Headquarters as the ‘Strategic Planning Of?ce’ . reduced the figure of squads from ?ve to three and slashed staff Numberss from 147 to 99. The ?nance and direction consulting squads were merged and renamed the ‘Strategic Support Team’ . while the planning and PR squads were incorporated into one joint squad. The new strategic support squad now formulates long-run scheme for the group. identi?es new concern chances. and conducts internal auditing of af?liates. Previous ?nance squad members who became portion of the new strategic support squad still play critical functions in the nucleus strategic direction procedure today. whereas the new ‘Planning A ; PR team’ is responsible merely for trade name scheme and the Samsung Group’s corporate individuality. Deductions and decisionA individual instance can non to the full re?ect all the of import strategic alterations in the chaebols that occurred over the past decennary. However. the facts that Samsung is the taking and most representative of Korea’s chaebols. and its managerial patterns have been so widely imitated by other groups. suggest that this instance may assist to understand the chaebols’ strategic direction in general. The short history of SMI should involvement both theoreticians and practicians interested in the recent history and developments of the Korean chaebols. There seem to be at least three theoretical deductions for faculty members. First. this survey may be one of the few qualitative surveies to analyze the elaborate strategic direction procedure inside the Of?ce of the Chairman of a chaebol. Our analysis con?rms the position that non-economic in?uences play of import functions in Asiatic concern groups’ strategic direction procedure. For illus tration. we were able to place mimetic and legitimacy-seeking motives to diversify. and besides analyze how they were reinforced by organisational inactiveness in the scheme preparation procedure. It should besides be remembered. nevertheless. that in implementing its diversi?cation scheme. Samsung took advantage of its market power and synergism. as economic positions predicted. and this survey provides inside informations about how these are really created and transferred in chaebols. It was due to both these advantages that Samsung was able to establish SMI so rapidly. The Of?ce of the Chairman was the bid tower in this procedure. mobilising resources from its af?liates and providing them to SMI at its discretion. every bit good as making group-level synergism by interceding internal minutess between the af?liates and SMI. signi?cantly cut downing the dealing costs and times. At the same clip. it shared its ain generic capableness of launching and pull offing a new concern with SMI. Such organizing attempts exerted by many chaebol central offices have played cardinal functions in their rapid growing. lending positively to Korea’s past rapid economic development. Second. the consequences of the survey show that Samsung has learned from the economic crisis it had gone through. and from the failure of its diversi?cation attempts. This is contrary to the consequences of recent empirical surveies. which suggest that companies learn little from their failures. a nd that companies learn less from their big failures than from their little 1s. This happens when directors see their big failures as holding idiosyncratic and exogenic causes. and when there are societal and proficient barriers to larning from big organisational failures. How did Samsung get the better of the societal and proficient barriers to its acquisition? An illustration of societal barrier is a strong organisational civilization with small tolerance for failure. while proficient barriers to larning addition when the multiple causes of a big failure are profoundly embedded in a big organisation. How did Samsung both avoid imputing its failure to exogenic causes ( such as the Asiatic economic crisis ) . and at the same clip overcome the societal and proficient barriers to its acquisition? We suggest that the being of organisational political relations between the planning and ?nance squads of Samsung facilitated the company’s larning procedure. If there were no internal competition between the planning and ?nance squads. larning might non hold occurred at all. or might hold taken much longer. The fact that there were two alternate positions as to the best scheme for covering with SMI. and that the in?uence of one group. which had predomina ted for some old ages. was overtaken by the positions of the other in the argument about the Kia auction. meant that Samsung non merely had two clear positions to larn from. but could besides rapidly follow the 2nd position. with its civilization of conservativism and ef?ciency. as a new form. and therefore leave the other behind more flawlessly. The positive function of internal power and political relations in easing organisational acquisition has non been discussed much in the bing literature on this topic: this survey suggests that research