Doing Business with Multinational Organizations Essay Example

Doing Business with Multinational Organizations Essay INTRODUCTION Owing to the fast evolution of information and technology organization are operating in an environment where the geographical boundaries are none existent and a company with a subsidiary in another continent operates as if they are in the same city. This paper seeks to identify how this has affected way of doing business by multinational organization by looking and four aspects, which are cultural differences, ethical issues, strategy and industrial or business. 1. CULTURAL DIFFERENCES Culture plays a very important aspect in various aspects of business especially for multinational corporations (MNC) operation on a global level. Cultural variations affect the way a firm conducts its business in different geographical regions and around different cultural settings so that they widen their market base, increase revenue and reduce conflicts resulting from cultural differences(Deresky,2008). Managers of MNCs have to understand what implications cultures have on various business transactions. The main areas where cultural factors affect multinational corporations are: 1. 1. Influence on Strategy that will be used A multinational company must research on the cultural aspects of a new market they would like to venture in. They have to understand the likes and dislikes, preferences, what is considered right or wrong, what is valued, what is the common belief in the area they are going to operate in. An example is in Saudi Arabia where religion dictates what happens in normal business transactions and daily activities for instance for Muslims who pray five times a day, departmental stores and other businesses created room to allow the Muslim customers and employees to pray moreover during the month of Ramadan, most businesses are closed during the day as the Muslims are fasting and are less active during the day and opt to open in the evenings when people are more active. 1. 2. Communication Language and non-verbal communication are cultural cues that affect passing of messages from one party to another. We will write a custom essay sample on Doing Business with Multinational Organizations specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Doing Business with Multinational Organizations specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Doing Business with Multinational Organizations specifically for you FOR ONLY $16.38 $13.9/page Hire Writer Communication between parties that come 2 from different cultures becomes more challenging because of the differences elements of culture and what they value in communication. Different cultures have different communication styles (Gallois and Callan ,1997). These communications styles are: 1. 2. 1. Explicit Vs Implicit Communication Explicit communications is where someone when someone talks it is straight to the point and unambiguous for example Americans. Implicit communication is usually indirect and inexact for example Indonesian communication. For instance a mother telling a man that he is not compatible with her daughter serves him with tea and bananas instead of telling him directly (Gallois and Callan ,1997). 1. 2. 2. Direct Vs Indirect Communication Direct communication states direct action for example ‘has this report done before you go home’. When someone hears direct speech they know what is to be done. Greek employees prefer this kind of communication as they prefer orders as compared to their contribution in management decisions. Indirect communication is not authoritative and encourages input from the listener. American managers prefer this kind of communication as it goes with their managerial style of participatory management. 1. 2. 3. Silence Vs Verbal exaggeration Silence is also seen as a way of communication but different cultures perceive silence in different contexts. The Japanese use silence during negotiations as a strategy to control the negotiation process however if their counterparts are 3 Americans, they would see this silence as lack of knowledge or an indication to move to the next point. On the other hand some cultures dramatization and over emphasize to express the gravity of the matter. This has been observed in the Arab states where common words are used at the end of sentences and pronouns will be repeated for emphasis also used are graphical similes and metaphors. Managers in multinational corporations should therefore study very carefully which communication style takes prevalence in what area and use what is preferred (Gallois and Callan ,1997). 1. 3. Non-verbal communication Non-verbal is another way of communicating messages and portrays messages with more emphasis than words as they say actions speak louder than words. Non-verbal communication includes body movements, posture and gestures, facial expressions. In intercultural communication, it is possible that people rely on non-verbal communication especially when verbal messages are unclear or ambiguous. This is because non-verbal communication is used to add meaning to our verbal communication. How non-verbal communication is used also varies for example low context cultures like the Americans tend to concentrate less with non-verbal communication. This means that it is not there but it is given little importance compared to the words. Examples of non-verbal communication cues are proxemics (space), tone of voice, body gestures, facial expressions and eye contact (Gallois and Callan ,1997). . 4. Negotiations This is a process where business people engage in discussions with the objective of 4 reaching an agreement that will result in the parties involved benefiting. Negotiations for multinational corporations are usually with the suppliers of capital (investors), suppliers, service providers, the Governments involved (either domestic o r foreign), customers and the society. Managers should be aware of the sensitivity and complexities of negotiations especially that are caused by cultural differences as these are usually the key to success (Horst,1972). The multicultural negotiation process is as outlined below 1. 4. 1. Preparation: Understand the counterpart’s culture as compared to ours and identifying the differences. Meant to make us understand the counterparts culture 1. 4. 2. Relationship building: This stage is used to build trust, some cultures find this step irrelevant while others emphasize on relationship building and spend more time here. 1. 4. 3. Exchange task related information: Presentation of details by each the parties and they state their stands. Culture dictates how much information is revealed. . 4. 4. Persuasion: Each party tries to convince the counterparts to take their option by explaining the benefits each would get from their stand. 1. 4. 5. Concession and agreements: This is where agreements are reached and using culture, negotiators know how they will get to this point. 1. 5 Motivation This is what gives human beings or groups the desire or willingness to do something 5 in terms of work and person al life and such a context is greatly influenced by cultural variables that affect attitudes and behavior. Using Hofstede’s ultural dimensions we can evaluate how different motivation methods by multinational corporations would affect employees from different cultures especially if they use the same methods across several countries. 1. 4. 6. Individualism/Collectiveness People who are members to a culture that promote individualism such as the American culture would be motivated by opportunities for individual advancement and autonomy plus they would prefer individual rewarding systems than people of a collectivist nature who would prefer rewards of the entire group and would be motivated with what will advance the entire group. . 4. 7. Uncertainty/Avoidance People who are members of cultures who prefer to avoid opportunity would prefer job security while the opposite would be motivated with risky opportunities for variety and fast track development. 1. 4. 8. Power distance A low power distance culture will be motivated by team work, contribution coming from all members while in a high power distance, motivations comes from the relation ship of the managers and the subordinates. 1. 4. 9. Masculinity/Femininity A masculine culture would prefer the traditional division of work and roles by gender and each gender to stay in their positions for example the traditional African culture 6 while in a feminine culture is open and will motivate people through flexible roles and equal opportunity . (Harris and Moran ,2000) 2. ETHICAL AND LEGAL ISSUES Globalization has led to the development of worldwide and regional governing bodies such as the World Trade Organization (WTO), European Union (EU) and the Common Market for Eastern and Southern Africa (COMESA). They are tasked with regulating interactions between economies and preventing conflicts as well as ensuring business ethics and legal measures are taken care of (Farrell et al, 2008) 2. 1Examples of Regional and world governing bodies 2. 1. 1. World Trade Organization The World Trade Organization (WTO) is the only global international organization dealing with the rules of trade between nations. At its heart are the WTO agreements, negotiated and signed by the bulk of the world’s trading nations and ratified in their parliaments. The goals of the WTO include among others the administration of trade agreements, facilitation of trade negotiations, settlement of trade disputes, provision of legally binding ground rules for international commerce and trade policy. Basically WTO attempts to reduce barriers to trade between and within nations and settle trade disputes ( Ferrell, Fraedrich Ferrell, 2008). The WTO can be said to favour the powerful multi-national corporations, which daily strengthen their grip on the world economy. This has led to smaller nations being forced to open up their trade areas e. China being forced by US to open up its trade 7 to allow U. S imports. Globalization of multinationals has many adverse effects on millions of people throughout the world. The overriding aim of the WTO, in short, is to create a world eminently fit for the multi-national corporations to live in. 2. 1. 2. European Union The European Union is the economic association of over two dozen European countries, which seek to create a unified, barrier-free market for products and services throughout the continent, as well as a common currency with a unified authority over that currency. The EU relies on member states to protect collective labor rights. The EU expects member states to have thriving trade unions and employees associations to participate in the legislative process at EU level that can help to implement directives at the national level. The EU also places considerable importance on upholding human rights standards in its dealings with 3rd world countries (Alston, 2005). 2. 1. 3. COMESA The Common Market for Eastern and Southern Africa, is a preferential trading area with nineteen member states stretching from Libya to Zimbabwe. COMESA formed in December 1994, replacing a Preferential Trade Area which had existed since 1981. The main objective of COMESA is to facilitate the removal of all structural and institutional weaknesses of member States, and the promotion of peace; security and stability so as to enable them attain sustained development individually and collectively as a regional bloc. Among other things, COMESA member States have agreed on the need to create and maintain: 8 ? a full free trade area guaranteeing the free movement of goods and services produced within COMESA and the removal of all tariffs and non-tariff barriers; a Customs Union under which goods and services imported from nonCOMESA countries will attract an agreed single tariff in all COMESA states; ? free movement of capita and investment supported by the adoption of common investment practices and policies so as to create a more favorable investment climate for the COMESA region; ? a gradual establishment of a payments union based on the COMESA Clearing House and the eventual establishment of a common monetary union with a common currency; and ? The adoption of common visa arrangements, including the right of establishment leading eventually to the free movement of bona fide persons. 2. 2. Effects of World Governing Bodies on globalization and business World governing bodies have opened up trade between member countries and as a result increased globalization namely through: 1. Reducing barriers to international trade through international agreements such as WTO agreements 2. Elimination of tariffs; creation of free trade zones with small or no tariffs 3. Reduced transportation costs, especially resulting from development of containerization for ocean shipping. 4. Reduction or elimination of capital controls 5. Reduction, elimination, or harmonization of subsidies for local businesses 9 6. Creation of subsidies for global corporations 7. Harmonization of intellectual property laws across the majority of states, with more restrictions 8. Supranational recognition of intellectual property restrictions (e. g. patents granted by China would be recognized in the United States) 9. Globalization has brought about the formation of alliances between countries such as the G8, NAFTA, EU, such alliances want to improve trade and business amongst themselves and companies operating outside these alliances have quite some disadvantage e. g. flower companies in Kenya selling flowers to the EU 10. World governing bodies and trade alliances such as EU, WTO stipulates the basic ethical rules that should be used in their member states. If companies do not comply they would have campaigns against them creating boycotts for their products. 10 3. STRATEGIES During the last half of the twentieth century, many barriers to international trade fell and a wave of firms began pursuing international strategies to gain a competitive advantage. Business strategies may include geographic expansion, diversification, acquisition, product development, market penetration, retrenchment, divestiture, liquidation, and joint venture. Strategic management enables organizations to recognize and a dopt to change more readily; successfully adapting to change is the key to survival and prosperity. 2. 3. Two types of international strategy 2. 3. 1. Global strategy Treat the world as a single market. It is applied where forces for global integration are strong and force for national responsiveness is weak. For example this is true of consumer electronics market. Global Strategy is suitable for: ? ? ? Product is the same in all countries. Centralized control little decision-making authority on the local level Effective when differences between countries are small 2. 3. 