Political Act Essay Example | Topics and Well Written Essays - 1000 words

Political Act - Essay Example He resigned the Yugoslav presidency amid demonstrations, following the disputed presidential election of September 24, 2000. (wikipedia.com). He surrendered to the JSO (an elite group of police in Serbia), to avoid forced arrest in April 1, 2001. This put in compliance with an American deadline. The warrant had previously been made on suspicion of corruption, abuse of power, and embezzlement. The charges were domestic. The legitimacy of the arrest was not proven since Milosevic surrender; however putting Milosevic in jail is not legal. The investigation does not have a hard evidence to convict the former president. The Serbian Prime Minister Milosevic act during the war convicted him for committing war crimes. During the Yugoslav war in 1990 and Kosovo war in 1999 he conducted his own defense at the International Criminal Tribunal for the former Yugoslavia, where he stood accused of crimes against humanity, violating the laws or customs of war, grave breaches of the Geneva Conventions and genocide. The decision of the court of not giving him the proper medical treatment is legitimate in the sense that he is convicted of a crime, but the said action is illegal since every person is entitled to have a proper treatment. His trial ended without verdict because he died during the proceedings. He suffered from heart ailments and high blood pressure. In the case of President Milosevic he had made a legitimate act during the war since he is the president; however he violated the laws of war and the Geneva Conventions. The political acts performed by Milosevic are a good example of legitimate act but legal. There are also cases wherein political act is legitimate but it does not necessarily need to be legal. In the case of the American and the British decision to attacked Iraq and engaged into war is legitimate. In the inquiry of people in the website of Noam Chompsky one question goes like this: "Do you think that, after the unjustified and unjustifiable war against Iraq, the world will lose the meaning of its existence, like in the field of language, when we lose the grammatical rules Will we automatically lose the reference of the meaning of sentences, and consequently the meaning of the world around us" Noam answer this question by citing one statement done by a follower of the Iraq war, Michael Glennon, who argues that we should recognize that international law and international institutions are what he calls hot air. They have proven their inapplicability by the fact that the United States disregards them, and he says it is right to disregard them, and the United States must maintain the right to use force as it chooses, independent of these institutions, which we simply have to dismiss and disregard. The act of Americans and British against Iraq has gain criticism throughout the world. But the said act is legitimate. The legality of attacking someone is not being followed especially during the time of war or the need to have a war. In the case of the American President he needs to make decisions depending on the

Ready To Eat Foods English Language Essay

Ready To Eat Foods English Language Essay Street food, which is undoubtedly an essential part of people life, is widely known as ready-to-eat foods and beverages prepared and/or sold by vendors and hawker especially in streets and other similar public places (FAO 1989 cited in Alizon 1996). Differently, Alizon defines street food as an extremely heterogeneous food category, encompassing meals, drinks and snack (1996). It cannot be denied that street food has deep impacts on eating habit of many people. In fact, a study from the FAO (2007) shows that there are approximately 2.5 billion people world-wide eating street food every day; in Bangkok, street food makes up for 40 percent in total nutrition intake of the resident. Additionally, researches indicate that it also plays a substantial socio-economy role in the employment potential. The Equity Policy Center notes that the street food trade consists 6 percent of the total labor force in Zinguinchor, Senegal and Manikganj, Bangladesh to 15 percent and 25 percent in Iloil Cit y, the Philippines, and Bogor, Indonesia, respectively (Cohen 1985 cited in Alizon 1996). Thanks to many benefits, the development of street is continuously on the rise. On the other hand, the question of whether or not street food is completely good remains controversial. Therefore, this paper, with a view to helping us have deeper knowledge about street food, will discuss its development, characteristics, advantages and disadvantages. 2. Discussion of findings 2.1 The development From the ancient time, street food was considered as a vital part of people life. There is no information suggesting the exact time when the street food appears, however, it is supposed to have appeared very early in the human history. A traveling Florentine reported in the late 1300s that in Cairo, people carried picnic cloths made of raw hide to spread on the streets and eat their meals of lamb kebabs, rice and fritters that they had purchased from street vendors. (Wikipedia) Today, like many other types of services for daily life, street food has been developed fast and be loved by billion people throughout the world. The FAO points out that the increased popularity of street food is seemed to be closely linked with the change in the lifestyle and family structure (2013). In fact, in such a modern life as nowadays, people find it difficult to have enough time to relax themselves, let alone cook and enjoy meals together regularly; therefore, many of them see street food as a perfect substitution food. As a result, the demand of street food becomes higher. Street food can be found in every part of the world, particularly in crowed cities. Look into the actual state; many people are eating street food on a regular basis and even seeing it as an indispensable part of daily life. For instant, basing on the survey did by the Nutrition Center of Ho Chi Minh city, there are over 95.5% people are utilizing street food; 51% eating street food every day and 82% using street food for breakfast (Nguyen 2003).On the other hand, thanks to the rising prevalence of street food, the street food trade also tends to be more common. There is a big number of people who are earning their life by selling street food. Specifically, Alizon (1996) mentions an estimation of EPOC indicating that in Bogor, there are approximately 18,000 vendors in a city of about 250,000; or in a smaller area like Hoankiem district, there are over 2,000 vendors (Lam 2008). With a numerous people taking part in, street food trade naturally brings a giant profit. Henrilyto (2012) s tates that the annual sale from selling food on the street in Borgor, Indonesia amount to $67 million and it is 2.2 billion in Malaysia. Obviously, street food is gradually developing and showing its impacts on aspects of our life. 2.2 The characteristics As already mentioned, street food is generally a type of fast food, which is sold popularly on the street and includes a variety of materials. Street food is more affordable, convenient and competitive in comparison with others types of