Social Exclusion in Social Work

Social Exclusion in Social Work This aim of this essay is to discuss the role of the social worker in addressing social exclusion and discrimination and the impact that such issues have on individuals, groups and communities. I am also going to demonstrate my understanding of anti-oppressive practice and ethical issues that social workers face, particularly in the Welsh context. Accordingly, ever since the late 1980s there has been a rising understanding of the effect of oppression and discrimination on individuals, groups and communities (Thompson, 1997). More recently, anti-discriminatory practice has surfaced as a main focal point underpinning social work policy, theory and practice (Pierson, 2002). Hence, with the aim of carrying out their role constructively, social workers should develop and uphold an awareness of why anti-oppressive and anti-discriminatory practice standpoints are vital and the approach that they can take when dealing with discrimination, oppression and social exclusion. Wales, like other na tions, is merely an example of a multi-cultural society with various dissimilar aspects of diversity and personal experiences. Thus, gender, class, language, age, ethnic group, together with other social factors, collectively have an effect on a persons social identity, experience, and awareness of the world that they inhabit (Williams, 2007). With this in mind, discussing the effects of discrimination and social exclusion, and tackling matters of oppression, may provoke numerous difficulties for social work practitioners. Nevertheless, valuable practice tools have been developed so as to challenge inequalities and endorse social inclusion (Thompson 1997; Pierson 2002). Accordingly, it can be said that impartiality is fundamental to social equality. In this regard, persons and groups must believe that they are able to partake wholly in the community and be thought of as equal members. In situations where this is not the reality, individuals could be subjected to isolation, detachment, disadvantage and prejudice. In particular instances, this could cause generations of individuals living on the margins of society. Thus, the ideas of social exclusion and discrimination are very much in parallel. Societies lacking in equality where specific individuals or groups are discriminated against can cause exclusion. Similarly, social exclusion promotes inequality and discrimination (www.socialexclusion.gov.uk). The Social Exclusion Unit delineated social exclusion as what can occur when individuals, groups or communities experience a combination of concurrent difficulties such as unemployment, poor skills, low incomes, poor housing, high crime environments, ba d health and family breakdown (www.socialexclusion.gov.uk). Likewise, discrimination emerges when a person or group is treated unfavourably, when compared with others in similar circumstances, because of their age, sexual orientation, disability, racial or ethnic origin, religion or belief, or gender. (Adams, Dominelli and Payne, 1998). Accordingly, it can be said that socially excluded individuals or groups are incapable of playing a full part in the community due to an array of difficulties they are confronted with, such as unemployment, lack of skills, ill-health or inequality. Frequently, specific individuals or groups are more likely to encounter these difficulties. As an example, individuals that suffer from a disability or mental ill health come across apprehension and intolerance from other persons, often derived from erroneous beliefs about such conditions. Such stigma could not only intensify individual distress but could also inhibit the person from seeking necessary assi stance. Hence, such social exclusion and discrimination could obstruct access to services and resources such as housing, employment, parental rights, immigration, health care and access to justice (Sayce, 1998). These individuals or groups that are excluded from society have to conquer these obstacles to opportunities that other members of the community enjoy. It has been documented that Wales possesses some of the most disadvantaged communities throughout Europe (Williams, 2004). Moreover, the Assembly Government refers to regions of marked deprivation exemplified by dependence on benefits and a necessity for employment opportunities (National Assembly for Wales, 2009). In addition to inadequately salaried or lack of work, poor skills have also been noted as a vital cause of unemployment, economic inactivity and poverty for individuals, and in 2001, 20% of adults of working age in Wales had no qualifications (National Assembly for Wales, 2009). For 2008, the young adult (16-24) une mployment rates was 16%. Consequently, almost half of the individuals in Wales without work are under 25 (www.jrt.org.uk). Such lack of prospects underpins the probability of some individuals or groups being incapable of fully integrating into the community. Thus, those socially excluded can experience feelings of stress, poor health and isolation due to low living standards and limited access to services (National Assembly for Wales, 2009). Other members of society can encounter greater degrees of anxiety and reduced mobility due to reduced social unity and augmented concern for criminal activity (Pierson, 2002). Accordingly, the social worker has the crucial responsibility of making the quality of existence better for individuals, groups and communities and challenging the triggers of social exclusion and discrimination. Hence the role and task of the social worker is complex. The role ranges across empowerment, counselling, advocacy, partnership, needs assessment, care management and social control (Scourfield, Holland and Young, 2008). Social work practitioners should be dedicated to human rights and equality and strive to encourage and support individuals, groups and communities that experience the damaging consequences of social injustice. Thus, the social work profession promotes social change, problem-solving in human relationships, and the empowerment and liberation of people to enhance well-being. Utilising theories of human behaviour and social systems, social work intervenes at points where people interact with their environments. Principles of human rights and social justice are fundamental to social work (www.ifsw.org.uk). This indicates that social workers have a duty to confront discriminatory attitudes towards persons due to capability, age, ethnicity, gender, class, marital position, political beliefs, racial or other physical characteristics, or sexuality (www.ifsw.org.uk). Within their role, social workers should have a duty to work towards an inclusive society by confronting circumstances that promote social exclusion, oppression and/or hardship. Hence, Pierson (2002) has documented five extensive building blocks for social workers to employ in practice to effectively work with socially excluded individuals, groups and communities and ultimately promote social inclusion. The first building block encompasses the significance of concentrating on income and for the social worker to have a full understanding of the benefits system overall (Pierson, 2002: 42-47). The second building block encompasses the part played by networks jointly as a basis of reliable collective support for individuals, groups and communities and as a practical means for social workers (Pierson, 2002: 47-51). The third building block encompasses partnerships between citizens, groups, volunt ary, private and religious organisations and statutory services where holistic, coherent action can be carried out on the ground (Pierson, 2002: 51-56). The fourth building block encompasses several advantages in developing elevated levels of service user and neighbourhood participation in the community. For example, legislation such as the Children Act 1989, the NHS and Community Care Act of 1990 and the Disabled Persons Representation Act in 1996, required local authorities to consult closely with users when they undertake assessments and devise care plans, and in the follow-up reviews of how those plans are actually unfolding (Pierson 2002: 57). Also, proposals by