2. Multinational Strategy It treats the world as a portfolio of national opportunities. It is applied where forces for global integration are weak and force for national responsiveness is strong. For example this is true of branded packaged goods business for 11 example strategy pursued by Unilever. Multi domestic strategy is suitable for ? ? ? Products customized for each market Decentralized control – local decision making Effective when there are wide differences between the countries 2. 4. Strategies of investing abroad 2. 4. 1. Joint venture Marula (2006) defines joint venture as a venture that is jointly owned and operated by two or more firms. He further explains that many firms penetrate foreign market by engaging in a joint venture with firms that reside in those markets. Advantages of a Joint venture First these organizations are able to apply their respective comparative advantages in a given project and Marula (2006) gives an example of General Mills Inc which joined in a venture with Nestle SA so as that cereals produced by General Mill could be sold through the overseas sales distribution network by Nestle also Xerox Corp and Fuji Co. of Japan engaged in a joint venture that allowed Xerox Corp to penetrate the Japanese market and allowed Fuji to enter the photocopying business. Secondly a joint ventures enables organization especially in the automobile to offer its technological advantages for example General Motors has ongoing joint ventures with automobile manufactures in several different countries. 12 Disadvantages of Joint Ventures Association of Certified Charted Accountants (2004) asserts that disagreements may arise over profit shares, amount invested, the management of the joint venture , making the strategy and finally one partner may wish to withdraw from the arrangement. 2. 4. 2. Contract Manufacturing or Licensing Pearce and Robison (2004) define licensing as the transfer of some industrial property right from the licensor to a motivated licensee. They further explain that most tend to be patterns, trademarks, or technical know how that are granted to the licensee for a specified time in return for a royalty and for avoiding tariffs or import quotas. Advantages of Licensing Pearce and Robison (2003) argue that firms that use licensing will benefit from lowering the risk of entry into the foreign markets and used best in companies large enough to have a ombination of international strategic activities and for firms with standardized products in narrow margin industries. Disadvantages of Licensing According to Pearce and Robison (2004) is the possibility that the foreign partner will gain the experience and evolve into a major competitor after the contract expires as this was a case between U. S electronics firms with Japanese companies. Secondly they argue th at another potential problem stems from the control that the licensor forfeits on production, marketing and 13 general distribution of its products. And this loss of control minimizes a company’s degrees of freedom as it reevaluates its future options. 2. 4. 3. Franchising Pearce and Robison (2004) define Franchising as form of licensing which allows the franchise to sell a highly publicized product or service, using the parent’s brand name or trademark, carefully developed procedures, and marketing strategies. In exchange the franchisee pays a fee to the parent company, typically based on the volume of sales of the franchisor in its defined market area. The local investor who must adhere to the strict policies of the parent operates the franchise. Examples are Avis, Burger King, CocaCola, Hilton, Kentucky fried chicken, Manpower and Pepsi. ACCA (2004) asserts that the franchiser provides the name, any good will associated with it, systems, business methods, support services such as advertising, training and site decoration while the franchisee provides the capital, personal involvement, local market knowledge, payment to the franchiser for the rights, support services and responsibility for day to day running and the ultimate profitability of the franchise. Disadvantages of franchising According to ACCA (2004) search for competent candidates is both costly and time consuming where the franchiser requires many outlets for example McDonalds in UK. Also the control over franchisees is demanding as they are spread over many locations. 14 2. 4. 4. Transnational Alliances Levi (1996) defines transnational alliances as associations of firms in different countries working together to overcome the limitation of working alone. One of the motivations to form a ransnational alliance is cooperation over research where cost and risks may be too high for any one firm or where different firms may possess different abilities. He gives an example IBM and Siemens of Germany in Memory chip development or marketing of Geo produced in Korea by GM. He further asserts that transnational alliances are compromise between a firm doing everything itself and dealing with a stranger. Advantages Of transnational alliances As Levi (1996) argues organizations form tran snational alliances to gain access to foreign markets, to exploit complementary technologies and to reduce time taken for innovation. . 4. 5. Wholly owned foreign subsidiaries Based on a study done by Richard Vernon of Harvard Business School where 187 United States manufacturing with six or more foreign subsidiaries outside of Canada the researcher concluded that these multinational corporations tend to be larger, more profitable more advertising and research oriented and more diversified than firms which have not invested abroad. (Horst, 1972) 4. 0 INDUSTRIAL AND BUSINESS Economic reforms/environment affects the business and industry directly. Business plans and programmers are directly influenced by economic factors, 15 such as, interest rates, money supply, price level, consumers’ credit etc. Economic conditions leading to inflation or deflation affect the business activities. Inflation leads to rise in general price-level, whereas deflation leads to fall in price level. Higher petrol prices in the country resulted to a trend in favor of small like Maruti and starlet cars. State of industrial trade and business booms and slumps constitute the economics of market environment, (Lewis, 2006). Recently government initiated various economic policies. As such the impact of these reforms changes on business and industry in the following manner: 2. 5. Buyers’ market In the liberalized policy regime shortages of goods are no more, but there are surplus of goods. These arise due to competition, reduction in cost, up-gradation of technology, improvement in quality and customer convenience. Removal of government restrictions on capacity creation and capacity utilization has also helped increase in the supply of goods. Industry has been given total freedom to expand and diversify. Price control has been removed. Investment now takes place in the areas of demand. All these changes have made the buyer, the sovereign of the market. 2. 6. Export is required for survival Implementation of new trade policy has linked imports to exports. The enterprises should earn foreign exchange by exports and use the same foreign exchange for importing raw material spares and equipments. For example: Reliance Group, Essar World Trade, Ceat, Videocon, Eicher, MRF etc, are being benefited by the 16 new policy. 2. 7. Threat from multinational companies Due to the present policy of liberalization of our government, massive entry of multinationals in the country has started. The vast resources and the modern technology of the present multi-national companies have enabled their subsidiary companies to boost sales and enjoy strategic advantage over their competitors. The presence of multinational companies has been rendering valuable services to our economy. It is supplying superior quality of goods, generating more employment opportunities, promoting modern technology and awakening our business community. Presence of multinational companies has also boosted growth of small industries in the country. 2. 8. Overall competition The new competitive environment has thrown the economy open. There is tough competition between multinationals and there is also competition between local enterprises and foreign enterprises. Competition has now become global. It is not confined to national boundaries. For instance, Weston Electronics Company, which held about 18% of the television market, has been virtually thrown out of the market due to cutthroat competition and technological backwardness. . 9. World class technology Changes in government policy regarding business and industry have provided us with world-class technology. Most companies have also started making investment in research and development. Pharmaceutical industries in countries such as India made 2% investment in R D. In developed countries investment in 17 research and development is approximately 12%. Multinationals are also bring ing world-class technology in the country. This has enabled faster growth of industries. 2. 10. Future not guided by past failures It is rightly said that future starts afresh for companies. Future now needs new strategies, high technologies, determined efforts, enthusiasm, organization and leadership. New approaches, systems structures and new leadership must emerge to compete with the multinationals. We must forget the past, bury its failures and start working with new endeavor, approaches and leadership. 2. 11. Wider and diverse markets Due to globalization markets have been opened up and can now be widely accessed by companies from various countries. Countries have lift barriers improving flow of goods between them. This has boosted import and export trade among various countries. Regional trading blocks have been formed to improve trade and allow free flow of goods and services among member countries. In the agricultural sector, crop imports are traded at cheaper prices and exchanged for another commodity because of the free trade as entailed among the provisions of bodies such as COMESA or WTO. A country such as Philippines could purchase or import crops from another country at cheaper tariff rates, in case of a shortage. However, on the downside, countries that are more progressive agriculturally could just dump their third-rate or low-class products to their third-world trading counterparts. 18 2. 12. Foreign direct investment inflows Local industries which have invested abroad such as Bidco oil refinery is reaping huge profits from its foreign direct investments such as from its investment in Uganda palm plantation. Creation of common markets has given countries incentives to invest in those countries thus leading to investment inflows. Lowering of tariffs: countries such as India have been reaping from enormous opportunities emerging from globalization such as consequent lowering of tariff barriers. Information Technology has given Indian industries formidable brand equity in the global markets. Indian companies have a unique distinction of providing efficient business solutions with cost and quality as an advantage by using state of art technology. Outsourcing is the act of giving a third-party the responsibility of running hat would otherwise be an internal system or service. Due to globalization, most companies and businesses have sought to contract most of its services or processes to outsiders. Most industries now use outsourcing such as call centers and can outsource its functions such as marketing, financial, training, transport and distribution and so forth. Capitalize on global trade: most domestic industries now capitalize on global trade by concentrating on the domestic market and then leverage their eco nomies of scale overseas. 2. 13. Devaluation Some countries have had to cope up with the trend of globalization by devaluing their currency such as India. The first step towards globalization was taken with the announcement of the devaluation of Indian currency by 18-19 percent against 19 major currencies in the international foreign exchange market. This was a measure taken in order to resolve the balance of payment crisis. 5. 0 ANALYSIS AND CONCLUSION In conclusion my own critique on globalization is that the whole process has increased power that multinational corporations seems to enjoy . This is seen as a particularly worrying phenomenon because it affects the issues that are raised and witnessed everywhere we have a multinational company. An overriding concern is that globalization increases the gap between the haves and the have-not of the world. Unfair labor practices such as child labour, poor working conditions and low remuneration packages are some of issues that have been witnessed in the recent past. Although it’s not clear whether the forces of globalization may produce a general deterioration of working conditions around the world or increase the inequality of working conditions among countries . espite the above ,in rich countries the picture is totally different thus self-interested opposition to globalization with fears that cheap imports or immigrants from other countries will lower the relative wages of low-skilled workers, more rapid economic change and shifting patterns of comparative advantage will increase economic insecurity and internation al competition. Despite all this countering the claims of globalization skeptics is a century-old economy theory that predicts free trade will reduce a convergence of labour conditions around the world. 20 6. References: ACCA (2004) Strategic business planning and development (paper 3. 5). London: BPP Professional Education Alston, P. (2005). Labour rights as human rights. New York: Oxford University Press Inc. Deresky, H. (2008). International Management : Managing Across Borders and Culture (6th ed. ). Upper Saddle River, Pearson Education. Gallois, C. , Callan, V. (1997). Communication and culture: A guide for practice. Chichester, UK, Wiley. Ferrell, O. , Fraedrich, J. , Ferrell, L. (2008). Business Ethics: Ethical decision making and cases. New York: Houghton Mifflin Company. Horst T. 1972) Firm and Industry Determinants of the Decision to Invest Abroad: An Empirical Study The Review of Economics and Statistics, Vol. 54, No. 3 (Aug. , 1972), pp. 258-266 Kotler, Philip: Market ing Management: nineth edition, Prentice Hall India Lewis D. 3rd ed. (2006): When cultures collide. Leading across cultures. London. Nicholas Brealey International. Levi, Maurice D (1996) International Finance; The markets and financial management multinational business (3rd ed) Singapore: McGraw- 21 McFarlin, D. B. , Sweeney, P. D. (2006). International Management: Strategic Opportunities and Cultural Challenges (3rd ed. . Boston, Houghton Mifflin Company. O’Carroll, G. (n. d. ). Intercultural Communication Module: [Intercultural communication]. Retrieved from ECO European Career Orientation website: http://eco. ittralee. ie// Pearce, J. and Robinson, R. (2004). Strategic Management: Formulation, Implementation and Control. New York: The McGraw-Hill Companies Schermehorn, J. R. (2005). Organizational Behavior (9th ed. ). Hoboken, NJ Thomas, D. C. (2002). Essentials of International Management: A cross culture Perspective. 