workers may necessitate to pay attending to the possibility of the interplay of these forces functioning as a vehicle for organisational acquisition. Third. the ?t between the environment and the organisation was examined dynamically over clip. The environment non merely in?uenced the structural features of the organisation. but besides changed the strategic direction procedure at Samsung. In an environment of high industry growing. the planning squad took charge of Samsung and exercised strong behaviour control under a centralised construction. When Korea experienced an utmost economic downswing. the ?nance squad emerged and exercised greater ?nancial control under a more decentralised construction. It is of import to observe that Samsung maintained its ‘?tness’ to the ne w environment by larning from the crisis and by altering its scheme. construction and processes over clip. 29 Although the Asiatic economic crisis seems to hold been mostly responsible for Samsung’s failure. a figure of of import managerial issues may besides hold played a function in the affair. We believe that the instance has the undermentioned managerial deductions for practicians. The ?rst and most direct lesson top directors can deduce from this instance is that undervaluing the underlying economic sciences when doing a strategic determination can take to black effects. With non-economic motives. such as competitory imitation and legitimacy-seeking. prevailing at Samsung. sound economic logical thinking was non possible. Under these strong non-economic in?uences. Samsung overestimated its internal nucleus competences and group-level synergism. and underestimated the danger of come ining an already overcrowded industry. Samsung seemed to believe that it could boom in an unattractive industry by leveraging its nucleus competences. such as its quality-focused organisational civilization. and by making synergism with its af?liates. Although there was grounds of chances for economic systems of range and synergism. these were non suf?cient to get the better of the low market demand. To do affairs worse. the cost of set uping a high-quality production installation i n Pusan was excessively high. Directors frequently commit critical errors by presuming that they can easy reassign their company’s intangible nucleus competences. such as repute and civilization. to other units. This survey. nevertheless. clearly shows that sharing and reassigning intangible assets can sometimes incur excessively great a cost. Mentions 1. S. Haggard. W. Lim and E. Kim ( explosive detection systems. ) . Economic Crisis and Corporate Restructuring in Korea. Cambridge University Press ( 2003 ) . 2. P. Baumard and W. H. Starbuck. Learning from failures: Why it may non go on. Long Range Planning 38 ( 3 ) . 281e298 ( 2005 ) ; M. D. Cannon and A. C. Edmondson. Failing to larn and larning to neglect ( intelligently ) : How great organisations put failure to work to introduce and better. Long Range Planning 38 ( 3 ) . 299e319 ( 2005 ) . 3. R. K. Yin. Case Study Research. Sage. Thousand Oaks. CA ( 1994 ) . 4. Korea Fair Trade Commission. Business Groups under Regulation in 2006 ( 2006 ) . 5. N. Fligstein. The structural transmutation of American industry: An institutional history of the causes of diversi?cation in the largest ?rms. 1919-1979. in W. Powell and P. DiMaggio ( explosive detection systems. ) . The New Institutionalism in Organizational Analysis. University of Chicago Press. Chicago. 311e336 ( 1991 ) . 6. C. Park and S. Goshal. World Class Korean Company. 21th Century Books. Seoul ( 2003 ) ; M. Goold and K. Luchs. Why diversify? Four decennaries of direction thought. Academy of ManagementExecutive 7 ( 3 ) . 7e25 ( 1993 ) . 7. M. Orru. N. W. Biggart and G. G. Hamilton. Organizational isomorphy in East Asia. in W. Powell and P. DiMaggio ( explosive detection systems. ) . The New Institutionalism in Organizational Analysis. University of Chicago Press. Chicago. 361e389 ( 1991 ) . 8. C. A. Montgomery. Corporate diversi?cation. The Journal of Economic Positions 8 ( 3 ) . 163e178 ( 1994 ) ; Although Montgomery originally used the term ‘ef?ciency’ . we changed it to ‘synergy’ to avoid confusion because the word ef?ciency is besides used in the last subdivision of our article as a wholly different construct. Montgomery besides pointed out bureau job as one of the motive for diversi?cation. This was non examined in our paper nevertheless. because of the deficiency of concret e grounds and dif?culty of placing bureau cost in the strategic direction procedure entirely. 9. M. E. Porter. Competitive Strategy. Free Press. New York ( 1980 ) ; J. B. Barney. Firm resources and sustainable competitory advantage. Journal of Management 17 ( 1 ) . 155e171 ( 1991 ) . 10. E. T. Penrose. The theory of the growing of the ?rm. Wiley. New York ( 1959 ) ; O. E. Williamson. The Economic Institutions of Capitalism. Free Press. New York ( 1985 ) . 11. I. D. Colville and A. J. Murphy. Leadership as the enabler of strategizing and forming. Long Range Planning 39 ( 6 ) . 