food (Alizon 1996). Commonly, street food is cooked on the street and only when being offered, does the seller start to prepare; therefore, almost street food is hot and keep its best flavors. Talk about the features of street food, Dao (2008) affirms that street food is suitable for every age group, both the young and the old like eating street food. However, he also cites the hidden danger of street food for people. It is obvious that street food can be seen widely in many places, however, in each area, it has a distinct attraction. It is totally acceptable to understand that there are a plenty of types of food sold on the street and different places bring different flavors of street foods. For example, while street food in Vietnam is described as fresh and lighter than many of the cuisines in the area, the street food of Thailand is fiery and pungent with shrimp paste and fish sauce (Dorling 2011).Furthermore, to make a variety of meals, vendors often process food in a numerous ways like roasted, steamed, boiled and many others way. A study by the EPOC demonstrates that in Bogor only, a list of popular street food consists of about 300 items with majority of traditional meals and drinks (Chapman 1894 cited in Alizon 1996). With a big number of meals like this, Alizon (1996) suggests that street foods can be classified into three main types: by meal, by number and type of ingredients, and by lev el and type of processing. Clearly, the variation is an important factor; which attracts billion people each year. Not only is street food diverse in list of meals, but it also being sold in a various places. Dao (2008) suggested that the place of selling street food can be divided into five groups: selling food on transports, selling in public spaces, selling in a small house, selling in restaurant or hotel and the last is food sold in festival. In fact, street food is mostly sold in some crowed and moveable places like markets and shopping areas, commercial districts, outside schools and hospitals, residential suburbs, factories, and construction sites (Alizon 1996). Visibly, street food is sold and produced under a very simple infrastructure. 3.3The advantages and disadvantages Street food likes many others problems always having two faces: negative and positive The street food is now attracting more and more people due to many obvious benefits, namely, its low cost, convenience and its significance with some social issues. It is same in everywhere that the price of street food seems to be the least expensive in all kinds of food. Talk about the advantages of street food, Dao (2008) highlighted that street food is suitable with a majority of people because of the low price. Moreover, he also mentions that street food can satisfy many different hobbies of customers thanks to the diversity in the category. Besides the benefits above, street food also plays a meaningful role in society nowadays. Street food is expected to be a good way to introduce local culture, which attracts millions visitors each year. For instant, in the Philippines, street food is not just a plentiful source of food; it also is a fundamental part of the tradition and landscape (Henrylito 2012).It takes for granted that street food brings visitors the deep impression of lifestyle and custom in each region. Additionally, street food is considered as a potential market, which can bring a big income and create jobs for the unemployed; especially the women in urban area, whose job is usually unstable. FAO(1989) studies finds a high rate of participation of women in street food trade in some South American countries; for instant, in Colombia, 59 percent of vendors were women, and, in Peru, 64 percent (cited in Alizon,1996). However, street food can bring people some negative effects. According to Alizon (1996), the safety of street foods seems to be a major consideration, which is now under the cloud of suspicion of many people. In fact, almost food are prepared and processed under bad sanitary facilities, moreover, as mentioned before, street food is usually sold on the road or a very simple places. Therefore, street food itself carries a high risk of disease. Henrylito (2012) states that: According to experts, all street food, cooked or raw, can cause gastroenteritis, typhoid and hepatitis, depending on the bacteria or viral infection they contain. Like many other countries, street food in Vietnam develops fast; however, the safe food is one of most serious problem that Vietnam is facing to. Studies actually show that there is a high proportion of contaminated food in Vietnam. Specifically, currently up to 98% of the street food stores do not meet safety standards prescribed by the Ministry of Health (Dai 2010).According to Tran (2008), director of the National Food Safety and Hygiene, states that there are over 55 cases of poisoning food caused by street food to more than 1,300 deaths in the last three years. Thus, street food safe, which is really hard on solving, is an alarming issues not only in Vietnam, but also in many others countries throughout the world. 4. Conclusion All the findings above indicate that the increased commonness of street food is still going on in almost every part throughout the world. Undoubtedly, street food not only contributes an important part in daily diet of billion people, but it also plays a vital role in socio-economic issues in lots of areas. In contrast, street food can brings people negative effects, specifically affects people health seriously. There is a fact that the place of selling food is very simple and uncontrollable, moreover, the facilities served for processing food is also under very bad condition. Therefore, street food is always at high risk of diseases. Thus, it cannot be denied that people can take many advantages of street food. However, health is obviously the most important issue so it is necessary to consider carefully about where we should eat street food to ensure a good health. REFERENCES LIST: Alizon, Ph.D.1996, Street food in developing countries: The potential for micronutrient fortification, viewed 5 March 2013 http://pdf.usaid.gov/pdf_docs/PNACJ872.pdf Chapman 1894 cited in Alizon Draper, Ph.D.1996, Street food in developing countries :The potential for micronutrient fortification, viewed 5 March 2013, http://pdf.usaid.gov/pdf_docs/PNACJ872.pdf Cohen 1985 cited in Alizon Draper, Ph.D.1996, Street food in developing countries :The potential for micronutrient fortification, viewed 5 March 2013, http://pdf.usaid.gov/pdf_docs/PNACJ872.pdf Dai, D. 2010, 98% cÆ ¡ sà ¡Ã‚ »Ã… ¸ thà ¡Ã‚ »Ã‚ ©c ăn Ä‘Æ °Ãƒ ¡Ã‚ »Ã‚ ng phà ¡Ã‚ »Ã¢â‚¬Ëœ khà ´ng Ä‘Ã ¡Ã‚ ºÃ‚ ¡t chuà ¡Ã‚ ºÃ‚ ©n và ¡Ã‚ »Ã¢â‚¬ ¡ sinh, viewed 5 March 2013, http://www.tin247.com/98_co_so_thuc_an_duong_pho_khong_dat_chuan_ve_sinh-10- 21574351.html Dao, M.T.2008, Ve sinh an toan thuc pham thuc an duong pho cho nguoi tieu dung, viewed 5 March 2013, http://www.medinet.hochiminhcity.gov.vn/data/news/2008/4/5397/vesinhantoanthucpham.htm Dorling, K.2011, Street food, viewed 5 March 2013, http://en.wikipedia.org/wiki/Street_food Food and Agriculture Organization 1989,A summary of FAO studies and other activities relating to street cited in Alizon Draper ,Ph.D.1996, Street food in developing countries :The