Amma Unavagam

Growth through CARS Initiatives Pfizer is the world's largest and one of the most admired pharmacy companies with an income of about US $52 Ban in 2013. In 2001 when Dry Hank McKinley took over as Chairman and CEO of the company, Pfizer was very stable and financially sound. It was poised to become the world's largest pharmaceutical company with revenues doubling In the next five years. But the CEO had other serious challenges to contend with.In response to these challenges, Dry McConnell formulated a new mission of Pfizer to become the world's most valued company not Just to Investors, patients and customers but also, to employees, partners and communities where we live and work. † In line with this mission, Pfizer became the first pharmacy company and one the first corporate in the world to sign up for support for the LINE Global Compact (UNC). UNC among other things envisages that businesses should: 1. Support and respect the protection of internationally proclaimed human ri ghts and 2.Uphold the elimination of discrimination in respect of employment and occupation. To deliver on his commitments to these principles of UNC, Dry McKinley created and launched Its The Global Health Fellows Program (GAFF) In 2003 under his personal oversight. Under this program, Pfizer would send their skilled employees to developing countries on short term assignments (2 – 3 months) to help Noose there build health and social infrastructure in communities ravaged by various dreaded diseases.These employees would transfer their professional, medical and business expertise to the Noose in such a way that the Noose would learn to promote more efficient access to quality health services for the needy. Starting with mere 18 people in 2004, today over 300 Pfizer employees participate in assignments in 45 countries in partnerships with 40 international development organizations. Experience shows that through GAFF initiative, the MONGO partners gained expertise in capacity-b uilding analysis, planning and training that they couldn't otherwise afford.This helped them to Identify health trends and plan Interventions, enhanced their drug-trial competence helping them attract more western resources, and manage their programs better. International social cause as good corporate citizen. The Program became a personnel development tool. Returning volunteers came home with new operational and business insights as well as better understanding of the company's stakeholder including patients, communities, medical professionals and MONGO etc around the world especially in emerging markets.This in turn contributed to better policy making and program planning including bringing better AIDS therapies to the market. This program also served as a valuable recruitment and retention tool. It also helped build better relationships with legislative and regulatory authorities. Interestingly, the success of the GHB Program enthused Pfizer to include reports of philanthropic a ccess programs in their financial reports to the investors.

Crooks monologue Essay

Ever since I came to this ranch to work here, on this rigid structured horse shoe shaped land I always dreamed, hoped and desired for one thing and one thing only! That one day I would have my own land, that one day I would have my own peace and privacy to myself without having to look after horses for the rest of my life. Don’t you think an old man like me would deserve such thing? An old man with a crooked crippled crunched back that has never been treated nice ever since he stepped into the ranch With so many people calling him names because of what colour he is, I bet you would. Ever since I was a little kid my childhood was a beloved and wonderful with my brothers, always accompanied with them just like a jigsaw puzzle when put together. I’ve always wanted to be equal to the others in the ranch. But I would never mix because of my colour it is almost like mixing the wrongs colours to the others in the ranch when painting a picture for your wall. Not letting me play activities with them, feeling lonely at all times can you imagine how annoying and pain staking that would be. Only activity they would let me play is the horse shoe game, bet you would get bored playing it for five minutes. Just imagine and old man like me with a dream of having a land where theirs peace and quiet where I’m free to do anything I want. Sit down and have a nice meal for god sakes, whenever I want without being interfered with those vicious idiots that have no feelings in their life’s what so ever. All the time I work I say to myself I wish, I just wish I could be with someone forever. And pursue that dream that feels it will never happen. Life on the ranch is hard, painful, feet blistering work especially when you’re looking after horses all day long, and what’s worse! Having a crippled back, doesn’t help one single bit and looking after the animal that did it to you, yes that’s right, got kicked by a horse long time ago leaving me in a devastated pain for the rest of my life. Not one day have I lived on that ranch without being interfered or called racist names about my skin colour, how does that feel inside, terrible doesn’t it, that’s how I feel right now. Every day I have to rub things onto my back to relieve the pain which doesn’t feel any better at all worst thing that makes me angry and annoyed is your privacy being invaded how would you feel if someone just walked into you while you were asleep, wouldn’t you feel annoyed and angry, bet you would, lennie that huge bastard walked into my private property while I was doing my own thing no knocks or permission just like that, as if you I was an animal in my hut. Every day I think to myself that I have been doomed to a life of loneliness and racist name calling. There is nothing much to do on this ranch other than working and living a sad life that you think inside yourself will never end. Back when I was a child I was living with a wonderful family that actually cared for me endorsed me, looked after me, and loved me. I also had an education unlike the stupid people living on the ranch not knowing what they say every time they talk and call me names that burns my heart into ashes, I was well educated had a father mother and brothers too. I was accompanied by them. Over here I’ve got no one to care for me other than lennie he is like a black brother to me not calling me racist names, actually talks to me expresses his feelings to me, he makes me feel like I’ve got a future that will come true one day, I’m in this lonely and terrible situation because of my race, yes that’s right you might think it’s something bizarre but actually this is what happens to me. At least I had someone to talk to ever since I stepped into this ranch, can you imagine how it would feel if you were isolated because of your bloody colour for god sakes! Wouldn’t it make you go crazy or maybe mental? Show preview only The above preview is unformatted text This student written piece of work is one of many that can be found in our GCSE John Steinbeck section.