663e677 ( 2006 ) . 12. E. Romanelli and L. Tushman. Inertia. environments and strategic pick: a quasi-experimental design for comparative-longitudinal research. Management Science 32. 608e621 ( 1986 ) ; V. M. Papadiakis. S. Lioukas and D. Chambers. Strategic decision-making procedures: the function of direction and context. Strategic Management Journal 19 ( 2 ) . 115e147 ( 1998 ) ; D. Leonard-Barton. Core capab lenesss and nucleus rigidnesss: a paradox in pull offing new merchandise development. Strategic Management Journal 13. 111e125 ( 1992 ) ; I. Bonn and C. Christodoulou. From strategic be aftering to strategic direction. Long Range Planning 29 ( 4 ) . 543e551 ( 1996 ) ; K. M. Eisenhardt and L. J. Bourgeois. Politicss of strategic determination devising in high-speed environments: toward a midrange theory. Academy of Management Journal 31 ( 4 ) . 737e770 ( 1988 ) . 13. M. Beer. S. C. Voelpel. M. Leibold and E. B. Tekie. Strategic direction as organisational acquisition: Developing ?t and alliance through a disciplined procedure. Long Range Planning 38 ( 5 ) . 445e465 ( 2005 ) . 14. H. K. Lee. A History of the Formation of Korean Chaebols ( in Korean ) . Bibong Publishing Co. Seoul ( 1999 ) . 15. S. J. Chang. Financial Crisis and Transformation of Korean Business Groups: The Rise and Fall of Chaebols. Cambridge University Press.Cambridge. ( 2003 ) . 16. Chosun Daily. Failure survey: Sam sung Motors. ( 1999. 7. 11 ) . 17. J. H. Hyun. The crisis and reorganisation of the Korean car industry and their relevancy to internationalisation and strategic options in Europe. Article presented at EAMSA conference. Nov. ( 2000 ) . 18. S. Jeong. Crisis and Restructuring in East Asia: The Case of the Korean Chaebol and the Automotive Industry. Palgrave MacMillan. New York. N. Y. . ( 2004 ) . 19. S. Haggard. W. Lim and E. Kim. Economic Crisis and Corporate Restructuring in Korea. Cambridge University Press. Cambridge. ( 2003 ) ; Korea Fair Trade Commission. Decision No. 98e127 ( 1998 ) . 20. Samsung Internal papers. 21. J. H. Lee and S. Baker. Driving Ambition: Samsung’s Entry into the Automotive Market. London Business School instance. London. ( 1998 ) . 22. I. Hwang. Chaebol construction. diversi?cation. and public presentation. in Z. Rhee and E. Chang ( explosive detection systems. ) . Korean Business and Management: The Reality and the Vision. Hollym. Seoul. 171e203 ( 2 002 ) . 23. Internal papers of Samsung. Long Range Planning. vol 40 2007 503 24. See D. Leonard-Barton ( 1992 ) . op. cit. at Ref. 12 ; L. G. Zucker. The function of institutionalization in cultural continuity. in W. Powell and P. DiMaggio ( explosive detection systems. ) . The New Institutionalism in Organizational Analysis. University of Chicago Press. Chicago. 83e107 ( 1991 ) . 25. E. Romanelli. L. Tushman and Inertia. Environments and strategic pick: a quasi-experimental design for comparative-longitudinal research. Management Science 32. 608e621 ( 1986 ) . 26. See J. B. Barney ( 1991 ) op. cit. at Ref. 9. 27. D. J. Teece. G. Pisano and A. Shuen. Dynamic capablenesss and strategic direction. Strategic Management Journal 18 ( 7 ) . 509e533 ( 1997 ) . 28. See P. Baumard. W. H. Starbuck. M. D. Cannon and A. C. Edmondson. both op. cit at Ref 2. 29. Beer at Al ( 2005 ) op. cit. at Ref 13. 30. M. E. Porter. What is scheme? Harvard Business Review Nov-Dec. 61e78 ( 1996 ) . 31. C. Park and S. Goshal. op. cit. at Ref 6. 32. W. C. Kim and R. Mauborgne. Blue Ocean S trategy. Harvard Business School Press. Boston. MA. ( 2005 ) . BiographiesWoonghee Lee is an Associate Professor of Strategic Management at HanyangUniversity. Korea. He received his Ph. D. grade in Strategic Management at the Ohio State University. Before he joined Hanyang University. he was a main research worker at Samsung Economic Research Institute. His research involvement includes strategic confederations. diversi?cation. and perpendicular integrating. School of Business. Hanyang University. 17 Haengdang-Dong. Sungdong-Ku. Seoul. Korea. Tel +82 ( 2 ) 2220-1072. electronic mail: [ electronic mail protected ]/*Nam S. Lee is the President and CEO for Taihan Textile Co. . Ltd. in Seoul. Korea. He received his D. Phil in Management Studies from the Saˆ Business School. University of Oxford. His old functions at Samsung from ?d 1990 to 2000 include Senior Manager for Samsung Motors Inc. and Samsung Chairman’s Of?ce. In peculiar. he served as a member of a undertaking force to continue with Samsung’s entry into a rider auto indu stry advancing Korean authorities and blessing and developing a long-run growing scheme for Samsung’s rider auto concern. As a practician and academic. his research involvements focus on schemes for turning unit of ammunition worsening industries through growing and organizational alteration. President. Taihan Textile Co. Ltd. 25 Taihan edifice. Yoido-dong. Yongdeungpo-gu. Seoul. Korea 150-878. Tel: +82 2 368 0135. Electronic mail: [ electronic mail protected ]/*