potential for micronutrient fortification, viewed 5 March 2013, http://pdf.usaid.gov/pdf_docs/PNACJ872.pdf Food and Agriculture Organization 2007,Street food, viewed 5 March 2013, http://en.wikipedia.org/wiki/Street_food Food and Agriculture Organization 2013, Food processing and street food, viewed 5 March 2013, http://www.fao.org/fcit/food-processing/en/ Henrilyto, D.T.2012, Street food: to eat or not to eat, viewed 5 March 2013, http://www.sunstar.com.ph/weekend-davao/street-food-eat-or-not-eat Lam, Q.H.2008, Ä Ãƒ ¡Ã‚ »Ã‚  xuà ¡Ã‚ ºÃ‚ ¥t cà ¡Ã‚ ºÃ‚ ¥m bà ¡n hà  ng rong trà ªn hà ¨ phà ¡Ã‚ »Ã¢â‚¬Ëœ Hà   Nà ¡Ã‚ »Ã¢â€ž ¢i ,viewed 5 March 2013, http://www.baomoi.com/De-xuat-cam-ban-hang-rong-tren-he-pho-Ha-Noi/144/1257108.epi Nguyen, L. 2003, Hià ¡Ã‚ »Ã†â€™m hoà ¡Ã‚ ºÃ‚ ¡ tà ¡Ã‚ »Ã‚ « thà ¡Ã‚ »Ã‚ ©c ăn Ä‘Æ °Ãƒ ¡Ã‚ »Ã‚ ng phà ¡Ã‚ »Ã¢â‚¬Ëœ: Cà ³ nà ªn cà ¡Ã‚ ºÃ‚ ¥p phà ©p bà ¡n hà  ng?, viewed 5 March 2013, http://dddn.com.vn/38810cat104/hiem-hoa-tu-thuc-an-duong-pho-co-nen-cap-phep-ban-hang.htm Street food, viewed 5 March 2013, http://en.wikipedia.org/wiki/Street_food Tran, D. 2008, Thà ¡Ã‚ »Ã‚ ©c ăn Ä‘Æ °Ãƒ ¡Ã‚ »Ã‚ ng phà ¡Ã‚ »Ã¢â‚¬Ëœ Mà ¡Ã‚ »Ã¢â‚¬Ëœi nguy thà ¡Ã‚ »Ã‚ i khuà ¡Ã‚ ºÃ‚ ©n tà ¡Ã‚ ºÃ‚ £! , viewed 5 March 2013, http://www.tin247.com/thuc_an_duong_pho_moi_nguy_thoi_khuan_ta%21-1-6640.html

When Worlds Collide Essay -- Culture Anglo Saxon Essays

When Worlds Collide The world of Beowulf and that of modern America have some interesting similarities. The Anglo- Saxon belief in "wyrd," or fate, is alive and well in the 21st century. Like the Anglo- Saxons, our culture regards the crime of killing one’s own kin or family to be the most heinous of all. Americans love entertainment just as much as the Anglo- Saxons of Beowulf’s time did. Of course, with our modern technology like movies, television, and the Internet, we are allowed to experience many more methods of enjoyment than medieval people were able to enjoy. However, their culture is remembered through portions of our popular culture. Within its pages, Beowulf contains the notion of â€Å"wyrd.â€Å" This is the Anglo- Saxon concept of fate, the idea that everything is destined or planned to happen. The Anglo- Saxon people believed that everything was predetermined and that all their fates were already fixed. Beowulf says to Unferth that â€Å"Fate often saves an undoomed man when his courage is good,†(p.12) meaning that fate may save a warrior if he has true courage. In modern- day America, this idea of fate is similar to the idea of having ‘an angel on your shoulder.’ Many of the people who survived the September 11th tragedy did so by missing their train that day or getting struck in traffic. One gentleman who worked high up in the first tower surfed down twelve flights of stairs as the building collapsed and survived with only a broken leg. Some believe that it was just chance or a random thing, but many believe that it was fate that saved them, the idea being that some other force had pl ans for these people and that their time on this earth was not yet over. In Beowulf’s time, the w... ... Lord of the Rings, originally a trilogy of books written by J.R.R. Tolkien, pays respect to the ancient culture and ways of the Norse people, with their traditions of oral story telling and epic quests embedded within the story’s plot. These similarities show where some of our roots as Americans come from. Our culture is a massive patchwork quilt of various cultures and ethnicity. There are strong strains of this ancient culture running through our modern society. Beowulf is only one example of the Anglo- Saxon literature we possess today, but from it, we obtain more of what their culture was and we keep some these values alive in our own ways. Works Cited Associated Press. â€Å"Doctor: Yates felt she had no choice.† http://www.msnbc.com/news/709713.asp 5 March 2002. Howe, Nicholas ed. Beowulf: A Prose Translation. New York: W.W. Norton & Company, 2002.

Mang Inasal: Humble Stories and Where They Are Today Essay

The epitome of success could never be achieved if one did not set a foot at the bottom of the staircase. Did you know that Mang Inasal, one of the most preferred dining places of the Filipinos today, can prove this? Where Did Mang Inasal start? Establishing its first branch in a 3-year-old unoccupied space in Robinsons Mall Carpark, Iloilo on December 12, 2003, Mang Inasal quickly became a hit for the Ilonggos. Of course, it would not be done without the efforts of its owner, Mr. Edgar Sia II. After conducting a research on what could be the common â€Å"taste† of the 16 regions in the Philippines, Sia figured out that â€Å"barbecue† (or simply, Inasal in Ilonggo) is the mass appeal—a feat that has been capturing the hearts and empty stomachs of the Filipino people. Before enterprising his business to Luzon, specifically in Manila, Mang Inasal opened its second outlet in Roxas City, Sia’s hometown. With this, his business bloomed in the provinces to 26 branches; a proof that his Inasal has really caught the Filipino tastebuds. In 2006, he finally opened his outlet in Manila, a venture that he referred to as the â€Å"make-or-break† city. It was during this year when the city was in the middle of rice shortage (and as we all know, rice is a primary food for the Filipinos). This was where he opened the â€Å"Unli Rice† promo, which was only supposed to run for two months. Seeing that it has attracted more customers, the promo became permanent and is now being simulated by other fast food chains. Where is Mang Inasal today? Right now, Mang Inasal runs in 433 outlets across the country, and is now the second largest fast food chain next to Jollibee and ahead of McDonalds, with Manila having above 100 Mang Inasal branches. As of the moment, Mang Inasal is present in an estimate of 70 cities, and is continuously being expanded. Mang Inasal’s accounts of success stories are not limited to the expansion of its stores, but it can also be remarked with how it can help in alleviating the unemployment rate in the country. Due to its â€Å"grilled chicken† nature, Mang Inasal’s natural way of cooking chicken also depends  on the suppliers of kalamansi, charcoal, banana leaves, vegetables, bamboo sticks, and any other ingredients. Although Mang Inasal has already been sold to the giant company, Jollibee Food Corp., it continues to brandish its own uniqueness and ubiquity, bringing the favorite Filipino dish to all Pinoys across the country, the inasal chicken way. Trivia: 1. Did you know that Mang Inasal means â€Å"Mr. Barbecue?† 2. Mang Inasal is not only known for its delicious food, but with its affordable, permanent, rice-all-you-can promo, equipped with quick service. 3. Edgar Sia II is actually an architecture drop-out, but he was still able to establish a successful fast-food chain! How cool is that? 4. Also, Edgar Sia II gained 3Billion after selling Mang Inasal to Jollibee, a feat that proves how much of a successful businessman he is, and how high he has propelled Mang Inasal to success. 5. Mang Inasal’s success follows this formula: good business concept + quality of food + exceptional marketing strategy + affordable pricing and even expansion + the X Factor (blessing of God), which should be dealt with the right asal (behavior).