Kafka’s The Metamorphosis

Many literary critics were both awed and puzzled with Franz Kafka’s brilliantly written yet absurd, and often, grossly surreal form of writing. Die Verwandlung or The Metamorphosis is Kafka’s longest work, almost resembling a novel, and is also one of the most acclaimed. From the story of Gregor, who woke up one morning to find himself transformed into an insect (beetle), the readers can slowly see the exploration of an individual’s existence and the pain he experiences due to physical isolation and other people’s indifference.Using a purely psychological outlook, it is easy to view The Metamorphosis as a mirror of Kafka’s own demons–for every artist is said to impart a portion of his self into his works. Thus, The Metamorphosis may be Kafka’s own struggle with his past and present, a personal process that gradually made its way to the writer’s conscious writings and developed into a nightmarish plot about the life of Gregor Sam za who curiously transmuted into a physically hideous creature. This is why Kafka stands to gain the empathy and compassion of viewers when the story is told from the standpoint of Gregor.First, Kafka is a struggling writer early on in his life. He lived his life in emotional dependence on his parents. There were mixed feelings of love and hate   and though he longed to marry, he considered   sex as dirty. By choosing Gregor as the main character who experiences the transformation, he elicits the empathy of readers even as he performs a lackluster life.(Franz Kafka. 1883-1924). In the story, Gregor Samza is the pillar that supports his family. He is a fairly successful salesman and earns enough to pay off his father’s debt and bring food on the table. He is the one who strives hard for the family’s upkeep.When the tragedy happens to him and not to any member of the family, then, the repercussions are greater. The pillar of their family is suddenly gone and they hav e to strive to go about their daily lives without his help. In fact, they have to bear the burden of seeing a horrible creature in their house and then to think that the creature is Gregor, back to pretending that their lives are normal, nevertheless.Second, Kafka had no intention of publishing any of his works.   He actually wanted it destroyed. It was his friend Max Brod who pursued its publication. Thus, Kafka, actually had all the liberty to create Gregor as the target of all his frustrations and dependency feelings. He gained all the outlet to release these emotions and then destroy it in the end. It gave a vicarious feeling of relief to him. (Franz Kafka. 1883-1924).Lastly, Kafka felt a certain kind of weakness despite the rebellion he showed. Creating Gregor as the brunt of all his impotence gave an apt target for the same kind of impotence that Gregor had to be imbued with. .(Franz Kafka. 1883-1924).We find reasons for Kafka’s way of telling the story because Kafka never worked as a traveling salesman nor even experienced acting as a primary financier for his family. Yet a parallelism can be seen between the two men, both before and after Gregor’s transformation. Gregor knows his father’s ruthless temper, and with respect for the old man intermingles fear. There are scenes in the story where the older Samsa demonstrates this merciless attitude towards his son because of the latter’s repugnant appearance.Mr. Samsa cruelly shoves Gregor into his room using a walking cane, and during a stressful encounter, pelts him with apples wherein an apple lodges into his insect back and begins to rot (Kafka 37-38). Nevertheless, it was through Gregor that Kafka was able to show how goodness permeates in everyone, but only when instances are happy and perfect. When things turn to worst, individuals resort to a coping strategy that alienates the ugly and the useless.Putting Gregor as the member of the family that is transformed into an in sect gives us a glimpse of how Kafka may have felt at times in his life. Apart from the refined and healthy appearance, Kafka was depressed most of the time. It was known that he suffered from migraine, constipation, and boils, which are all products of pent-up stress and unhealthy emotions common to those with troubled pasts   (â€Å"Franz Kafka†).No wonder that the bizarre dominated his form of expression, probably as a form of a release from the rigid normality that imprisons individuals into normalness. In fact, there is no other way of invoking from the readers such strong feelings akin to the emotions of the writer than by using frightful and graphic images resembling man’s outlandish nightmares.   Then again, Kafka never wanted some of his works published for the entire world to read. Writing is sacred for Kafka, and a refuge from a seemingly menacing and indifferent world (Franz Kafka. Books and Writers).Gregor’s transformation into a beetle is paral lel to Kafka’s acquiring of tuberculosis. The physical degradation means the collapse of a person’s once important status and the revulsion of others. At first, loved ones react with grief whilst trying to be considerate to the afflicted one. In the long run, however, those with debilitating weaknesses are soon scorned. This long-time fear of being weak and being segregated translated into writing, while Kafka tried his best to look normal even when recuperating.Kafka’s tuberculosis purportedly affected his writings in such a way that his stories show â€Å"fear of physical and mental collapse,† which was of course also seen in The Metamorphosis (Franz Kafka). Further, the nightmarish plots pertain to â€Å"dehumanization† as exemplified with Samsa’s metamorphosis into an insect. Even more frightening is the effect of this dehumanization, wherein everything beautiful, even Grete’s kind-heartedness, comes to its fearful end.For some re aders, The Metamorphosis is allegorical. Reading the story makes one constantly hope for a totally different conclusion, or if not, for some figurative message hidden behind the lines. Yet what happened in the story is totally literal and blunt: Gregor died as a beetle, his death comes silently in the night. It is devoid of any melodrama or of any dramatic revelations, so that the whole meaning or essence of the story is left for the readers to figure out. Kafka’s literature, The Metamorphosis included, have since served as windows into the late writer’s own life and soul: his experiences, fears and tribulations. His works are full of the complexities that are deemed as representative of the human existence, and most importantly, complexities that endlessly haunted the author until his end.Kafka stands to be redeemed of his supposedly ordinary existence, even if temporary, in the way he depicted Gregor. All the angst that Kafka experienced in his life poured out on Gre gor who had to bear the brunt of his disappointments. He made Gregor useless by transforming him into a hideous insect in order to assuage his own uselessness.   It had to be Gregor because he was the breadwinner. When Gregor dies in the end, the impact is great because as Kafka writes it, that there is a heavy weight lifted from the spirit of the family and their mourning is short.The story ends with the whole family driving into the countryside and their parents’ thoughts wondering about how to find a husband for Grete. There is a great sadness in the way Kafka decides to end his story because Gregor is not missed at all, but instead, his parents just try to find ways of looking for a possible husband for Grete—a replacement for Gregor who was their breadwinner. In the final analysis, Kafka succeeds in getting the sympathy of readers as he wove his story until Gregor’s death.Works CitedKafka, Franz. Appelbaum, Stanley (trans.). The Metamorphosis and Other St ories. New York: Dover. 1996.â€Å"Franz Kafka.† In Wikipedia, The Free Encyclopedia. 7 Dec 2006. Retrieved Feb. 1, 2007 at:https://en.wikipedia.org/w/index.php?title=Franz_Kafka&oldid=92749510â€Å"Franz Kafka.† Books and Writers. 2002. Retrieved Feb. 1, 2007 at:â€Å"Franz Kafka. (1883-1924).† Retrieved Feb. 1, 2007 at:http://www.levity.com/corduroy/kafka.htm

Outsourcing And Project Valuation Essay Example | Topics and Well Written Essays - 750 words

Outsourcing And Project Valuation - Essay Example Typically the service that they share is not considered their core-business and the firms that are outsourced specialize in those specific types of work. The outsourced organizations are referred to as - centers for shared services – and are in charge of handling and executing of specific operational tasks, such as human resources, payroll, legal, compliance, security. Outsourcing could take the form of hiring service providers who handle the distinct business processes, for example, employee benefits management (Brown and Wilson 2005). Currently the management in the organization has not outsourced any service, but plan to use the shared services. The organization is a small computer store and has lately experience massive growth in revenues. This has brought the strain to meet the finance and administrative tasks to support the core program work. Management feels the need for a more professional touch to the operation of the organization since it is dissatisfied with the per formance of the in-house paid staff or pro bono professionals. The impact of not finding better solutions to the transactional and accounting service has been high staff turnover, inefficiency and burnout, cash flow crises, loss of funding, missed opportunities etc. At best, the negative impacts have posed as great distraction for the leaders and have stunted the growth and sustainability. The perceived benefits of using shared service centers have motivated the management to consider this outsourcing option. The decision to outsource has been put down by the strategic managers and they have arrived at that by brainstorming through the stages. First, they have developed the organization’s principal about the role of outsourcing activities by strategic thinking. Second, the evaluation and selection phase has led them to decide on the appropriate projects to consider outsourcing and the service providers to select. Third phase involved contract development, outlining the legal work and service level agreement terms. Finally management has considered refining the ongoing working relations between the clients and outsourced service providers. In the plan to use outsourcing the consideration has been the success index. This depends on three factors: timely and efficient communication to affected staff; client’s position to manage the service providers; and executive-level support in the outsourcing mission in the client organization. Management realizes that the service provider being outsourced needs a combination of skills in areas such as, communication, negotiation, project management and the ability to understand the terms and conditions of the contracts. Most importantly is the service providers’ willingness to change with the changing business needs. DQ2-Measuring return on investment (ROI) How does your company/organization measure returns on investments (ROI) in IT? What process is in place to approve  projects, and what weight, if a ny, is given to using financial metrics in the project approval process? The managing director of the computer store has established a performance measure to evaluate the efficiency of the investment in IT by the company. The ROI metric is popular in the company because of its simplicity and versatility and it can clearly show if the investment has a positive ROI or otherwise. Adopting the ROI measure was encouraged by the need to have a type of economic justification, specifically to provide the executive and strategic

