Author: chris

WARFARE IN NAPOLEONIC ERA IS FUNDAMENTALLY SIMILAR TO MODERN WARFARE

 

 

Outline:

Warfare in the Napoleonic era is fundamentally similar to warfare as it is practiced today

1. Napoleon used offensive strategies and this gave him an upper hand

1. He surprised his enemies by attacking when they least expected it
2. He exhausted his enemies by pursuing them continuously

1. Napoleon concentrated on implementing doctrine and formulating strategy

1. He changed his strategies and tactics for every battle
2. He concentrated on securing his troops to prevent surprise from the enemy

• He implemented operational art, strategies and tactics of war

1. Napoleon understood the importance of knowledge

1. He read many diverse books about war, politics, and geography
2. He sent agents to different countries to collect information

1. Napoleon established structured formations

1. He had many soldiers and he had to find a way of controlling them
2. He introduced divisions, ranks, and brigades

 

Napoleon Bonaparte is highly regarded today because of his influence in warfare. His clear understanding and knowledge of warfare and his ability to motivate his soldiers made him a great success. He was a positive influence on the soldiers who fought and worked alongside him, as well as an effective strategist. Napoleon was creative and his ingenious ways of strategizing made him triumphant. He accomplished a lot during his time, as he was able to win many battles. Many admired him while others feared him on an equal measure. Although he did not certainly create or innovate many of the strategies he used in battle, he found a way of using them to his advantage. Napoleon’s unique methods of fighting and his resourcefulness influenced the other wars that followed. Napoleon showed that winning a war is not just a matter of physical strength, but that it requires resourcefulness and creative thinking. Many modern armies recognize this today and they place strategy as their most essential component.

Napoleon Bonaparte was creative and he was a genius at implementing doctrine. His tactical and logistic organization of the army is similar to today’s concept of warfare. Napoleon learnt how to use different strategies for missions. He changed the principles he applied in war, making it difficult for his enemies to know his next moves. Napoleon did not bother much with military inventions. He used the strategies and weapons that were already available.[1] He chose to concentrate on finding better ways of defeating his enemies. The current understanding of warfare has changed since napoleon’s time. However, the essential elements of humans and weapons remain. Napoleon achieved great success during his time. He won many battles against different countries in Europe. He was able to influence many people to join the army. Napoleon recognized the importance of speed and time in battle. He required his army to march quickly and he set goals on the length that the soldiers could cover daily.

Securing supplies and troops are essential battle components and they can determine success or defeat in battle. Napoleon understood this and he ensured there was sufficient security.[2] He made sure that his army was secure to prevent any surprise from the enemy. Napoleon showed the importance of attack positions in warfare. He would attack his enemies by surrounding them and ensuring that they had no chance of escape. The situation today has changed. Countries have increased their security and boundary surveillance. This has made it more challenging for enemies to surround a region. However, militaries continue to strike at different points. They use methods such as police raids, information and cyber warfare, as well as guerilla tactics. This is attacking at multiple points. Militaries understand the importance of information in the modern era. Therefore, their decision to attack the enemies’ communication points is one of the most effective strategies in modern warfare.

The use of offensive strategies gave him an upper hand, as he was able to surprise his enemies. He ensured that he was a step ahead of the enemy by anticipating their moves. He was able to gain a tactical advantage by appearing when he was least expected. His adversaries were unprepared for his arrival, and he took advantage of this to surprise them. He surrounded them from all angles leaving them no room to flee. He would end up taking many prisoners in the process. Napoleon believed in pursuing his enemies. He trailed and chased them even when they thought that he had given up. He would often chase and fight his enemies even in extreme weather conditions.[3] Modern militaries today recognize the importance of being offensive, as this gives them a greater advantage. They have an upper hand because they have sufficient time. They can find new and creative ways of attacking the enemy and realizing success. Those who wait to react are at a disadvantage because they do not have time to study the enemy. Successive modern warfare involves continuous pursuit of the enemy.

Napoleon understood the importance of operational art, tactics and strategies in times of war. He knew that the leader had to have a plan, which would direct his troops. He used different tactics and strategies in every battle. He understood the importance of organization and he took advantage of this to defeat the largely disorganized Austrian army. Modern warfare uses strategy and tactics, as well as operational art. The one leading the battle has to decide the positions of attack, arrangement of the troops, unexpected battles, and the order of the battle. Part of the requirements of effective army is good organization. Without it, the soldiers do not know what to do and they end up making mistakes and costly errors in the process. Modern militaries are organized with visible lines of command. Individuals know their responsibilities and they act on command from their leaders.

Napoleon equipped himself with knowledge. He recognized the importance of understanding the art of war. He did not just go into battle unprepared. He read historical books focusing on the subjects of wars that had happened in the past, politics, and geography. He scattered men throughout the countries he was interested in, as a way of gathering information.[4] He used the spies to gather the intelligence reports he needed and he would study and analyze the information thoroughly. Napoleon probably perfected the art of methodical and tactical planning. He would examine all possibilities and he did not leave anything to chance. He would accumulate all the information he could get on his adversaries as well as on the geography of the place where the battle was to take place. He would think about all the possible actions that his enemies would make. This enabled him to conduct thorough preparation for battle.

Modern warfare has invested a lot in intelligence gathering. Militaries spend a lot of money to secure information regarding their enemies. They invest in technologies to ensure that they are able to get all the information they can get. This is the essence of modern warfare as it gives militaries an advantage over their enemies. They are able to know what their enemies are planning and this enables them to make the right decisions. Modern militaries will do whatever they can to ensure that they gain all the advantage. They will work with spies who will give them all the information they need. They will send people over to examine their enemies location and their resources and this will enable them to gauge their capabilities and their level of preparedness.

Napoleon introduced and developed military structured formations. This allowed different independent groups to operate at the same time. Under Napoleon’s leadership, many people joined the army. Napoleon could not provide effective leadership using a regiment. This required him to find a way of making sure that all the people played their part during battle. He learnt the art of dividing his troops into different divisions, brigades, and corps. He placed trusted commanders to head the corps and he ensured that every formation had adequate resources. Individual army corps could handle operations independently and they could support each other, as they each had adequate artillery, cavalry, and infantry.[5] Militaries do not fight together as a single group but they divide into several units with each having responsibilities and areas of action. Militaries use different formations, some of which include brigades and divisions. The units reinforce each other depending on the intensity of the battle. Modern military organizations have changed significantly. They have introduced more formations, redefined the idea of units, and they use modern technological weapons. However, their use of formations reflects Napoleon’s influence.

Napoleon changed the perception and understanding of the army. The previous understanding of the army was that it existed to serve the monarchy’s interest. Napoleon made the army a national and public affair. He encouraged the local people to join and fight for their countries. This increased the size of the army. Napoleon made it possible for people from different backgrounds to join the army ranks. The position for officers was not reserved for nobility but anyone who showed merit could attain that position. This increased the troop’s loyalty to the army. The soldiers felt a sense of belonging and this encouraged them. He was an influential leader who was able to motivate his soldiers to go to battle irrespective of their limitation. He was able to increase the available resources once many people felt the need to join the army. Today, people have a different understanding of the army. They believe that it is the right of the army to protect their interests and their country from foreign invasion. The army does not just exist for a select few but it exists for everybody’s sake. Anyone who is interested in joining the army can do so irrespective of his/her status and position in the society. The soldiers attain their rank based on their potential, capability, and experience. People who have joined the military are dedicated to their country. They are loyal and they believe that they are serving the best interests of their country. Every year, the government sets aside a substantial amount on its budget for military spending.

The modern understanding of warfare has changed significantly since the nineteenth century. Technological advancements and increase in knowledge has necessitated such changes. However, there is a lot of Napoleonic influence still visible today. Today, militaries continue employing formations, which make it easier for them to operate and to use resources more effectively. They understand the importance of logistics and strategies before and during war. Information gathering is especially important, as it gives one an advantage over the enemy. Many militaries today recognize the importance of strategic thought. Although having the best weaponry in the market is important, it will not be effective if the people do not understand how they can use it strategically to give them more control. Perhaps the greatest influence still visible today is the understanding of the army. People join the army because they want to serve and protect their nation. They are not just interested in protecting the interest of an individual. This has increased loyalty among the soldiers.

 

Bibliography

Caldwell R. Douglas Ehlen, Judy and Harmon, S. Russell. Studies in Military Geography and Geology. New York: Springer, 2005

Gray, Colin. Strategy for Chaos: Revolutions in Military Affairs and the Evidence of History. New York: Routledge, 2004

Stone, John. The Tank Debate: Armour and the Anglo-American Military Tradition. Psychology Press, 2000

Vego, N. Milan. Joint Operational Warfare: Theory and Practice. Washington, D.C: Government Printing Office, 2009

Wawro, Geoffrey. Warfare and Society in Europe, 1792- 1914. New York: Routledge, 2002

[1] Colin Gray, Strategy for Chaos: Revolutions in Military Affairs and the Evidence of History (New York: Routledge, 2004), 125

 

[2] Milan N. Vego, Joint Operational Warfare: Theory and Practice (Washington, D.C: Government Printing Office, 2009), XG-20

 

[3] Geoffrey Wawro, Warfare and Society in Europe, 1792- 1914 (New York: Routledge, 2002), 10

 

[4] Milan N. Vego, Joint Operational Warfare: Theory and Practice (Washington, D.C: Government Printing Office, 2009), XG-20

[5] Douglas R. Caldwell, Judy Ehlen, and Russell S. Harmon, Studies in Military Geography and Geology (New York: Springer, 2005), 42

 

Research and Writing in Human Services

There has been a raging debate and concern about the applicability of qualitative research in evidence-based practices. The resistance to  embrace a qualitative approach  has been influenced by the existence of the quantitative approach that provide evidence empirically. In the field of public health, the need to use qualitative approaches has increased because of the dynamics that influence the effectiveness of health care.