Second Grade Christmas Math Word Problems

Second Grade Christmas Math Word Problems When working with word problems, be sure to add some problem-solving questions to the mix. Word problems typically require computations  whereas problem-solving requires a little more thinking. There will be reasoning and logic necessary to solve the problem. Questions 1. For Christmas, you got 12 candy canes in your stocking and 7 from the tree. How many candy canes do you have? 2. You have 19 Christmas cards. 12 came from your friends at school, how many came in the mail? 3. You sang 8 songs at the concert at school and your friend sang 17. How many more songs did your friend sing? 4. You buy gifts for your friends, 2 sisters, 1 brother, your mom,  and dad. You buy a total of 13 gifts. How many friends do you buy for? 5. You wrapped 17 presents and your brother wrapped 8 presents. How many more presents did you wrap? 6. On your advent calendar, you ate 13 chocolates. How many more chocolates are there to eat? 7. On the day before the Christmas holidays, only 21 of the 26 students were at school. How many were absent? 8. On the day before the Christmas holidays, only 21 of the 26 students were at school. How many were absent? Notice that in these word problems, the unknown value isnt always at the end. Its important to ensure that there is a variety of childrens math word problems. Some unknown values should occur at the beginning, some the end and others at the end. PDF Printable Worksheet

Inventors of the Modern Computer

Inventors of the Modern Computer In November of 1971, a company called Intel publicly introduced the worlds first single-chip microprocessor, the Intel 4004 (U.S. Patent #3,821,715), invented by Intel engineers Federico Faggin, Ted Hoff, and Stanley Mazor. After the invention of integrated circuits  revolutionized computer design, the only place to go was down in size that is. The Intel 4004 chip took the integrated circuit down one step further by placing all the parts that made a computer think (i.e. central processing unit, memory, input and output controls) on one small chip. Programming intelligence into inanimate objects had now become possible. The History of Intel In 1968, Robert Noyce and Gordon Moore were two unhappy engineers working for the Fairchild Semiconductor Company who decided to quit and create their own company at a time when many Fairchild employees were leaving to create start-ups. People like Noyce and Moore were nicknamed the Fairchildren. Robert Noyce typed himself a one-page idea of what he wanted to do with his new company, and that was enough to convince San Francisco venture capitalist Art Rock to back Noyces and Moores new venture. Rock raised $2.5 million dollars in less than 2 days. Intel Trademark The name Moore Noyce was already trademarked by a hotel chain, so the two founders decided upon the name Intel for their new company, a shortened version of Integrated Electronics. Intels first money-making product was the 3101 Schottky bipolar 64-bit static random access memory (SRAM) chip. One Chip Does the Work of Twelve In late 1969, a potential client from Japan called Busicom, asked to have twelve custom chips designed. Separate chips for keyboard scanning, display control, printer control and other functions for a Busicom-manufactured calculator. Intel did not have the manpower for the job but they did have the brainpower to come up with a solution. Intel engineer, Ted Hoff decided that Intel could build one chip to do the work of twelve. Intel and Busicom agreed and funded the new programmable, general-purpose logic chip. Federico Faggin headed the design team along with Ted Hoff and Stanley Mazor, who wrote the software for the new chip. Nine months later, a revolution was born. At 1/8th inch wide by 1/6th inch long and consisting of 2,300 MOS (metal oxide semiconductor) transistors, the baby chip had as much power as the ENIAC, which had filled 3,000 cubic feet with 18,000 vacuum tubes. Cleverly, Intel decided to buy back the design and marketing rights to the 4004 from Busicom for $60,000. The next year Busicom went bankrupt, they never produced a product using the 4004. Intel followed a clever marketing plan to encourage the development of applications for the 4004 chip, leading to its widespread use within months. The Intel 4004 Microprocessor The 4004 was the worlds first universal microprocessor. In the late 1960s, many scientists had discussed the possibility of a computer on a chip, but nearly everyone felt that integrated circuit technology was not yet ready to support such a chip. Intels Ted Hoff felt differently; he was the first person to recognize that the new silicon-gated MOS technology might make a single-chip CPU (central processing unit) possible. Hoff and the Intel team developed such an architecture with just over 2,300 transistors in an area of only 3 by 4 millimeters. With its 4-bit CPU, command register, decoder, decoding control, control monitoring of machine commands and interim register, the 4004 was one heck of a little invention. Todays 64-bit microprocessors are still based on similar designs, and the microprocessor is still the most complex mass-produced product ever with more than 5.5 million transistors performing hundreds of millions of calculations each second - numbers that are sure to be outdated fast.

The affect of the healthcare reform on for-profit vs. non-profit Research Paper

The affect of the healthcare reform on for-profit vs. non-profit hospitals - Research Paper Example Health insurance and public health have been in the front line in this kind of debates as well as to what extent should the state offer assistance. Provision of healthcare is a task that encompasses provision of various healthcare services, relevant equipments to hospitals, pharmaceutical products, life sciences funding and funding in biotechnology. The activities that relate to healthcare and the centers where this is carried out include the hospitals, nursing and elderly homes, those involved in provision of healthcare plans, provision of laboratory services, drug manufacturing and delivery, diagnostic substances and biotechnology itself. Therefore, this is a line that required care to handle in the case of governments as it is a resource intensive sector. This also shows how the introduction as well as implementation of reforms can be quite a task as the stakeholders involved are many resulting to many and divergent views (Woolhandler 1997). This is what characterized the healthcare reforms bill that Obama administration brought forth. Healthcare reforms in a broader sense aim at placing more people under the health care bracket with the intervention of the government (public sector) and the private companies which offer health insurance (Congressional Budget Office 2010). The other aim is to increase the accessibility of health services and health specialists while at the same time ensuring quality improvement in regards to health care and at a relatively lower cost. The reforms also should focus on increasing the number of the providers of health care among which consumers will choose. In the United States in particular issues of healthcare reforms mostly relate to the sustainability of programs adopted, government spending on these reforms, the right to heath care, the fairness to the various people in the society, quality of the health care provided and

Sportswear Market Assignment Example | Topics and Well Written Essays - 2250 words