Hitler Youth of Germany and the Red Guards in China Essay

Hitler Youth of Germany and the Red Guards in China - Essay Example It was the second oldest paramilitary Nazi group, founded in 1922 as the Jungsturm Adolf Hitler, one year after the Sturmabteilung (SA) Stormtroopers. The group was based in Munich, Bavaria, and served as a recruiting ground for new Stormtroopers of the SA. The group was disbanded in 1923 following the abortive Beer Hall Putsch but was re-established in 1926, a year after the Nazi Party had been reorganized. The second Hitler Youth began in 1926 with an emphasis on national youth recruitment into the Nazi Party. Kurt Gruber, a law student and admirer of Hitler from Plauen in Saxony, home to many blue-collar workers, initiated the reconstruction of the League. Then in 1933, Baldur von Schirach served as the first Reichsjugendfuhrer (Reich Youth Leader) and devoted a great deal of time, finances, and manpower into the expansion of the Hitler Youth. By 1930, the group had over 25,000 members with the Bund Deutscher Madel (BDM) (League of German girls), for girls aged from fourteen to eighteen). The Deutsches Jungvolk was another Hitler Youth group, intended for still younger children, both boys and girls (Sohn-Rethel 23-24). In the People's Republic of China, the Red Guards were civilians who were the frontline implementers of the Chinese Cultural Revolution (1960s-1970s). Most Red Guards were youngsters in their mid-teens summoned by Chairman Mao Zedong to protect the forward progression of the Chinese Communist Party against "evil forces" such as imperialism and corruption, including those within the Communist Party who were identified as deviationists. Red Guards could be found in all aspects of Chinese society from the Foreign Ministry down to supervision of siblings. The Red Guards sat in the Foreign Ministry supervising officials while briefly seizing power from Chen Yi to conduct foreign affairs. Many Red Guards used their freedom to carry out personal vendettas. The original membership of the Hitler Youth was confined to Munich, and in 1923, the organization had just over one thousand members. In 1925, when the Nazi Party had been refounded, its membership grew to over 5,000. Five years later, the national Hitler Youth membership was at 25,000, at the end of 1932 (a few weeks before the Nazis came to power) it was at 107,956, and at the end of 1933, the Hitler Youth held a membership of 2,300,000. This rise for a large part came from the members of several other youth organizations the HJ had (more or less forcefully) been merged with, including the rather big one of the "evangelische Jugend" (600,000 members at the time), the YO of the Evangelical Church in Germany. In December of 1936, Hitler Youth membership stood at just over 5 million. That same month, the Hitler Youth became obligatory and membership was required by law (Gesetz uber die Hitlerjugend). This obligation was affirmed in 1939 with the Jugenddienstpflicht. Membership could be enforced even against the will of the parents. From that point, most of Germany's teenagers were incorporated into the Hitler Youth, and by 1940, the total membership reached eight million. Later war figures are difficult to calculate, since massive conscription efforts and a general call-up of boys as young as ten years old meant that virtually every young male in Germany was, in some way, connected to the Hitler Youth. The Hitler Youth had the basic motivation of training future "Aryan supermen" and future soldiers who would serve the Third Reich faithfully. Physical and military training took precedence over academic and scientific education in Hitler Youth

Why the Bonfire of the Vanities Flopped Essay Example | Topics and Well Written Essays - 1250 words

Why the Bonfire of the Vanities Flopped - Essay Example The researcher states that with all of the positive factors that the film had going for it, like an excellent cast in securing Bruce Willis and Tom Hanks, and a screenplay based on a bestselling novel, as well as Christmas day opening, it is undeniable that the film had garnered the necessary anticipation. The only real explanation for the film’s outcome is the unsatisfactory direction of Brian De Palma, and it’s the most believable considering his track record in Hollywood. The only way to truly narrow down all of the possibilities of why this film was such a flop at the Box office is to rationally view all of the contributing factors and then make a sound judgment as to which one is most likely the cause of the film’s failure. In most cases, because the entertainment industry is so fickle, it could be argued that any number of possibilities could have contributed to the cause and that it couldn’t have just been one. In sum, the researcher concluds that D e Palma’s flop at the box office with The Bonfire of the Vanities is entirely due to his own unsatisfactory directing. The director has never been nominated for an Academy Award, or for a Golden Globe, despite the fact that he has had unprecedented studio support, in that they allow for all of his failures. In assessing what made The Bonfire of the Vanities flop at the box office, it must be recognized that all of the necessary tools were available, the actors, storyline, studio support, even anticipation, but Brian De Palma just didn’t deliver.

Challenges in The Developing Ethical Practice in Health Care Essay

Challenges in The Developing Ethical Practice in Health Care - Essay Example The ethical practice in health care industry faces different challenges each day. Given are some common scenarios that nurses encounter, and how it is being handled. II. The Foundation of the Code of Ethics The set of rules is widely known as the â€Å"code of ethics.† The word â€Å"ethics† is derived from Greek terminology ethos, which implies conduct and character, among many others, such as practices and habitual operation. It is a universal code practiced by many nurses all over the world with a common goal in line with the â€Å"Nightingale Pledge,† which was first used in 1893. The pledge is the physician’s counterpart of the â€Å"Hippocratic Oath.† An ethical practice in the nursing field includes basic ethical obligations, which nurses are presumed to follow. Nurses are responsible for how they interact in terms of offering comfort and respecting their patient’s requests, their patients’ family members and/or friends, communi ty, and colleagues, in a professional manner (Canadian Nurses Association, 2008, p. 2). A responsible nurse is a good nurse; being responsible is an indispensable trait since an ethical practice is merely a guiding principle to help nurses in decision-making, and therefore, it is the nurse’s decision to whether or not follow and practice the ethical code. The Canadian Nurses Association (2008) believed that in order for the ethical practice to be considered as such, these factors have to be weighed: the nurses’ word to do good; views on ethical topics; and his or her interrelationship communication skills, to deal either in an individual or a group of people who requires medical attention (p. 4). Moral integrity is one’s ability to keep their ethics intact under any circumstances. III. Moral Identity in Ethical Practice Nurses give qualified and ethical treatment filled with compassion. A lot of professions, especially the ones in the non-medical field, often do not have guiding principles to the extent of the ethical code being practiced in the nursing field. Whereas the same level of compassion is not really needed in other professions, as mentioned in the Canadian Nurses Association (2008), one of the nurses’ roles is to deliver compassionate service by talking in a sensible manner that communicates care and act in a way that shows empathy (p. 8). Empathy and compassion allow nurses to even feel the patient’s pain to some degree, which is a valuable trait, because it shows the human element in communicating caring is evident. A. Moral Identity Moral identity is an intellectual depiction of a person’s ethical character, which is innate by nature and projected externally (McFerran, Aquino, & Duffy, 2010). Its blueprint is characterized by the actions and the corresponding people involved in it, such as colleagues, the organization, or even the society in general. As an example, based on the code of ethics, a critical care nurse, according to the American Association of Critical-Care Nurses (2012) may intervene when the patient’s interest is in question, as in the case of patients in Intensive Care Unit (ICU). Similarly, they can speak on a patient’s behalf according to the patient’s beliefs and values. The importance of getting compassion from someone has