2455 Teller Road, Sage Publications Inc. 22 Doing Business with Multinational Organizations Essay Example Doing Business with Multinational Organizations Essay INTRODUCTION Owing to the fast evolution of information and technology organization are operating in an environment where the geographical boundaries are none existent and a company with a subsidiary in another continent operates as if they are in the same city. This paper seeks to identify how this has affected way of doing business by multinational organization by looking and four aspects, which are cultural differences, ethical issues, strategy and industrial or business. 1. CULTURAL DIFFERENCES Culture plays a very important aspect in various aspects of business especially for multinational corporations (MNC) operation on a global level. Cultural variations affect the way a firm conducts its business in different geographical regions and around different cultural settings so that they widen their market base, increase revenue and reduce conflicts resulting from cultural differences(Deresky,2008). Managers of MNCs have to understand what implications cultures have on various business transactions. The main areas where cultural factors affect multinational corporations are: 1. 1. Influence on Strategy that will be used A multinational company must research on the cultural aspects of a new market they would like to venture in. They have to understand the likes and dislikes, preferences, what is considered right or wrong, what is valued, what is the common belief in the area they are going to operate in. An example is in Saudi Arabia where religion dictates what happens in normal business transactions and daily activities for instance for Muslims who pray five times a day, departmental stores and other businesses created room to allow the Muslim customers and employees to pray moreover during the month of Ramadan, most businesses are closed during the day as the Muslims are fasting and are less active during the day and opt to open in the evenings when people are more active. 1. 2. Communication Language and non-verbal communication are cultural cues that affect passing of messages from one party to another. We will write a custom essay sample on Doing Business with Multinational Organizations specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Doing Business with Multinational Organizations specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Doing Business with Multinational Organizations specifically for you FOR ONLY $16.38 $13.9/page Hire Writer Communication between parties that come 2 from different cultures becomes more challenging because of the differences elements of culture and what they value in communication. Different cultures have different communication styles (Gallois and Callan ,1997). These communications styles are: 1. 2. 1. Explicit Vs Implicit Communication Explicit communications is where someone when someone talks it is straight to the point and unambiguous for example Americans. Implicit communication is usually indirect and inexact for example Indonesian communication. For instance a mother telling a man that he is not compatible with her daughter serves him with tea and bananas instead of telling him directly (Gallois and Callan ,1997). 1. 2. 2. Direct Vs Indirect Communication Direct communication states direct action for example ‘has this report done before you go home’. When someone hears direct speech they know what is to be done. Greek employees prefer this kind of communication as they prefer orders as compared to their contribution in management decisions. Indirect communication is not authoritative and encourages input from the listener. American managers prefer this kind of communication as it goes with their managerial style of participatory management. 1. 2. 3. Silence Vs Verbal exaggeration Silence is also seen as a way of communication but different cultures perceive silence in different contexts. The Japanese use silence during negotiations as a strategy to control the negotiation process however if their counterparts are 3 Americans, they would see this silence as lack of knowledge or an indication to move to the next point. On the other hand some cultures dramatization and over emphasize to express the gravity of the matter. This has been observed in the Arab states where common words are used at the end of sentences and pronouns will be repeated for emphasis also used are graphical similes and metaphors. Managers in multinational corporations should therefore study very carefully which communication style takes prevalence in what area and use what is preferred (Gallois and Callan ,1997). 1. 3. Non-verbal communication Non-verbal is another way of communicating messages and portrays messages with more emphasis than words as they say actions speak louder than words. Non-verbal communication includes body movements, posture and gestures, facial expressions. In intercultural communication, it is possible that people rely on non-verbal communication especially when verbal messages are unclear or ambiguous. This is because non-verbal communication is used to add meaning to our verbal communication. How non-verbal communication is used also varies for example low context cultures like the Americans tend to concentrate less with non-verbal communication. This means that it is not there but it is given little importance compared to the words. Examples of non-verbal communication cues are proxemics (space), tone of voice, body gestures, facial expressions and eye contact (Gallois and Callan ,1997). . 4. Negotiations This is a process where business people engage in discussions with the objective of 4 reaching an agreement that will result in the parties involved benefiting. Negotiations for multinational corporations are usually with the suppliers of capital (investors), suppliers, service providers, the Governments involved (either domestic o r foreign), customers and the society. Managers should be aware of the sensitivity and complexities of negotiations especially that are caused by cultural differences as these are usually the key to success (Horst,1972). The multicultural negotiation process is as outlined below 1. 4. 1. Preparation: Understand the counterpart’s culture as compared to ours and identifying the differences. Meant to make us understand the counterparts culture 1. 4. 2. Relationship building: This stage is used to build trust, some cultures find this step irrelevant while others emphasize on relationship building and spend more time here. 1. 4. 3. Exchange task related information: Presentation of details by each the parties and they state their stands. Culture dictates how much information is revealed. . 4. 4. Persuasion: Each party tries to convince the counterparts to take their option by explaining the benefits each would get from their stand. 1. 4. 5. Concession and agreements: This is where agreements are reached and using culture, negotiators know how they will get to this point. 1. 5 Motivation This is what gives human beings or groups the desire or willingness to do something 5 in terms of work and person al life and such a context is greatly influenced by cultural variables that affect attitudes and behavior. Using Hofstede’s ultural dimensions we can evaluate how different motivation methods by multinational corporations would affect employees from different cultures especially if they use the same methods across several countries. 1. 4. 6. Individualism/Collectiveness People who are members to a culture that promote individualism such as the American culture would be motivated by opportunities for individual advancement and autonomy plus they would prefer individual rewarding systems than people of a collectivist nature who would prefer rewards of the entire group and would be motivated with what will advance the entire group. . 4. 7. Uncertainty/Avoidance People who are members of cultures who prefer to avoid opportunity would prefer job security while the opposite would be motivated with risky opportunities for variety and fast track development. 1. 4. 8. Power distance A low power distance culture will be motivated by team work, contribution coming from all members while in a high power distance, motivations comes from the relation ship of the managers and the subordinates. 1. 4. 9. Masculinity/Femininity A masculine culture would prefer the traditional division of work and roles by gender and each gender to stay in their positions for example the traditional African culture 6 while in a feminine culture is open and will motivate people through flexible roles and equal opportunity . (Harris and Moran ,2000) 2. ETHICAL AND LEGAL ISSUES Globalization has led to the development of worldwide and regional governing bodies such as the World Trade Organization (WTO), European Union (EU) and the Common Market for Eastern and Southern Africa (COMESA). They are tasked with regulating interactions between economies and preventing conflicts as well as ensuring business ethics and legal measures are taken care of (Farrell et al, 2008) 2. 1Examples of Regional and world governing bodies 2. 1. 1. World Trade Organization The World Trade Organization (WTO) is the only global international organization dealing with the rules of trade between nations. At its heart are the WTO agreements, negotiated and signed by the bulk of the world’s trading nations and ratified in their parliaments. The goals of the WTO include among others the administration of trade agreements, facilitation of trade negotiations, settlement of trade disputes, provision of legally binding ground rules for international commerce and trade policy. Basically WTO attempts to reduce barriers to trade between and within nations and settle trade disputes ( Ferrell, Fraedrich Ferrell, 2008). The WTO can be said to favour the powerful multi-national corporations, which daily strengthen their grip on the world economy. This has led to smaller nations being forced to open up their trade areas e. China being forced by US to open up its trade 7 to allow U. S imports. Globalization of multinationals has many adverse effects on millions of people throughout the world. The overriding aim of the WTO, in short, is to create a world eminently fit for the multi-national corporations to live in. 2. 1. 2. European Union The European Union is the economic association of over two dozen European countries, which seek to create a unified, barrier-free market for products and services throughout the continent, as well as a common currency with a unified authority over that currency. The EU relies on member states to protect collective labor rights. The EU expects member states to have thriving trade unions and employees associations to participate in the legislative process at EU level that can help to implement directives at the national level. The EU also places considerable importance on upholding human rights standards in its dealings with 3rd world countries (Alston, 2005). 2. 1. 3. COMESA The Common Market for Eastern and Southern Africa, is a preferential trading area with nineteen member states stretching from Libya to Zimbabwe. COMESA formed in December 1994, replacing a Preferential Trade Area which had existed since 1981. The main objective of COMESA is to facilitate the removal of all structural and institutional weaknesses of member States, and the promotion of peace; security and stability so as to enable them attain sustained development individually and collectively as a regional bloc. Among other things, COMESA member States have agreed on the need to create and maintain: 8 ? a full free trade area guaranteeing the free movement of goods and services produced within COMESA and the removal of all tariffs and non-tariff barriers; a Customs Union under which goods and services imported from nonCOMESA countries will attract an agreed single tariff in all COMESA states; ? free movement of capita and investment supported by the adoption of common investment practices and policies so as to create a more favorable investment climate for the COMESA region; ? a gradual establishment of a payments union based on the COMESA Clearing House and the eventual establishment of a common monetary union with a common currency; and ? The adoption of common visa arrangements, including the right of establishment leading eventually to the free movement of bona fide persons. 2. 2. Effects of World Governing Bodies on globalization and business World governing bodies have opened up trade between member countries and as a result increased globalization namely through: 1. Reducing barriers to international trade through international agreements such as WTO agreements 2. Elimination of tariffs; creation of free trade zones with small or no tariffs 3. Reduced transportation costs, especially resulting from development of containerization for ocean shipping. 4. Reduction or elimination of capital controls 5. Reduction, elimination, or harmonization of subsidies for local businesses 9 6. Creation of subsidies for global corporations 7. Harmonization of intellectual property laws across the majority of states, with more restrictions 8. Supranational recognition of intellectual property restrictions (e. g. patents granted by China would be recognized in the United States) 9. Globalization has brought about the formation of alliances between countries such as the G8, NAFTA, EU, such alliances want to improve trade and business amongst themselves and companies operating outside these alliances have quite some disadvantage e. g. flower companies in Kenya selling flowers to the EU 10. World governing bodies and trade alliances such as EU, WTO stipulates the basic ethical rules that should be used in their member states. If companies do not comply they would have campaigns against them creating boycotts for their products. 10 3. STRATEGIES During the last half of the twentieth century, many barriers to international trade fell and a wave of firms began pursuing international strategies to gain a competitive advantage. Business strategies may include geographic expansion, diversification, acquisition, product development, market penetration, retrenchment, divestiture, liquidation, and joint venture. Strategic management enables organizations to recognize and a dopt to change more readily; successfully adapting to change is the key to survival and prosperity. 2. 3. Two types of international strategy 2. 3. 1. Global strategy Treat the world as a single market. It is applied where forces for global integration are strong and force for national responsiveness is weak. For example this is true of consumer electronics market. Global Strategy is suitable for: ? ? ? Product is the same in all countries. Centralized control little decision-making authority on the local level Effective when differences between countries are small 2. 