Government, for example Quality Protects, New Deal for Communities and the Best Value framework necessitate citizen involvement (Pierson, 2002:57). Finally, the fifth building block encompasses the importance of the whole community and assisting resident ability through neighbourhood improvements. For example, involveme nt in community activities, childcare, looking after neighbours, credit unions and neighbourhood watch (Pierson 2002: 65). Moreover, in executing their role, social workers habitually face ethical issues when discovering challenging principles and obligations (Mattison, 2000). Hence, the principles or ethics of independence may be at variance with not only a responsibility of care, but also between the wellbeing for the person and the wellbeing of other members of society (Mattison, 2000). For this reason, it is crucial for social workers to carefully consider their own principles and practice. This is fundamental because even though frameworks like the professional code of ethics are made available to offer practical assistance, to a degree, using ones own discretion when making decisions is unavoidable (Mattison, 2000). Social workers must also confront ethical issues regarding confidentiality. Hence, social workers often make judgements as to whether it is deemed necessary to reveal confidential information to outside organisations without the individuals permission so as to protect society or comply with legal judgements or legislation. A further ethical issue is professional paternalism or beneficence, which means that social workers may have to make judgements about whether to place restrictions on individuals that engage in self-harming conduct, for example substance misuse or rejecting certain services (Clark, 1998). Moreover, it seems crucial to use an anti-oppressive approach when dealing with ethical issues. Hence, various fundamental principles underpinning anti-oppressive practice in Wales have been documented by Elaine Davies (1994). These include the following:Â   a service user has the right to decide which language to use with the Social Worker; individuals are able to communicate more effectively and contentedly in their preferred language; high-quality practice means offering service users an actual choice over language use; an all-embracing service of excellence in Wales means a bilingual service; and refusing this right is a way of oppressing an individual (Da vies, 1994: 60). In addition, particular sections of the Children Act 1989 place an obligation on agencies to take a childs language into consideration when assessing and providing services (Davies, 1994). The characteristics of the Act are influential with importance placed on partnership and consultation. Thus, it is stated that it is unfeasible to converse productively without using the preferred language of the child and family and their racial, cultural, religious and linguistic background must be taken into account (Davies, 1994). Moreover, Article 30 of the United Nations Convention on the Rights of the Child 1989 is comparable to the Children Act and declares that children who are members of an ethnic, religious or linguistic minority must not be deprived of the right to enjoy their culture, practice their religion, or use their language (cited in Welsh Assembly Government, 2004: 68). Therefore, every individual that converses in Welsh should be able to decide which language to use. Also, offering language choice provides the service user with appropriate power and an effective ability to speak. Effective social work practice also means undertaking assessments and providing services in the service users preferred language. Moreover, language appropriate provision should be considered under the scope of equal opportunities in the main, with the Welsh Language Act 1993 being a close comparative to other forms of legislation that advocate equality, such as, the Race Relations Act 1976 and the Human Rights Act 2000 (Scourfield, Holland and Young, 2008 ). Thus, it has been documented that language is not only a mode of communication; it is also a system by which an individual assembles their identity and their understanding of the world (Williams, 2007). Accordingly, social workers must strive to identify and respect diversity and to challenge inequalities and hardship (cited in Welsh Assembly Government, 2004: 14). To conclude, social work has the capacity to transform an individuals existence for the better due to the breadth of the role and the variety of its resources. Considerable improvements have been made by altering the way in which services are made available in Welsh communities. For example, social services in local government strive to safeguard adults who are vulnerable or at risk, promote social inclusion and support persons to live independently where this is possible (Williams, 2007). A consequence of the All-Wales Strategy for Older People was the creation of the National Service Framework for Older People in Wales and the establishment of the position of Commissioner for Older People to counteract discrimination and oppression and eventually to promote opportunities (Williams, 2007). Such standards of practice have been intensified through the Care Council for Wales and the Care and Social Services inspectorate for Wales (Scourfield et al, 2008). Additionally, the unique role enables social work practitioners to diverge from more formal practice and have contact with individuals and groups in their own homes or communities, in order to work in partnership rather than enforce solutions to difficulties (Pierson, 2002). Hence, it has been disputed that a unique quality of social work is found in the close attention it pays to individuals own understanding of their situation and to the informal processes by which client or user and social worker broker a solution (Jordan, 1987 cited in Pierson, 2002: XV). This distinctive practice approach presents numerous opportunities for social workers to address discrimination and exclusion, and ultimately promote equality and the inclusion of individuals and groups in society (Pierson, 2002). Bibliography Adams, R. , Dominelli, L. and Payne, M. (1998) Social Work: Themes, Issues and Critical Debates (Palgrave). Care Council for Wales Code of Practice (available online at http://www.ccwales.org.uk). Clark, C. (1998) Self-determination and Paternalism in Community Care: Practice and Prospects, British Journal of Social Work, 28, pp. 387-402. Davies, E. (1994) They all Speak Welsh Anyway: Yr iaith Gymraeg ac ymarfer gwrth-orthrymol; the Welsh Language and Anti-oppressive Practice (Caerdydd: CCETSW). Jordan, B. (1987) Rethinking Welfare (Oxford: Blackwell), cited in Pierson, J. (2002) Tackling Social Exclusion (Routledge). Joseph Rountree Foundation (2009) Monitoring poverty and social exclusion in Wales (available online at http://www.jrf.org.uk). International Federation of Social Workers (available online at http://www.ifsw.org.uk). Mattison, M. (2000) Ethical Decision Making: The Person in the Process, Social Work Vol.45 (3), pp.201-212. National Assembly for Wales 2009 Third Annual Report on Social Exclusion in Wales. Cardiff: National Assembly for Wales. Pierson, J. (2002) Tackling Social Exclusion (Routledge). Sayce, L. , (1998) From Psychiatric Patient to Citizen (Basingstoke: Macmillan). Scourfield, J. , Holland, S. and Young, C. (2008) Social Work in Wales Since Democratic Devolution, Australian Social Work, 61, pp. 42-56. Social Exclusion Unit (available online at http://www.social exclusion.gov.uk). Thompson, N. (1997) Anti-Discriminatory Practice (Macmillan Press LTD). Welsh Assembly Government (2004) Children and Young People: Rights to Action (available online at http://www.assemblywales.org). Welsh Assembly Government (2007) A Strategy for Social Services in Wales over the next Decade: Fulfilled Lives, Supportive Communities (available online at http://www.wales.nhs.uk/sitesplus/documents/829/WAG). Williams, C. , (2004) Access to Justice and Social Inclusion: The Policy Changes in Wales, Journal of Social Welfare and Family Law, 26(1) pp. 53-68. Williams, C. (2007) Social Policy for Social Welfare Practice in a Devolved Wales (Venture Press).