Careers in Lodging and Food and Beverage Industries Essay - 2

Careers in Lodging and Food and Beverage Industries - Essay Example This explication concentrates on the lodging, food and beverage industries. The food, beverage and lodging industry constitutes diverse managerial careers, which require professionalism and utter commitment. Such managerial positions include human resource managers who efficiently direct, plan and coordinate the administrative duties of the organization. They authoritatively conduct and oversee interviewing, recruiting and eventual hiring of new staff (Davis, 2013). They also consult with ranking executives on strategic planning and pose as a link between an organization’s management of its workforce. Public relations managerial staff creates and upholds an auspicious public image for their clients or employer. They compose material for media publication, plan and lead public relations programs, and procure funds for their affiliation. In both industries, financial manager assume a key role in holding the responsibility for the financial health of the affiliation. They generat e financial reports, direct investment businesses and create strategies and plans for the financial goals of their affiliation. Advertising marketing and promotions managers compose programs to induce interest in a service or product (Davis, 2013). They operate with sales agents, monetary staff members and art directors. Food, beverage and lodging industries have operational managers in place. Their chief function is to assist the organization’s director in the healthy running of the businesses. They have the responsibility to create, deliver and design product mixes that have quality, while maintaining lump sum monetary returns (Davis, 2013). They do this while ensuring that all working prototypes are under critical review to induce growth and deliver outstanding guest services. Food service managers are explicitly responsible for overseeing the daily operations of restaurants and other affiliations that serve beverages and food to their clientele. These managers ensure that clientele derive sufficient satisfaction with their dining experience in the entire food and beverage industry (Davis, 2013). Maintenance managers in both establishments administer the yearly operating plans and establish yearly objectives and goals for the staff and departments, while reviewing work completion for efficiency and adequacy. This ensures accountability in the hospitality industry when such managers are active in their positions. The food, beverage industry has a career opportunity for directors of new merchandise sourcing, who have a chief responsibility to manage and invent new merchandise product lines. They additionally oversee sourcing selections and support new product introduction and production (Davis, 2013). They also levy for rapid prototyping, therefore they ought to have ample qualification handling such technical matters that are critical to the success of the food and beverage industry. In both industries under study, directors of sales have the mandate to develop an overall strategy with a corporate sense including creation of roadmaps for the affiliation. This is for ensuring that the organization acquires significant sales growth by extending sales in the present customer base. The have an additional role of developing the entire business (Davis, 2013)s. From the past to contemporary times, the hospitality industry ensues growing both internationally and nationally,

Forensic Management Essay Example | Topics and Well Written Essays - 1500 words

Forensic Management - Essay Example He can also create awareness to the employees to be careful in their duties and warn them of malpractices (Griffin & Moorhead, 2012:65). The best alternative to the above is training employees to abide by the code of conduct and report issues that they feel critical and calling for attention. Consequently, this will serve as a source of motivation as workers will be able to distinguish the good from the bad. They will also be in the capacity to express feelings as long as confidentiality prevails. All these values come from unity and value of each other irrespective of his rank in the organization (Goethals, Sorenson, & Burns, 2004:64). Every organizational goal is relatively direct to profit maximization. The key factor of production that prevails among all others is human resource. For the company to achieve all strategies effectively, it should value its labor force for it is the only way to merge it with other factors of production. All human beings adapt to change depending on t he degree they perceive. The management should learn that, employees would accept positive changes and defect to negative ones. Thus, managers should endure on initiating favorable dynamics that suit the needs of their subordinates, as well as the entire organization (Shah, & Gardner, 2008:123). Through motivation refuels, employees’ zeal and they will undertake their obligations in accordance to will of the organization. Managers should understand that appreciation goes along way, and when endeared on, employees will perceive their importance and merge their efforts closer to other factors of production (Griffin, & Moorhead, 2012:60). The main reason that people seek for job opportunities is to cater for their... The author of the essay "Forensic management" assumes that motivation is the process of influencing a person to perform a given task either by use of a positive measure or a negative one. In management, motivation plays the most crucial role as it affects performance of the set goals. Giving employees more than just financial incentives, will similarly improve their performance and the outcome is that the company will achieve its objectives. Therefore, the importance of motivation is to enable workers sense that they are part of the organization. Managers should engage in motivation as it eases unnecessary fears amongst the employees. Statistics reveal that workers perform poorly under oppression as compared to when motivated. Forensic is the scientific study of observing and establishing any criminal activities at a given scene. In management practices, forensic study refers to the observation of any unethical trends that in jure organizational performance. A manager will then be ab le to come with structural objectives that will enable the company learn and counter malpractices at their early stages. Motivation comprises mainly of all assets that push an individual to perform a duty. It can either occur by will or force depending on the situation. However, business’ approach to motivation reveals that, it is best when it applies positively to the employees. Hence, no matter how a manager may feel uncomfortable to work with other people, he must exercise motivation for the purpose of the organization.