Sportswear Market - Assignment Example This consumer demand has led to companies like ours, which exclusively cater to this segment of society, sell the sports product like hot cakes because sportswear has rapidly turned into an ever-growing and lucrative market. The youth form a majority of the total buyers of these products. Parry, 2004 has rightly stated that "There has been a significant change in the sports market over recent years driven by a number of key factors, including the high-profile media coverage of sport, the huge marketing budgets of the global brands and the increasing fashion appeal of sports clothing." Keeping in mind this global scenario I would like to bring to your notice that it is the best time to launch a product like our casual footwear. We are bound to be successful if we do the proper planning by using appropriate planning tools in order to develop our marketing objectives and strategies successfully. According to Ideas factory, "Market research pundits estimate that only 20% of all sports footwear will be used for the purpose intended, with the majority being flaunted as casual, fashion or even collector's items." Even fashion giants are trying to lure the local as well as international market segment with their sportswear products. It has rightly been mentioned by the Ideasfactory website that, "The trend has persisted since the mid-1990s when Jil Sander took a shine to Puma's King football boots and had them modified for the catwalk." Hence being a company that spealizes in sportswear, we have 100% potential to shine in the casual footwear for youth market. Only one thing that we should concentrate on is that today's market especially youth; not only get motivated by the comfort quotient but the fashion quotient too. So we have to belong to the fashion pack to avoid any bumpy ride in future. Use of planning tools Our company can make use of the following planning tools to be able to develop its marketing objectives and strategies to reach out to its target market. Boston Consulting Group's Product Portfolio Analysis: It is one of the best product portfolio analysis methods. According to this we have to first classify our 'Strategic Business Unit' (SBU) - our new product; the casual footwear on the following dimensions. 1.Relative market share (horizontal axis) - through this we will be able to derive the strength of our product in the market. 2. Market growth rate (vertical axis) - through this we will be able to judge the market attractiveness quotient. If we divide the matrix into four areas we will get four categories of SBU's from which we can choose the category of SBU our new product belongs to. These four areas have been named in the following ways: Stars: those products that are strong in the market in comparison to their competing brands. They need great investments because they are considered high growth ventures. Cash Cows: these products have low growth rate but their market share is very high. As they are well established and successful, they don't need much investment. But they need to be managed rigorously so that the profit continues, so that company can use this profit for heavy investments required by the 'star' category of products. Question Marks: The products that come under this category have low market share but they operate in markets that see higher growths.

Convenience Store and Causeway Bay Essay Example for Free

Convenience Store and Causeway Bay Essay My favourite shopping centre is Times Square. It’s in Causeway Bay. I usually go there with my family on the weekends. I like to go with my family because I like to spend time with them, so we can know each other even better, make our love and care deeper too. Weekends are the best time to go because we don’t have to go to school and neither does our father need to go to work. It has a lot of facilities like a cinema, 4 floors of restaurants and photo sticker machines to remember that beautiful moment!! It also has shops with the newest and trendy brands like clothes, jeans, mobile phones and even toys. The also have some jewellery and bag shops which I like to buy. They have some convenience stores, like 7-eleven and circle k. Where we can find snacks after shopping because you do get tired holding those bags. I usually take the 8P bus because it’s convenient and cheap. They also hold some concerts or parties for special occasions like: Halloween, Christmas or Easter. I think it opens around 8 or 9 in the morning and closes at about 12 or 1 at night. I like it because it’s fun to shop although it could be expensive! Or just come to watch the movies and have dinner with your family or friends. I remember I was around 3 years old when I first went there, because at that time I lived in Causeway Bay, just next to the Times Square!

Metamorphosis by Franz Kafka - Does Gregor Ever recieve justice? :: English Literature

Metamorphosis by Franz Kafka - Does Gregor Ever recieve justice? In the short story â€Å"Metamorphosis† by Franz Kafka, the protagonist of the story, Gregor Samsa, goes through a strange transition where he is transformed from a human being into an insect. Throughout the story Gregor’s physical appearance changes but it is apparent that his life as an insect is not that different from his life as a human being. To the reader it seems as though justice is served when Gregor, who has been transformed into an insect by some unexplainable force, can no longer work. Therefore his family, who have been living off him are forced to go get jobs. This would be considered justice if it weren’t for the fact that Gregor is living his life as an insect therefore the idea of justice seems to be undefinable. â€Å"Metamorphosis† is the story of a man named Gregor Samsa who awakes one morning from â€Å"unsettling dreams† and realizes that he has been transformed into a â€Å"monstrous vermin.† Gregor is a traveling salesman who works ridiculous hours every day while his family sits at home enjoying the luxuries which come from the money that he earns. Gregor spends his time â€Å"traveling day in, day out.† He awakes every morning at four o’clock and has â€Å"not once been ill during his five-year employment,† therefore it is quite rare that when the story begins he is late for work. It is so rare that the head clerk of the company where he works appears at his house wondering why he is not out of bed yet and why he is late for work. Finally with the â€Å"aid of his chair† Gregor is able to open the door. It is a complete shock to everyone to see Gregor in the state that he is in. The head clerk is ready to leave and it appears that Gregor has lost his job for good. Gregor’s job loss is not only detrimental to him but also to his family because he is their only source of income. Seeing as how Gregor is unable to get another job, his family is forced to get jobs of their own. Roles are now reversed because now Gregor’s family is forced to take care of him. Gregor’s life as a human was unjust because he was forced to financially support his family and wake up at four o’clock every morning to go to work as a traveling business man.