Ww1 Trench Warfare

Nature of Life in the Trenches The nature of life in the trenches was a dangerous place. It was a place for the dead or for the survivors. Trenches were a front line which was dug metres underground, inside the trenches, were supplies, training areas, stores and mainly headquarters. The trenches were the main area to store arms of artillery and mortars. Life was hell for soldiers. Bearing the pain they went through, the diseases, the infections, the bad conditions living in, having to deal with sickness, all these illnesses became worse in the long run as soldiers ceased from them.The whole idea of the trenches was to gain and to give protection from enemy lines who would want to attack their enemies once seen, so trenches were a good hiding spot hence other various reasons as well. September 1914 was when trench warfare began and ended in August 1918. In the area of the River Somme on the Western Front, the ground is deathly and is easily tunnelled. The trench sides would dissolve e asily after rain so the ideas would have to be changed and wood, sandbags or any other suitable material would have to be a substitute of dirt.Trenches were never built to be straight for a reason, in case an enemy ever jumped into the trench they could have point blank shot of everyone hiding inside it, whereas, trenches were built in a zigzag form to avoid quick target shots from enemies. The living conditions in the trenches were unbearable. In order to minimise the risk of trench foot (a disease on the feet) they would have to build duckboards on the bottom of trenches to clear the mud and faeces at the bottom. The health risk was very severe and was a maximised hazard of death as the unhygienic smell can affect the body.The weather was a big factor in the trenches, temperatures down to less than 10 degrees Celsius was made impossible for soldiers to cope while sleeping or doing any activity. Diseases such as frost bites could occur as well as exposure and trench foot. Uses of s econdary weapons were used in the war as well as fire weaponry. Secondary weapons such as grenades, bombs, gas bombs, and much more were used and it was effective at long and short range targets. Gas masks were used continually due to the gas mixing with the air and making it hard to breathe so gas masks were introduced to protect the face from burnt skin as well as inhaling it.The main diseases caught while in trenches were trench foot, shell shock, blindness from mustard gas, snakes, infected rats, grenades, bombs, colds from low temperatures, frost bite, gangrene, body lice was a main disease maker as it irritated soldiers to itch numerous times of the day and that would cause infectious diseases on skin and could be caught off one another, the insufferable conditions, stench from rotting bodies, self-inflicting punishments and as well as suicide due to the trauma and depression. Body lice were a main factor in the trenches.It brought upon soldiers infections, high fevers, diseas es and probably death. Lice would stay on the body throughout the whole day and eat at the flesh and irritate soldiers, they would have to itch and itch and itch continuously in order to get the irritation feeling away. The aftermath would leave redness, bad smells, trench fever, first symptoms and shooting pains around the body and high illnesses. Many of the other diseases were much similar to lice and the treatment was similar was well but some things did differ, such as the kind of sickness, disease and the way the â€Å"infection† was going to affect the soldier.Mud affected the body as well as their existence, what they ate, what they were wearing and how they breathed. Mud was an enemy and misery to soldiers. Trench foot was a painful swelling of the feet caused by constant absorption in water. Some cases, toes could rot off and that can lead to gangrene and that can be led to amputation. Rats were known as â€Å"trench rats† because they were sizes of small dog s. Rats would consume food that was left on the ground as well as fresh food and take all food supplies which would then be limited for soldiers the next day or so.Rats were also good humour for the soldiers as they would attract it to food and shoot them once they seem them and hang them as a â€Å"trophy†. Gas gangrene was an easy target for many soldiers, the least of their problems were rats. They had to survive and live to continue the war, they couldn’t afford to inhale dangerous gases and die instantly. If the gas was ever inhaled, it would destroy the tissue inside the human body and the body will decay gradually and disintegrate. Gas masks were then produced.The cold fell to temperature of minus Forty degrees Celsius; nevertheless, trenches had temperature of minus Fifteen degrees Celsius. Soldiers had to manage with the cold, hard to believe, it was worse than lice. The cold made it impossible to sleep. Frostbite affected many men and frequently directed to i nfection, decomposition and later on, amputation, along with hypothermia. In addition the infections led to boils, impetigo (a contagious skin disease caused by streptococcal bacteria, forming pustules and yellow sores), ulcers, hypothermia, frostbite, gangrene and amputation.There were many psychological effects that were put onto soldiers such as trauma, shell shock, tics, a feeling of disillusionment and a growing sense of distrust of political leaders. The effects led to long term effects which made them think about the past most of their lives and that caused controversy to war officials. In conclusion, life in the trenches was difficult and distressing. Soldiers sacrificed their life to create peace in the world but it continued unfortunately. As oppose to all the past dramatic effects on soldiers, they had to live with it their whole lives, having to go through long or short term effects.

Writing a Solid Opinion Essay on History of Architecture

Writing a Solid Opinion Essay on History of Architecture The best way for one to share his or her opinion on any subject matter is through the use of an opinion essay which makes this type of assignments quite fun for students. But it is also important to note that despite the fact you are drafting an opinion essay, there are still certain guidelines and writing procedures one must consider in order to write an excellent essay. This article will attempt to outline some of the more important guidelines you need to consider when writing an opinion essay on the history of architecture. Step 1: Select an Essay Writing Format The field of education is one that comes with a lot of rules and guidelines designed to teach students the importance of structure in learning. When writing an opinion essay it is important to choose an essay template that allows you discuss your convictions with clarity. With this understanding, it is important to note that there are three major essay templates for writing an opinion essay: The Five Paragraph Essay Structure. This involves the use of five paragraphs to explore your thoughts and lay out your opinions through an introductory paragraph, three body paragraphs and a concluding paragraph. The Expository Essay Structure. This involves the use of facts in convincing your audience that your opinions are actually backed up by the reality on ground. The Persuasive Essay Structure. When using a persuasive essay structure to state your opinion, it means that you actually care about the thought process of your audience and like the great orator- Cicero- you are hell-bent on convincing them that your contrary opinion is the correct view of things. Step 2: Research Your Topic Regardless of the essay structure you use, it is important to have the facts on hand that will help you write an educated opinion piece because an opinion without established truths is empty. Therefore, it is important to do a lot of groundwork in order to come up with reputable facts that back up your opinion. For example if writing on the history of architecture, you can surf websites spotting the .edu and .gov suffix as well as check out this 10 facts for an opinion essay on the history of architecture for accurate information. Step 3: Conclude with Passion A good conclusion for an opinion essay must be compelling and drafted to resonate with its reader at a deeper level. Remember this is your opinion and you want others to respect it or in some cases buy into it. Therefore a passionate appeal or a passionate statement telling the reader how the backing of facts makes your point of view valid is what an excellent concluding statement should be about. Lastly, if you are having some trouble coming up with excellent topics on ancient architecture, do not hesitate to take advantage of the outlined topics in this list of 20 topics for an opinion essay on the history of architecture. You can either borrow a topic from the list or let it inspire you to come up with one. Do not forget that this is about your opinion.