3. 2. Multinational Strategy It treats the world as a portfolio of national opportunities. It is applied where forces for global integration are weak and force for national responsiveness is strong. For example this is true of branded packaged goods business for 11 example strategy pursued by Unilever. Multi domestic strategy is suitable for ? ? ? Products customized for each market Decentralized control – local decision making Effective when there are wide differences between the countries 2. 4. Strategies of investing abroad 2. 4. 1. Joint venture Marula (2006) defines joint venture as a venture that is jointly owned and operated by two or more firms. He further explains that many firms penetrate foreign market by engaging in a joint venture with firms that reside in those markets. Advantages of a Joint venture First these organizations are able to apply their respective comparative advantages in a given project and Marula (2006) gives an example of General Mills Inc which joined in a venture with Nestle SA so as that cereals produced by General Mill could be sold through the overseas sales distribution network by Nestle also Xerox Corp and Fuji Co. of Japan engaged in a joint venture that allowed Xerox Corp to penetrate the Japanese market and allowed Fuji to enter the photocopying business. Secondly a joint ventures enables organization especially in the automobile to offer its technological advantages for example General Motors has ongoing joint ventures with automobile manufactures in several different countries. 12 Disadvantages of Joint Ventures Association of Certified Charted Accountants (2004) asserts that disagreements may arise over profit shares, amount invested, the management of the joint venture , making the strategy and finally one partner may wish to withdraw from the arrangement. 2. 4. 2. Contract Manufacturing or Licensing Pearce and Robison (2004) define licensing as the transfer of some industrial property right from the licensor to a motivated licensee. They further explain that most tend to be patterns, trademarks, or technical know how that are granted to the licensee for a specified time in return for a royalty and for avoiding tariffs or import quotas. Advantages of Licensing Pearce and Robison (2003) argue that firms that use licensing will benefit from lowering the risk of entry into the foreign markets and used best in companies large enough to have a ombination of international strategic activities and for firms with standardized products in narrow margin industries. Disadvantages of Licensing According to Pearce and Robison (2004) is the possibility that the foreign partner will gain the experience and evolve into a major competitor after the contract expires as this was a case between U. S electronics firms with Japanese companies. Secondly they argue th at another potential problem stems from the control that the licensor forfeits on production, marketing and 13 general distribution of its products. And this loss of control minimizes a company’s degrees of freedom as it reevaluates its future options. 2. 4. 3. Franchising Pearce and Robison (2004) define Franchising as form of licensing which allows the franchise to sell a highly publicized product or service, using the parent’s brand name or trademark, carefully developed procedures, and marketing strategies. In exchange the franchisee pays a fee to the parent company, typically based on the volume of sales of the franchisor in its defined market area. The local investor who must adhere to the strict policies of the parent operates the franchise. Examples are Avis, Burger King, CocaCola, Hilton, Kentucky fried chicken, Manpower and Pepsi. ACCA (2004) asserts that the franchiser provides the name, any good will associated with it, systems, business methods, support services such as advertising, training and site decoration while the franchisee provides the capital, personal involvement, local market knowledge, payment to the franchiser for the rights, support services and responsibility for day to day running and the ultimate profitability of the franchise. Disadvantages of franchising According to ACCA (2004) search for competent candidates is both costly and time consuming where the franchiser requires many outlets for example McDonalds in UK. Also the control over franchisees is demanding as they are spread over many locations. 14 2. 4. 4. Transnational Alliances Levi (1996) defines transnational alliances as associations of firms in different countries working together to overcome the limitation of working alone. One of the motivations to form a ransnational alliance is cooperation over research where cost and risks may be too high for any one firm or where different firms may possess different abilities. He gives an example IBM and Siemens of Germany in Memory chip development or marketing of Geo produced in Korea by GM. He further asserts that transnational alliances are compromise between a firm doing everything itself and dealing with a stranger. Advantages Of transnational alliances As Levi (1996) argues organizations form tran snational alliances to gain access to foreign markets, to exploit complementary technologies and to reduce time taken for innovation. . 4. 5. Wholly owned foreign subsidiaries Based on a study done by Richard Vernon of Harvard Business School where 187 United States manufacturing with six or more foreign subsidiaries outside of Canada the researcher concluded that these multinational corporations tend to be larger, more profitable more advertising and research oriented and more diversified than firms which have not invested abroad. (Horst, 1972) 4. 0 INDUSTRIAL AND BUSINESS Economic reforms/environment affects the business and industry directly. Business plans and programmers are directly influenced by economic factors, 15 such as, interest rates, money supply, price level, consumers’ credit etc. Economic conditions leading to inflation or deflation affect the business activities. Inflation leads to rise in general price-level, whereas deflation leads to fall in price level. Higher petrol prices in the country resulted to a trend in favor of small like Maruti and starlet cars. State of industrial trade and business booms and slumps constitute the economics of market environment, (Lewis, 2006). Recently government initiated various economic policies. As such the impact of these reforms changes on business and industry in the following manner: 2. 5. Buyers’ market In the liberalized policy regime shortages of goods are no more, but there are surplus of goods. These arise due to competition, reduction in cost, up-gradation of technology, improvement in quality and customer convenience. Removal of government restrictions on capacity creation and capacity utilization has also helped increase in the supply of goods. Industry has been given total freedom to expand and diversify. Price control has been removed. Investment now takes place in the areas of demand. All these changes have made the buyer, the sovereign of the market. 2. 6. Export is required for survival Implementation of new trade policy has linked imports to exports. The enterprises should earn foreign exchange by exports and use the same foreign exchange for importing raw material spares and equipments. For example: Reliance Group, Essar World Trade, Ceat, Videocon, Eicher, MRF etc, are being benefited by the 16 new policy. 2. 7. Threat from multinational companies Due to the present policy of liberalization of our government, massive entry of multinationals in the country has started. The vast resources and the modern technology of the present multi-national companies have enabled their subsidiary companies to boost sales and enjoy strategic advantage over their competitors. The presence of multinational companies has been rendering valuable services to our economy. It is supplying superior quality of goods, generating more employment opportunities, promoting modern technology and awakening our business community. Presence of multinational companies has also boosted growth of small industries in the country. 2. 8. Overall competition The new competitive environment has thrown the economy open. There is tough competition between multinationals and there is also competition between local enterprises and foreign enterprises. Competition has now become global. It is not confined to national boundaries. For instance, Weston Electronics Company, which held about 18% of the television market, has been virtually thrown out of the market due to cutthroat competition and technological backwardness. . 9. World class technology Changes in government policy regarding business and industry have provided us with world-class technology. Most companies have also started making investment in research and development. Pharmaceutical industries in countries such as India made 2% investment in R D. In developed countries investment in 17 research and development is approximately 12%. Multinationals are also bring ing world-class technology in the country. This has enabled faster growth of industries. 2. 10. Future not guided by past failures It is rightly said that future starts afresh for companies. Future now needs new strategies, high technologies, determined efforts, enthusiasm, organization and leadership. New approaches, systems structures and new leadership must emerge to compete with the multinationals. We must forget the past, bury its failures and start working with new endeavor, approaches and leadership. 2. 11. Wider and diverse markets Due to globalization markets have been opened up and can now be widely accessed by companies from various countries. Countries have lift barriers improving flow of goods between them. This has boosted import and export trade among various countries. Regional trading blocks have been formed to improve trade and allow free flow of goods and services among member countries. In the agricultural sector, crop imports are traded at cheaper prices and exchanged for another commodity because of the free trade as entailed among the provisions of bodies such as COMESA or WTO. A country such as Philippines could purchase or import crops from another country at cheaper tariff rates, in case of a shortage. However, on the downside, countries that are more progressive agriculturally could just dump their third-rate or low-class products to their third-world trading counterparts. 18 2. 12. Foreign direct investment inflows Local industries which have invested abroad such as Bidco oil refinery is reaping huge profits from its foreign direct investments such as from its investment in Uganda palm plantation. Creation of common markets has given countries incentives to invest in those countries thus leading to investment inflows. Lowering of tariffs: countries such as India have been reaping from enormous opportunities emerging from globalization such as consequent lowering of tariff barriers. Information Technology has given Indian industries formidable brand equity in the global markets. Indian companies have a unique distinction of providing efficient business solutions with cost and quality as an advantage by using state of art technology. Outsourcing is the act of giving a third-party the responsibility of running hat would otherwise be an internal system or service. Due to globalization, most companies and businesses have sought to contract most of its services or processes to outsiders. Most industries now use outsourcing such as call centers and can outsource its functions such as marketing, financial, training, transport and distribution and so forth. Capitalize on global trade: most domestic industries now capitalize on global trade by concentrating on the domestic market and then leverage their eco nomies of scale overseas. 2. 13. Devaluation Some countries have had to cope up with the trend of globalization by devaluing their currency such as India. The first step towards globalization was taken with the announcement of the devaluation of Indian currency by 18-19 percent against 19 major currencies in the international foreign exchange market. This was a measure taken in order to resolve the balance of payment crisis. 5. 0 ANALYSIS AND CONCLUSION In conclusion my own critique on globalization is that the whole process has increased power that multinational corporations seems to enjoy . This is seen as a particularly worrying phenomenon because it affects the issues that are raised and witnessed everywhere we have a multinational company. An overriding concern is that globalization increases the gap between the haves and the have-not of the world. Unfair labor practices such as child labour, poor working conditions and low remuneration packages are some of issues that have been witnessed in the recent past. Although it’s not clear whether the forces of globalization may produce a general deterioration of working conditions around the world or increase the inequality of working conditions among countries . espite the above ,in rich countries the picture is totally different thus self-interested opposition to globalization with fears that cheap imports or immigrants from other countries will lower the relative wages of low-skilled workers, more rapid economic change and shifting patterns of comparative advantage will increase economic insecurity and internation al competition. Despite all this countering the claims of globalization skeptics is a century-old economy theory that predicts free trade will reduce a convergence of labour conditions around the world. 20 6. References: ACCA (2004) Strategic business planning and development (paper 3. 5). London: BPP Professional Education Alston, P. (2005). Labour rights as human rights. New York: Oxford University Press Inc. Deresky, H. (2008). International Management : Managing Across Borders and Culture (6th ed. ). Upper Saddle River, Pearson Education. Gallois, C. , Callan, V. (1997). Communication and culture: A guide for practice. Chichester, UK, Wiley. Ferrell, O. , Fraedrich, J. , Ferrell, L. (2008). Business Ethics: Ethical decision making and cases. New York: Houghton Mifflin Company. Horst T. 1972) Firm and Industry Determinants of the Decision to Invest Abroad: An Empirical Study The Review of Economics and Statistics, Vol. 54, No. 3 (Aug. , 1972), pp. 258-266 Kotler, Philip: Market ing Management: nineth edition, Prentice Hall India Lewis D. 3rd ed. (2006): When cultures collide. Leading across cultures. London. Nicholas Brealey International. Levi, Maurice D (1996) International Finance; The markets and financial management multinational business (3rd ed) Singapore: McGraw- 21 McFarlin, D. B. , Sweeney, P. D. (2006). International Management: Strategic Opportunities and Cultural Challenges (3rd ed. . Boston, Houghton Mifflin Company. O’Carroll, G. (n. d. ). Intercultural Communication Module: [Intercultural communication]. Retrieved from ECO European Career Orientation website: http://eco. ittralee. ie// Pearce, J. and Robinson, R. (2004). Strategic Management: Formulation, Implementation and Control. New York: The McGraw-Hill Companies Schermehorn, J. R. (2005). Organizational Behavior (9th ed. ). Hoboken, NJ Thomas, D. C. (2002). Essentials of International Management: A cross culture Perspective. 2455 Teller Road, Sage Publications Inc. 22