There are various benefits of using qualitative research in the areas relating to human services. The perception that qualitative approach is of poor quality is based on judgements that are made with quantitative research in mind. As such, aspects that only qualitative research can address are viewed to have minimal importance. In fields dealing with human services, there are diverse factors that influence service delivery. These factors can only be understood by evaluating them within their specific contexts. To achieve such an evaluation, only qualitative research can be used.

An example from the field of public health can demonstrate the importance of qualitative approach. In public health, there may exist knowledge gaps in understanding  people’s behaviors and reasons for such behaviors. Various studies conducted in this field are quantitative, which cannot address the gaps, since the issues are not quantifiable. Qualitative research, which is capable of examining the subjective aspects of  clients in public health can highlight  reasons why people engage in behaviors that affect their health (Jack, 2006). The information obtained through qualitative research can be used to guide policy makers in public health to design effective intervention programs. The second benefit of using qualitative research is that it can provide health providers with anticipatory guidance to counsel patients. Such guidance is derived from qualitative studies, which have revealed the social, cultural and political aspects that affect patients. Such information cannot be obtained from the widely used quantitative research among clinicians because the variables cannot be quantified. The third benefit of using qualitative research is that it can legitimize the use of experiential knowledge. According to quantitative researchers, experiential knowledge cannot be accepted as a source of evidence because it is tacit and intangible. However, professionals like clinicians have been using this knowledge, which has led to clients becoming more open than before, thereby providing extra information that can facilitate policy formulation. This indicates that non-empirical evidence can be crucial in guiding decisions.

Although qualitative research has gained popularity, it has weaknesses that hinder its full acceptance and applicability. One of the weaknesses that discredit qualitative research is its minimal rigor and legitimacy. As a result, it is poorly ranked among research methodologies because it is not viewed as a form of evidence. Previous studies in the field of social work may have contributed to the bad perception with which qualitative approach is viewed. According to  Daniel, Vera and Han (2005), a review of previous studies on works of different authors in the field of social work indicated various flaws that could have been avoided.  Critics of qualitative research have used such mistakes to validate their claims that  this research method cannot be relied on practically. Some of the mistakes identified in these studies include lack of information about the data collection procedures used,  failure to outline personal biases and lack of justification for the nature and the number of participants used in the study. In addition, the researchers did not use specific approaches, but general ones. Failure to use specific approaches may be explained by lack of such an approach in qualitative research because of the diversity of issues involved.  As a result of the diverse issues in the fields dealing with social services, qualitative research cannot  be viewed from the perspective of  fixed universal procedures (Meyrickw, 2006). The second weakness of using qualitative research emanate from its lack of credibility due to previous poorly conducted studies. When qualitative research is conducted, it is difficult to use the findings because of the perceived lack of credibility. Although some previous studies conducted using the qualitative approach failed to follow proper procedure, they should not be used to judge all qualitative studies.

According to Jack (2006), a good qualitative study must explain succinctly how the evidence obtained can be used to inform decisions in social services. On the other hand, Meyrickw (2006) asserts that a high quality qualitative research must fulfil two broad aspects namely transparency and systematicity. Transparency requires a researcher to be clear about the process of data collection, sampling methods and theoretical stance. On the other hand, systematicity requires the researcher to be systematic in the data analysis and ensure that the conclusions are based on the findings. Moreover, systematicity requires the researcher to validate the findings with the respondents and ensure that the findings are applicable. Another criterion to determine the quality of qualitative research is whether the study has provided detailed information on how the findings can be used to guide decision making. Therefore, these criteria should be used  to judge a qualitative research study. Articles that do not meet these criteria should not be included as sources of literature because they have limited credibility.

 

 

References

Daniel, T.L.S., Vera M.Y.T., & Han, X.Y. (2005). Evaluation of evaluation studies using qualitative research methods in the social work literature (1990-2003): evidence that constitutes a wake-up call. Research on Social Work Practice, (15) 3, 180-194.

Jack, S.M. (2006). Utility of qualitative research findings in evidence-based public health practice. Public Health Nursing, 23 (3), 277–283.

Meyrickw, J. (2006). What is good qualitative research? A first step towards a comprehensive approach to judging rigour/quality. Journal of Health Psychology, 11 (5), 799–808.

Homeless Population

The homeless population in various metropolitan regions has been increasing on a daily basis. Most of these individuals have no possessions and consider the streets as their only avenue for survival. However, there is immense hostility from the public who perceive them as disgusting. Nonetheless, a significant number of people, especially minors, end up in the streets through their own freewill. This paper focuses on the different arguments portrayed by Kozol and Bliss regarding the issue. This is because homelessness in the society is an aspect that the public or the government cannot ignore owing to its impact on the social and financial elements of the community.

The wordings used by Kozol in his document about homeless people indicate his compassionate nature. This is evident through his approach of identifying the underlying problems and suggesting lasting solutions that will end this crisis in the society. To start with, he views the homeless population as helpless victims of the harsh treatment by the general population and the neglect from the government.  For example, the title of the manuscript is an indication of the negative attitude of the general populace towards these disadvantaged individuals. As illustrated in this document, the attitude of the public in relation to this issue has worsened over the years. Previously, the public showed minimal interest on the issue (Kozol 23). Nonetheless, this attitude has deteriorated   with most people showing hatred for the homeless as opposed to sympathy. Accordingly, the title of this book is relevant in justifying this argument since the public consider such people as undesirable and disgusting.

Similar to the arguments highlighted by Bliss, the general population and government are a major part of the problem. As a society, we hardly take time to understand the predicaments of such individuals. We find it easy to remove them from the streets of our metropolitan regions instead of helping them to acquire a descent living. Moreover, Kozol indicates that the actions of the public are an indication of guilt. However, instead of accepting our faults and striving to improve the situation, we focus on justifying our actions by claiming that the homeless people in the streets have communicable diseases. Similar to Bliss, the author of this document highlights the human nature of ignoring problems caused by our negligence as opposed to dealing with such situations comprehensively. For example, people tend to argue that the typical homeless man on the streets is usually a wrongdoer paying for his mistakes by facing the wrath of life.

Nonetheless, the problems facing street children are unjustifiable. Such minors are innocent and do not deserve the harsh treatment from the general populace or the government. Furthermore, the author argues that the public feels guilty for the unwarranted hate towards these minors. The examples offered by Kozol in this book show the extreme neglect and hatred experienced by these homeless individuals. For instance, one business owner burnt a homeless man sleeping on a bench in close proximity to his store by alleging that he was scaring away customers.

Bliss uses a different approach to address the situation. The examples presented in the manuscript portray homeless people as heroes who live a happy life. This is evident from the description offered by Bliss regarding a man he admired since his childhood. The man, who lived in Branch Brook Park, wore torn clothes but appeared content. Moreover, the author admired his lifestyle, which seemed to involve minimal stress (Bliss 90). Although it is encouraging to realize that a section of the general population admire the bravery exemplified by these homeless people in the streets, it is evident that some members of this population have a descent life but opt to abandon these privileges without a justifiable reason.

This element is the main difference between Kozol and Bliss’ arguments regarding the homeless population. While Kozol perceives homeless people as helpless victims of the unfair treatments of life, Bliss focuses on the category that willingly leaves their material possessions in order to adopt this form of lifestyle. However, both authors do not consider each other’s population. This is because of the differing objectives of the authors. To start with, Kozol aims at ending the negative attitude embraced by the public towards these disadvantaged people in addition to identifying strategies that can aid them. Accordingly, he portrays them as people who did nothing wrong to deserve these problems. Conversely, Bliss aims at ending the homeless population who end up in the streets through their freewill. The latter situation mainly affects minors who may end up engaging in criminal activities.

In conclusion, both manuscripts highlight the causes and predicaments of the large homeless population in various metropolitan regions. Although most of these individuals are victims of the harsh nature of life, some choose this life by perceiving it as a stress-free lifestyle. The latter category comprises mainly of minors who often run away from their native homes to join the increasing number of street children. This may be the cause of the minimal interest exhibited by the general population regarding the welfare of these poor people.

 

 

 

Works Cited

Bliss, Albert. “Readings – Homeless Man Interviews Himself.” Harper’s. (2001): 15. Print.

Kozol, Jonathan. Rachel and Her Children: Homeless Families in America. New York: Three Rivers Press, 2006. Print.

Outsourcing Risks

 

Introduction

            As on one hand outsourcing information technology has become a trend beginning from the 1990s, this is not a phenomenon that is new. For instance, there has been outsourcing of development of systems from outside via software houses and application packages for several years. In the 1980s, the large facilities “management contracts” gave a signal of an opportune convergence of demand and supply factors. On one hand, the major vendors provided facilities management as well as other outsourcing services and on the other hand, the business managers that were “tired of IS budget growth year after year and sometimes elusive business benefits saw an opportunity to cut IT costs, downsize the IS function, and do to IT what they were doing in other parts of the business – subcontract” (Earl, 2006, p. 1). But it should also be pointed out that outsourcing comes with some risks and challenges. The aim of this paper is to identify the potential risks to a company in various outsourcing situations.