Home-Coming Analysis Essay Example for Free

Home-Coming Analysis Essay Good morning/afternoon teacher and classmates. Last week, our group was designated to analyse the poem Home-Coming by Australian poet Bruce Dawe, who was born in 1930 in Geelong, Victoria. Out of the four siblings in the family, he was the only one to ever attend a proper secondary school. Previously being a part of the Royal Australian Air Force in 1959, his purpose for writing this particular poem was because of the Vietnam War, which claimed a seemingly endless number of lives. This really angered him and so he dedicated this poem to the casualties during the war. In our analysis of the poem, we noticed that the poem effectively incorporated a variety of useful techniques which significantly enhanced the subtle meaning behind the poem. With the clever use of language and structural devices, Bruce Dawe was really able to augment his views and exhibit his true perspective upon war. Some techniques utilised throughout the passage were similes, repetition and irony, just to name a few. In a nutshell, the poem revolves around soldiers apparently coming home from the destructive course of war to their loved ones. From the title of â€Å"Home-Coming†, the audience gain an implication of relief and happiness and it insinuates a positive atmosphere. However, later on in the poem this is found to not be the case as the status of all the soldiers are revealed to be deceased. As soon as we read this, we quickly picked up on the fact that it was an anti-war poem. In our points of view, we believe the poem resembles an elegy because of its depressing mood. Also, our group thought that the poet was striving to depict the soldiers as unimportant and expendable through a satirical perspective as well as showing us how little respect they gain from laying their lives down for our freedom. To begin with, the first device embedded in the first section of the poem is repetition. The repetition of the word â€Å"day† in the quote â€Å"All day, day after day† presents a tedious mood in which time is moving extremely slowly and almost seems perpetual when we read it. This technique has such a strong and potent effect on the audience as it is applied in the opening lines of the poem, which forces us to have an immediate reaction. Also, the word â€Å"they’re† is continuously written later on in the poem, such as â€Å"they’re bringing them in, they’re zipping them up†. By doing this, Dawe attempts to  show a somewhat mechanical and constant process of the storage of corpses, thus displaying the soldiers with the qualities of inanimate objects and not worthy of have equality to human beings. Repetition is an important aspect in this poem and gives us the stereotypical view on the soldiers fighting at war. In addition to this, Dawe includes a descriptive array of similes that paint very vivid images in the minds of the audience, which allow them to picture the particular scene that the poet is trying to conjure. As a result, the composer is able to manipulate the imagination of readers and stimulate them into thinking about a specific theme through the use of words. In this case, Bruce Dawe induces strong visual imagery that promotes a lonely, mournful and silent atmosphere. An example of this mood is demonstrated in the quote â€Å"telegrams tremble like leaves from a wintering tree†. To base an image upon a â€Å"wintering tree† provides negative connotations whilst also allowing Dawe to take advantage of words to reinforce the depressing mood of the text. Because of this, the strong meaning behind the similes used is an essential component in the poem of Home-coming. Finally, the last technique adopted in the poem sparingly but effectively is irony. Dawe entices the audience to positive emotions such as hope and relief through the title of â€Å"Home-coming† which obviously is supposed to spark happiness. However, in this case, the poet deceptively turns our hope into confusion as the text then turns to a melancholy mood through quotes such as â€Å"they’re picking them up, those they can find†. The intended reaction that Bruce Dawe wants from the audience is shock, because as we read on, the soldiers are disclosed as dead people. This is where the irony lies as the content of the poem and its atmosphere almost completely contradicts the message that the title is insinuating. Furthermore, another instance of irony is the phrase â€Å"frozen sunset†. Once again, these words build up a cold and desolate basis for the mood of the poem. Bruce Dawe has combined a number of techniques such as irony and similes in this anti-war poem that makes the audience wonder about the terrible effects of war and the devastation it can bring to families. It persuades them to  see through the faà §ade of war with the twisted but true contrasts of the title and content of the poem. As well as this, the text tries to make us consider the way that we act in regards to soldiers and we they should respect them more as they are the reason why our freedom is able to be reserved for the future generations.

Defining, Examining and Designing an Organizational Structure

Defining, Examining and Designing an Organizational Structure An organizational structure can be defined as a pattern of relationships of different component in an organization. Organization structure thus refers to the arrangement of relationships among different positions and people in an organization (HRM GUIDE 2009, Para. 2). Importance of organizational structure Organization structure gives authority and responsibility to individuals. It directs who is in charge of what and who is responsible for what outcome. The structure helps individuals to know their roles and how to relate to each other in the organization (HRM GUIDE 2009, Para. 3). The organization structure gives the pattern of communication and coordination in the organization. By grouping activities and individuals, organization structure helps to facilitate communication between individuals centered in their responsibilities. This enables information sharing and problem solving. Location of decision centers: organization structure determines the centre of decision making and the source of power in an organization. Proper balancing: organization structure ensures good coordination between different groups in the organization. Nike Company It is a publicly traded supplier of sportswear and equipment in the United States. The company headquarters are based in Beaverton. Nike is the worlds greatest manufacture and supplier of athletic shoes. The Company adopts a hybrid of both functional and divisional structure. The chief executive officer is in the top of the hierarchy and the following managers directly report to him: the corporate vice president, manager operations, manager Jordan brand, manager Nike brand, manager global basketball, manager Americas brand, manager administration, manager Brand and category management, manager footwear, human resources manager, sports marketing manager and the manager in charge of Nike design (Official Board 2009, Para. 1). Looking at the Nike structure we realize that each brand has a department that organizes its activities. Each brand operates independently such that it organizes on the production and marketing. Each department then has sub-units or sub-departments like production and accounting. This enables the company to track the performance of each of its brand separately. Each departmental head reports directly to the C.E.O. this gives departments autonomy in decision making. There are other departments that are utilized by all the departments but they also report directly to the C.E.O. The human resource department is responsible for recruitment and placement of employees in the whole organization. This department deals with the employees affairs in the whole organization. The manager (operation) is responsible for coordination of operations within the whole company. It has the responsibility of making sure that all activities in the organization are run smoothly and are well coordinated. This reduces conflict and facilitates interdepartmental cooperation (Official Board 2009, Para. 2). The marketing department is the department that deals with all the marketing activities of the products produced by the Company. This department organizes sales and promotion campaigns for all the brands. This department is responsible for brand development and growth. It works together with other department to determine sales forecast and expected demand for the products. This department is an important part of the firm because it is responsible for maintaining a strong brand for her products. Comparisons of Nikes organizational structure and the divisional type of organization structure Communications Divisional type of structure has a decentralized form of communication such that different department make their own decisions on consultation with the C.E.O., this is the same communication channel that is practiced in Nike. Each brand manager is directly answerable to the head office. The department makes its own production schedule and organizes its internal affairs (Buzzel.com 2009, para.5). There are some differences in the Nike structure and the convectional divisional structure communication. In the Nike structure there is the operations department which facilitates the interdepartmental communication. This department ensures that information flow between the departments is smooth. The information between the departments doesnt have to go to the CEO first so that it can be communicated to other departments. Division of labor The organization structure at Nike is organized such that each department is responsible for organizing its own activities. This shows that each departmental manager is the boss of a given department. The employees of a given department are answerable to the departmental head. This is similar to the divisional type of organization structure where the departments are usually given the autonomy to carry out their own activities and answerable to the top management (Buzzel.com 2009, para.4). The Nike Company organizational structure gives the departmental head control over all the processes and the human resources in the department. However there is an overall human resource department that harmonizes the human resources in the whole organization. This shows that the human resources in the organization have two centers of control. The department controls the working of employees while the human resource department is concerned with staffing and the employees welfare. Coordination Nikes organization structure coordination is similar to that of divisional organizational structure. Each departmental manager in the Nike Company reports directly to the C.E.O. and the board of directors forms the reference point to each department. Each departmental head organizes the activities in his/her department and makes sure they are well coordinated to produce maximum output. Nike has got also the operation department. This department is responsible in overall logistical planning in the organization. It is responsible for bringing logistical harmony in the companys operations. This is different from the divisional organizational structure which relies with all its coordination from the top management http://www.taxarticles.info/2010/06/importance-of-organizational-structure/