Marie Curie Essay | An introduction to her accomplishments

Marie Curie Essay | An introduction to her accomplishments Marie Salomea Sklodowska-Curie was born on November 7, 1867 in Warsaw, Poland (Borzendowski 2009, 1890). Of all the notable scientists in history, she is perhaps the strongest representation of a woman succeeding against all odds to change the field of physics forever. Her discoveries led her from a childhood of obscurity to being one of the most well-known scientists of all time. Childhood Curies father taught Mathematics and Physics as a secondary teacher, and shared his passions and knowledge with his children (Curie 1937, 59). These were unusual subjects for girls to study at the time and Curie went on to achieve degrees in both because of her fathers influence. Unfortunately, Curies family became lost everything when the principal of the school her father worked at, turned him in for being loyal to Poland, which was illegal under the Russian rule (Borzendowski 2009, 1894). Marie spent the rest of her youth struggling to fund her education. Schooling Marie Curie was an extremely intelligent woman who devoted her life to the pursuit of knowledge. She learned to read by the time she was four, without even trying, it seemed and soon she could read better than her older sister (Borzendowski 2009, 1892). At this young age she dreamed of becoming a scientist, even though such a dream would be difficult in her male dominated society. She received a general education in local schools and scientific training from her father (Curie 1937, 59). In 1891, Curie was finally able to continue her studies in the Sorbonne University, in Paris, where she studied and earned the equivalent of a masters degree in physics and mathematical sciences. Curie continued to further her education throughout her life. One of her greatest accomplishments occurred after her husbands death when she succeeded him as Head of the Physics Laboratory at the Sorbonne. In another moment of success she took her husbands place as Professor of General Physics in 1906, the fi rst woman to ever be given this position. Personal life Marie Curie had one great love in her life Pierre Curie. They met at university and quickly discovered a shared interest in magnetism (Ogilvie 2004, 30). They fell in love and were soon married but their relationship went further than just that of a husband and wife. They became partners in science and discovery and many of Curies greatest achievements were developed with her husband. The couple had two daughters, Irà ¨ne Joliot-Curie and Ève Curie, who went on to have very successful careers themselves (Ogilvie 2004, 41). Sadly, this happy family could not continue as disaster struck in 1906 when Pierre Curie was run over by a horse-drawn carriage and died (Ogilvie 2004, 76). After the loss of her husband, Curie was devastated and turned to his friend Paul Langevin to help her with her grief. This friendship quickly developed into a relationship for which Curie was publicly despised. She was a widow, but he was married and the father of four children (Quinn 1995, 14). The French press used this information to vilify her and to bring up peoples negative attitudes towards godless intellectuals and emancipated women (Quinn 1995, 14). Contribution to Science Marie Curie made one of the greatest discoveries of her time when she theorized that radioactivity was an atomic rather than a chemical property (Ogilvie 2004, ix). She was a pioneer in the field of radioactivity, winning numerous awards and becoming the first woman Nobel laureate in 1903 with her shared award in physics, alongside her husband Pierre Curie and colleague Henry Becquerel (Goldsmith 2005, 111). Marie Curie went on to win another Nobel Prize in Chemistry, this time as the sole recipient. She also discovered the elements polonium and radium (Ogilvie 2004, 57). Contribution to Society Marie Curie was continuously struggling to be seen and recognized for her great achievements. At the time it was an extremely unusual for a woman to take part in such a male dominated field. On May 13th, 1906 that changed. [T]he council of the Faculty of Science unanimously decided to maintain the chair created for Pierre Curie, and to confide it to Marie (Curie 1937, 253). This was the first time a woman had been given a visible role in French higher education. The fact that this vote was unanimous shows that Marie Curie was recognized as a scientist with enough talent to merit the possible backlash from a more conservative community. Curie was also altruistic. She donated her award money and pushed for the use of mobile radiography units during WWI to treat wounded soldiers. She wanted radioactivity to be used to treat cancer and devoted her life to finding benefits to these new properties that she had discovered (Curie 1937, x). Despite all of this, Curie still struggled with being accepted in the scientific community. For instance, it is interesting to notice that her early awards were almost always awarded to both her and her husband. In fact, Marie Curie had not been nominated for the 1903 Nobel Prize despite the fact that she had worked on the discovery (Ogilvie 2004, 66). It was not until her husband said I very much with to be considered together with Madame Curie that she was thought of and her nomination from the year before was used (Ogilvie 2004, 66). Marie Curie is easily one of the most prominent female scientists of all time. Her notoriety has been earned through her numerous awards, honorary degrees, and memberships to various learned societies. Most notably she was the first woman Nobel laureate in 1903 in physics and she then went on to win another Nobel Prize in Chemistry. It is important to note that she was awarded Nobel Prizes in two different categories, which is rare in itself, the fact that she was a woman doing this early in the twentieth century makes it all the more remarkable. Curie was also awarded the Davy medal, with her husband, in 1903. This award is one of [the Royal Society of Londons] highest awards (Curie 1937, 208). In 1904, she was awarded the Matteucci Medal by the Italian Society of Sciences, again with her husband and in 1909 she was awarded the Elliott Cresson Medal by the Franklin Institute. Marie Curie was also awarded countless honorary degrees and memberships across the world for her achievement s. For instance, she received many honorary degrees and awards from countless schools and organizations. (Curie 1937, 406). Death Without the knowledge of radiation we have now, Curie took no precautions to avoid poisoning. To make matters worse, when she first began her research she had very little funding. Even if she had wanted to take safety precautions, she would not have been able. She did not even have a laboratory to perform her experiments, instead having to content herself with a shed for their experiments (Curie 1937, 186). Due to this, her notes, and even her cookbooks from the 1890s, are too radioactive to be handled (Bryson 2003, 140). Curie died July 4, 1934 from aplastic anemia because of this exposure to radiation (Ogilvie 2004, xiv). Sadly her passion for science and discovery had resulted in her death. Sixty years later, in 1995, the remains of the couple were transferred to the Panthà ©on in Paris, out of respect of their achievements. Currie was the first woman to ever receive this honor which cemented her position not just as a scientist, but as a symbol of possibility for women in the fu ture (Borzendowski 2009, 1888).