                                                Possible Risks of Outsourcing

             Consequences of having information accessed with no authorization can be quite destructive, especially if this information is personal or sensitive. This may happen in a situation where the external storage provider deliberately or accidentally engages in disclosing of information to the outside parties that are not specified within the contract. Moreover, there is creation of new information when stored information is updated or accessed, or when there is making of changes to the equipment within the storage facility. Such relationship and transactional information may encompass the details of an individual or individuals who have had access to the information and this includes; name, location and activities undertaken. Such information requires to be protected from any inappropriate access as well (“Outsourcing digital data storage”, 2014).

In order to avoid or minimize unauthorized use of, or access to, information; it should be ensured that the contract entered into clearly outlines the conditions for the use of and access to information, stressing that; information can’t be utilized for any other purpose other than the purpose that is outlined within the contract, relationship and transactional information that is created via the utilization of information remain to be the agency’s property and may only be used or accessed by individuals whose nomination is carried out by the agency. Moreover, it should be ensured that the storage provider engages in maintaining system audits and logs, and it should also be ensured that the provider is in a position of detecting unauthorized access. Finally, it should also be ensured that the storage provider is able to understand the requirements for authorization and authentication (“Outsourcing digital data storage”, 2014).

While enterprises look for ways to maximize efficiency, one of the most popular strategies has come up – outsourcing part of the business operations to the application service providers. By engaging an application service provider, an organization can be able to receive expert assistance in a certain area while bringing down the level of costs associated with internal specialization. In regard to the potential risks associated with using an enterprise service provider in the processing of the information systems such as human resources, sales order taking or payroll, the main concern here is possibly, privacy.
If another organization is running the hardware which supports your payroll and human resources, technically, they have the capability of stealing that particular information or selling the information other organizations. This is also applicable to sales order. If the outsourced company took your client’s files and whatever they are buying, such information could be sold to the competitors. However, this does not imply that any legitimate provider would engage in doing this. However, it is usually the main concern and why a large number of big organizations carry out this on their own equipment. Contracts are there to offer protection to interests, but difficult to give a guarantee that there was no data that was browsed. Precisely, the potential risks include; loss of control of the corporate image and data, inadequate application service provider security to deal with perceived risks, tampering or compromising with the corporate data, and having exposure of the corporate data to the application system provider’s other clients. To mitigate these potential risks, there is need to ask the application system provider to show adequate maturity to alleviate the “risks of engagement” (Schoenfield, 2013).

There are also some potential risks associated with using a vendor to support a company’s desktop computers. For instance, sometimes, contractors become frustrated when they find out that their project has not been extended and this may cause them to do something with the company’s critical applications or file. In addition, the sales teams of vendors are made up of aggressive and highly efficient negotiators. The company should be very careful in order to avoid getting lured into something that it does not need. When outsourcing these vendors, the company should consider the vendors’ reputation following their working with other companies. There should be clear guidelines to ensure that the vendors do not go beyond particular limits in their operations.

In regard to the potential risk of using a vendor in providing network support, this is dependent on the kind support that is offered. If the vendor will be engaging in managing the company’s firewalls, patches, switches, routers, logging systems and IDS/IPS, then the risk involved here is having the company or a person with the admin login access to the network, who isn’t company’s direct employee. Moreover, in some cases, the company will not be in a position of directly questioning the vendor’s policies or processes for risk management. In case the company needs to carry out the vendor’s practices, it will have to take appropriate measures in order to be able to be guided in reconciling the vendor’s processes or policies with their own.

                                                                                                                                                                                                            Conclusion

            There are several benefits that are associated with outsourcing by a particular organization. For instance, an organization can be able to reduce costs and increase its profit margins. However, outsourcing also comes with some potential risks such as loss of privacy and exposure of the company’s privacy and sensitive information to the competitors and such information can be used to destroy the company in one way or another. Therefore, it is imperative that any organization identifies the possible risks that come in with outsourcing in order for it to avoid them. An organization should look for the proper ways to mitigate the risks to ensure that its operations are not interfered with and also to be able to enjoy all the benefits that come with outsourcing of some of the company’s operations.

 References

Earl, M. J. (2006). The risks of outsourcing IT. Retrieved from, http://sloanreview.mit.edu/article/the-risks-of-outsourcing-it/

Outsourcing digital data storage, (2014). Retrieved from, http://www.naa.gov.au/records-management/agency/secure-and-store/outsourcing-digital-data/index.aspx

Schoenfield, B. (2013). Evaluating application service provider security for enterprises. Retrieved from, http://www.cisco.com/web/about/security/intelligence/asp-eval.html

Failure to Re-Brand the Company

Introduction

Change in an organization can have enormous consequences when implemented without proper planning. Stakeholders in an organization need to be aware of  the change and be convinced that  it will benefit them. Resistance to change occurs when some or all the stakeholders fail to support the proposed change. In this research paper, the change to be discussed is the failed re-branding at JC Penney, a retailer in the United States.

Corporate Branding and Business Strategy

Corporate branding is usually part of a business strategy because branding creates a positive image for the business.  The senior management in an organization comes up with the idea of branding in the same way they formulate business strategies. Therefore, corporate branding is hardly separated from business strategy. The re-branding that failed at JC Penney was a business strategy because the retailer had been performing poorly for some time. The re-branding  at JC Penney involved changes in approaches to business processes with the aim of turning the retailer’s performance around. According to Melewar, Gotsi and Andriopoulos (2012), the success of corporate branding depends on senior management’s vision and the interplay with organizational culture. To  demonstrate the relationship between corporate branding and business strategy, Appel-Meulenbroek, et al. (2010)  argue that the characteristics that form an organization’s identity are industry identity and corporate strategy. From this relationship, it is clear that the failed re-branding at JC Penney was connected to business strategy.

Effective Corporate Branding Formation

The success of any corporate branding depends on the customers’ perception of that brand. According to Girod (2005), a corporate brand needs to align its vision and culture to create a positive external image. The external image will consequently influence how customers perceive the brand and may lead to customer loyalty. Therefore, an organization must ensure that customers perceive its brand image positively for it to be successful. Melewar, Gotsi and Andriopoulos (2012) assert that corporate branding requires an endorsement from the entire organization to achieve the expected results. Therefore, an organization planning to effect changes in its corporate brand must consider the views and perception of its internal and external stakeholders.

Reasons why JC Penney Failed to Re-Brand

The most crucial aspect of any change within an organization is to anticipate the reaction of various stakeholders to the changes. JC Penney failed to conduct a market research to determine the effects of re-branding. A market research would have provided the retailer with the probable outcomes of re-branding. Consequently, the retailer would have had time to reconsider the decision to re-brand.

The second reason for the failure to re-brand was changing the sales strategy (Hoffman, 2012). Before re-branding, the retailer operated through giving discounts to its customers. Customers placed great value on the discounting system, especially because of the prevailing economic conditions. Many of the customers who did their shopping at JC Penney were women. One of the retailer’s customers disclosed that women enjoyed a sale that resulted in saving some money through a discount. Such saving ensured that another commodity could be purchased without compromising that customer’s budget. According to Zhuang, et al. (2008), customers form attitudes about brands based on their cognitive understanding of the brands. Therefore, characteristics in the brand influence attitude formation. JC Penney’s customers had formed a positive attitude towards the retailer because of the discounting strategy. They became loyal to the business because they felt that the organization made decisions that resulted in positive outcomes for them. Delgado-Ballester and Munuera-Alema´n (2005)  assert that customers trust a brand because they believe that the brand will always consider them when making decisions. When the retailer changed its brand, customers felt cheated and deserted  JC Penney.

The re-branding failed because JC Penney had lost its uniqueness and was not different from other retailers (Harvard Business School, 2013). The loss of uniqueness was caused by its new store-within-a store concept. This concept introduced boutiques in  the retail stores. The boutiques did not want their brands diluted with discounts, which were a major reason for customers to visit JC Penney. According to Samuelsen and Olsen (2012), brand extension allows a business to use its existing brand name to sell and promote new products using different strategies. When the new products contradict the original strategy, the original brand is diluted.  JC Penney’s brand was diluted when it introduced the store-within-a store concept.

The square logo that was to accompany the re-branding could have had a negative effect on female customers. According to Wang, et al. (2012), the logo design is the corporate visual identity of an organization. Women are likely to be attracted to soft, curvy paths, which means that the sharp edged lines of the square could change their perception about JC Penney. Devlin and McKechnie (2008) argue that customers prefer familiar brands that are consistent. The re-branding could have made the customers feel uneasy because of the unfamiliar design.

Conclusion

The decision to re-brand by JC Penney was hasty and failed to consider its effects to the entire organization’s operations. Failure to consider the customers’ views alienated them from the organization. As a consequence of the changes, the retailer lost uniqueness that made customers loyal to it.

References

Appel-Meulenbroek, R., Havermans, D., Janssen, I., & Kempen, A. (2010). Corporate branding: an exploration of the influence of CRE. Journal of Corporate Real Estate, 12 (1), 47-59.

Delgado-Ballester, E., & Munuera-Alema´n, J.L. (2005). Does brand trust matter to brand equity? Journal of Product & Brand Management, 14 (3), 187–196.

Devlin, J.F., & McKechnie, S. (2008). Consumer perceptions of brand architecture in financial services. European Journal of Marketing, 42 (5), 654-666.

Girod, S.J.G. (2005). The human resource management practice of retail branding An ethnography within Oxfam Trading Division. International Journal of Retail & Distribution Management, 33 (7), 514-530.

Harvard Business School. (2013). What Went Wrong at J.C. Penney? Retrieved from http://hbswk.hbs.edu/item/7334.html

Hoffman, C. (2012). JC Penney makeover fails to spark a turnaround. Retrieved from http://www.cbsnews.com/news/jc-penney-makeover-fails-to-spark-turnaround/

Melewar, T.C., Gotsi, M., & Andriopoulos, C. (2012). Shaping the research agenda for corporate branding: avenues for future research. European Journal of Marketing, 46 (5), 600-608.