Cultural Conflict between the UK workforce versus Japanese Workforce

Cultural Conflict between the UK workforce versus Japanese Workforce Free Online Research Papers Wilson Ltd, a UK-based engineering firm in producing motorcycles realised that its business strategy needed to be revamped as it had loss market shares predominantly to the Japanese because of their far superior technology. Hence, change-management was much needed at Wilson in order for the company to ensure its survival and stay relevant as well as competitive to the market. As a result, Wilson Ltd had adopted the strategic alliances approach where international joint venture (IJV) was established in 2004 with Japanese counterpart, Akita International –a specialist motorcycle engineering firm in Japan, inaugurating Akita Motor Cycle Company. The new business strategy in the UK was to capitalise on the European niche market by producing and marketing highly engineered, small numbers of prestige-status motorcycles to be sold at premium prices. Even though newly formed joint venture Akita Motor Cycle created a separate legal entity to the business, the management was dominated largely by the Anglo-Saxon minded business thinking. It was evidently clear from the case study that the top management visvis family-led oriented type business managed by Mr. Steven Wilson, Chairman of the Board and Managing Director of Wilson’s Ltd; followed by his son, Mr. Christopher as the Marketing Director and Vice President of IJV and Mr. Kyoto, Managing Director of Akita International – the only representative of Japanese firm. This eventually led to a greater control by Mr. Christopher as compared to their Japanese counterparts. As the company grew, management faced series of problems involving cultural differences between predominantly Japanese employees and also from the typical West Midlands workforce. The mono-cultural style practised by Mr. Sendai, a highly experienced and well respected Japanese team leader was resisted by the British work colleagues. On the other hand, the Japanese workforce were also demoralised by the style of management, particularly Mr. Christopher, in handling their concerns over work conflicts in the company. This is because the management had condoned British co-workers for leaving home after five o’clock p.m. sharp while Japanese employees were still working past the hour. On one occasion, Mr. Sendai’s portrait was put on a showroom slide show causing tremendous embarrassment and being regarded as a moral attack on Mr. Sendai’s character. One problem after another, lead to a high level of tension and frustration between aggrieved workers including Mr. Chr istopher, Mr. Sendai, Ms. Fiona. In the end, work situation had worsened and need to be rectified expeditiously to avoid further failure. Question 1: Drawing on ideas and frameworks from the course, how would you analyse and evaluate the problems in the Akita Motorcycle joint venture? In today’s business environment, organisations are likely to be operating at extremely complex and dynamic in nature due to globalisation facet. More and more businesses are largely conducted in foreign countries as opposed to the traditional ways of doing business. As a result, organisations may often faced with challenges in managing culturally diverse workforce or managing cultural differences per se. Akita Motorcycle Company, a joint venture between U.K motorcycle led firm and Japanese Engineering firm is not an exception either. Schneider and Barsoux (1997) clearly states that ‘in every cross-boarder alliance, there are seeds of potential cultural conflict and misunderstanding’ . Hence, cultural conflict and/or cultural misunderstanding need to be surfaced, diagnosed and effectively managed. In order to manage the ‘conflict’, it is eminent to understand what culture is and how does cultural difference usually have an impact on business performance. Culture by definition refers to ‘systems of meaning – values, beliefs, expectation, and goals – shared by a particular group of people distinguishing them from members of other groups’ (Gooderham and Nordhaug 2003 pg 131; Schneider and Barsoux 2003, cited in Martin G. 2006). Furthermore, undermining the cultural difference can have a detrimental outcome on business performance i.e. lower sales growth or sales volume, lower return on investment / profits (financial performance), high level of dissatisfaction index among workers and customers, impact on competitive advantage index, total failure of cross boarder alliance and etc. This is supported by a study instigated by Marcoulides and Heck (1993). ‘The authors proposed a model in which organizational culture was measured using several latent variables (organizational structure, organizational values, task organization, climate, and individual values and beliefs) and organizational performance were measured using capital, market and financial indicators. The results of this study showed that all of the latent variables used to measure organizational culture had some effect on performance with workers attitudes and task organization activities being the most significant variables ’ (Marcoulides and Heck 1993 cited in Ilie L. and Gavrea C.).Therefore, there is sufficient evidence to illustrate that culture has a correlation, either positive or negative, with organisational performance. In Akita Motorcycle Company, the two predominant cultures are generally of the Japanese and Anglo-Saxon (the typical West Midlands). In a more popular term, culture is defined by ‘how we do things around here’. Since the Japanese usually has its own way of doing things around here and so does the Anglo-Saxon, cultural difference, conflict and variations ought to exist. This is for the reason that both coming from very distinctive cultures bring with them different set of expectations, value assumptions, interaction scripts, leadership styles, verbal and nonverbal habits that influence the conflict process (Toomey). Sequentially, to recognise, understand, evaluate and diagnose the problems in Akita Motorcycle Company, it is rather vital to probe to the root of the problem itself why cultural variation and/or exist and how successfully the management deal with the issues. In an attempt to answer this question, theories and framework on culture need to be addressed. In the last four decades, extensive research effort had been carried out to systematically describing cultural differences. For instance, studies of cultural differences were conducted by Kluckhohn and Strodbeck (1961), Hall (1977), Hofstede (1980), Trompenaars (1993), Schwartz (1995) Trompenaars and Hampden-Turner (1997). Among those, the most widely accepted theoretical framework is the Hofstede’s (1980) four-cultural dimensions model (Thomas, 2008) namely ‘power distance, individualism vs. collectivism, uncertainty avoidance and masculinity-feminity’ . Hofstede’s cultural dimension theory and framework with supported by other research scholars’ cultural dimension will be used widely to evaluate problems in Akita Motorcycle Company. Figure 1 as shown below is outlined from the country rankings (Japan versus U.K denotes by the Great Britain) according to Hofstede’s values. The excerpt however is taken from the table outline in Managing People and Organizations in Changing Contexts (Martin, 2006) . This table will compare the cultural dimensions between Japan and the U.K, helping to understand the existence of cultural differences conflict Akita Motorcycle Company is facing. Country comparison Cultural Dimension Power Distance Individualism Uncertainty Avoidance Masculinity Japan 54 46 92 95 Great Britain 35 89 35 66 Figure 1: Cultural dimension between Japan and Great Britain according to Hofstede’s study. Power Distance by definition indicates the extent to which society accepts the unequal distribution of