An Analysis of the Legality of Abortion :: Argumentative Persuasive Topics

An Analysis of the Legality of Abortion In Abortion and Social Justice, Dennis Horan, J.D. et alii argue "The Legal Case For the Unborn Child": Abortion is not a private matter. The destruction of human life, even 'incipient' or developing human life in the womb, can never be considered a private matter under our law. The contention that it is a private matter would be too ludicrous and absurd to even argue were it not so often put forth under such intellectually impeccable auspices. Would those civil libertarians who argue that abortion is a private matter, argue that the exercise of civil rights is purely a private matter between the Black man and the man that thwarts them? Certainly not. Just as the civil right to vote must be protected by law, so too the most fundamental and basic of all civil rights - the Right to Life - must be protected by law.(105) In her book, Abortion and Dialogue: Pro-Choice, Pro-Life, and American Law, Ruth Colker explains why Roe v. Wade is considered an "activist" decision: Second, it [Roe v. Wade]set the tone for how activist the Court would be in our lives. Rather than simply rule for the plaintiff in Roe v. Wade, thereby invalidating the challenged Texas abortion statute, the Court outlined the parameters of a constitutional abortion statute. In other words, the Court drafted a model statute rather than simply striking down the Texas statute. Such judicial involvement in legislative activity is considered to be highly activist because the Court, in a sense, is displacing the legislature's role in society. Such activisim is often criticized for interfering with legislative dialogue, because the judiciary, an undemocratic institution, has substituted its judgment for that of the legislature. (102) Former president Ronald Reagan in his book, Abortion and the Conscience of the Nation, states how the Roe v. Wade decision is a violation of the Constitution: Make no mistake, aboriton-on-demand is not a right granted by the Constitution. No serious scholar, including one disposed to agree with the Court's result, has argued that the framers of the Constitution intended to create such a right. Shortly after the Roe v. Wade decision, Professor John Hart Ely, now Dean of Stanford Law School, wrote that the opinion "is not constitutional law and gives almost no sense of an obligation to try to be." Nowhere do the plain words of the Constitution even hint at a "right" so sweeping as to permit abortion up to the time the child is ready to be born.

The Necklace :: Character analysis, Loisel

In the short story â€Å"The Necklace†, the main character, Loisel, is a woman who dreams of greater things in her life. She is married to a poor clerk who tries his best to make her happy no matter what. In an attempt to try to bring happiness to his wife, he manages to get two invitations to a very classy ball, but even in light of this Loisel is still unhappy. Even when she gets a new dress she is still unhappy. This lasts until her husband suggests she borrows some jewelry from a friend, and upon doing so she is finally happy. Once the ball is over, and they reach home, Loisel has the horrible realization that she has lost the necklace, and after ten years of hard labor and suffering, they pay off debts incurred to get a replacement. The central idea of this story is how something small can have a life changing effect on our and others life’s. This idea is presented through internal and external conflicts, third person omniscient point of view, and the round-dynamic character of Loisel. The third person limited omniscient point-of-view is prevalent throughout this short story in the way that the author lets the reader only see into the main character’s thoughts. Loisel is revealed to the reader as being unhappy with her life and wishing for fancier things. â€Å"She suffered ceaselessly, feeling herself born for all the delicacies and all the luxuries.† (de Maupassant 887) When her husband tries to fancy things up, â€Å"she thought of dainty dinners, of shining silverware, of tapestry which peopled the walls†¦Ã¢â‚¬  (de Maupassant 887) As the story goes on her point of view changes, as she â€Å"now knew the horrible existence of the needy. She took her part, moreover all of a sudden, with heroism.† (de Maupassant 891) Having the accountability to know that the â€Å"dreadful debt must be paid.† (de Maupassant 891 ) This point-of-view is used to help the reader gain more insight to how Loisel’s whole mindset is changed throughout her struggle to pay off their debts. Maupassant only reveals the thoughts and feelings of these this main character leaving all the others as flat characters. Loisel is a round-dynamic character in that Maupassant shows how she thought she was born in the wrong â€Å"station†. â€Å"She dressed plainly because she could not dress well, but she was as unhappy as though she had really fallen from her proper station.