Job Fair Brochure

Job Fair Brochure This discussion will describe the structure, business model, and culture of a selected business. There will be a justification for why each element was selected, and an explanation of how each choice of elements will impact the chosen business. A business model is like any other model; it represents and summarizes how whole businesses do business. The business model explains, in summary, the fundamental nature of the business and how the business makes money, without having to share complexities of strategies, â€Å"processes, units, rules, hierarchies, workflows, and systems† (Business Model Designs and Innovation, 2005, p. ). For example, the business that is chosen is a Geriatric Health Club and Daycare. The company makes money by offering wellness and exercise services to senior citizens all over the Merrillville community; for a reasonable amount of money. The fundamental nature of the club is to encourage the elderly, ages 55 and older, to continue to l ive a healthier and active life, by offering leisure activities, social interaction with their peers, nutrition education, and exercise (Business Model Designs, and Innovation, 2005). The business model was chosen because research, indicates that â€Å"High-intensity resistance exercise training is a feasible and effective means of counteracting muscle weakness and physical frailty in very elderly people. In contrast, multinutrient supplementation without concomitant exercise does not reduce muscle weakness or physical frailty† (Clements, Evans, Fiatarone, Kehayias, Lipsit, Nelson, O'Neill Roberts, Ryan, and Solares, 2009, 1769). The impact of this business model helps the company to function and guide the company in a productive direction. The business model helps the company to stay profitable by catering to a fast increasing age group. â€Å"The business structure is the type of legal entity that exists to contract to perform licensed work. Examples of legal entities are individual/sole proprietors, corporations, limited liability companies (LLC), partnerships, limited partnerships (LP), and limited liability partnerships (LLP)† are examples of business structures (Minnesota Department of Labor, and Industry, n. d, p. 1). The structure of the Geriatric Health Club and Daycare is a partnership. A partnership is a business agreement between two or more people, with an understanding of making a profit (NSW Small Business, 2001). The geriatric health club and daycare operates under a registered business name. The business name the club operates under is Transitions Senior Health Club and Daycare. The reason a partnership was chosen is because liabilities can be shared (NSW Small Business, 2001). A functional structure is for the staff. The CNAs works directly with customers, RNs oversees the CNAs, trainers, therapist, and assist the Medical doctor. The partnership structure impacts the club by the sharing of liabilities and increased financial investments and the sharing of responsibilities. The functional structure brings order with the staff and creates a harmonious working environment (NSW Small Business, 2001). â€Å"The business culture is the way your organization operates, the customs, attitudes; etiquette and etc. † (Answer, 2007, p. 1). For example, Transitions will use â€Å"The Plane tree’s approach, which is holistic and encourages healing in all dimensions; mental, emotional, spiritual, social and physical† (Axia College of University of Phoenix 2008, p194). The Plane tree’s approach maximizes the outcomes of healthcare by combining â€Å"harmonizing medical therapies, such as mind and body medicine, therapeutic massage, acupuncture, yoga, and energy therapies with conventional medical therapies†(Axia College, 2009, p. 194). The medical staff is well trained, board certified, and licensed by the state. The trainers are certified in yoga, low impact exercises, and small weights. The instructors are RNs with bachelor’s degrees; a Medical Doctor and a certified massage therapist, will be on staff. The staff is given two weeks of vacation and health benefits. They are also given incentive awards for out standing work. The impact that this business culture will have on Transitions is a healthy, safe and serene environment. The customers will be encouraged to reach their wellness goals and lead a longer and active life. Reference Axia College of University of Phoenix. (2009). Job fair brochure. Retrieved August 30, 2009, aXcess BUS 210________Foundations of Business Course Website. This is not a properly formatted reference listing for the textbook for this course. Your citation to this source is incorrect as well for this reason. Answers. (2007). What is business culture? Retrieved August 27, 2009, from http://answers. yahoo. com/question/index? qid=20080209153352AADUsZS Business Model Designs and Innovation. (2005). But What Actually is a Business Model? Retrieved August 27, 2009, from http://www. ask. com/web? qsrc=2417=0&1=dir=what+is+a+business+modle= Clements, K. M. , Evans, W. J. , Fiatarone, M. A. , Kehayias, J. J. , Lipsitz, L. A. , Nelson, M. E. , O'Neill, E. F. , Roberts, S. B. , Ryan, N. D, and Solares, G. R. (2009). Exercise training and nutritional supplementation for physical frailty in very elderly people. The New England Journal of Medicine. 