power in institution or organisation (Schneider and Barsoux, 1997) . In terms of power distance, Japan scores higher, 54, in the cultural dimension index as compared to Great Britain at 35. This illustrates that Japanese culture would tend to be more respectful and value hierarchical status and power of a leader. This is true in the Akita case study whereby the Japanese workers have had high level of respect and support of Mr. Sendai for his leadership, authority and experience. U.K workforces, however, are on the contrary note whereby they would tend to value equality more than other factors. Therefore, U.K workers would treat their Japanese co-workers equally including Mr. Sendai according to their cultural values and beliefs. This in turn creates cultural conflict among the Japanese workers and U.K workers because Mr. Sendai’s position as a leader is now being under valu ed. For instance, the UK workforces tend to question Mr. Sendai’s management style for having work past five o’clock p.m to meet production quotas. Individualism dimension is defined in contrast to collectivism and refers to the degree to which individuals are integrated into groups (Martin, 2006) . On the other hand, Thomas (2008) describes individualism-collectivism dimension as to the ‘extent to which one self-identity is defined according to individual characteristics or by the characteristics of the group to which individual belongs on a permanent basis, and the extent to which individual or group interests dominate.’ From the Hofstede’s cultural dimension, UK scores extremely high on individualism index with 89 meanwhile Japanese counterparts only score 46. Hence, UK has embedded individualistic culture while Japan is more of a collectivist in nature. In the Akita case study, this point is clearly demonstrated. The Japanese workers always praise for group work effort and group task achievement. Furthermore, they enjoyed long working hours, start their work routine with group morning exercise and ended the day with ceremonial work song. Meanwhile, UK workforces on the other hand are highly regarded as individualistic, high initiative on individual accomplishment or achievement and enjoy autonomy. In short, Japanese foster the concept of family and sense of togetherness while their counterpart prefers the right to private life. Cultural conflict in Akita highly to occur in the individualistic versus collectivist dimension because being in a manufacturing motorcycle industry, work are largely organised on group to meet production quota. At the production line, individual work could have been completed but the overall group production quota has not been met. The UK workers are ready to go home while the Japanese workers are still struggling to meet the quota. Uncertainty avoidance in Hofstede’s own words ‘the extent to which people in a society feel threatened by uncertain and ambiguous situations and the extent to which they try to avoid these situations by providing greater career stability, establishing more formal rules, rejecting deviant ideas and behavior, and accepting the possibility of absolute truths and the attainments of expertise’ (Hofstede, 1980) . Japan tend to exhibit a high level of uncertainty avoidance with a score of 92 as opposed to UK with low level of uncertainty avoidance at 35. In the business context, Japanese managers are always seeking support or approval from the top management when it comes to decision making as they are trying to avoid risk taking and be blamed for the mistakes. Meanwhile, the UK managers tend to be more risk taking when making decision making. This can be tied back to the Akita case study as Mr. Sendai brought up the Japanese workers’ grievances over production conflict to the attention of Mr. Wilson asking for his wisdom and clear guidance hoping that the matter could be resolved. Masculinity dimension reveals the ‘bias towards either ‘masculine’ values of assertiveness, competitiveness, and materialism or towards ‘feminine’ values of nurturing and the quality of life and relationship (Schneider and Barsoux, 1997) ’. From the masculinity dimension, Japan exhibits element of strong masculinity with a score of 95 and UK on the other hand is moderately masculine with a score of 66. In business context, country with higher masculinity index tends to have a task accomplishment management style as contrary to quality of life for instance. In the Akita case study, this notion is true as the Japanese are more concern over working long hours in order to accomplish their task. UK counterparts on the other hand, value their personal quality time over material elements. The other cultural model that is useful to evaluate Akita’s problem is the Trompenaar’s and Hampden-Turner Dimension study which was conducted in 1997 (Martin, 2006) . Both researchers draw their ideas from sociologist and anthhropologist point of view and construct on the work of Kluckhohn and Strodbeck (1961), Parsons and Shils (1951) cited in Thomas (2008) . There are seven cultural dimensions namely universalism versus particularism; communitariarism versus individualism; neutral versus emotional; diffuse versus specific; achievement versus ascription; time orientation and environment. It is also essential to note that communitariarism versus individualism and achievement versus ascription is similar to the Hostede’s cultural dimension study namely individualism dimension and power distance dimension respectively (Martin, 2006) . Universalism versus particularism: Universalism is a belief that what is good and can be discovered and universally applied to all context (Trompenaars and Turner, 1997) . In simplest term it means ‘there is one best way of doing things’. On the other hand, particularism stresses on the obligation of relationship. Mr. Christopher, the Vice President of Akita Motorcycle company, strongly demonstrated universalism principle. American education and American attitudes embedded from his stay in the USA highly influence his leadership style. Mr. Sendai on the other hand fosters close and family tie relationship with his subordinates. Neutral versus emotional: In neutral culture, emotional need to be hold back and need not to be expressed freely. Breach to this rule would be seen as intolerable (Martin, 2006). On the other hand, emotional culture emphasis on this notion emotions can be expressed freely and openly in business environment and that is right to do so. Mr. Christopher illustrates an emotional embedded culture as he punctuated his anger at Ms. Fiona’s over the showroom dispute issue. From Hofstede’s Cultural Dimension and Trompenaar’s and Hampden-Turner Dimension study, Akita Motorcycle company’s problems can be surfaced and identified as follows: ? cultural variation / conflict problems and; ? leadership / management problems. Therefore, these problems need to be mended and well managed to keep Akita’s survival, stay viable and continue to prosper. Question 2 How could the joint venture have been led and managed effectively? You should focus on the roles and leadership styles of the principal figures in this case study, including the British and Japanese managers and workers, especially the key people mentioned in the case. It is a widely belief principle, in order for any nation or organisation to progress, the right person need to lead. However, to get the right person for the job is rather difficult unless in an ideal state. Moreover, the term ‘right person’ for the ‘right job’ is still much in debate today. What could jeopardize a great nation or organisation to progress is to have the right people for the wrong job or the right job for a wrong people. Akita Motorcycle company is no exception. Mr. Christoper’s Wilson is the son of Mr. Steve Wilson, the Chairman of the Board and Managing Director of the British joint venture. Mr. Christopher