Developing a Safe Scientific Workplace

Developing a Safe Scientific Workplace In a scientific workplace there are many various aspects that enable workers to do their job safely knowing they are protected from various precautions and laws. These aspects can be split up into the following sections: hazard symbols and hazcards, risk assessments, protective clothing and equipment, COSHH, CLEAPSS and HSE, general laboratory practises and quality standards. Hazards symbols and hazcards Harmful This is a substance that will most likely cause harm to the body if it comes in contact with the skin or ingested. An example of a harmful substance is chloroform, for the safety in a work place this substance would be stored in a tightly close and sealed container in a well-ventilated room as it can give off harmful fumes. Explosive This is a substance that combusts with a lot of energy when exposed to heat or a flame. An example of a substance that is explosive is ammonium nitrate, explosive substances must be stored in a durable box with a tight lid away from any heat source, as well as this is must be stored low down in case it is an impact explosive. Oxidising Oxidising is a substance that do not burn by themselves but they provide oxygen for flammable substances to burn. An example of a substance like this is potassium nitrate, for oxidising substances like this they must be placed in a tub/bottle with a lid on and store away from any flammable materials for the safety of people working with this product. Flammable A flammable product is when a substance is subjected to a high heat it produces a flame. An example of a flammable substance is gasoline/petrol which is highly flammable in liquid and vapour form. To store this and many other flammable substances it must be placed in preferably a durable metal container with a tight lid on so no substance or fumes will be let out, it also must be kept away from high heat or any source of flame. Corrosive A corrosive substance has the ability to deteriorate and burn away a surface, this is usually the skin in a science workplace. An example of a corrosive substance is hydrofluoric acid, this is a liquid as are most corrosive substances so they are stored in similar ways, they must be stored in unreactive plastic containers that have a tight lid on to avoid spillages. Irritant An irritant substance closely relates to harmful but doesn’t cause as much harm, an irritant causes irritation to the surface of the skin therefor can cause red marks. An example of this is acetone, this must be stored in a tough bottle with a safety lid that is usually stored on a shelf or in a cupboard. Toxic Toxic is labelled to substances that if exposed to it can cause death if enough is in contact with the body. An example of this would be ricin which is extracted from a bean off a plant, it is usually in powder form. For this particular substance and many other toxic substances it must be stored in a container with a secure lid and store in a locked cupboard, safe or room. Biohazard A biohazard is used in the labelling of biological materials that carry a significant health risk to humans. An example of this would be carmine which is a natural red pigment. To store biohazards they must be stored in a bottle or tub with a safety lid on which is locked away from humans and non-workers. Radioactive A radioactive substance emits energy as electromagnetic waves or moving subatomic particles causing ionization. An example of a radioactive material is uranium, all radioactive material must be stored within a radioactive proof area like in lead which stops radioactive particles from passing through, keep in a safe which also stops radiation. Environmental hazards Environmental hazards can cause harm to the environment meaning both plants and animals. An example of this would be mercury, mercury is a highly toxic metallic liquid. To store this place in a plastic bottle with a secure cap on top, as well as this keep it away from any drainage source as well as animals, plants or the outside. Risk assessments There are 3 categories under risk assessments, these are chemical hazards, physical hazards and biological hazards. Risk assessments are usually taken before an experiment, practical or before a job is undertaken. The following example risk assessment of the 3 categories is from when I completed the preparation of aspirin. Chemical hazards Chemical hazards are chemicals that can cause harm to the body if exposed to the skin or ingested. An example of a chemical hazard would be a corrosive burn from concentrated sulphuric acid, this would be a high risk and as a precaution you should wear gloves and carefully use, make sure to use in fume cupboard to avoid spillages on work surfaces, wear lab jackets too to protect core body, wear safety glasses to protect eyes. This would be the same for another chemical hazard which is irritation for ethanoic anhydride which unlike sulphuric acid is a low risk. In the case of the substance being in contact with the skin wash off quickly and put the area affected in ice or cold water. Physical hazards Physical hazards are something that can cause harm to the body excluding chemicals or biological substances. For example slipping on water spillages, this can be seen as a moderate hazard if equipment isnt set up correctly or if carelessness occurs. To avoid this make sure apparatus is in the middle of a flat bench and make sure if it uses water to connect it properly so avoid leaks, in the case of a spillage simply mop up using paper towels, if the slipping occurs then if injured get a first aid officer to check you. As well as this another example could be cuts from glass breakage which is once again a moderate risk if not properly cleared up, to avoid this make sure to handle equipment carefully, do not grip too hard or too little to avoid shattering, place in the middle of benches to avoid knocking off, keep a brush and glass bucket in case of breakage. In the case of cuts happening wash the wound and cover in a plaster, if deep then go to hospital to get stiches. Biological hazards A biological hazard is a substance that causes a threat to the health of a person, in the practical I did there was only one biological hazard which was the product aspirin itself, it caused a low risk but a moderate risk if ingested as we made it ourselves. To avoid this make sure to wear disposable gloves in case the product gets on your hands, if products gets on skin wash off and to no put product in the mouth. In case any of it is ingested you must go hospital as it wasn’t commercially made. Protective clothing and equipment Protective clothing equipment more commonly known as personal protective equipment is pieces of clothing or equipment that will protect the user against health or safety risks at work. It can include items such as safety gloves, eye protection such as goggles, visors and glasses, safety footwear and lab coat. Lab coat A lab coat is made out of cotton which absorbs the chemicals spilt onto the coat, because of this it is used to protect the core body and arm and stops yourself from being damaged in many different laboratory situations. Protective gloves Protective gloves are worn when there is a chance if a substance can harm your hands, the gloves are made out of neoprene or latex that are resistant to chemicals and are used to protect your hands when using something potentially harmful. Goggles These are used to give extra protection to the eyes, it covers all of your eyes including top bottom and sides, they have a PVC frame with polycarbonate lenses giving it strength whilst protecting eyes at it is unreactive. Visor These are used to cover whole of the face when using something potentially reactive/explosive, like the goggles they have a PVC frame with a polycarbonate visor giving it strength and protecting the whole face from chemical splashed due to the unreactive nature. Safety glasses Used to cover the front of the eyes and are used in all experiments as a safety precaution, like the previous two protective equipment, they have a PVC frame and polycarbonate lense giving strength and an unreactive ability. Safety boots Used to protect your feet when working around heavy objects that can potentially fall, safety boots are made out of leather and have steel toe caps, leather as a high resistance to chemicals, heat and flames and steel has a high breaking strength protecting the toes. COSHH, CLEAPSS and HSE COSHH, CLEAPSS and HSE are all laws that enable working in a scientific workplace to be carried out safely. COSHH COSHH is a law that requires employers to control substances that are hazardous to health. Most businesses use substances, or products that are mixtures of substances. Some processes create substance which could cause harm to employees, contractors and other people so must be disposed of properly. CLEAPSS CLEAPSS is an advisory service providing support in science and technology for a consortium of local authorities and their schools. The law includes: Independent schools, post-16 colleges, teacher training establishments and curriculum developers. CLEAPSS stands for Consortium of Local Education Authorities for the Provision of Science Equipment. HSE The Health and Safety Executive (HSE) is the national independent watchdog for work-related health, safety and illness. It acts in the public interest to reduce work-related death and serious injury across Great Britain’s workplaces. The Act makes sure to secure the health, safety and welfare of persons at work, for protecting others against risks to health or safety in connection with the activities of persons at work. General laboratory practises General Laboratory Practice includes a set of codes that provides an outline within a laboratory in which studies are planned, performed, monitored, recorded, reported and archived. These studies are undertaken to help assure regulatory authorities that the data submitted is a true reflection of the results obtained during the experiment/practical that has been completed and can therefore be relied upon when making assessments. This is part of a quality assurance procedure which is aimed at ensuring that products are consistently manufactured to a quality appropriate to their intended use. They provide guidelines for quality control and assurance in testing laboratories. Quality standards Quality standards look into all ranges of care, these can include examples like public health, healthcare, social care. Evidence relating to effectiveness and cost effectiveness, peoples experience of using services, safety issues, equality and cost impact are also considered. Although some standards are area-specific, there will often be substantial overlap across areas and this is considered during building of the standard. Where appropriate referrals are combined and developed as a combined quality standard. Many of the quality standards are started by the international standards organisation. Other commonly known organisations originating from the international standards organisation include: British Standards which is mostly used in the UK and Europe.