Samuelsen, M.B., & Olsen, L.E. (2012). The attitudinal response to alternative brand growth strategies. European Journal of Marketing, 46 (1), 177-191.

Wang, Y.J., Hernandez, M.D., Minor, M.S., & Wei, J. (2012). Branding not just a matter of luck: Making sure logos don’t fall foul of superstition. Strategic Direction, 28 (9), 9-11.

Zhuang, G., Wang, X., Zhou, L., & Zhou, N. (2008). Asymmetric effects of brand origin confusion: evidence from the emerging market of China. International Marketing Review, 25 (4), 441-457.

Leadership Studies

Introduction

Organizations across all industries are in a constant state of change (Breslow, 2002). This dynamic has been caused by various factors known as drivers of change. The mobile device manufacturing industry has experienced radical changes because many of the drivers of change influences the way the industry operates. The main drivers of change affecting this industry include technological innovations, changes in demographics, competition, globalization and organizational cultures.

Technological Innovations

Changes in technology represent the most influential factor of change in the mobile device manufacturing industry. The industry’s growth relies on innovations and new inventions in technology. As competition among various players in the industry intensify, firms invest their resources to create new innovations that will provide differentiation from competitors. The rate of innovation has had both positive and negative consequences. On the positive side, technological innovations have improved organizations’ market position and provided them with a competitive advantage. Users of mobile devices have benefited from new technologies that make their lives easy and interesting. The quest for innovation has increased to disruptive levels. Companies that manufacture mobile devices are constantly improving their technology to remain relevant to the market. As a result, the rate of innovation has been so fast that product cycles have become shorter. Devices manufactured during the current technology do not have enough time in the market to fetch the required profits and revenues before another innovation erupts and render them almost obsolete. Customers’ expectations have also increased because the technological innovations. Customers expect companies to provide them with up to date technological devices that depict the rate of innovation. Such expectations fuel organizations’ quest for innovation so that they can meet their customers’ expectations.

Changes in Demographics

Demographic characteristics such as income levels and educations in different parts of the world have affected the demand for mobile devices. In developing economies in Africa and Asia, access to education has increased literacy levels, which have increased the availability of  disposable income. The increasing population of young, educated peoples has expanded the market for the mobile device manufacturing firms. In addition, the rise in the number  of educated young people has provided mobile device manufacturers with a ready source of skills that drive innovation and creativity. Moreover, the rise in education levels around the world has enabled companies in developing economies to venture into the mobile device industry. As a result, the available market has continued to decrease, making differentiation and manufacturing of superior products more crucial than before. Therefore, organizations in the  mobile device industry are in continuous search for methods to change from their current state and become better than their competitors. The changes in income and education levels has, therefore, played an essential role in influencing the changes taking place in the  mobile device industry (Doppelt, 2003).

Competition

The increase and performance of companies in the mobile device industry have taken change to another higher level. The big companies in this industry such as Google, Apple and Samsung are very competitive with each other. As a result, there have been changes that have resulted from the competition. Each of the big players in this industry has been involved in either an acquisition or merger. The acquisitions and mergers have consolidated the strength of the big players, prompting competitors to look for ways to perform better than the other. In addition, competing firms are constantly trying to implement new strategies to retain their current customers and attract new ones. This task requires constant studies to understand consumers, whose behavior is difficult to predict because of its changing nature (Mosier, 2010). Therefore, competition has influenced companies in the mobile device industry to change their strategies constantly to cope with the dynamics of the industry.

Globalization

Globalization has opened boundaries for companies to operate outside their countries of origin. This chance is both an opportunity and a challenge because values in in different countries are varied. The differences in cultures between countries require a change in strategies to ensure that the special needs of the market are met (Christiansen, 2013). The nature and needs of various markets around the world also differ. This means that mobile device companies must change the strategies they use in their home countries to make them fit the local contexts in foreign markets. The opportunities presented by globalization in terms of  untapped markets have made the companies to change their manufacturing strategies (Rao, 2007). Many of the mobile device manufacturers have relocated their manufacturing  units to developing countries to take advantage of cheap labor. Therefore, the availability of cheap labor in developing countries has influenced companies to change their decisions and operating strategies. In the foreign countries where the mobile device companies have set up manufacturing units, issues of exploitation and poor working conditions have affected the reputation of these companies. For instance, Apple  has been accused of poor working conditions in its warehouses in China. Such accusations present a public relations problem that can affect the reputation of the company. When companies are faced with such scandals, they are forced to change their operations to improve their public image and retain their reputation.

Organizational Cultures

One of the most crucial driving forces in any organization is its organizational culture. Most of the mobile device manufacturers have created organization cultures that encourage creativity and innovation. Talents in creating new technologies and strategies are highly rewarded in these firms. Therefore, their organizational cultures have become a source of change (Fritsch, 2011). When employees within these organizations are encouraged and rewarded for their contribution in creating innovations, they become more productive. As a result, they constantly produce innovations and technologies that enable their organizations to move to the next level of production. Employees in these firms are made to feel part of their organization through rewards and support by the management. Therefore, organizational cultures have had a great effect on how organizations change.

Resistors to change

Although change in an organization may be beneficial to employees, they may resist it for various reasons. These reasons are the resistors to change and include poor communication, lack of  employee involvement, feeling inadequate for the change, when change threatens their security of tenure, fear of the unknown and exhaustion.

Poor Communication

Decision makers in an organization decide when change is required. They create the strategy for effecting change and understands the reason for the change. On the other hand, the other members of the organization are not aware of the change unless they are informed by the organization’s management. In organizations with rigid organizational structures, information is passed on from one level to the next. In the process, information is distorted and may not reach the frontline employees as it was intended. Since the change has an enormous effect on every employee and their work, accurate information is required so that all the details about the change are fully understood. When employees receive inadequate or inaccurate information, they are likely to resist change because they fail to understand its benefits or reasons for implementing it (Thames and Webster, 2009).

Lack of  Employee Involvement

Employees are directly or indirectly affected by changes that take place in their organization and need to be involved when change is to be implemented. Employees need to know the reasons why it is necessary to accept and support change in their organization. The management needs to consider the employees’ input on the proposed changes and involve them in the implementation process. When employees hear of a sudden change, they feel excluded from the decision making and may be offended. However, when they are involved in implementing the change, they own it and are likely to support it.

Feeling Inadequate for the Change

Sometimes, when changes are required in a firm, they need a specific set of skills. When this happens, and the employees do not have the required skills, they panic. They feel like they are no longer qualified to work for the organization. The fear that they may not be able to fit in when the change become effective. Such fear may motivate them to resist the proposed change. In organizations across the industries, employees create working relationships and become used to certain ways of carrying out their duties. When these relationships and work processes are threatened, there is instability. The instability created make employees paranoid of the proposed changes and may resist them if they perceive them to threaten the status quo and power relations.

Fear of the Unknown

When people are confronted with uncertainty, they like remaining in a familiar situation. When there is need for change, people have an unjustified fear of the unknown and do not wish to take steps towards the unknown. At such times, employees only accept to take the step when they feel that it is less risky to accept change than to remain in the accustomed situation. This means that employees will always resist change unless they are convinced that accepting it will make life better for them and the entire organization.

Exhaustion

The mobile device industry is characterized by constant changes that are caused by market dynamics and internal forces. In this industry, employees may get used to changes such that when a change is introduced, they get along with it not because they support it, but because it is a way of life in the industry. Such acceptance is not based on their commitment to support its implementation, but on the fact that they are overwhelmed  by the numerous changes that take place. Such employees have little motivation and their hearts are not part of the change.

Actions to Reduce Resistance

Establish Open Channels of Communication

When the top management of an organization decides that there is need for change, open communication channels should be established. Poor communication is one of the factors that have led to resistance to change. The communication process is often broken because of the existence of rigid organization structures through which information is distorted before reaching the end users (Cushman and King, 2009). The first step to reduce the effects of poor communication on the change process is to dismantle the existing channels of communication. The top managers should create an open door policy where employees from all levels within the organization can access the top management and express their views on the proposed change. Through such an open communication channel, the employees can seek clarification on ambiguous issues and provide the management with their views regarding the change. When the management engages employees face to face, it is easy to dispel fears and rumors about the effects of the proposed change.

Employee Involvement

Before implementing any form of change, organizations’ managements need to understand that employees have personal needs to be fulfilled. In addition, various people are affected by the process of change differently. Therefore, it is essential to take care of employees’ needs on a personal level before implementing any change. To understand the effects of change on employees, an organization needs to involve them in the entire process. Through open communication strategies, the management of an organization can involve employees in implementing change through various tactics. Since the employees will be involved in implementing the change strategy, their input is crucial. The management should involve them in creating policies to be used in the implementation of change (Smith, 2003). Through employee involvement, the management will reduce chances of resistance because it is difficult for employees to resist changes they were involved in creating. Involving employees help them have a deep understanding of the change process and its benefits to them.

Training to Impart the Required Skills

Feeling inadequate for the change is usually caused by lack of the required skills to fit in the change process. In the mobile device industry, change may involve new skills that the current employees do not have. As a result, the employees feel unable to carry out their duties due to lack of skills. The best way to deal with lack of skills is to train employees prior to implementing the change (London, 2012). During the planning process, the top management should evaluate the skills required by the change and screen the organization for purposes of establishing its capability to cope with the change. Once the management identifies a gap between the required skills and the available ones, resources should be set aside to cater for employee training. Trained employees feel confident about their abilities to cope with change and are less likely to resist it.