then was appointed as the Director of Marketing and Vice President of the Akita Motorcycle Company either through ‘family-linked’ business oriented system or because of his qualification in the USA with some working experience in the States. Being educated abroad, he had learned the typical American ways of doing business and more ‘Americanized’ in nature – being straightforward in his attitudes, highly individualistic, stereotype and quite provincial in his attitudes towards the Japanese, his IJV counterpart. The question worth to ponder is whether he is the right man for the job? Mr. Christopher also demonstrated a ‘laissez-fair’ leadership style. In a loose term, laissez-fair can be defined as ‘to allow events to take their own course or to let people do what they choose’ . It is evidently clear that, Mr. Wilson delegated his work through respective divisional managers i.e. Production is managed by Mr. Sendai, Ms. Fiona on Language matters while Ms. Janice incharge of the showroom. By exercising laissez-fair leadership model, maximum freedom was given to the group while the leader desires minimum control and leadership. Moreover, this kind of leadership would only give help if requested. Mr. Christopher highly exhibits this trait. In the case study discussion always commenced when issues were raised and need further discussion i.e. frustration of Japanese worker towards their U.K counterpart on working hour issues and the showroom episode involving Mr. Sendai’s slide show. On the other hand, another key figure that is highly respected by the Japanese workers is Mr. Sendai. In general, by judging to his personal traits and characteristics, he tends to be ‘happy-go-lucky, highly qualified and experienced chief engineer, serene, Buddha-like disposition, steadfast traditional values, and sizeable physical strength. Japanese culture also regards Mr. Sendai as wise because of his age. Thirty-minute exercise routine led by Mr. Sendai normally commences before typical work-day starts, and ends the day with ceremonial work song. In general this demonstrates that he foster group-work, family oriented, father figure character. Hence, he tends to display paternalism leadership style. Thomas (2008) has described paternalistic leadership as a ‘hierarchical relationship between the leader and follower, like a parent, provides direction in both the professional and private lives of subordinates in exchange for loyalty and deference’ Being promoted to a Production Manager due to his experience, expertise and wisdom, Mr. Sendai had practiced mono-cultural Japanese management techniques in the Production factory which had largely created friction between the two cultures. The UK coworkers of which on the hourly wage scheme saw their job as per nine to five basis. Japanese workers on the other hand, tend to work beyond their normal working hours as it is embedded in their working culture. In addition, the Japanese workers are on a monthly salary basis. Being a paternalistic in nature, and coming from a highly collectivist and uncertainty avoidance culture, Mr. Sendai had escalated the problem to Mr. Christopher for guidance. The clash of leadership styles and cultural variation in nature between Mr. Sendai and Mr. Christopher left the problem unsolved, hence demoralised the Japanese workforce. Furthermore, it is likely that when two distinctive cultures meet, cultural diversity emerges. Therefore potential culture clash might occur. This is true in the Akita case study when the two predominant cultures meet – the West Midlanders culture versus Japanese culture. Schneider and Barsoux (1997) proposed that: ‘†¦not only behavior, values and beliefs are different across cultures, but also that their importance to those cultures should not be underestimated. What people in one culture value or perceive as sacred (seniority or tea) maybe considered irrelevant in another culture. The trouble is that, it is difficult to recognize just what matters (and how much) to another culture-especially when we find it so hard to recognize what is important in our own’ Ms. Fiona on the other hand was hired by the management in 2005 as the Chief Language Instructor when the communication between the two cultures became difficult. She plays her part as an interpreter’s role and acts analogically as a glue to bond between the two cultures. The management of Wilson Ltd., Mr. Christopher’s exorbitant leadership, cultural conflicts, human resource issues largely had its drawbacks. Shortcomings and recommendations to best reflect these drawbacks are as follows: ? When Wilson Ltd. and Akita International determined to embark on International Joint Venture (IJV) as a strategy to add competitive advantage and value-added to Wilson Ltd. per se, the management of Wilson Ltd. had not done extensive research about their counterparts well enough. For instance, a research background on the culture, people, organisation structure, human interaction, leadership style, work norms and etc. could have given valuable information and helpful insight about the future IJV. From analysis, Wilson Ltd. expeditiously opt for IJV because the company was panicked losing their market share predominantly to the Japanese due to superior engineering technology. Hence, on board IJV seems to be the best option or strategy at that point of time. Arguably however, managing IJV successfully is often complicated and challenging. Thus, many ultimately bound to fail. Schuler et al (2004) accounts failure rate of IJV is up to 70% . For instance, Wal-Mart, a giant retailer tha t has been successfully dominated the USA market, on the other hand, failed in its attempt to penetrate Germany’s market. The illustration of the case study on Wal-Mart and overseas expansion is well discussed in the Managing People and Organizations in Changing Contexts (Martin 2006) ? Management also had failed to see the bigger picture visvis helicopter view and only identify language is the key to solve cultural differences issue. Language by all means is merely a small piece of a jigsaw puzzle in a bigger context. An analogy for understanding cultural differences has been pictured as ‘peeling an onion’ . The first and obvious layer is the outer layer where languages, foods, buildings, monuments. This visible layer is known as artifacts. The second layer entails espoused values such as strategies, goals, philosophies and etc. Finally, the deepest root of culture denotes by the inner most layer is the basic underlying assumptions, whereby this layer is invincible and unconscious to human perception. Feelings, thoughts and perceptions fall under this category. Therefore, in order to understand cultural difference as a whole, the management need to examine and analyse all three layers and not only visible to the eyes. ? As IJV has been successful for Wilson Ltd. and Akita International, a new identity and separate legal entity was formed namely, Akita Motorcyle Company. This was merely a new beginning and more challenges await. As the company started to grew, British marketing, public relations and financial accounting staff along sales force made up both British and Japanese nationals were brought into the company. The integration of these workers into the company were difficult since human resources issues were poorly managed. In fact, Human Resource Division was not once mentioned in the Akita’s case study. By establishing Human Resource Division, employees particularly would not be ‘left in the dark’ as clear guidance and formal policies on all Human Resource (HR) matters would be in-placed and implemented. Schuler (2004) commented further on the Managing Human Resources in IJV by stating that: ‘For individuals as well as teams, the importance of learning, sharing and transferring knowledge has implications for the competencies (knowledge, skills, abilities, personality, and