Cultural Diversity in International Hospitality Management Essay

Diversity in hospitality industry: One of the biggest impacts of globalization for those managing companies and organization is dealing with a more culturally diverse pool of employees (Lim and Noriega, 2007). Lim and Noriega (2007) further argue that in a world where over 50% of world’s are owned and controlled by TNCs and MNCs they are bound to deal with workforces from different cultural backgrounds due to their cross boundary operations, their attempt to attract talent from various parts of globe, and at times governments’ pressure for greater diversity at workplace (Stanley, 2008). Stanley (2008) note that, the same rule of thumb applies to the hospitality industry, which has seen a surge in workforce diversity. Lim and Noriega (2007) advocate that rapid growth in the hospitality industry in areas such as East and Southeast Asia (e.g. China) have presented the hospitality MNCs such as Hilton and Sheraton with the much needed space to grow. Stanley’s (2008) study of international hotel chains in Asia continent reveals that Hilton is planning to add another 300 branches to its existing 50 branches in the region. According to a report by Xinhua (2008) many international hospitality organizations showed readiness to tap into the Chinese market in the face of the Beijing 2008 Olympics. Such aggressive battle for market share in this flourishing region has already made its mark on the labour market where there is a tight competition among these companies to attract the talented employees (Doherty et al, 2007). Doherty et al, (2007) argue that the real competition in the labour market is to absorb the kind of managers that are able to deal with employees from a different cultural background. Thus, the important task for these MNCs is to attract the type of management talent (often expatriates) who are able to deal with multicultural work environments while these managers receive the right king of support from the head office to overcome the type of problems these environments pose due to cultural differences (Zhang, 2010). The increasing importance of dealing with cultural differences, especially in management level has resulted in creation of a vast body of literature on this subject. One of the earliest  works on this subject were presented by Hofstede (1980) who introduced a conceptual framework that is based on 5 dimensions of; â€Å"power distance, individualism vs. collectivism, masculinity vs. femininity, uncertainty avoidance, and long term vs. short term orientation† (Hostede, 1980). Other theories of culture are developed by scholars such as Klutchhohn and Strodtbeck (1961) who introduced the cultural orientation framework and Hall (1971) who develop the cultural contexts concept. In the this paper the main aim of the author is to compare and contrast these three cultural concepts on the basis of their advantages, disadvantages and suitability to the management of Chinese employees in the context of hospitality industry. However, firstly this author is going to provide a brief introduction on culture and its various definitions as well as debating why it is important to understand culture and cultural differences. What is culture? Culture has been studied and analysed from various different perspective, which tend to provide varying, but yet at times similar definitions of this term. For instance, Keesing (1974) defines culture as â€Å"systems (of socially transmitted behaviour patterns) that serve to relate human communities to their ecological settings. These ways of life of communities include technologies and modes of economic organization, settlement patterns, modes of social grouping and political organization, religious beliefs and practices, and so on† (pp. 5). Binford (1968) provides the following definition: â€Å"Culture is all those means whose forms are not under direct genetic control . . . which serve to adjust individuals and groups within their ecological communities† (p. 323). Based on these interpretation culture can be defined as a group of behaviours and beliefs associated to a certain group that may reside in a certain geographical location. However, what make culture and cultural studies important is the perceived differences among between cultures and the implication of these differences for the world commerce. Solomon and Schell (2009) argue that â€Å"today it’s not uncommon to manage business functions in other countries with direct reporting relationships to functional teams in many countries; it’s also not unusual to interact with colleagues at home who have a variety of  backgrounds and diverse personal styles, all of which respond to different management techniques† (pp. 111). Morris (2011) also notes that understanding cultural differences is an important aspect of managing diverse pools of employees and asserts that â€Å"a (manager) who interprets employees from different cultural groups without awareness of cultural norms can miss or misread important signals in their communication†. Thus, so far it is established that cultural awareness is an integral and important part of management; the following sections will aim to review the previously mentioned cultural theories in the context of hospitality management of foreign or expatriate managers in China. Hofstede’s five dimensions: Hofstede’s (1980) five dimensions was produced on the back of many interviews and observations, and as evident from the title it is based on five dimensions (mentioned earlier) and assumes that cultures vary from one another on the basis of these five aspects. In trying to relate the five dimensions concept to the hospitality industry there are difficulties and confusions as the concept was developed on the back of interviews of employees who mainly worked in a similar industry (Newman, 1996). However, in trying to relate this concept to management of the Chinese hospitality companies’ managers can hugely benefit from the five dimensions; whether it is about learning how to lead and manage, motivate, resolve problems and etc. (Rogers, Hart and Miike, 2002). As it can be seen from the table below, countries do vary in the way they react to inequalities in distribution of power. As a result, the construct of the organizations vary depending on this very fact (Miroshnik, 2 001). Based on this observation, one of the major problems that a hospitality manager would face in China is getting the manager subordinate distance right. In other words, while in Western organizations and companies the management style is rather flat and two way communication is encouraged, in China the hierarchical management style is very dominant and the communications channels are normally top-down (Tuttle et al, 2009). Therefore, a manager who is used to a more democratic style of management is now faced with the reality of a wok place that does not support or understand this management model. One way of course would be to attempt to  change the culture and introduce a new management style into a multi-national hotel chain’s (e.g. Hilton) operations in China; however, as it can be seen from the past experiences cultural shifts are not as easy and fluent as one may like them to be (Choi et al, 2004). Thus, the easier and more effective approach in the short to medium term is to understand and embrace the local culture. For instance, a foreign or expatriate manager who is managing a multinational hospitality firm in China needs to understand the fact that China is a masculine and collective society where uncertainty is largely avoided and people have a very long term orientation in life and work and historically advocated great power distance (Li, 2008).  