Contently for Freelancers

Contently for Freelancers A freelancer in one of my online groups posted that he received a $500 writing assignment for a 500-word profile. This assignment fell into his lap because of his Contently profile. Im a firm believer in the not all your eggs in the same basket school of thought. Contently falls into this category. It wont generate enough money to be your sole source of income, but it is an additional money making avenue. Contently (www.contently.com) is a site that connects freelance writers with large corporate clients. Although freelancers cant actively search for work, the pay rates are significant enough to compensate. Most assignments are in the $0.75-$2.00 per word range. Most flat rates range from $200 to $1,500. To create a portfolio, go to Contently.com and create an account. Its free. It will take approximately 15-30 minutes to set up, depending on the number of clips you have to attach. Youll need a current email and at least one URL to a published work. You can also upload documents from your computer. Contently has a tool that will search for other works Leslie, a freelancer in the group, shared that he felt the

IKEA of Leadership and Management Essay Example | Topics and Well Written Essays - 5000 words

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Project Management Challenges In Construction Of Emirates Stadium Construction Essay

Project Management Challenges In Construction Of Emirates Stadium Construction Essay The PMI defines project management as the art of directing and coordinating human and material resources through the life of a project by using modern management techniques to achieve pre-determined goals of scope, cost, time, quality and participant satisfaction (Smith 2002) Through the project management process, business needs and requirements are transformed into deliverables or outputs the project will provide to meet; this transformation process is made up application of constraints such as time, cost, quality, motivation and application of project management tools and technique.(APM 2002) According to Dinsmore, and Cabanis-Brewin (2006), project management processes are grouped into the following areas: they are initiating, planning, executing, monitoring and controlling and closing. 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The second part of the report is develop guideline for the 2012 Olympic Stadium which will include an overview of the difference between managing a single, simple project and a project that is part of a large complex programme of work, also to outline the project management challenges of the 2012 Olympic Stadium. 2.0 The Emirates Stadium 2.1 Background of the Emirate Stadium complex The need to generate additional revenue from the football event and also to provide a state- of the- art facilities for the fans is identified as the requirement for a new football stadium to replace the existing one .by Arsenal Football Club The Emirate Stadium is located in Holloway in London Borough of Islington town. The stadium is located in a high density residential area therefore restricting feasibility of increase capacity. Over 2000 new homes were built in Islington as part of the project. Two of the key points in the club brief to design team were for the pitch to be as good as Highbury, and to create an exhilarating stadium atmosphere through the design. Over 2,500 legal documents were signed in order to give the project full clearance. The overall project put at about 390million pounds. . It was opened in July 2006, with seated capacity of 60,432 making it the fifth largest football stadium in the UK (Source www.arsenal .com/emirates stadium.) Fig 2.1 emirates stadium under construction Source www.arsenal .com/emirates stadium.) Main Project management challenges identified by different groups Based on the group presentations some of the main project management challenges identified include: Time constraints, Planning and consent approval, Design and site constraints, Procurement path, Organizational/stakeholders management Document control Some of the management approaches considered by the group include; Involving contractor in early stage of the process Design and Build contract Site investigation Collaborating planning and possible overlap during construction to meet deadline Several procurement path Involvement of the stakeholders Redesigning to suit the shape of the site Understanding of the scope of the project. Evaluation of project management challenges and approach in the group work 2.4.1. Involving contractor in early stage of the process. This can help in integrating the contractors idea and expertise in the planning and design process, although, Austin, Baldwin and Wasket (2000) identified that it might result in uneven design workload while they wait for consultant and other contractors to develop their own design, this result in the client paying for retainer while the project is yet to start, thereby increasing the cost of the project. Therefore it might be beneficial to delay the introduction of contractor early 2.4.2 Time constraints It can be seen that in the case of Emirate stadium, delivering the project on time is very crucial; to enable the club to meet up with football season, Harrison and Lock (2004) stated that delivery a project on time is an extremely important objective to client as well as avoiding the risk of being skimped in respect of quality and reliability of being close to the budget but most time all the objective of the project cannot be met. 2.4.3 Planning and consent approval. Two sets of people are involved in planning; they the client and the contractor .Obtaining the consent approval and satisfying planning requirement as well as defining the project goals, ensure availability of funds and selecting the design is the primary responsibility of the owner, this is one aspect that group presentations did not consider. On the side of the contractor, proper planning and scheduling contributed to their delivering the project on time. 2.4.4 Contract /procurement strategy The contract strategy used in the construction of Emirate Stadium is identified as Design and Build. The type of contract is assumed to be the best when time constraint is considered, Rowlison and McDermontt (1999) reported that Design and Build approach involving overlapping of design and construction phases leads to economics and fast project, though the client has to limit the variation to minimum , finds evaluation difficult and also have to make early decisions. However, Aritua, Bower and Turner (2006) reported that Design and Build procurement options has been criticized for being cost rather than design quality driven. Chan and Yu-Ann 2005 identified design liability as the most important practical problem encounters in design and build system. 2.5 Best practice in project management The best practices in project management are those practices that are generally agreed that their application in the project has shown to enhance the chances of success over a wide range of projects. (PMBOK, 2004) Atkinson (1999) queried, if successful project management means doing something right, that result in a project which was implemented on time, within cost and to a quality parameters requested, but which is not used by the customers, not liked by the sponsors and does not seem to provide either improved effectiveness or efficiency for the organization Kerzner (2006) affirmed that best practices in project management are those actions or activities undertaken by the company or individual that led to a sustained competitive advantage, it can be learned from both failure and success. Defining project objective at the outset and establishing relative importance of these objectives is crucial (Smith 2002). The Primary objectives of the project are usually measured in terms of time cost and quality, whilst it may be possible to meet one or two of the objectives, meeting all three of them is almost impossible. (Smith, 2002). However, the general knowledge, skills and processes described in general agreement documents of project management should not always be apply uniformly to all projects, the project manager and the team is responsible for determining the appropriate process and tailored it down to suit the specific project, because every project is unique on its own. (PMBOK, 2004) 3.0 The 2012 Olympic Stadium complex Fig .3.0 Olympic Stadium complex under construction 3.1 The background of the 2010 London Olympic Stadium. The 2010 London Olympic Stadium is located at the south of Olympic park Stratford, East London. The EDAW consortium working with Arup and Atkins was appointed by Olympic delivery Authority (ODA) to develop the master plan and the design of the Olympic Park, while the design of the Olympic venue or the Athletes Village was tendered separately. In 2007, The Olympic Delivery Authority Signed a Memorandum of Understanding (MoU) with the consortium known as Team Stadium to design and build the Olympic Stadium. The consortium is made up the designer, Hoks sport. Main contractor Sir Robert McAlphine, structural engineer Burro Happold, service engineer and landscape designer. The project was estimated at 498miliion pound. The stadium consists of a lower tier of 25000 permanent. Seats set into the landscape with an upper tier of 55000 temporary seats. The sunken bowl built into the ground will contain the field of play and lower permanent seating. However, facilities for athletes within the Stadium include changing rooms, medical support facilities and an 80m warm-up track. Spectator services, refreshments and merchandise outlets will be located outside the venue on a podium that will surround the Stadium, rather than being located within the Stadium itself. Constructions began three months ahead of schedule and it is expected to be completed by 2011. In addition, construction works in other parts of the Olympic village is still on-going, while some are close to completion, others are yet to start. This is based on the planned milestone schedule set out by the Olympic Delivery Authority., According to the chairman of the Olympic Delivery Authority, some completion date has been moved further, this is to avoid the venue been completed and standing idle in the years before Olympic, as this call for additional cost of maintenance. (Culled from official site of 2012 Olympic). 3.2. The outline of the Olympic Stadium People will be able to see with their own eyes a stadium which is designed to be different: an innovative and sustainable design which uses temporary elements to meet a complex brief, a stadium built for both Games and legacy.(Olympic Delivery Authority Chairman John Armitt). The design of London 2012 Olympic Stadium is much more than dazzling or out of this world Architectural structure that is norm of modern day Olympic stadium. The emphasis in the design has been on minimizing the quantity of material, whilst still producing the required performance, ensuring the sustainability of the stadium after the games give rise for incorporation of some temporary structures. However, design and construction of such large and complex project need effective and efficient management to deliver the agreed scope of the project. The management approach in multi-projects is generally different from single project. Flexibility management process with explicitly define rules and procedure can be a source of success with large complex project. (Dietrich and Lehtonen 2005). Baccarni (1996) defined project complexity as project that consists of varied interrelated parts and be operationalised in terms of differentiation and interdependency .On the hand Coffman believed that complex project comprises of subset of project that are composed of so many different facets that no individual or small team possesses all of the knowledge, experience, or skills required to design and implement them. Considering 2012 Olympic Stadium as a part of Olympic park which consists of interrelated and multidisciplinary projects that demand exceptional level of management and system approach which will be described to be inappropriate for a single project Looking at the technical and organizational complexity of the Olympic park, it is clear that it requires involvement of lots of multi-disciplinary contractors, sub contractors, supply chain, trade, different technology and specialties. Williams (1999) sees technical complexity as a three-fold concept: the variety of task as the degree of interdependencies within these tasks, and the instability of the assumptions upon which the Tasks are based. Complex project requires proper structuring and scheduling in terms of Work Break down Structure and further down into related bid package for the qualified construction firms .to bid .For effective organizational management, the services of a planner, scheduler, contract administrator, legal advis er, procurement engineer, accountant will be require in a complex project unlike a single project where all the task will be handle by the project management.. Moreover, managing a large, multi-projects environment or complex projects is refers by some author as programme management, Fern(1991), stated that the common theme of programme management can be identified as the co-ordination of projects to gain benefits that it would not be possible to obtain were the projects managed independently. He also defined programme management as the coordinated support, planning, prioritization and monitoring of projects to meet changing business needs. Pellegrinelli(1997) pointed out that programme management is not same as multi-project management, that the nature and practice of program management are much more than resource management though management of scares resources or the establishment of appropriate information system is identified as core elements of programme management. Fern (1991), proposed single objective programme model as one of the generic models to describe how organizations define and practice programme management. According to Fe rn (1991), programme with single objective are often called macro-project or simple project which consists of large numbers of project which run concurrently, often employ large numbers of contractors and can benefit from programme management techniques. Furthermore, the differences between managing a simple project and a project that is part of a large complex programme, can be identify in the description of project and program by Pellegrinelli(1997) and Fern (1991), which states that project is a group of related task(activities) which together satisfy one or more objectives, while programme is a frame work for grouping existing projects (or defining new projects) and for focusing all the activities required to achieve a set of major benefits. Some of features of managing a simple single project include project manager been responsible for directing and coordinating human and material resources throughout the life of a project by using modern management techniques to achieve predetermined objectives, while a large complex programme involves having a programme manager facilitates the interaction of other managers and team manager responsible for work package. In addition, a single simple project have a set objective and self dependent for delivery, which entails, ensuring that trade-offs between scope, quality, time and cost are satisfactory and acceptable(Wideman,1990), while multi-project is interrelated and interdependent with other project in the programme. Significant increase in the number and independence of element between disparate project within a programme raise structural complexity to a level higher than that of single projects (Blismas et al 2004) A single project has a linear life cycle and fixed duration in which performance of the project is measured; while in multi-project duration depends on the delivery of the entire project in the programme Single project involves one main contractor with few sub contractors while multi-project involves large number of contractor, sub contractors and supply chain. Other features of a single project includes managing risk and uncertainties in line with the project scope and objectives, abbreviated planning process and Single client management In addition, scheduling and resources allocated is more complex than that of a single project the need and priority of a particular project is considered, detailed communication, organization and strategic management, multi-stakeholders management, development of software for project planning/scheduling and system control. 