Reassurance  Through Visionary Leadership

Employees who resist change because they fear the unknown need a sense of safety. This sense of safety can be achieved through visionary leadership. Different people view change in a variety of ways. Some perceive change as a complex process whose outcomes cannot be predicted. A visionary leader can create a simple perception by articulating the vision guiding the change. In addition, the complexity can be simplified by assigning definite timelines to tasks.  To ensure that people gain trust of the organization’s ability to implement change, objectives that are achievable over a short period of time should be set. When some of the goals are achieved, employees’ morale is boosted, which motivates them to continue to support the change process.

Provide Incentives

In the mobile device industry where change has become part of the daily processes in organizations, people get exhausted of change. They implement it because their management has deemed it necessary for the organization. Taking part in many change processes has made employees indifferent of change. Being indifferent of the change process is a passive way of resisting change because employees in such a condition  have no motivation to actively support the change process. The best way to reduce exhaustion is to provide the employees with incentives along the change process. At every milestone, employees should be given incentives to boost their morale. These incentives could be monetary or non-monetary and can motivate employees to  actively take part in the change process. Once the employees are motivated, their tendency to resist change is reduced.

The Most Appropriate Leadership Styles

There are various leadership styles used by various organizations, which depend on their  operations. Among organizations operating in the mobile device industry, several leadership styles  are  appropriate. The most appropriate leadership styles for organizations in the mobile device industry include participative leadership style, delegative leadership style and transformational leadership style.

Participative Leadership Style

In participative leadership style, the organizational management guides the entire organization in the desired direction, but allows employees to give their input. In the mobile device industry, the participative leadership style is essential because it allows employees to give their opinion regarding changes occurring in their organizations. Listening to employee contribution and views about change is crucial because it makes them feel appreciated and are likely to support the process of change (Snabe,  2007). In this leadership style, organizational leaders are the final decision makers, despite having given employees a chance to provide their views. Sometimes, this aspect of participative leadership is essential to the mobile device industry. In this industry, the changes that take place may lead to some employees losing their jobs and other benefits they may have enjoyed before. In essence, no employee would be willing to endorse a change that will lead to any kind of loss. Therefore, the chance given to the leaders to be the final decision makers in participative leadership style ensures that the organizational goals, which are beneficial to the majority of employees are met, despite the losses to some employees. The benefit of using this leadership style is that there are reduced chances of resistance because employees feel appreciated when they are given a chance to participate.

Delegative  Leadership

Another leadership style that is appropriate to reduce resistance to change in the mobile device industry is delegative leadership. This leadership style is useful in organizations whose employees are highly skilled and conversant with organizational requirements. The most important part of this leadership style in the process of change is allowing middle and lower level managers to use their discretion on the means of implementing organizational policies. Delegation to these managers empower them to make decisions at the implementation levels (Thomas, 2012). When a strategy is formulated at the corporate level of an organization, it is only in theory form. However, the plans created by management may be difficult to implement because of unforeseen circumstances. When such situations occur during implementation, the managers in charge of implementation should be empowered to use contingency plans depending on the nature of the situation. Failure to use this leadership style when implementing change may delay the implementation because any obstacle met would  have to be reported back to the top managers for new policies. As  such, the results would be elusive and employees may lose trust in the ability of an organization to implement change. The use of this leadership style should be selective because delegating to all employees can be an obstacle to strategy implementation. Giving employees the power to make decisions based on contingencies can lead to chaos in organizations because everyone would only be willing to implement the strategies based on their discretion. That is why delegation should only be allowed to the managers in charge of implementation.

Transformational Leadership

Transformational leadership refers to a process that transforms and changes individuals. A transformational leader can influence people to want to change, be led and improve. To become a successful transformational leader, one must assess the motives of those to be led, value them and satisfy their needs. The most crucial aspect of transformational leadership is to value employees. The mobile device industry is filled with changes and transformations. Therefore, organizations need transformational leaders who can set the mood for transformation within an organization through motivation. Transformational leadership is characterized by four factors. These factors are inspirational motivation, individual consideration, idealized influence and intellectual stimulation. Inspirational motivation aspect refers to a leader with the ability to positively influence members of an organization to be committed to the vision of an organization (Nedelko and Potočan, 2012). Leaders with inspirational motivation creates a team spirit to achieve the goals of the organization. The mobile device industry requires inspirational motivation because the employees go through constant change and may become overwhelmed by it. To ensure that their morale is ever high, a transformational leader can provide inspirational motivation.

Individualized consideration aspect refers to the ability of a leader to act as an advisor to members of an organization. This leader encourages the members of an organization to achieve both personal and organizational goals. A transformational leader with individualized consideration recognizes the need to meet employees’ personal needs to encourage them to pursue organizational goals. Meeting personal needs of employees show that an organization cares about the welfare of its employees. Consequently, employees trust the leadership of their organizational and support the decisions they make. Therefore, such employees are not likely to resist any change efforts initiated by the organization leaders.

Idealized influence aspect refers to the ability of a leader to be an exemplary role model to members of an organization. Transformational leaders who are role models lead by example. They behave the way they would wish their followers to behave. Leaders who are role models to their followers are respected and adored. In the mobile device industry, leaders who lead by example are needed because the numerous changes that take place within the industry may disorient employees. Having a leader who leads by example provides a sense of direction  to employees.

Intellectual stimulation aspect refers to the ability of a leader to encourage innovation and creativity. A transformational leader with intellectual stimulation abilities challenges employees to question existing beliefs and come up with creative problem solving strategies (Grantham, Ware and Williamson, 2007). This factor is crucial to the mobile device industry because it is driven by innovation and creativity.

The Least Appropriate Leadership Styles

As mentioned earlier, the leadership used in an organization depends on the nature of its work processes. However, there are leadership styles that have the least application in modern organizations. One of these leadership styles is autocratic leadership.

Autocratic Leadership

In this leadership style, the leader has a strict control over employees using very rigid vertical organizational structure. The leader uses regulations and policies and demands that followers adhere to them strictly. As a sign of power and authority to their followers, autocratic leaders encourage only professional relationships within the organization. They directly supervise their followers because they believe such supervision is the only way to ensure that followers remain committed to their work and leaders. Autocratic leaders treat followers with paranoia and believe that they cannot complete their tasks without strict supervision and rigid policies and procedures. The procedures used in autocratic leadership have become obsolete with time because the changes that characterize modern organizations require flexibility and employee empowerment. In addition, the rigid organizational structures used in autocratic leadership style are barriers to effective communication (Grantham, Ware and Williamson, 2007). Since effective communication is crucial to the process of change, any barrier to communication is a factor that may cause resistance to the  process of change. Informal relationship within organizations have become as essential as formal relationships. The informal relationships take care of employees’ social needs and enable them to feel a sense of belonging within the organization. The informal relationships boost morale and motivate employees to achieve both personal and organizational goals. In autocratic leadership, leaders do not consult or involve employees in decision making. The work of employees is to implement strategies created by the organizational leadership. The characteristics of autocratic leadership style indicate that employee morale is low and poor communication exists within  an organization run using this style (Tassiu, 2009). These characteristics are undesirable for changes that take place in the mobile device industry, which relies on employees’ creativity and innovation and on open communication channels. Using autocratic leadership in the mobile device industry would be undesirable because it would be a barrier to effecting change.

Conclusion

The drivers of change in the mobile device industry include technological innovations, changing demographics, competition, globalization and organizational cultures. These factors have contributed immensely to the changes that have taken place in the mobile device industry.

On the other hand, the resistors to change in the mobile device industry include poor communication, lack of employee involvement, inadequacy in terms of skills, fear of the unknown and exhaustion. These resistors have hindered the change process in the mobile device industry.

The actions needed to reduce resistance include establishing open communication channels, involve employees in decision making and train employees to gain the required skills. In addition, visionary leadership is required to dispel fears and instill confidence. Finally, organizations should provide incentives to employees. The incentive can be both monetary and non-monetary, depending on the various motivating factors for individual employees.

All processes in an organization require leadership for their success. In the mobile device industry, participative, delegative and transformational leadership styles are the most appropriate. These leadership styles fit well with other requirements for change. Autocratic leadership style is the least appropriate leadership style because it hinders the change process.

 

References

Breslow, L. 2002. Encyclopedia of management theories. New York: Macmillan Reference.

Christiansen, B. 2013. Cultural and technological influences on global business. Hershey PA: Business Science Reference.

Cushman, D. P., & King, S. S. 2009. Communicating organizational change a management perspective. Albany: State University of New York Press.

Doppelt, B. 2003. Leading change toward sustainability: a change-management guide for business, government and civil society.. Sheffield: Greenleaf Publications.

Fritsch, M. 2011. Handbook of Research on Entrepreneurship and Regional Development National and Regional Perspectives.. Cheltenham: Edward Elgar Publications.

Grantham, C. E., Ware, J. P., & Williamson, C. 2007. Corporate agility a revolutionary new model for competing in a flat world. New York: AMACOM-American Management Association.

London, M. 2012. Managing the training enterprise: high-quality, cost-effective employee training in organizations. San Francisco: Jossey-Bass Publishers.

Mosier, K. L. 2010. Informed By Knowledge Expert Performance in Complex Situations.. New York: John Wiley & Sons.

Nedelko, Z., & Potočan, V. 2012. Manager’s personal values and its impact on leadership style. Washington: Taylor and Francis.

Rao, C. P. 2007. Globalization and its managerial implications. Westport, Conn.: Quorum Books.