330(25) 1769-1775. Retrieved August 30, 2009, from http://content. nejm. org/cgi/content/abstract/330/25/1769 Job Fair Brochure Job Fair Brochure This discussion will describe the structure, business model, and culture of a selected business. There will be a justification for why each element was selected, and an explanation of how each choice of elements will impact the chosen business. A business model is like any other model; it represents and summarizes how whole businesses do business. The business model explains, in summary, the fundamental nature of the business and how the business makes money, without having to share complexities of strategies, â€Å"processes, units, rules, hierarchies, workflows, and systems† (Business Model Designs and Innovation, 2005, p. ). For example, the business that is chosen is a Geriatric Health Club and Daycare. The company makes money by offering wellness and exercise services to senior citizens all over the Merrillville community; for a reasonable amount of money. The fundamental nature of the club is to encourage the elderly, ages 55 and older, to continue to l ive a healthier and active life, by offering leisure activities, social interaction with their peers, nutrition education, and exercise (Business Model Designs, and Innovation, 2005). The business model was chosen because research, indicates that â€Å"High-intensity resistance exercise training is a feasible and effective means of counteracting muscle weakness and physical frailty in very elderly people. In contrast, multinutrient supplementation without concomitant exercise does not reduce muscle weakness or physical frailty† (Clements, Evans, Fiatarone, Kehayias, Lipsit, Nelson, O'Neill Roberts, Ryan, and Solares, 2009, 1769). The impact of this business model helps the company to function and guide the company in a productive direction. The business model helps the company to stay profitable by catering to a fast increasing age group. â€Å"The business structure is the type of legal entity that exists to contract to perform licensed work. Examples of legal entities are individual/sole proprietors, corporations, limited liability companies (LLC), partnerships, limited partnerships (LP), and limited liability partnerships (LLP)† are examples of business structures (Minnesota Department of Labor, and Industry, n. d, p. 1). The structure of the Geriatric Health Club and Daycare is a partnership. A partnership is a business agreement between two or more people, with an understanding of making a profit (NSW Small Business, 2001). The geriatric health club and daycare operates under a registered business name. The business name the club operates under is Transitions Senior Health Club and Daycare. The reason a partnership was chosen is because liabilities can be shared (NSW Small Business, 2001). A functional structure is for the staff. The CNAs works directly with customers, RNs oversees the CNAs, trainers, therapist, and assist the Medical doctor. The partnership structure impacts the club by the sharing of liabilities and increased financial investments and the sharing of responsibilities. The functional structure brings order with the staff and creates a harmonious working environment (NSW Small Business, 2001). â€Å"The business culture is the way your organization operates, the customs, attitudes; etiquette and etc. † (Answer, 2007, p. 1). For example, Transitions will use â€Å"The Plane tree’s approach, which is holistic and encourages healing in all dimensions; mental, emotional, spiritual, social and physical† (Axia College of University of Phoenix 2008, p194). The Plane tree’s approach maximizes the outcomes of healthcare by combining â€Å"harmonizing medical therapies, such as mind and body medicine, therapeutic massage, acupuncture, yoga, and energy therapies with conventional medical therapies†(Axia College, 2009, p. 194). The medical staff is well trained, board certified, and licensed by the state. The trainers are certified in yoga, low impact exercises, and small weights. The instructors are RNs with bachelor’s degrees; a Medical Doctor and a certified massage therapist, will be on staff. The staff is given two weeks of vacation and health benefits. They are also given incentive awards for out standing work. The impact that this business culture will have on Transitions is a healthy, safe and serene environment. The customers will be encouraged to reach their wellness goals and lead a longer and active life. Reference Axia College of University of Phoenix. (2009). Job fair brochure. Retrieved August 30, 2009, aXcess BUS 210________Foundations of Business Course Website. This is not a properly formatted reference listing for the textbook for this course. Your citation to this source is incorrect as well for this reason. Answers. (2007). What is business culture? Retrieved August 27, 2009, from http://answers. yahoo. com/question/index? qid=20080209153352AADUsZS Business Model Designs and Innovation. (2005). But What Actually is a Business Model? Retrieved August 27, 2009, from http://www. ask. com/web? qsrc=2417=0&1=dir=what+is+a+business+modle= Clements, K. M. , Evans, W. J. , Fiatarone, M. A. , Kehayias, J. J. , Lipsitz, L. A. , Nelson, M. E. , O'Neill, E. F. , Roberts, S. B. , Ryan, N. D, and Solares, G. R. (2009). Exercise training and nutritional supplementation for physical frailty in very elderly people. The New England Journal of Medicine. 330(25) 1769-1775. Retrieved August 30, 2009, from http://content. nejm. org/cgi/content/abstract/330/25/1769