A glance at the table above shows that in a society like China low individualism that is inherent in the culture implies that individuals are more concerned about the harmony at work, for which they are willing to suppress their emotions, and the achievement of the group and respecting the traditions is an integral part of their work ethics. The most important aspect of this dimension ought to be that part of Chinese culture that emphasizes on ‘working for the intrinsic reward’. Although this trait is slowly diminishing in China as a result of globalization and emergence of a ‘global culture’ (Tuttle et al, 2009) the older generation still upholds these values. Thus, managers should be mindful of this mind-set when it comes to devising strategies to motivate the employees.   An interesting aspect of Hostede’s (1980) five dimensions is the masculinity vs. femininity issues. A lack of understanding of this factor can cause problems for managers and discontent among employees. Jacob (2005) postulates that in masculine societies tasks are developed and assigned base on their nature. In other words, tasks are either masculine or feminine and managers need to have a good appreciation of this fact before engaging in developing tasks and responsibilities. From a personal perspective this author can confirm that in China [still] there is a great degree of emphasis on masculinity and femininity and assigning a feminine task to a man can be considered offensive. This is especially true in case of hospitality industry where tasks such as housekeeping are considered to be predominantly feminine tasks. Cultural orientation: This concept was developed by Kluckhohn and Strodtbeck (1961) and was one of the first comparative cultural studies to look at cultures from a multi-dimensional perspective (Hills, 2002). This concept has been recognised and acknowledged for its psychological study of human values (Russo, 2000 and Hofstede, 2001) and its approach to value as an all-encompassing attribute that goes beyond the positive and negative of the attitudinal studies (Hills, 2002). Authors such as Segal et al, (1999) and Smith and Bond (1998) argue that this concept is not relevant to management as the authors did not specify the implication of this study for business management. Nonetheless, this author finds dimensions Two (person’s relationship to others people) and Six (the conception of space) relevant to management and to hospitality industry. These two dimensions are highly similar with that of Hofstede’s individualism vs. collectivism. Therefore, an understanding of this dimension would equip managers to deal with the dilemmas that may arise from dealing with those who operate under different value systems. For instance, in this case understanding that individual relationship with others in the organization is based on hierarchy and collective effort can be hugely advantageous. This is especially useful in task development where managers would focus more on cooperative (collective) as opposed to competitive (individual) tasks. Hall’s high vs. low context culture: This concept refers to the degree of formality that is applied in communications between members of society (Guffey, 2009). According to Solomon (2011) in high context societies a great deal of communication is non-verbal and the culture itself explains the situation as opposed to words. As such, in a high context society the choice of words one utters are very important and metaphorical statements are frequently used. Furthermore, in a high context society there is huge emphasis on distinguishing the insider from outsider; for instance, in China the word ‘Guanxi’ specifically refers to this issue (Xin and Pearce, 1996). Grainger (2002) argues that in a high context society such as China, one’s understanding and respect of the superiors’ position is the key to developing good relationships and creating opportunities. The same  principle applies to foreign or expatriate managers who are running hospitality or any other type of businesses in China. In an article titled â€Å"Gifts, Favours and Banquets: the art of social relationships in China† Yang (1994) reveals the secrets of developing meaningful and successful business relationships in Middle Kingdom and provides invaluable advice on how to engage in with officials and businessmen in a way accepted and understood in Chinese culture. Grainger (2002) provides a case study of the Roaring Dragon Hotel in South-West China and reveals how after the merger of the hotel with a European hospitality group some of the employees who were finding it difficult to work with the Western Manager use their Guanxi with the a Chinese senior manager to be transferred to a branch run by a local. Grainger (2002) further adds that many foreign managers in hospitality industry fail to secure good deals as they lack the expertise and right links to do so. There is no denial about the fact that in China favours are performed frequently, but only at the right price and to the right persons. The very concept of Guanxi is a euphemism for favouritism and subtle bribery (Yang, 1994). However, to a foreign manager the dilemma is how to go about asking for favours without exposing themselves or those who are able to provide the right opportunities (Park and Luo, 2001). Such situations perfectly highlight the importance of understanding different culture (Chinese in this instance) and finding ways of accommodating for the needs and requirements of that specific culture. In an article published in New York Times (2009) Selignon argues that many foreign managers do not understand the importance of building Guanxi not only with local authorities and business owners, but also with the employees. She goes on explaining that majority of Western managers follow the same practices that they would do back home and fail to understand the importance of building relationships with their subordinates. In Chinese context employee and manager relationship goes beyond the office hours and interactions expand to house visits, dinner gatherings and etc. (Yang, 1994). Therefore, to most hospitality managers deployed in China success or failure is a matter of understanding or failing to understand these differences. Understanding customers from their cultural perspective: Kandampully et al, (2001) postulate that hospitality managers in China are  predominantly dealing and catering for the Chinese customer, although the number of