Smith, J. 2003. Managing change. Oxford: Published for the Institute of Leadership & Management by Pergamon Flexible Learning.

Snabe, B. 2007. The usage of system dynamics in organizational interventions a participative modeling approach supporting change management efforts. New Jersey, NJ: Priceton.

Tassiu, P. 2009. The effects of leadership style (autocratic-democratic) and monetary rewards on productivity. Hoboken: Springer.

Thames, R. C., & Webster, D. W. 2009. Chasing change: building organizational capacity in a turbulent environment. Hoboken, N.J.: John Wiley & Sons.

Thomas, K. M. 2012. Diversity Resistance in Organizations. Hoboken: Taylor and Francis.

 

 

 

Corporations

 

Question 1

The world today has become a global village where corporations are an unfettered political, cultural, environmental and economic force. Large corporations have an impact on the daily living of billions of people worldwide.  Their effects are not always simplistic but can be complex in an imperceptible way. For example, in 2000, in the US, Ben & Jerry’s, an ice cream company was considered as one of the most environmentally responsible companies in the country as it packaged its products in unbleached paperboard Eco-Pint containers. Additionally, the company had a campaign dubbed the One Sweet Whirled campaign that was at the fore in addressing the changing climatic conditions. In this regard, the company was a darling of the American public and the antithesis of large corporations. However, in 2000, the company was taken over by Unilever, a global corporation in a semi-hostile takeover (Kelly, 2003). Unilever has over 400 brands worldwide and impacts the lives of over 150 million people on a daily basis. Thus, the company has far reaching influences on governments, cultures and the environment. It employs an estimated 200,000 people worldwide including the 700 that work at Ben & Jerry’s.

Unilever is an example of how corporations have expanded and gained economically which is evidenced by its assets, stock prices, profits and number of employees. However, the reach of such companies should not be considered with only the economic parameters in mind. Their decisions in terms of production usually have far reaching effects on the environment. Moreover, such companies also have political influence which they use to have their taxes reduced, to receive subsidies and to influence public policy. The quality of life of millions of people rests on the decisions made by such companies in relations to the wages they offer, the quality of goods they avail to markets, the production methods they use, the conditions of work they subject employees to and in many other ways. Corporations have been viewed both positively and negatively. They have been regarded as avenues to economic prosperity while offering lower prices for quality goods and jobs. On the contrary they have been viewed as negatively influencing public policy while subjecting employees to exploitative conditions, destroying the environment and negatively influencing the culture of different regions.  However corporations are viewed, one thing is for certain: that they are an important part in shaping the world today and in the future. Discussions have shifted from which role corporations should play to how they should conduct themselves in regards to alignment to societal goals which include both economic and non-economic goals.

The rise in corporations has more than doubled since the 1990s. It is estimated that while there were around 35,000 multinational corporations then, they are about 70,000 now (Kelly, 2003). These MNCs are mainly found in developed countries but have been steadily spreading into developing countries in the recent past. Denmark has the largest number of MNCs operating with around 12% of the number compared to a lowly 3% in the US. Developing economies like China, Brazil and India have around 5% of the global MNCs operating in them. It is undoubted that corporations have a major effect on the global economy. Their contribution to GDPs for the countries they operate in runs into trillions of dollars. Anderson and Cavanagh (2000) documented that some corporations are economically larger than some countries. They specifically quoted DaimlerChrysler as being bigger than Poland, General Motors being bigger than Denmark, Sony being bigger than Pakistan and IBM being bigger than Singapore.

Corporations are basically private entities that are controlled by executive officers on behalf of shareholders. Unlike countries therefore, they do not have obligations to improve the livelihoods of people but are rather driven by profit maximization. The decisions made by corporations are largely determined by their shareholding. Since the governments deregulated markets in order to foster competition, corporations have operated with little control from consumers and governments themselves.

Corporations have been able to wield political control through donations and lobbying. It is estimated that around half of all donors to political campaigns are corporations in the US that have business interests in the areas they campaign in. In 2004 for example, Goldman

Sachs contributed an upwards of $6.5 million to political campaigns, Microsoft contributed $3.5 million, Time Warner chipped in $3.4 million, and Morgan Stanley gave $3.4 million. Sugar growers in Florida have also been lobbying and donating to representatives to ensure that they continue to receive subsidies. It is documented that all the ten Senate and House members that received contributions from sugar interests voted for the retaining of sugar subsidies. The result of this is that an estimated $1.4 billion per year burden was placed on the taxpayers. These subsidies did not however benefit all sugar growers with about half of the sugar subsidy money going to one percent of U.S. sugar growers that had major political clout.

Question 2

There are innumerable forces that impact businesses today. Forces from within and without the business have led management tasks to change acutely while modifying the expectations of stakeholders. The world today is changing at a fast pace with inventions that may be key for businesses being constantly developed. Managers and other stakeholders must therefore be on the look out in order to determine which combination of factors will best impact the business.

Commoditization is one of the major forces for change. This force has the singular effect of driving prices of products downwards. Outsourcing of manufacturing, drop in air fares, outsourcing of customer services to countries like India and the drop in computer prices are some of the accompanying factors in commoditization. Prior to 1992, Sears was the largest retailer in the US. However, the retailer developed a sense of invincibility and allowed Wal-Mart to overtake it in this regard (Langdon, 2013). They are three areas that Sears fundamentally failed in that allowed Wal-Mart to capitalize. They are in the cost of distribution networks, the pricing of products and in the cost of goods. Essentially, managers must understand that they must always work towards the production of the lowest priced goods at the lowest cost and avail it to the customers through a comprehensive network. Outsourcing some business functions has been one of the major ways through which businesses have been able to lower their bottom lines.

Digitization is also another force that has greatly influenced the conduct of business. This has been largely due to the presence of cheap computing resources that were previously a reserve of big corporations. Companies all over the world have lowered their costs of doing business by increasing their IT capabilities in order to create better products and services and readily avail them to the market. Manufacturing and distribution has been digitized to the success of companies like Home Depot and Tesco in the US. Brands that were previously regarded as luxurious can now be readily availed in the market at mass market prices due to leveraged design, manufacturing and distribution systems.

The new wave of sharing information through an avalanche of channels including social media has led to a fundamental shift in the ways businesses are conducted. It is almost inconceivable to have a business that does not take advantage of the internet and its vast possibilities. Interconnectedness between business and society has become indispensable in the ensuring that information about a product reaches the maximum possible number of potential customers. Platforms like Facebook, Twitter and LinkedIn have become an important asset in the business environment. Managers should ensure that they capitalize on these new channels so that they reap maximum benefits from their businesses.

Another important force warranting a rethink in business conduct is globalization. Countries have been clustered into a single economic system that has been made possible through avenues like the social media. Many people and businesses are now transacting in a manner transcending national boundaries. The net result of globalization is that businesses have been given access to markets they previously had no access to. Therefore, managers must be progressive in order to capitalize on these new opportunities. Customer communities are now globalized with their interest somewhat harmonized due to extensive interactions on a wide range of platforms. No forward-thinking manager can successfully operate without expanding his/her reach to international markets.

The world today is very turbulent with a number of interruptions occurring on a daily basis. From gang violence in South America, to the Arab spring in the Middle East and northern Africa to student strikes in Italy and worker strikes in Greece, there seem to be many circumstances within which businesses can suffer (Langdon, 2013). In this age of terrorism coupled with the never ending tussles between North and South Korea and the supremacy battles between the US and Russia and China, the troubled spots across the globe should provide every progressive manager with food for thought. It is prudent that companies have the expertise to navigate them through the many murky waters that form the global markets. These hard troubles are however less common and therefore largely insignificant for many small and medium businesses pitted against the real threats of corporate espionage and the possibilities of takeovers mostly hostile.

All the above considered forces are in no way mutually exclusive. Businesses must muster all of them in order to survive in the turbulent global economic climate. Comprehensive planning is a major determinant to the success that will be enjoyed by a given business entity. It is important for managers to understand that all major forces that lead to change largely deal with innovativeness and the most innovative businesses usually cope better with changing environments.

Question 4

Businesses have one of the most significant impacts on the operation of the state and thereby impact the lives of billions of people on a daily basis. Where there is weak governance, businesses have found it difficult to thrive. It is prudent that governments and businesses have cordial relationships for the betterment of the citizens. On the other hand, it is important for the relationship to be mutual so that the businesses can be provided with a conducive environment for operation while the government can get revenue for improving the lives of people. In 2011, it was found that ExxonMobil and Wal-Mart were 28^th and 31^st in the global ranking of the largest economies which means that they were larger than the economies of Venezuela, Nigeria and Sweden among many others (U.S. Department of State, 2013). For these corporations to play fair, there must be comprehensive and effective government regulation.

Businesses must respect human rights and work towards elimination of harm to people. The onus is on individual governments to ensure that there is adherence to basic human rights principles. On the other hand, businesses must be self regulating by treating the benchmarks for human rights as floors rather than ceilings and working towards surpassing their basic requirements (Williams, 2000). There are three pillars that states must stand by in order to influence the behavior of businesses. First, they must protect those that are vulnerable to abuse or exploitation by businesses. The fundamental concept here is prevention of abuse and exploitation by third parties. Additionally, states must investigate and deviations from laws and regulations, punish the culprits and redress all matters through appropriate policies, adjudication, regulations and legislation. Second, states must enforce respect for laid out laws and regulations and also for the rules and procedures that are set as a way of protecting employees. Businesses must thus avoid infringing on the rights of individuals as this may have negative consequences for them. Lastly, states must be on hand to remedy any business-related abuses through appropriate judicial, administrative and legislative means.