Cause and Effects of Teenage Drinking and Drug Use Essay

As a former offender of teenage substance abuse and driving while under the influence, I know full well how hard this topic hits home and my wallet. I have tried almost everything except needles; I drew the line there. The biggest factor that I faced as a pre/teen at home, middle, Jr. high, high school was peer pressure. During these years, it was like riding a rollercoaster with my drinking, drugging, and emotional problems it equaled one messed up kid. I was placed in rehab five times, until my last close call. I went to a party in 1988 with a few friends, with the intentions’ of getting drunk and high. I got into a truck and crashed it, and was in the hospital for two weeks. This is when I told myself, enough is enough and I checked into a rehab. I was there almost six and a half months attending meetings and addressing other problems that I was having. One of my assignments while in rehab was a reflection paper: The melting summer night, from hell August 10, 1988 I left my house to, party with friends; After stopping to pick up a few cases of beer and three bottles of Jack, we rolled up to a bonfire; The huge fire lit up the pine trees all around me; With a beer in hand, I took a few hits of a joint that someone past around; With the loud music in the back ground, the embers from the fire seemed to dance in the cool dark sky; Look at the bats fly through the fluttering lights of the fire; A girl that I go to school with, walked over to me and told me to open my mouth; She put a pill in then told me to swallow it and said: â€Å"Have a good time†; I started to sweat and feel dizzy so I sat down on a log that was behind me; Daphne walked over and kissed me, and asked: â€Å"How are you doing†; Look at the fireflies, flying all around; All I could hear was: Whoosh, whoosh, whoosh and voices started s—l—u—r—r—i—n—g around me; The music became hollow; Colors started leaking out of the dark; The trees around me, started bleeding green; The mosquitoes with their huge fangs, were trying to bite me; I heard a heavy pulsing noise through m head, telling me to run; Rain falls on me; I step in puddles of blue, black, green, red, and purple; People are coming to get me; Lights all around; I’m lying on the ground; Something is in my eyes, it’s wet; I feel like I’m floating; Someone, screams aloud; I try to put my hand up to my head, but I can’t; A clap of thunder rips out of the silent darkness, and screams ring out once again; I manage to roll to my side and throw up; I can hear someone from the darkness call my name: Bobby—Bobby; All I can smell is, hot oil and gas; I open my eyes and see nothing at all; I feel wet and cold but my skin burns so bad; What’s this light shining on me; I can see someone talking but, I can’t understand what they are saying; What the fuck, was that! I panicked as their, eyes fall out; I opened my eyes and saw my dad standing near, yelling at me; I tried to say something but, nothing came out; My throat hurts; I tried to pull away but, I could not; Why are my arms and le gs tied down; My eyes are so heavy; I wake up in an unfamiliar room; Meetings and groups all the time; I can remember that melting summers night from hell, and getting one last chance. Given my past experiences with alcohol and drugs I’ve come up with six questions for someone in a similar situation: I. Who, is affected by teenage drinking and drug use? In 1988. I did not care who I affected as long as I had my alcohol. Today, I know that my actions affected everyone around me and caused undue pain. II. What are the hidden dangers and unseen costs that teens face while drinking and using illegal drugs? Teens don’t realize the consequences of their actions. Hidden dangers, alcohol and drugs can take a toll on the body from killing brain cells to liver or kidney failure. The unseen costs come from many different sources like death, DUI’s and legal fees, and your freedom. â€Å"Drunk Driving: In 2011, 9,878 people were killed and approximately 350,000 were injured. Each crash, each death, each injury impacts not only the person in the crash, but family, friends, classmates, coworkers and more. Even those who have not been directly touched help pa y the $132 billion yearly price tag of drunk driving. But together we can eliminate drunk driving (â€Å"Mothers Against Drunk Driving,† 2012).† (â€Å"Mothers Against Drunk Driving,† 2012).† III. When, should teens seek an intervention? To tell you the truth, teens never seek out interventions. It’s usually too late, and something has already happened to them, and let’s just face it the truth hurts. IV. Where, can they turn to receive help? When they hit rock bottom and think no one cares, this is the time to let them know people do willing to help no matter how long it takes. (â€Å"Alcoholics Anonymous,† 2013), Palmer Drug Abuse Program (PDAP) – San Antonio or a similar programs. Why PDAP? Simply put, PDAP works!! 89% of our chemically-dependent participants who remain active in PDAP for 90 days achieve at least 30 days of sobriety! We understand that relapse is a part of the recovery process. Our environment of love and understanding does not ostracize those who relapse, but rather encourages them to get honest with their use and become accountable not only to themselves and their family, but also to the group of their recovering peers. Those that stay active in PDAP†¦work the steps, attend meetings, come to activities and stay honestâ₠¬ ¦can and do stay sober. (â€Å"PDAP,† 2011,) V. Why, is it important to get clean? Most kids that abuse alcohol and drugs don’t realize the importance to be clean. It affects all aspects of their life like: â€Å"Their health, education, legal-standing, and future employment.† â€Å"Why Should You Care? Growing up is risky business. That’s why, as a parent, you’re always working to keep your child safe from danger. From their first baby steps to the first car keys, you are there for them—teaching life skills and setting limits so your son or daughter will succeed and thrive. Parenting gets more challenging when kids reach adolescence. Teens naturally push their limits, test boundaries, and make choices that baffle and worry parents. They begin to look more mature and grown-up, so it’s easy to be fooled into thinking that they will behave like adults. But they don’t, especially when it comes to alcohol. Of all the dangers your teen faces, underage drinking is among the worst. Whether teens are experimenting with beer, wine, or other liquor, alcohol presents a serious—and potentially deadly—threat. Compared with non-drinking classmates, teens who drink are more likely to: Die in a car crash: Motor vehicle crashes while driving under the influence of alcohol is the leading cause of death in youths ranging from 15 to 20 according to the National Highway Traffic Safety Administration. On average, eight teenagers die each day due to alcohol-related motor vehicle crashes. Read more: How Many Teenagers Die From Drugs & Alcohol? | eHow.com http://www.ehow.com/facts_5661242_many-teenagers-die-drugs-alcohol_.html#ixzz2KmbQbrd8, (Robinson, 1988).(Bempechat, Janine – And Others, 1989-00-00) (â€Å"Mothers Against Drunk Driving,† 2012) How, can a teen take the first steps to admit they have a problem? First, we must understand the interworking of a teen. They think that no one cares or understands them, well their wrong. There has been a whole industry created towards the study that encompasses â€Å"teenagers v. alcohol/drug abuse.† The main thing that parents need to know is, always keep a communication channel open and eventually they will come to you and talk about their problems. Palmer Drug Abuse Program (PDAP) has posted videos on YouTube, and is very informative. Closing I was a former offender of substance abuse and believe me; I had my fair share of education/legal problems. I know full well how much of an impact that this problem had on my family and friends. I have tried almost everything under the sun. My friends at school were my biggest issue that I faced every day, as a pre/teen was: â€Å"peer pressures.† I drew the line after hitting rock bottom and ran away; this is when I first asked for helped and got the treatment I needed. It has taken years to regain control of my life, after one felled marriage; I now have a great understanding wife and two beautiful sons. References Bempechat, Janine – And Others. (1989-00-00). Teenage Pregnancy and Drug Abuse: Sources of Problem Behaviors. ERIC/CUE Digest No. 58. Retrieved from http://www.ericdigests.org/pre-9214/drug.htm MADD. (2012). Retrieved from http://www.madd.org/ Palmer Drug Abuse Program. (2011). Retrieved from http://www.pdap.com/sahome.htm Underage Driving. (2012). Retrieved from http://www.madd.org/statistics/ Welcome to Alcoholics Anonymous,. (2013). Retrieved from http://www.aa.org/?Media=PlayFlash