3.3. GUIDELINES FOR 2012 OLYMPIC STADIUM The purpose of these guidelines is to help in organizing, planning and control 2012 Olympic Stadium to achieve the project objectives. The guideline covers the life cycle of the project from initiation, planning, execution, monitoring and controlling and closure of the project. 3.3.1 Initiation This is the beginning of the planning phase, the need is identified, resources, preliminary drawing and block diagram is produce, analysis including budget estimation, project charter including cost, task, and deliverable schedule, scope is defined and impact assessment initiated, conceptual design created followed by detailed design and planning 3.3.2 Project planning This include developing management Plan, scope planning and definition, creating a Work Breakdown Structure (WBS), activity definition and sequencing, Resource estimating and allocation, Estimating budget and cost control, activity duration estimating, schedule development, human resource and communication planning, risk management planning, contracting, purchases plan (PMBOK, 2004) Management Plan: is necessary for the development of preliminary project scope statement, project management processes, environmental factors and organizational process assets. (PMBOK, 2004) Scope planning and definition is essential for creating project scope management plan that documents how the project scope will be defined, verified and controlled and also the creation and definition of WBS. Secondly development of detailed scope statement as basis for future project decisions. (PMBOK, 2004) Work Breakdown Structure (WBS): Developing WBS with a corresponding project organizations and functional responsibility chart (Wideman,1990) Establishing the programme work breakdown structure and breaking it into work package for contract purposes. (Wideman,1990) Activity definition and sequencing is crucial in identifying specific activities that needs to be performed to achieve project deliverable and also identifying and documenting dependencies among schedule activities. It contains the activity list and attributes, milestone list, requested change and approved change requests project schedule network diagram. (PMBOK, 2004) Resource estimating and allocation is important in estimating the type and quantities of resources required by each work package Estimating budget and cost control: Each work package is treated essentially as a separate and autonomous effort requiring resources and input from variety of source (Clough et al, 2000).At the earliest possible time, an acceptable program budget breakdown must be established, which properly reflects the best estimate of the work required to achieve the overall project objectives. This will form the basis for regular cost monitoring and reporting (Wideman, 1990) Contracting, purchases plan: Laws and regulations will require public bidding procedure in the government owned project. Advertisements of the project are required to ensure that all contractors who might have interest are offered equal opportunity to bid. A number of work packages may be assembled into a contract package for procurement purposes(Wideman,1990) Type of contract strategy and procurement route to be use and allocation of risk of project is identified Human resource and communication planning: this is necessary in identifying and documenting roles and responsibilities and reporting relationships, secondly. Information and communication needs of the projects stakeholders are determined. (PMBOK, 2004) Risk management: The purpose of risk management process is to make effective project management decisions about what happens on the project in future. This consist of risk source identification, risk impact assessment and analysis and managerial response to risk in the context of the project (Smith, Merna, Jobling, 2006) 3.3.3 Execution stage This involves coordinating people and resources, integrating and performing other project activities. Some of the activities of this stage include Directing and managing project execution, performing quality assurance, acquiring and developing project team, information distribution. Selection of consultant, supply chain contractors and sub contractors. (PMBOK, 2004) Directing and managing project execution. This process is necessary for directing the various technical and organizational interfaces that exist in the project to execute the work defined in the project management plan. Some of the activities here consist of approving corrective and preventive actions, approving change request and defect repair, validating defect repair, administrative closure procedure. (PMBOK, 2004) Acquiring and developing project team: this is essential for obtaining human resources needed to deliver the project and also for improving the competencies and interaction of team members to enhance project performance. (PMBOK, 2004) Information distribution: design and foster intensive, open and timely communication within the project stakeholders. Employ multiple channels and mediums, in particular modern information technology and extensive face-to face interactions. Prepare systems that prescribe for most processes simple and brief procedures for flexibility of details. Restrict optimization to the essential. Selection of consultant, supply chain contractors and sub contractors. This process is essential for reviewing bids and proposal, selecting from among the potential contractors and negotiating a written contract, it also entail risk allocation between the client and the contractor. (PMBOK, 2004) 3.3.4 Monitoring and controlling This process is crucial for collecting, measuring and dissemination performance information, and assessing measurements and trends to effect process improvement Integration and ongoing progress is monitored against agreed milestones, results reported in accordance with mechanisms identified in the communication plan.Secondly monitoring changes and recommending preventive action in anticipation of possible problem is an important element of monitoring and controlling (PMBOK, 2004) 3.3.5 Health and safety and environment Maintenance of health and safety on the site is vital for a successful project delivery. Mandatory personal protective equipment for all the workers on site is necessary Also all the site machine and equipment should be working properly. Workers should be properly trained to use the equipments. 3.3.6 Project closure: this involves closing of project and contract closure. It is necessary for finalizing all activities, completing and settling each contract, including the resolution of any open items and closing each contract applicable to the project. (PMBOK, 2004 3.4 Outline of Project Management Challenges 2012 Olympic Stadium Some of the project management challenges: Design constraints: This involves getting an aesthetics design which depicts legacy of modern day and world class Olympics, as well as being iconic, environmentally friendly and sustainable in terms of future use and maintenance. Time constraints; Meeting deadline for the project for the Olympics events is very crucial and one is of the major indicator of measuring success or failure of the project. Site constraints The soil/site ground is poor from engineering and environmental viewpoint. Owing to past use of the site which resulted in uneven settlement that can only support very light construction. Site is located between two branches of River Lea an old embankment containing sewage artery. The above constraints call for redesigning to suit the site location and environment. Complexity of the project The multi-project nature of the project involves managing large numbers of subcontractors and supply chain. The construction of the stadium is just one component in the Olympic park, Resource allocation and scheduling Efficient allocation of resources in multi-project environment is a major challenge facing the programme manager, as this can lead to success or failure of the projects. Global recession and price inflation The world economic crisis of 2009 is a major challenge for the project, as this will cause price inflation for goods and services required for the project. The initial project estimate will no longer be feasible. Stakeholders management The project has different level of stakeholder. They include the financier, the host community, the supporters, the critics, the press and the general public. Project Co-ordination and document control.. The complexity of the project comprises large number of document which might have minor and major changes from the initial design that need to be communicated to people involve with the project. Logistics Challenges Transportation of huge numbers of workers and materials to the site using the existing means of transportation, amid the busy city of London. Health and Safety Maintaining safety in the site is a major challenge in construction site with large number of workers and ensuring that all contractors adhere to the health and safety rule in the site. 3.5 Conclusion ` The facts remains that projects are distinctive and unique in their own way. Project life-cycle as well as their requirements is different from each other. What worked for one organization in a particular project might not work for another; it all depends on the organizational culture and values, project environment, interpersonal skill, etc. The general guideline as contained in the Project Management Body of knowledge is only to serve as a guide that needs to be tailored down to suit a particular project. Also it can be seen that project management is more of a practical discipline than theoretical, this can be deduce from the uniqueness of every projects, because change is inherent in any project. There must be a change from the laid down planned and schedule strategy, change therefore cannot be eliminated, most especially in construction because of the project uncertainty, it is expected that plan must change. The ability of the project manager to apply the principles of risk management and improve effective change management will determine result of the project.

Essay --

The 1980’s The decade of the 1980’s is universally known for its brightly colored leggings, and teased hair. However, most of us tend forget the events that inspired these widely recognized trends. Political power, economic instability, and Sequins, lace, and tutu’s are merely an illusion of what the eighties were truly about. The social and economic events of the 1980’s had a severe impact on the fashion choices of American women during this time. The political events in America throughout the eighties will always be remembered when saying one simple, yet extremely packed name, Ronald Reagan. In 1981 Reagan was elected with one of the countries highest overall acceptance rates. Reagan was a former Hollywood actor his charisma and optimistic style wore off on people and America loved him. "We will always remember. We will always be proud. We will always be prepared, so we may always be free." [at the D-Day Commemoration in Normandy] Reagan had a direct, to the point that republicans loved and democrats respected. With Reagans election came promises of a bright future for the US, like tax cuts and lower spending. "[G]overnment's view of the economy could be summed up in a few short phrases: If it moves, tax it. If it keeps moving, regulate it. And if it stops moving, subsidize it." [Reagan speaking about the White House Conference on Small Business] However after a short time, military spending began to rise, causing cuts from j obs and some tax increases. These and other choices Ronald Reagan made in office became known as â€Å"Reaganomics.† The culture was also changing throughout this time as well, a slang term known as the â€Å"yuppie† was born. This term was commonly used to describe a baby boomer, with a college education, well p... ...ng a statement wherever they went and the designers of today are still trying to accentuate the body and broadcast sexuality. Ad campaign designs were changed extraordinarily during the 1980’s by adopting the idea that pitching a product with a glamorous woman, home, or family would create the need for consumers to buy a good or service solely for the purpose of have having a better lifestyle. This advertising idea traveled through the last few decades and is still present in the American society today. The beliefs of the eighties were invigorating and gave adolescences the choice to be whatever they wanted to be. Whether that was a pop-icon, an inventor, or a politician, the 1980’s was a time of empowerment and optimism. These principals are still taught to young people in our society today preaching the values of self-worth and perseverance to follow their dreams.