foreign customers in China is on the rise, which only adds to the diversity of the cultural differences that should be understood and accommodated. This point is confirmed by Reisinger and Turner (1997) who assert that: â€Å"Greater cross-cultural awareness, understanding, and acceptance of cultural differences is needed by tourism practitioners† (pp. 1). However, in a strictly Chinese context it is upon the foreign manager to gain insight into the needs and wants of the Chinese customers in order to meet or exceed their expectations. Park and Luo (2001) argue that to a foreign manager of a hospitality firm the main point of contact with the cultural requirements of the customers are the local employees. Thus, in order to understand the market and its requirements managers must be able to get through the first hurdle which is to get through the management issues they will face with their employees. Reisinger and Turner (1997) assert that â€Å"managers of services firms deployed to foreign countries have to deal with the perpetual dilemma of learning, understanding and adapting to what can best be described as untested waters; their failure or success solely depends on their ability to overcome the cultural one by one through continuous learning and adaptation†. Conclusion: Cultures as value systems that permeate human beings’ lives and determine how they behave, act and react are increasingly gaining in importance and over the past few decades a large body of literature has been developed to aid the commercial world in dealing with the ordeals of dealing with cultural differences and difficulties that arise from these cultural incongruities. This paper tried to highlight how an understanding of cultural differences can play a crucial role in helping foreign hospitality managers deployed in China to make a successful cultural transition across cultures. In the course of this paper it was discussed that culture as unwritten manuals of behavioural patterns play a significant role in how many interactions develop and flourish into meaningful relationships. Moreover, it was highlighted, through provision of real life examples, how a lack of understanding of cultural differences can limit or block the success of foreign managers in China. As a means of substantiating this argument this  paper looked at three different concepts (i.e. Hofstede’s five dimentions, Klutchohn and Strodtbeck’s cultural orientation and Hall’s cultural context) each one of which was studied and analysed in terms of its relevance to the context of management (hospitality specifically). In conclusion, this paper reveals that while the two concepts of Five Dimensions (Hofstede) and Cultural Context (Hall) carry greater fit and are more applicable to management issues than cultural orientation concept (Klutchohn and Strodtbeck). Nonetheless, overall impact of such concepts and cultural intelligence on facilitating successful cultural transition for managers cannot be over emphasized. As it was noted in this study in-depth cultural learning and transition not only allows managers to be more effective in managing their human resources, it will also allow them to negotiate access to better opportunities for greater development and profitability. Therefore, understanding cultures and finding ways of bridging the cultural gap is an essential when it comes to managing across cultures. In this way a manager would be able to improve his/her efficiency through understanding the host culture as well as reducing the risk of misunderstandings and possible disagreements that can otherwise be avoided. References: Grainger, S., (2002) â€Å"Guanxi Neglect at the Roaring Dragon in South-west China: The Demise of an International Management Contract†, Proceedings of the 15th Annual Conference of the Association for Chinese Economics Studies Australia (ACESA) Guffey, Mary Ellen (2009). Essentials of Business Communication. South-Western/ Cengage Learning Hills, M. D. (2002). Kluckhohn and Strodtbeck’s Values Orientation Theory. Online Readings in Psychology and Culture, Unit 4. Retrieved from http://scholarworks.gvsu.edu/orpc/vol4/iss4/3 1/11/2012 Hofstede, G. (1980). Culture’s Consequences: International differences in work related values. Beverly Hill, CA, Sage. Kluckhohn, F. R. & Strodtbeck, F. L. (1961). Variations in value orientations. Evanston, IL: Row, Peterson. Luo, Y. (1997) Guanxi: Principles, philosophies, and implications, Human Systems Management, 16: 43 – 51. Newman, K. L. (1996). â€Å"Culture and congruence: The fit between management practices and national culture.† Journal of International Business Studies 27(4): 753. Park, S. H. & Luo, Y. (2001), Guanxi and Organisational Dynamics: Organisational Networking in Chinese Firms, Strategic Management Journal, 22, pp 455 – 477. Russo, K. W. (Ed). (2000). Finding the middle ground: Insights and applications of the Value Orientations method. Yarmouth, ME: Intercultural Press. Samovar, L. A. and Porter. R. E. (2004) Communication Between Cultures. 5th Ed. Thompson and Wadsworth. Segall, M. H., Dasen, P. R., Berry, J. W., & Poortinga, Y. H. (1999). Human behavior in global perspective: An introduction to cross-cultural psychology (2nd ed). Boston, MA: Allyn and Bacon Seligman, Scott D. (1999). Guanxi: Grease the wheels of China. China Business Review. Sep/Oct, Vol. 26 No. 5, pp 34-38. Smith, P. B., & Bond, M. H. (1998). Social psychology across cultures (2nd ed.). London, UK: Prentice Hall. Solomon, Michael (2011). Consumer Behavior: Buying, Having, and Being. Pearson/ Prentice Hall Yang, M. (1994) â€Å"Gifts, Favours and Banquets: the art of social relationships in China†. Ithaca, NY: Cornell University Press.

Arab Spring

In order to eliminate the autocratic regimes that were in control of their nations ‘destinies, many countries In the Middle East engaged In a revolution for freedom. Beginning In Tunisia, protesters In other countries of the Middle East gathered in a popular movement, known as the Arab Spring. Although the purpose of the Arab Spring movement to obtain freedom can be considered successful, the political situation in the countries associated with this type of movement Isn't the best. As mentioned In the article, a leader of oppositionIn Tunnels was assassinated recently, on top of the several killings that previously took place in the country. Another nation, Libya, is facing similar problems it did with the old regime. Even though Shady is no longer the ruler, the country is still experiencing political instabilities due mainly to the lack of dialogue. As mentioned in the article, the Middle East still get a poor number of translated books per year, proving Its non-lintiest In t eaching the populace various topics to favor debates. Like several countries In the Middle East, Israel shows a strong consideration for public opinion. In fact, the country's values for people ‘rights originated from the Talmud, which supports the learning of history; philosophy and other great topics that would enable people to better understand today's society. Perhaps by applying great principles from the Quern, without any distortion of its content, Arab-Spring affiliated countries may possibly learn the vitality of having freedom of speech. Salary to Jews, these Muslims may also refer to Abraham's