Comparing Catcher in the Rye and Ordinary People :: comparison compare contrast essays

Ordinary People and The Catcher in the Rye      In this paper I intend to show how the loss of a brother can have the same effects on two different people like Holden Caulfield and Conrad Jarrett.   Both of their lives are turned upside down after the difficult loss of a family member.     Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   In the book Ordinary People, Conrad Jarrett has a good life and loving family when his brother dies in a sailboating accident.   Conrad feels lost and confused and he attempts to take his own life as a way out.   He spends eight months in a mental institution and when he comes out he discovered he is a completely different person and has the realization that his old definition of normality no longer applies.   A once-unified family splits into three guarded, isolated members who can no longer share anything with one another.     Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Dr. Tyrone C. Berger helps Conrad by taking him back through the death of his brother and anguish of life without Buck, his older brother and idol.   He teaches Conrad and his family that love, openly shared, is the only thing they can count on to give them strength for the test they call life.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   In Catcher in the Rye, Holden loses his brother Allie at a young age just like Conrad.   He cannot find a meaning in life afterwards.   School and friends don’t matter to him anymore and he wanders through the city of New York searching for some kind of answer.   In both books the characters are teenagers and still full of youth.   Conrad is on the swim team and participates in activities while Holden is great at English and is a keen observer of life.   After their brothers’ death they realize that they are not the same people anymore and that they have to start all over.   They are struggling just to make it through the day and to find motivation to keep going.   Conrad lays in bed in the morning thinking of a reason to get up, he tries to come up with a guiding principle to help him get through the day.   He says to himself, â€Å"It’s all right to feel anxious.   Allow yourself a couple of bad da ys now and then. (1)†   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Holden is hurt by his loss and takes a negative attitude towards life.

Industry and Corporate Risk :: essays research papers

Introduction Organizations today face several business risks that can have an effect on their financial statements. The audit risk model is a tool that auditors use to help identify those risks. To better understand how the audit risk model can help identify risks, we will examine how the model can be applied to the Coca-Cola Corporation and the limitations of using the model. Components of the Model The audit risk model is composed of the equation, audit risk (AR) equals inherent risk (IR) times control risk (CR) times detection risk (DR). Audit risk is the risk that the auditor may fail to modify their opinion on misstatements in the financial statements. Inherent risk is the risk of an assertion being made on material misstatements, assuming that there is no problem with related internal controls. Control risk is the risk that material misstatements could occur in an assertion that are not detected or prevented by the existing internal controls. Detection risk is the risk that the auditor will not detect a material misstatement in the assertion (Messier, 2003, pg. 94). In the process of assessing the auditee risk, the auditor must determine the entity’s business risk. This can be done by evaluating the nature of the entity, industry, regulatory, and other external factors, management, governance, objective and strategies, measurement and performance, and business processes (Messier, 2003, pg. 98). Examples of possible business risks can be found in the Coca-Cola Corporation. Coca-Cola faces different regulatory practices since it has operations in countries outside of the United States. These operations include North America, Africa, Asia, Europe, Eurasia, and Middle East, and Latin America. Another business risk for Coca-Cola is that the nature of the business can be seasonal. The demand for the product can fluctuate from one location to another and may fluctuate over time within a single location. Coca-Cola also acquired ownership or licensing rights to products in Croatia, Argentina, Mexico, and Bahrain in 2004, which create new business risks. The company also uses two different units of measurement to figure sales. The measurements are gallons and cases of finished products. The difference in measurement can cause errors in measurement, therefore possibly creating another business risk (Coca-Cola, March 4, 2005, pg. 2, 4). Applying the Model The use of the audit risk model should be applied at the account balance or class of transaction level. There are three steps to applying the model, the steps include setting a planned level of audit risk, determining inherent and control risk, and solving the risk equation in order to determine the appropriate level of detection risk (Messier, 2003, pg.