The Twilight Saga 2: New Moon Chapter 19 HATE

WE MADE OUR FLIGHT WITH SECONDS TO SPARE, AND THEN the true torture began. The plane sat idle on the tarmac while the flight attendants strolledso casuallyup and down the aisle, patting the bags in the overhead compartments to make sure everything fit. The pilots leaned out of the cockpit, chatting with them as they passed. Alice's hand was hard on my shoulder, holding me in my seat while I bounced anxiously up and down. â€Å"It's faster than running,† she reminded me in a low voice. I just nodded in time with my bouncing. At last the plane rolled lazily from the gate, building speed with a gradual steadiness that tortured me further. I expected some kind of relief when we achieved liftoff, but my frenzied impatience didn't lessen. Alice lifted the phone on the back of the seat in front of her before we'd stopped climbing, turning her back on the stewardess who eyed her with disapproval. Something about my expression stopped the stewardess from coming over to protest. I tried to tune out what Alice was murmuring to Jasper; I didn't want to hear the words again, but some slipped through. â€Å"I can't be sure, I keep seeing him do different things, he keeps changing his mind A killing spree through the city, attacking the guard, lifting a car over his head in the main square mostly things that would expose themhe knows that's the fastest way to force a reaction† â€Å"No, you can't.† Alice's voice dropped till it was nearly inaudible, though I was sitting inches from her. Contrarily, I listened harder. â€Å"Tell Emmett no Well, go after Emmett and Rosalie and bring them back Think about it, Jasper. If he sees any of us, what do you think he will do?† She nodded. â€Å"Exactly. I think Bella is the only chanceif there is a chance I'll do everything that can be done, but prepare Carlisle; the odds aren't good.† She laughed then, and there was a catch in her voice. â€Å"I've thought of that Yes, I promise.† Her voice became pleading. â€Å"Don't follow me. I promise, Jasper. One way or another, I'll get out And I love you.† She hung up, and leaned back in her seat with her eyes closed. â€Å"I hate lying to him.† â€Å"Tell me everything, Alice,† I begged. â€Å"I don't understand. Why did you tell Jasper to stop Emmett, why can't they come help us?† â€Å"Two reasons,† she whispered, her eyes still closed. â€Å"The first I told him. We could try to stop Edward ourselvesif Emmett could get his hands on him, we might be able to stop him long enough to convince him you're alive. But we can't sneak up on Edward. And if he sees us coming for him, he'll just act that much faster. He'll throw a Buiclc through a wall or something, and the Volturi will take him down. â€Å"That's the second reason of course, the reason I couldn't say to Jasper. Because if they're there and the Volturi kill Edward, they'll fight them. Bella.† She opened her eyes and stared at me, beseeching. â€Å"If there were any chance we could win if there were a way that the four of us could save my brother by fighting for him, maybe it would be different. But we can't, and, Bella, I can't lose Jasper like that.† I realized why her eyes begged for my understanding. She was protecting Jasper, at our expense, and maybe at Edward's, too. I understood, and I did not think badly of her. I nodded. â€Å"Couldn't Edward hear you, though.'† I asked. â€Å"Wouldn't he know, as soon as he heard your thoughts, that I was alive, that there was no point to this?† Not that there was any justification, either way. I still couldn't believe that he was capable of reacting like this. It made no sense! I remembered with painful clarity his words that day on the sofa, while we watched Romeo and Juliet kill themselves, one after the other. I wasn't going to live without you, he'd said, as if it should be such an obvious conclusion. But the words he had spoken in the forest as he'd left me had canceled all that outforcefully. â€Å"If he were listening,† she explained. â€Å"But believe it or not, it's possible to lie with your thoughts. If you had died, I would still try to stop him. And I would be thinking ‘she's alive, she's alive' as hard as I could. He knows that.† I ground my teeth in mute frustration. â€Å"If there were any way to do this without you, Bella, I wouldn't be endangering you like this. It's very wrong of me.† â€Å"Don't be stupid. I'm the last thing you should be worrying about.† I shook my head impatiently. â€Å"Tell me what you meant, about hating to lie to Jasper.† She smiled a grim smile. â€Å"I promised him I would get out before they killed me, too. It's not something I can guaranteenot by a long shot.† She raised her eyebrows, as if willing me to take the danger more seriously. â€Å"Who are these Volturi?† I demanded in a whisper. â€Å"What makes them so much more dangerous than Emmett, Jasper, Rosalie, and you?† It was hard to imagine something scarier than that. She took a deep breath, and then abruptly leveled a dark glance over my shoulder. I turned in time to see the man in the aisle seat looking away as if he wasn't listening to us. He appeared to be a businessman, in a dark suit with a power tie and a laptop on his knees. While I stared at him with irritation, he opened the computer and very conspicuously put headphones on. I leaned closer to Alice. Her lips were at my ears as she breathed the story. â€Å"I was surprised that you recognized the name,† she said. â€Å"That you understood so immediately what it meantwhen I said he was going to Italy. I thought I would have to explain. How much did Edward tell you?† â€Å"He just said they were an old, powerful familylike royalty. That you didn't antagonize them unless you wanted to die,† I whispered. The last word was hard to choke out. â€Å"You have to understand,† she said, her voice slower, more measured now. â€Å"We Cullens are unique in more ways than you know. It's abnormal for so many of us to live together in peace. It's the same for Tanya's family in the north, and Carlisle speculates that abstaining makes it easier for us to be civilized, to form bonds based on love rather than survival or convenience. Even James's little coven of three was unusually largeand you saw how easily Laurent left them. Our kind travel alone, or in pairs, as a general rule. Carlisle's family is the biggest in existence, as far as I know, with the one exception. The Volturi. â€Å"There were three of them originally, Aro, Caius, and Marcus.† â€Å"I've seen them,† I mumbled. â€Å"In the picture in Carlisle's study.† Alice nodded. â€Å"Two females joined them over time, and the five of them make up the family. I'm not sure, but I suspect that their age is what gives them the ability to live peacefully together. They are well over three thousand years old. Or maybe it's their gifts that give them extra tolerance. Like Edward and I, Aro and Marcus are talented.† She continued before I could ask. â€Å"Or maybe it's just their love of power that binds them together. Royalty is an apt description.† â€Å"But if there are only five† â€Å"Five that make up the family,† she corrected. â€Å"That doesn't include their guard.† I took a deep breath. â€Å"That sounds serious.† â€Å"Oh, it is,† she assured me. â€Å"There were nine members of the guard that were permanent, the last time we heard. Others are more transitory. It changes. And many of them are gifted as wellwith formidable gifts, gifts that make what I can do look like a parlor trick. The Volturi chose them for their abilities, physical or otherwise.† I opened my mouth, and then closed it. I didn't think I wanted to know how bad the odds were. She nodded again, as if she understood exactly what I was thinking. â€Å"They don't get into too many confrontations. No one is stupid enough to mess with them. They stay in their city, leaving only as duty calls.† â€Å"Duty?† I wondered. â€Å"Didn't Edward tell you what they do?† â€Å"No,† I said, feeling the blank expression on my face. Alice looked over my head again, toward the businessman, and put her wintry lips back to my ear. â€Å"There's a reason he called them royalty the ruling class. Over the millennia, they have assumed the position of enforcing our ruleswhich actually translates to punishing transgressors. They fulfill that duty decisively.† My eyes popped wide with shock. â€Å"There are rules?† I asked in a voice that was too loud. â€Å"Shh!† â€Å"Shouldn't somebody have mentioned this to me earlier?† I whispered angrily. â€Å"I mean, I wanted to be a to be one of you! Shouldn't somebody have explained the rules to me?† Alice chuckled once at my reaction. â€Å"It's not that complicated, Bella. There's only one core restrictionand if you think about it, you can probably figure it out for yourself.† I thought about it. â€Å"Nope, I have no idea.† She shook her head, disappointed. â€Å"Maybe it's too obvious. We just have to keep our existence a secret.† â€Å"Oh,† I mumbled. It was obvious. â€Å"It makes sense, and most of us don't need policing,† she continued. â€Å"But, after a few centuries, sometimes one of us gets bored. Or crazy. I dor't know. And then the Volturi step in before it can compromise them, or the rest of us.† â€Å"So Edward† â€Å"Is planning to flout that in their own citythe city they've secretly held for three thousand years, since the time of the Etruscans. They are so protective of their city that they don't allow hunting within its walls. Volterra is probably the safest city in the worldfrom vampire attack at the very least.† â€Å"But you said they didn't leave. How do they eat?† â€Å"They don't leave. They bring in their food from the outside, from quite far away sometimes. It gives their guard something to do when they're not out annihilating mavericks. Or protecting Volterra from exposure† â€Å"From situations like this one, like Edward,† I finished her sentence. It was amazingly easy to say his name now. I wasn't sure what the difference was. Maybe because I wasn't really planning on living much longer without seeing him. Or at all, if we were too late. It was comforting to know that I would have an easy out. â€Å"I doubt they've ever had a situation quite like this,† she muttered, disgusted. â€Å"You don't get a lot of suicidal vampires.† The sound that escaped out of my mouth was very quiet, but Alice seemed to understand that it was a cry of pain. She wrapped her thin, strong arm around my shoulders. â€Å"We'll do what we can, Bella. It's not over yet.† â€Å"Not yet.† I let her comfort me, though I knew she thought our chances were poor. â€Å"And the Volturi will get us if we mess up.† Alice stiffened. â€Å"You say that like it's a good thing.† I shrugged. â€Å"Knock it off, Bella, or we're turning around in New York and going back to Forks.† â€Å"What?† â€Å"You know what. If we're too late for Edward, I'm going to do my damnedest to get you back to Charlie, and I don't want any trouble from you. Do you understand that?† â€Å"Sure, Alice.† She pulled back slightly so that she could glare at me. â€Å"No trouble.† â€Å"Scout's honor,† I muttered. She rolled her eyes. â€Å"Let me concentrate, now. I'm trying to see what he's planning.† She left her arm around me, but let her head fall back against the seat and closed her eyes. She pressed her free hand to the side of her face, rubbing her fingertips against her temple. I watched her in fascination for a long time. Eventually, she became utterly motionless, hei face like a stone sculpture. The minutes passed, and if I didn't know better, I would have thought she'd fallen asleep. I didn't dare interrupt her to ask what was going on. I wished there was something safe for me to think about. I couldn't allow myself to consider the horrors we were headed toward, or, more horrific yet, the chance that we might failnot if I wanted to keep from screaming aloud. I couldn't anticipate anything, either. Maybe, if I were very, very, very lucky, I would somehow be able to save Edward. But I wasn't so stupid as to think that saving him would mean that I could stay with him. I was no different, no more special than I'd been before. There would be no new reason for him to want me now. Seeing him and losing him again I fought back against the pain. This was the price I had to pay to save his life. I would pay it. They showed a movie, and my neighbor got headphones. Sometimes I watched the figures moving across the little screen, but I couldn't even tell if the movie was supposed to be a romance or a horror film. After an eternity, the plane began to descend toward New York City. Alice remained in her trance. I dithered, reaching out to touch her, only to pull my hand back again. This happened a dozen times before the plane touched town with a jarring impact. â€Å"Alice,† I finally said. â€Å"Alice, we have to go.