Tapsihan

KAHITSAN (Sizzling Tapsihan) By: Camille Hazel Diaz To: Ms. Girlie L. Fernandez A thesis submitted in Partial Fulfillment of the requirements for the bachelor of Science in Business Administration Major in Marketing Management ABE International Business College-Fairview March 20, 2013 INTRODUCTION Tapsilog† is an original dish of the Filipinos which became a favorite since it was first created. â€Å"Tap† means tapa, â€Å"Si† means sinangag or fried rice and â€Å"Log† for itlog or egg. This kind of food is popular for Filipinos due to its tenderness and tastiness with the combination of fried rice and egg.Kahitsan is small eatery concept offering high quality yet affordable traditional Filipino food. It was originated from the word â€Å"Kahit Saan†, the word we used to hear every time we ask someone where they want to eat. This concept was build to let the people know that Kahit Saan also exist as a small eatery providing wide varieties of filipin o dishes. Kahitsan is located at the eastern end of Claro M. Recto Avenue due to high density of colleges and universities found in the area.It serves a variety of mouth-watering Sizzling Silog Meals such as TapSiLog, ToSiLog, CornSiLog, SigSiLog, PorkSiLog, BurgerSiLog, HotSiLog, ChixSiLog, and LongSiLog with a combination of Bulalo Soup. The gravy made it even more delicious and serves it on a sizzling plate. We offered a delicious and affordable price that gives a satisfaction to our customer that they surely get what they paid off. THESIS STATEMENT Nowadays, people tend to eat outside due to busy days. Some students were not able to bring their own â€Å"baon† especially colleges. KahitSan provides services to valuable customers.Our main target market are students and other professionals who work near into our location. Kahitsan maintains product consistency to provide the customers the same high quality they received every time they go to our place. Our strategy is to bu ild more customers in order to increase revenue. Unlike other small eatery, kahitsan have separate take-out counter for those customers who prefer to eat at different place, this will also be an advantage because kahitsan will be able to receive additional income even the place were full of customers. We also provide loyalty cards for an effective way of increasing sales from a specific customer.This card will be showed when they order to us. Effectiveness of this card is due to the provided sense of and it additional value to customers gives the feeling of value. SALES TECHNIQUES Kahitsan’s strategy is based on delivering a strong customer value proposition in a niche market. Our location is full of colleges and professionals that do not have endless opportunities for dining out. Our competitive edge is to be the first eatery â€Å"tapsilogan† along Claro M. Recto Avenue, in a friendly, non-smoking, customer-oriented dine in experience and first to have its separate t akeout counter.To drive customers to Kahitsan, we will employ several techniques outlined below. * Coupon – coupon will be given to people who passed by our store to inform them about our menus. * Flyers will be used for the advertisements which bring in customers. * (Word of Mouth) Encourage customers to become regular customers, and to tell all their friends and acquaintances about the great experiences and time that they shared to us. * Facebook Fan Page is an essential tool to promote my business. * Barkada Meals good for 3 to 5 persons. SALES OPERATION/SERVICESKahitsan will be operating for 14 hours from 7am in the morning up to 9pm in the evening. We’ll be planning to open our store ahead from our competitors so early risers will tend to eat breakfast in our place. Our products will be served fast and ready to consume and will be an alternative to the usual fast-food options available in today's market. Kahitsan will not operate its business on Sundays to give ou r employees a rest. Checking of inventories on Sundays will be an advantage so we will know the food supplies we need to replenish for the whole 6 days operation. Take-out counter – Kahitsan will be providing a separate takeout counter for those customer who wants to buy our products and serves as â€Å" pasalubong† for their families, friends and colleague * 15 tables (good for 4 persons) – Kahitsan will be having 15 tables with a minimum of 4 chairs each table to suits those customers who came with their friends. It is better to provide a large no. of tables instead of a few which pushed the others to find another place instead of waiting others to finish eating. POS (Point of sale) system – All sales data will be logged on our POS system so we can track our sales automatically instead of just writing it on a paper. * Loyalty cards: After 10 meals purchased, the 11th will be less 50% discount. * Bulletin Kahitsan – kahitsan will be announcing som e promos to be posted in our bulletin. MENU: Tapsilog P40. 00 Chicksilog P45. 00 Hotsilog P40. 00 Sigsilog P45. 00 Barkada Meal P95 Silog MealsPriceDrinksPrice TosilogP40. 00 Coke 8ozP12. 00 Cornisilog P40. 00Coke 1L P30. 00 LongsilogP40. 00Mountain Dew P20. 00 Burgersilog P45. 0Mineral Water P12. 00 Porksilog P45. 00Water P0. 00 PROFIT SALES: per dayper month Tapsilog P40 x 30 = P1200 P32400 Longsilog P40 x 8 =P320 P8640 Hotsilog P40 x 7 =P280 P7560 Cornsilog P40 x 5 =P200 P5400 Tosilog P40 x 5 =P200 P5400 Chicksilog P45 x 20 =P900 P24300 Sigsilog P45 x 25 =P1125 P30275 Porksilog P45 x 10 =P450 P12150 Burgersilog P45 x 10 =P450 P12150 Barkada Meal P95 x 5 =P475 P12825 Extra Rice P8 x 80 =P640 P17280 Coke 8oz P12 x 10 =P120 P3240 Coke/Sprite 1L P30 x 5 =P150 P4050 Mountain Dew P20 x 3 =P60 P1620Mineral Water P12 X10 =P120 P3240 TOTAL GROSS SALES:P6690 P180630 EXPENSES: EquipmentsP25000 Rent ExpenseP12000 Salary ExpenseP25000 Food Supplies ExpenseP55000 Utilities ExpenseP4000 Miscell aneous ExpenseP10000 TOTAL:P121000 SALESP180630 Less:EXPENSESP121000 NET PROFIT:P59630 (monthly) CONCLUSION: KahitSan is strategically located at Claro M. Recto Avenue serving not only large no. of students but professionals as well. KahitSan will be providing a hassle free service to all our valued customer especially for those who finds place to eat and just relax for a little time.Our main goal is to gain more customers and retain those that patronize our service by giving them an excellent customer service. Responsible profit will fairly compensate and reward employees for their hard work, loyalty and commitment. Kahitsan will find different ways that will make our customers satisfied with our service. The market will definitely respond and grow quickly on the next 3 years and establish 2 store locations in different place. BIBLIOGRAPHY http://www. bplans. com/healthy_restaurant_business_plan http://www. entrepreneur. com. ph/board/index. php? action=search2 http://en. wikipedia . org/wiki/University_Belt