habits) to perform their organizational roles. Ineffective HR policies and practices may produce a workforce that is incompetent and unmotivated, poorly matched with job requirements, inadequate socialized ad uncommitted to the IJV itself, and/or unable to manage their dual loyalties to the IJV and its parents’ ? With the establishment of HR division within the Akita Motorcycle Company, gap on cultural barriers/cultural conflicts or variations can be lessened via cultural training programs, job rotation among UK and Japanese workers. Such practices can foster biculturals learning experience and enriching cultural understanding and exposure. Thomas (2008) clearly defined bicultural as an ability for workers to have dual pattern of identification towards culture, apart of their own culture, and at the same time have a tendency to ‘experience more cognitive complex cultural representations than do mono-culturals’ (Benet-Martinez, Lee et al 2006 cited in Thomas 2008) . Moreover, HR can also relook into Ms. Fiona’s roles, towards more culturally liason, so that it can be more an enriching experience for her rather solely being an interpreter. ? On the other hand, any grievances pertaining to employee relations issues such as working hour’s policy, reward system can be smoothly handled as grievances could possibly be channeled properly. Communication feedbacks on grievances must also be built to help ease the parties concerned. ? Mr. Christopher also highly need to change his views towards the Japanese, thus harnessing the understanding of different culture by way of recognizing, respecting, and continuously reconciling cultural differences. Recognizing and respecting phase occasionally tend lead towards identification of potential threats and opportunities that the culture can offer. ‘Reconciliation on cultural differences’ was the idea introduced by Trompenaars F. and Woolliams P (2006) whereby both researchers suggest that: ‘It helped to identify and define behaviors and actions that vary across the world and across companies but which all integrate differences to a higher level ~ much more significantly than compromise solutions. The approach informs managers how to guide the people side of reconciling any kind of values. It has a logic that integrates differences. It is a series of behaviors that enables effective interaction with those of contrasting value systems. It reveals a propensity to share understanding of other’s position in the expectation of reciprocity’ ? In addition, Mr. Christopher’s ‘silo minded thinking’ (denotes by I-type-thinking) also need to be changed, whereby universalism principle upheld by his values likely not to be practical anymore. Instead, Mr. Christopher needs to exhibit openness and develop a broader thinking style (T-type-thinking). Mr. Christopher also needs to embrace the cultural diversity that Akita Motorcycle Company enjoys. Rather than seeing culture as a problem, cultural diversity needs to be viewed as a source of competitive advantage. In short, in making a change management program in Akita Motorcycle company a success, the leaders need to reflect and be ready to experience first hand change within self via the notion ‘led by example’ or ‘walk the talk’ .i.e. changing mindsets and attitudes. On the other hand, Human Resource Division also needs to play its part in order to close gap on people’s problem. Question 3 Suggest a strategy for change to take the company forward. As pointed out earlier, businesses and organisations are becoming more diverse and complex as a result of globalisation. Hence, organisations being multicultural in nature, must deal with the impact of cultural difference, and possibly problems that could arise from it. Slightest variation in behaviour in a culture could create conflict thus could give impact on the workforce motivation and productivity . Lower productivity and motivation largely could have a direct impact on business performance. Therefore, a strategy for change needs to be implemented successfully to solve the root of the problem – cultural conflict. For instance, Akita Motorcycle Company is facing with such conflict. In order to move forward, an appropriate change strategy is needed to effectively attempt at the problem. Martin (2006) suggests two generic models that can be used to analyse and guide the strategic change management particularly deals with cultural change . The two change models are as follo ws: ? the Intervention Strategy Model (ISM) developed by Paton, R. and McCalman, J. (2006) and; ? the Strategic Change Process Model developed by Martin, G. and Beaumont, P. (2001) The ISM model is a system driven and also based on a socio-technical platform (Paton McCalman 2008) . Fundamental components of the system are the integration between the System Intervention Strategy (SIS), developed by the Open Business School (Mayon-White, 1986) and Total Project Management (TPM), a product of Glasgow Business School (Paton and Southern, 1990) . The ISM model was subdivided into three phase namely problem initialization or identification phase; evaluation and design phase; and the implementation phase. Martin (2006) further break-up the three phase models into smaller elements that associated at different stage . The segregation model of the ISM as follows: ? Stage 1: Problem definition a) clarifying the objectives of the change b) capturing data and performance indicators c) diagnosing the system’s properties ? Stage 2: The evaluation and design phase d) analysing the system e) determining options or solutions f) evaluating options or solutions ? Stage 3: The implementation phase g) implementing the chosen option or solution h) appraisal and monitoring During the problem definition stage, Akita Motorcycle Company must identify problems arising from the cultural conflict observed by both cultures. Then the problems with a brief background of the event could be stated for further discussion. Both cultures would then view the problems in their own perspectives and agree on the problems. The shared perception on the problems could give advantage to both culture and leads to work for a solution. The whole process to some extent is believed to be motivated by the work of Jourard S (1964), a concept on the Johari Window, working on the notion of ‘how I see things / I don’t see things’ versus ‘how they see things / they don’t see things’ (Jourard S 1964 cited in Schneider and Barsoux 1997) . Performance indicators are also need to be set up allowing the data on the problems to be collected for further analysis and evaluation. At the evaluation and design stage, the data collected earlier can then be analysed by the organizational change specialist and perhaps come up with a possible solutions to the problems . Cultivating bi-cultural learning, cultural training program, working towards one corporate cuture (united organisation) or even engaging in conflict resolution are some examples of possible solutions that Akita can consider. These possible solutions will then be evaluated to see whether they are viable and reliable. Some useful techniques recommended by Martin (2006) to evaluate the solutions are of the scenario writing / planning; forecasting and scenario planning. Best possible solution would then be implemented via suitable implementation strategies to achieve the goal of the organisation. These implementation strategies include pilot testing, parallel running and big bang (Paton and McCalman, 2008) . It is important to note however that not every change strategy is a success. In the Akita case for instance, the goal is to strive in resolving cultural difference and working towards achieving cultural integration. Appraisal and monitoring program also need to be built in for future review and reference. 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