† I touched her arm. Her eyes came open very slowly. She shook her head from side to side for a moment. â€Å"Anything new?† I asked in a low voice, conscious of the man listening on the other side of me. â€Å"Not exactly,† she breathed in a voice I could barely catch. â€Å"He's getting closer. He's deciding how he's going to ask.† We had to run for our connection, but that was goodbetter than having to wait. As soon as the plane was in the air, Alice closed her eyes and slid back into the same stupor as before. I waited as patiently as I could. When it was dark again, I opened the window to stare out into the flat black that was no better than the window shade. I was grateful that I'd had so many months' practice with controlling my thoughts. Instead of dwelling on the terrifying possibilities that, no matter what Alice said, I did not intend to survive, I concentrated on lesser problems. Like, what I was going to say to Charlie if I got back:' That was a thorny enough problem to occupy several hours. And Jacob? He'd promised to wait for me, but did that promise still apply? Would I end up home alone in Forks, with no one at all? Maybe I didn't want to survive, no matter what happened. It felt like seconds later when Alice shook my shoulderI hadn't realized I'd fallen asleep. â€Å"Bella,† she hissed, her voice a little too loud in the darkened cabin full of sleeping humans. I wasn't disorientedI hadn't been out long enough for that. â€Å"What's wrong?† Alice's eyes gleamed in the dim light of a reading lamp in the row behind us. â€Å"It's not wrong.† She smiled fiercely. â€Å"It's right. They're deliberating, but they've decided to tell him no.† â€Å"The Volturi?† I muttered, groggy. â€Å"Of course, Bella, keep up. I can see what they're going to say.† â€Å"Tellme.† An attendant tiptoed down the aisle to us. â€Å"Can I get you ladies a pillow?† His hushed whisper was a rebuke to our comparatively loud conversation. â€Å"No, thank you.† Alice beamed at up at him, her smile shockingly lovely. The attendant's expression was dazed as he turned and stumbled his way back. â€Å"Tell me,† I breathed almost silently. She whispered into my ear. â€Å"They're interested in himthey think his talent could be uselul. They're going to offer him a place with them.† â€Å"What will he say?† â€Å"I can't see that yet, but I'll bet it's colorful.† She grinned again. â€Å"This is the first good newsthe first break. They're intrigued; they truly don't want to destroy him'wasteful,' that's the word Aro will useand that may be enough to force him to get creative. The longer he spends on his plans, the better for us.† It wasn't enough to make me hopeful, to make me feel the relief she obviously felt. There were still so many ways that we could be too late. And if I didn't get through the walls into the Volturi city, I wouldn't be able to stop Alice from dragging me back home. â€Å"Alice?† â€Å"What?† â€Å"I'm confused. How are you seeing this so clearly? And then other times, you see things far awaythings that don't happen?† Her eyes tightened. I wondered if she guessed what I was thinking of. â€Å"It's clear because it's immediate and close, and I'm really concentrating. The faraway things that come on their ownthose are just glimpses, faint maybes. Plus, I see my kind more easily than yours. Edward is even easier because I'm so attuned to him.† â€Å"You see me sometimes,† I reminded her. She shook her head. â€Å"Not as clearly.† I sighed. â€Å"I really wish you could have been right about me. In the beginning, when you first saw things about me, before we even met† â€Å"What do you mean?† â€Å"You saw me become one of you.† I barely mouthed the words. She sighed. â€Å"It was a possibility at the time.† â€Å"At the time,† I repeated. â€Å"Actually, Bella† She hesitated, and then seemed to make a choice. â€Å"Honestly, I think it's all gotten beyond ridiculous. I'm debating whether to just change you myself.† I stared at her, frozen with shock. Instantly, my mind resisted her words. I couldn't afford that kind of hope if she changed her mind. â€Å"Did I scare you?† she wondered. â€Å"I thought that's what you wanted.† â€Å"I do!† I gasped. â€Å"Oh, Alice, do it now! I could help you so muchand I wouldn't slow you down. Bite me!† â€Å"Shh,† she cautioned. The attendant was looking in our direction again. â€Å"Try to be reasonable,† she whispered. â€Å"We don't have enough time. We have to get into Volterra tomorrow. You'd be writhing in pain for days.† She made a face. â€Å"And I don't think the other passengers would react well.† I bit my lip. â€Å"If you don't do it now, you'll change your mind.† â€Å"No.† She frowned, her expression unhappy. â€Å"I don't think I will. He'll be furious, but what will he be able to do about it?† My heart beat faster. â€Å"Nothing at all.† She laughed quietly, and then sighed. â€Å"You have too much faith in me, Bella. I'm not sure that I can. I'll probably just end up killing you.† â€Å"I'll take my chances.† â€Å"You are so bizarre, even for a human.† â€Å"Thanks.† â€Å"Oh well, this is purely hypothetical at this point, anyway. First we have to live through tomorrow.† â€Å"Good point.† But at least I had something to hope for if we did. If Alice made good on her promiseand if she didn't kill methen Edward could run after his distractions all he wanted, and I could follow. I wouldn't let him be distracted. Maybe, when I was beautiful and strong, he wouldn't want distractions. â€Å"Go back to sleep,† she encouraged me. â€Å"I'll wake you up when there's something new.† â€Å"Right,† I grumbled, certain that sleep was a lost cause now. Alice pulled her legs up on the seat, wrapping her arms around them and leaning her forehead against her knees. She rocked back and forth as she concentrated. I rested my head against the seat, watching her, and the next thing I knew, she was snapping the shade closed against the faint brightening in the eastern sky. â€Å"What's happening?† I mumbled. â€Å"They've told him no,† she said quietly. I noticed at once that her enthusiasm was gone. My voice choked in my throat with panic. â€Å"What's he going to do?† â€Å"It was chaotic at first. I was only getting flickers, he was changing plans so quickly.† â€Å"What kinds of plans?† I pressed. â€Å"There was a bad hour,† she whispered. â€Å"He'd decided to go hunting.† She looked at me, seeing the comprehension in my face. â€Å"In the city,† she explained. â€Å"It got very close. He changed his mind at the last minute.† â€Å"He wouldn't want to disappoint Carlisle,† I mumbled. Not at the end. â€Å"Probably,† she agreed. â€Å"Will there be enough time?† As I spoke, there was a shift in the cabin pressure. I could feel the plane angling downward. â€Å"I'm hoping soif he sticks to his latest decision, maybe.† â€Å"What is that?† â€Å"He's going to keep it simple. He's just going to walk out into the sun.† Just walk out into the sun. That was all. It would be enough. The image of Edward in the meadowglowing, shimmering like his skin was made of a million diamond facetswas burned into my memory. No human who saw that would ever forget. The Volturi couldn't possibly allow it. Not if they wanted to keep their city inconspicuous. I looked at the slight gray glow that shone through the opened windows. â€Å"We'll be too late,† I whispered, my throat closing in panic. She shook her head. â€Å"Right now, he's leaning toward the melodramatic. He wants the biggest audience possible, so he'll choose the main plaza, under the clock tower. The walls are high there. He'll wait till the sun is exactly overhead.† â€Å"So we have till noon?† â€Å"If we're lucky. If he sticks with this decision.† The pilot came on over the intercom, announcing, first in French and then in English, our imminent landing. The seat belt lights dinged and flashed. â€Å"How far is it from Florence to Volterra?† â€Å"That depends on how fast you drive Bella?† â€Å"Yes?† She eyed me speculatively. â€Å"How strongly are you opposed to grand theft auto?† A bright yellow Porsche screamed to a stop a few feet in front of where I paced, the word TURBO scrawled in silver cursive across its back. Everyone beside me on the crowded airport sidewalk stared. â€Å"Hurry, Bella!† Alice shouted impatiently through the open passenger window. I ran to the door and threw myself in, feeling as though I might as well be wearing a black stocking over my head. â€Å"Sheesh, Alice,† I complained. â€Å"Could you pick a more conspicuous car to steal?† The interior was black leather, and the windows were tinted dark. It felt safer inside, like nighttime. Alice was already weaving, too fast, through the thick airport trafficsliding through tiny spaces between the cars as I cringed and fumbled for my seat belt. â€Å"The important question,† she corrected, â€Å"is whether I could have stolen a faster car, and I don't think so. I got lucky.† â€Å"I'm sure that will be very comforting at the roadblock.† She trilled a laugh. â€Å"Trust me, Bella. If anyone sets up a roadblock, it will be behind us.† She hit the gas then, as if to prove her point. I probably should have watched out the window as first the city of Florence and then the Tuscan landscape flashed past with blurring speed. This was my first trip anywhere, and maybe my last, too. But Alice's driving frightened me, despite the fact that I knew I could trust her behind the wheel. And I was too tortured with anxiety to really see the hills or the walled towns that looked like castles in the distance. â€Å"Do you see anything more?† â€Å"There's something going on,† Alice muttered. â€Å"Some kind of festival. The streets are full of people and red flags. What's the date today?† I wasn't entirely sure. â€Å"The nineteenth, maybe?† â€Å"Well, that's ironic. It's Saint Marcus Day.† â€Å"Which means?† She chuckled darkly. â€Å"The city holds a celebration every year. As the legend goes, a Christian missionary, a Father MarcusMarcus of the Voltun, in factdrove all the vampires from Volterra fifteen hundred years ago. The story claims he was martyred in Romania, still trying to drive away the vampire scourge. Of course that's nonsensehe's never left the city. But that's where some of the superstitions about things like crosses and garlic come from. Father Marcus used them so successfully. And vampires don't trouble Volterra, so they must work.† Her smile was sardonic. â€Å"It's become more of a celebration of the city, and recognition for the police forceafter all, Volterra is an amazingly safe city. The police get the credit.† I was realizing what she meant when she'd said ironic. â€Å"They're not going to be very happy if Edward messes things up for them on St. Marcus Day, are they?† She shook her head, her expression grim. â€Å"No. They'll act very quickly.† I looked away, fighting against my teeth as they tried to break through the skin of my lower lip. Bleeding was not the best idea right now. The sun was terrifyingly high in the pale blue sky. â€Å"He's still planning on noon?† I checked. â€Å"Yes. He's decided to wait. And they're waiting for him.† â€Å"Tell me what I have to do.† She kept her eyes on the winding roadthe needle on the speedometer was touching the far right on the dial. â€Å"You don't have to do anything. He just has to see you before he moves into the light. And he has to see you before he sees me.† â€Å"How are we going to work that?† A small red car seemed to be racing backward as Alice zoomed around it. â€Å"I'm going to get you as close as possible, and then you're going to run in the direction I point you.† I nodded. â€Å"Try not to trip,† she added. â€Å"We don't have time for a concussion today.† I groaned. That would be just like meruin everything, destroy the world, in a moment of klutziness. The sun continued to climb in the sky while Alice raced against it. It was too brigh:, and that had me panicking. Maybe he wouldn't feel the need to wait for noon after all. â€Å"There,† Alice said abruptly, pointing to the castle city atop the closest hill. I stared at it, feeling the very first hint of a new kind of fear. Every minute since yesterday morningit seemed like a week agowhen Alice had spoken his name at the foot of the stairs, there had been only one fear. And yet, now, as I stared at the ancient sienna walls and towers crowning the peak of the steep hill, I felt another, more selfish kind of dread thrill through me. I supposed the city was very beautiful. It absolutely terrified me. â€Å"Volterra,† Alice announced in a flat, icy voice.