Governments have realized that business are an important part of their structure and must be incorporated in their clamor for provision of better conditions for their citizens. They should support businesses, partner with them in matters that are of mutual importance and promote a level playing field based on the principles of respect and fairness. Businesses are nowadays global and the existence of a corporation in a foreign country has many benefits for the home country. The private sector is thus very crucial in determining the foreign policy to be adopted by a given country. The US for example has aligned its foreign policy to include respect for labor and human rights, protection of the environment and economic inclusion. While fostering the economic performance of a corporation, states should ensure that the laws and regulations also foster peace, security, stability and prosperity. This ensures that a country attracts investors while improving the lives of its citizenry. The major challenge of the laws and regulations lie in combating state capitalism where some countries deliberately skew their policies in order to gain strategic advantages over others in global markets (Hertz, 2001). This may be a blight in crafting and upholding universal laws and regulations to guide business behavior but should not be used as a reason for governments to condone unfavorable behavior.

States should ensure that they partner with businesses in ensuring that they adhere to laid out laws regarding human rights and labor. There should be regular meetings, seminars and workshops between the government and businesses to ensure that there is a mutual discussion regarding the challenges that companies face in domestic and international businesses environments. The laws and regulations are very important here because they help to deal with a wide range of issues including perceived rights and wrongs. For example, child labor is prevalent in some Asian countries especially in Uzbekistan whereas there are numerous labor rights flaws in Vietnam. These cases can be well dealt with by multinational corporations having bases in such countries using the home laws and regulations as their basis (Thevenet, 2003). Another way that laws and regulations have influenced business behavior is seen in the case of the US private-public partnerships in dealing with minerals in the Democratic Republic of Congo. The Public Private Alliance for Responsible Minerals Trade was crafted as a means of sourcing minerals in a manner that does not promote or foster conflicts (U.S. Department of State, 2013).

Question 5

Business ethics are moral principles and values that guide and inform the behavior an organization should adopt regarding what is legally, environmentally, culturally, economically, historically and politically considered wrong or right. Business ethics simply encompass the philosophies and priorities of a given organization. In present day, the conduct of individuals on a day-to-day basis in the workplace is also encompassed herein. People are increasingly conscious of business processes and demand for more ethical practices in the course of conducting business. There is increased public pressure to have more stringent laws and initiatives regarding business ethics. For example, people who drive luxurious vehicles are expected to be taxed higher than those that do not (Velentzas et al., 2009). It is widely known that in order for businesses to gain in the short-term, there must be unethical behavior regarding how to capitalize the market, deal with competitors and treat employees and customers.

Issues of finance have been previously treated as a matter of law as they dealt with technical maters such as dividend policies, the optimal mix of debt and equity, investments, evaluation of stocks, swaps, futures, and other securities, and diversification of portfolio. Many people considered these technicalities as being free of any ethical burdens and thereby considered finance as requiring no business ethics. Presently, however, there has been a direct link between finance and the market meltdowns that threatened to cripple whole economies. Theories of business cycle were no longer enough to explain these meltdowns hence warranting the introduction of business ethics to guarantee prudence in business performance.

Human resource ethics are also a key part of business ethics. They detail the favorable relationship between employees and employers (Murphey et al., 2007). Human resource ethics are aimed at stemming discrimination which occurs along different lines including: age, gender, disabilities, race, religion, occupational safety, weight, attractiveness, and health.

Today, marketing ethics are much more pronounced than they were a decade ago. They go beyond the provision of information pertinent to a product. It is a fact that customers expect to be manipulated in regards to the value of a product (Marcoux, 2009). However, marketing business ethics are crucial in drawing the line. Experts assert that there is a close relationship between marketing ethics and media ethics. Marketers must act within specific parameters guided by political philosophies and transactional practices. There are opposing schools of thought; with one asserting that marketing initiatives are aimed at maximizing profits for shareholders and the other arguing that marketing should be responsible to customers and other stakeholders. Marketing ethics are somewhat pragmatic, consequential, virtual and deontological. This is largely due to the limited literature detailing the core tenets of the study, that is relatively new. Additionally, there is no agency that has been charged with the responsibility of ensuring that marketing ethics are upheld. Presently, agencies check competition, autonomy of different personnel in the marketing hierarchy, target customer awareness, rivalry among firms and profit margins claimed, which is just a scratch on the surface compared to the enormity of marketing practice. Marketers do not have the impetus to be ethical and they are not granted any choices due to lack of agency. Marketing ethics are not only limited to the academic realms of the study but should encompass all aspects of a person’s life to ensure that they are deeply entrenched in business.

Another ethical consideration is production. This entails ensuring that processes leading to eventual products do not cause any harm to people and to the environment (Phillips, 2008). There are dilemmas that arise from these types of ethics which stem from the fact that there is always a degree of danger that is associated with production processes. It therefore becomes difficult to establish the degree to which it is prudent to expose a person to the processes. Furthermore, advances in technology may nullify a certain risk thereby making ethical standards obsolete or societal perceptions towards a certain risk may fundamentally change. An example of such dilemmas is the manufacture of weapons. Others include production of alcohol and tobacco or bungee jumping. The tradeoff between risks and thrill in bungee jumping creates a scenario where production ethics need to be thoroughly reconsidered. Eventually, the relationship between the company and the environment should be considered as a core concept of production ethics. Here, the parameters may be more direct as there is no middle ground between environmental preservation and destruction.

 

References

Anderson, S. & Cavanagh, J. (2000). Top 200: The Rise of Corporate Global Power. Washington, D.C.: Institute for Policy Studies

Hertz, N. (2001). The Silent Takeover: Global Capitalism and the Death of Democracy. New York: William Heinemann.

Kelly, M. (2003). The Legacy Problem. Business Ethics, 11-16.

Langdon, M. (2013). The Innovation Master Plan. Innovationmanagement.se. retrieved 21st Feb 2014 from http://www.innovationmanagement.se/2013/07/18/the-driving-forces-of-change/

Marcoux, A. (2009). Business-Focused Business Ethics. Plymouth: Rowman & Littlefield

Murphey, P.E. et al. (2007). An ethical basis for relationship marketing: a virtue ethics perspective. European Journal of Marketing, 41(1&2), 37-57.

Phillips, K. (2008). Bad money: Reckless finance, failed politics, and the global crisis of American capitalism. New York: Viking.

Thevenet, M. (2003). Global responsibility and individual exemplarity. Corporate Governance: International Journal of business, 3(3), 114-125.

U.S. Department of State. (2013). U.S. Government Approach on Business and Human Rights. Retrieved 22nd Feb. 2014 from http://www.humanrights.gov/2013/05/01/u-s-government-approach-on-business-and-human-rights/

Velentzas, I. et al. (2009). Economic analysis of environmental law: pollution control and nuisance law. Journal of International Trade Law and policy, 8(3), 252-271.

Williams, O. F. (Ed.) (2000). Global codes of conduct: An idea whose time has come. Notre Dame, IN: University of Notre Dame Press.

Information Technology System

Information technology is constantly influencing the way businesses are conducted in the world. The world in the modern era has embraced the concept of e-commerce, twenty four hour working economy and mobile communications among others. Most businesses are after an adaptable information technology accompanied with the likeminded professionals with explicit knowledge of the information systems and organizations. The success of most organizations is attached to the information systems that the organizations use.

Information technology is prominent in building a competitive edge for organizations. This is irrespective of the sector that the businesses operated. Information technology enhances better learning environments in schools, organizations and private lives (Gallaugher, 2012). Information technology is critical for the sole traders and also to the multinational organizations. It does not matter the size of the business venture and information technology has a way of boosting each organization irrespective of the size (Laudon & Laudon, 2012). Some of the influential organizations that started small and have delivered a competitive edge in the target market are Microsoft founded by Bill Gates, Dell computers founded by Michael Dell, FaceBook founded by Mark Zuckerberg, International Business Machines Corporation (IBM) founded by Charles Ranlett Flint and Thomas J. Watson and Amazon.com founded by Jeff Bezos among others.

Amazon.com is a company that started small and has flourished one of the leading online outlets. Jeff Bezos is the founder of the organization having quite formal employment to pursue his childhood dream (Brandt, 2012). Bezos is an expert in the field of the internet; he was born in Mexico and developed an interest in e-commerce and technology. Amazon.com is part of Bezos vision. The website was first rolled in 1995, and it has served the target customers over the years going strong and strong. Amazon.com is an example of an organization that used information technology to advance, and the same information technology have become a critical requirement for the business to remain competitive and in building an edge in the target market (Brandt, 2012).

Amazon.com sold the first book in 1995, the organization operated from a garage by then based in Seattle. Amazon.com by 2006 had expanded to all parts of the world selling books among other products and services to the global market. Bezos has steered e-commerce in sustaining Amazon.com. He is influential in convincing investors to buy his ideas. The technology used by Amazon.com supports the online existence of the organization (Brandt, 2012). Amazon.com offers almost all the products and services needed by the target customers. Some of the common products and services are books, clothing, beauty supplies, gourmet food, jewelry, pet supplies, sporting apparel, DVDs, CDs, computers, garden supplies, furniture, toys and bedding among others.

At the Amazon.com webpage, customers find featured products and special offers. Customers who have had an experience with Amazon.com website are offered some recommendations depending on the previous purchase patterns. In so doing, the website makes it easy for potential and existing customers to use the website (Brandt, 2012). The technology used by the Amazon.com knows the shoppers by the names and the website works as a personal shopper. This has been influential in building a competitive edge and also in understanding the way shoppers make their decisions.

The marketing techniques engaged by Amazon.com have a way of personalizing the experience of the shoppers, which has been helpful in understanding and directing sales. Amazon.com has created a competitive edge in the e-commerce by understanding the target customers very well (Brandt, 2012). This is made possible by using customer tracking information systems. The organization sends cookies to the computers of the users and uses cookies for possible suggestions depending on the purchase patterns of the target customers. The cookies are installed in the hard drives of the target customers.

The cookies have improved and made the shopping experience fun and exemplary. The cookies make possible suggestions, guides drafted by other users and list reviews. Amazon.com allows users to communicate through the word of mouth marketing channel, which is one of the convincing marketing models. Amazon.com also uses multi-level e-commerce strategy that has built a competitive edge. The strategy has allowed different sellers around the world to sell their products and services as long as they are genuine (Brandt, 2012). There are straight sales conducted by other merchandise through the Amazon.com platform. Amazon.com also allows products and services to be sold by the third parties in the website. Amazon.com also sells auctions, used goods and refurbished goods.

Analysts argue that Amazon.com is one of the perfect hub for selling products and services online. Amazon.com also offers commission to affiliate programs that facilitate posting of Amazon.com links; this is done on ‘click through sales’. The affiliates are referred to as associates in the Amazon.com (Brandt, 2012). Amazon.com allows associates to develop mini Amazon sites, which allows the associates to build own database for their applications and products. Amazon.com insists on return that all the sales must be directed through Amazon.com. The small websites are commonly known as Amazonish.com with the capability of pulling out products from the main servers in the Amazon.com. Amazon.com allows associates to earn a cut of sales and improve their personalized recommendations and guides. Amazon.com also engages social media networks as marketing tools, such as FaceBook, Twitter and LinkedIn among others.

The way Amazon.com operates is contributed by the advancement of the information technology in e-commerce (Brandt, 2012). Amazon.com has software development centers numbering to four in the international arenas. The units have been influential in creating new features constantly to be used in the Amazon.com. The technology has been useful in keeping Amazon.com afloat.

Amazon.com websites connects customers, partners and end users. This is made possible through web servers, fulfillment centers, supply chains, planning applications, financial analyst, email servers, campaign generation, personalization and content servers. The applications store their information in the data warehouse (Brandt, 2012). The technology supporting Amazon.com works on Linux. The data warehouse used by the Amazon.com is supported by servers sourced from Hewlett Packard (HP). The servers run on Oracle 9i database software. Surveys have indicated that the data warehouse works on three major functions identifying with ETL (Extract, Transform and Load), historical data and query data (Brandt, 2012).

In a nutshell, information technology has changed the way business operates in the twenty first century (Rainer & Cegielski, 2012). Organizations are working more and more efficiently as compared to earlier decades. Information technology has also maximized productivity with high returns. Other benefits are fostering faster communication, better security of records and electronic storage of data (Laudon & Laudon, 2012). Information technology relies on computer applications, which have taken over almost in all industries in the world. The concept has diversified to all parts of the world to an extent that installing an information technology in an organization is critical in building a competitive edge (Magal & Word, 2009).

Information technology has been useful in the protection and storing of information, automation of processes, facilitating work remote and facilitating better communication among other benefits. Amazon.com is an example of an organization that started with information technology to advance, but luckily the same information technology is a requirement for the organization to remain competitive.

 

 

References

Brandt, R. L. (2012). One Click: Jeff Bezos and the Rise of Amazon.com. City of Westminster, London: Penguin Group.

Gallaugher, J. (2012). Information Systems: A Harnessing Guide to Information Technology. Washington, D.C.: Flat World Knowledge, Inc.

Laudon, K. & Laudon, J. (2012). Essentials of Management Information Systems. Upper Saddle River, New Jersey: Prentice Hall.

Magal, S. & Word, J. (2009). Essentials of Business Processes and Information Systems. Hoboken, NJ: Wiley.

Rainer, K. & Cegielski, C. (2012). Introduction to Information Systems: Enabling and Transforming Business. Hoboken, NJ: Wiley.

 

Information Systems

Information Systems (IS) have experienced rapid changes with globalization and socialization. Information systems have diversified business operations over the years. It was noted that in 1960s, most IS by then were Transaction Processing Systems (TPS). In the 1970s, IS diversified to Decision Support System (DSS). In 1980s, IS diversified to end user computing. In 1990s, IS diversified to knowledge based systems and Strategic Information Systems (SIS). In the twenty first century, IS diversified to Knowledge Management Systems (KM). The list is endless as more and more IS are being developed with time. This paper focus at IS used in the Apple Inc. and in the Amazon.com, Inc. organizations.

Apple Inc. is a multinational organization based in Cupertino, California. The company specializes in selling, designing and developing consumer electronics, personal computers and computer software (Isaacson, 2011). Apple Inc. is in the field of computer software, computer hardware, digital distribution and in consumer electronics. The founders of Apple, Inc. are Steve Jobs, Ronald Wayne and Steve Wozniak. Apple Inc. is a leader in the field of information systems (Isaacson, 2011). Most of the gadgets designed by Apple Inc. have supported IS in building a competitive edge among many companies in the world. Products made by Apple Inc. supporting IS are iPod, Mac, iPhone, iPad, Apple TV, iPad Mini, OS X, iOS, iWork and iLife among others. Services supported by Apple Inc. are iOS App Store, Apple Store, Mac App Store, Apple Store Online, iBooks, iCloud and iTunes Store among others (Isaacson, 2011).

The success of Apple Inc. is pegged on the ability of the company to use technology platform in controlling the products and services offered by the organization. Apple Inc. has been attentive to detail and design and in making sure that the IS used in Apple Inc. meets the demands of the target customers. Apple Inc. has managed to control its platforms through proprietary operating systems and technical designs (Isaacson, 2011). Use of the right IS in Apple Inc. has facilitated excellent corporate image, better brand positioning, innovative products and services, competitive pricing, complex distribution channels and distinct promotions. Apple Inc. has set aside marketing information systems in building a competitive edge through excellent customer relationship and in communicating new brands to the target customers (Isaacson, 2011).

Amazon.com was founded by Jeff Bezos in 1994. The company is headquartered in Seattle, Washington specializing in online retailing and in the internet. Products offered by Amazon.com are LoveFilm, Appstore, Game Studios, MyHabit, The Book Depository, Kindle, Instant Video, Lab126, Woot and in Studios (Brandt, 2012). The company has been successful since it was initiated. Amazon.com Website was launched in 1995, and there are different websites for different target markets.

The success of Amazon.com is attached to the organization choosing the right IS. Taking an example if a customer wants to purchase a valentine day gift or a Christmas day gift, then the website automatically gives the best results and some probable recommendations related to the requested products (Brandt, 2012). The working of the website to produce the best results and ideas is the work of IS, the website is able to retrieve the purchase habits of the customers. Amazon.com has developed IS within the organization that facilitate delivery of the products and services bought by the customer. IS in Amazon.com keep the prices down and make things flow fast within the organization (Brandt, 2012).

The technology has enabled Apple, Inc. and Amazon.com to remain competitive over the years. IS has changed the way businesses are run, and the way customers are handled (Laudon & Laudon, 2012). Companies like Amazon.com could not have existed without the presence of IS. Companies like Apple, Inc. could not have managed to produce diversified outputs that are meeting the wants and needs of the target market.

References

Brandt, R. L. (2012). One Click: Jeff Bezos and the Rise of Amazon.com. City of Westminster, London: Penguin Group.

Isaacson, W. (2011). Steve Jobs. New York: Simon & Schuster Audio.

Laudon, K. & Laudon, J. (2012). Management Information Systems: Managing the Digital Firm. Upper Saddle River, New Jersey: Prentice Hall.

 

 

Military History: Korean War

The division of Korea into North and South occurred after World War II, and conflicts ensued between these two opposite locales. The purpose of this essay is to identify and analyze the primary cause of the Korean War. Despite what many people think, the Korean War was not merely a combat between the North Korea and South Korea but had an underlying cause: the growth of Communism which threatened America’s imperialism.

Following the World War II, the Soviet Union (USSR) began pursuing Communism which opposed the socio-economic ideologies of the United States (Ohn, 2010).  The U.S, supported by the United Nations pushed for democracy to resolve and possibly re-unite North and South Korea, but this was not successful.  Unlike the North, the South conducted UN-supervised elections and Syngman Rhee was elected president, gaining favor with the U.S. On the other hand, the North was established as a Communist State under the Soviet Union whose Communism agenda had increase in Eastern Europe and spreading through Asia (Ohn, 2010).

Thus, when North Korea invaded South Korea in 1950, it was more of an extrapolated scenario of the Cold War, in which the U.S and U.S.S.R were indirectly fighting each other. The two super powers were in competition for world domination (Ohn, 2010). When the North Korea forces invaded South Korea, the U.S government interpreted it to be directed by the Soviet, as North Korea cited liberation of Korean people from U.S colonialism and imperialism being reasons for the war.

The U.S is believed to make presence in Korea through the South in the hope of undermining Communism, while the Soviet did the same through the North in the hope of expanding Communism. The Soviet also wanted to ensure that Mao, the Chinese leader, would not be lured into establishing rapport with the U.S (Ohn, 2010). The war resulted to a number of causalities from both sides, with U.S losing about 37,000 soldiers. A cease fire was announced in July 1953 after both parties realizing that neither had the mandate to compel the other to submit to its political ideologies (Ohn, 2010).

This essay has named the expansion of Communism and a threat to U.S imperialism as the primary reason for the Korean War.

Reference:

Ohn, C. (2010). The causes of the Korean War, 1950-1953. International Journal of           Studies, 14(2), 19-44.