Do Judges Make Law

Introduction A law  is an obligatory rule of conduct imposed and enforced by the sovereign[1]. Therefore the law is the body of principles recognized and enforced by the state in the application of justice. The law is mainly made by a parliament, a legislative body given power by the constitution to draft law. However in the last few decades there has been a notion that judges make law. A judge  is a public official appointed or elected to hear and decide legal matters in court[2],  Judges exercise judicial power. This involves making binding decisions affecting the rights and duties of citizens and institutions.In carrying out this task, a judge can use any of the following three sources of Ugandan law, Acts of Parliament or legislation, the common law, or previous decisions by the courts and  a constitution Do judges make law? To ask the question â€Å"do judges make law? †Ã‚  Implies that perhaps to some extent they do make law. A great deal of controversy has cente red on this question as to how far judges can legitimately make law although a great number such as lord Bentham have referred to it as a â€Å"childish fiction† thus judges cannot make law.Many other scholars more so those that are followers of the realist school of thought have  placed absolute emphasis on the discretion of judges and relegated the â€Å"rules† to an obscure position. It can however not be denied looking closely at the present legal system that judges have played a dominant role in moulding the doctrines of the present law for example the common law which is also referred to as judge made law. Nevertheless today no informed observer disputes that judges do especially those of the Supreme Court make law. In the same way the likes of lord Denning moulded the doctrines of the law of contract and otherwise.To answer if judge make law lets its crucial to analyse how they do so. The application of  precedent by judges, whether they are developing the c ommon law (for e. g. in areas such as negligence or murder) is the main mechanism whereby judges make law. Precedents are legal principles, created by a court decision, which provides an example or authority for judges deciding similar issues later. Generally, decisions of higher courts are mandatory precedent on lower courts that is; the principle announced by a higher court must be followed in later cases.Occasionally, judges are called upon to give a ruling or make a decision when faced with a situation for which there seems to be no precedent or any guiding rule. In these circumstances, judges can be said to be formulating original precedent thereby using his own discretion regarding when he thinks rules need to be applied, changed, improved, or abolished. In  A. G v Butterwort[3]  lord Denning states that; â€Å"It may be in the books, but if this be so all I can say is that  thee sooner we make it the better†.Therefore a judge in using his discretion  the phrase commonly used here is that he decides not on precedent but on principle, the difference is that in one case he is applying a principle illustrated by a previous example, in the other case he is employing a case not previously formulated but consonant with the whole doctrine of law and justice. Further because statutes and common law rules are often too vague and unclear it is often inevitable in â€Å"hard cases† for a judge to create new law by deciding cases.The decision of courts of justice when exactly in point with a case before the court are generally held to have a binding authority, as well to keep the scale of justice even and steady because the law in that case has been solemnly declared and determined. Judges further make law through  statutory interpretation. The trend has always been that the legislature makes the law while the judges interpret it. Legislation may sometimes be ambiguous or unclear. When this occurs, a court will need to decide between differen t interpretations of legislation. The common law is judge made law.It has been developed by the courts. It continues to be adapted to meet new situations and changing circumstances. The role of judges in interpreting legislation and the Constitution is similar. The Constitution is written in more brief and general language than most Acts of Parliament. This is because it is expected to last longer and be able to accommodate changing circumstances. This style leads to a greater range of interpretations. Over the years, the Supreme Court has made decisions which have affected the practical operation of the Constitution.The parliament which is in charge of law making cannot amend each and every law simply because it fast becoming obsolete. Therefore when the law becomes unclear judges cannot simply say it’s unclear and ask the parliament to rectify it. Judges must take the law into their own hands to and interpret the laws to an extent that is reasonable and in the bounds of law and reason thus they should generally accept responsibility of reforming the law in the interests of clarity, efficiency and fairness.In  Airedale NHS v Bland[4]  the issue was whether it was lawful to stop supplying drugs and artificial feeding to Mr Bland, even though it was known that doing so would mean immediate death for him, several members of the house of lords made it clear that they felt that the case raises ‘wholly new moral and social issues’ and that it should be decided by parliament, nevertheless the court came to a decision in the best of Mr Bands interests. According to William burnet Harvey; â€Å"A judge in laying down a rule to meet these situations is certainly making a new contribution to our law but only within limits usually well defined.If he has to decide upon the authority of natural justice or simply the common sense of the thing he employs the kind of natural justice or common sense which he has absorbed from the study of the law and w hich he believes to be consistent with the general principles of English jurisprudence. †Ã‚  Ã‚   It is clear from the above statements that, not only constitutional interpretation, but also statutes have to be interpreted with the changing times and it is here that the creative role of the judge appears, thus the judge clearly contributes to the process of legal development.This is evidence of the power of the courts in their ability to create law through there simple interpretation of the law. However it should be noted that this is not a power readily available such that it can be used at the courts convenience. The above analysis shows how judges can â€Å"make† law. However the word make should be used with extreme caution. The above argument is one that can also be used to support the fact that rather than make law, judges simply declare law. According Lord M.R;  Ã¢â‚¬Å"there is in fact no such thing as judge-made law, for the judges do not make the law, though the frequently have to apply existing law to circumstances as to which is has not previously been authoritatively laid down that such law is applicable[5]. †Ã‚  Ã‚  It’s therefore relevant to establish the reasons as to why some scholars do not agree with the fact that judges do not make law. Why judges do not make law The Constitution provides for a complete  separation of judicial power. This is one limitation on judges because it prevents courts from exercising powers which are not â€Å"judicial† in character.The constitution of the republic of Uganda provides for that existence of three arms of government, all vested with powers that are in all ways distinct. The parliament by virtue of the constitution is that charged with the duty of making law. The constitution provides  that  Ã¢â‚¬Å"except as provided in this constitution, no person or body other than parliament shall have the power to make provisions having the force of law in Uganda except under authority conferred by an Act of parliament[6]†Ã‚  This is a clear example of the supremacy of parliament.Thus the separation of powers is a political and administrative tool that holds the pillars democracy together. And in a country under the rule of law the judiciary with its well defined limits cannot step into the shoes of the parliament. The constitution is the most supreme law of the land and its prohibition of the other arms of government to make law should be taken seriously  thus if the judiciary is exercising such a powerful role, it should be more open to criticism and the contempt power should be used only rarely.Otherwise, it will reflect on the judiciary as a dictator Further the  rules of statutory interpretation  further bar judges from making law. Its generally agreed that in order to interpret statutes judges must use precision based procedural rules. Statutory interpretation employs  the literal rule, the golden rule and the mischief rule. They are guidelines that must be followed in the interpretation statutes. This is meant to reduce the entry of bias or judge’s discretion which may be unethically motivated.Therefore a judge who formulates a legal principle for the first time does so as an existing part of the law and not as a legislative innovation of his own. In general, principles are identified by showing that they are embedded in the established rules and decisions, The rules of precedent. A precedent is a Legal principle, created by a court decision, which provides an example or authority for judges deciding similar issues later. Precedents are the source of most of judge made law. The common law practically evolved out of precedents.However precedents are bound by rules that limit law making by judges. Decisions of lower courts are not binding on higher courts, although from time to time a higher court will adopt the reasoning and conclusion of a lower court. Decisions by courts of the same level (usually appel late courts) are considered persuasive authority. That is, they should always be carefully considered by the later court but need not be followed. The constitution states that all laws must have a binding effect on all persons and authorities.Precedents in their inability to be binding on courts that is higher than them and applying only a persuasive to courts of the same level dilutes their  Ã‚  ability to be termed as laws or have the ability to act like laws. Further to render precedents valid they must be founded in reason and justice; must have been made upon argument, and be the solemn decision of the court; and in order to give them binding effect there must be a current of decisions therefore court judges are not at liberty to exercise their freewill but rather their discretion must pass the test of fairness and reasonability.Conclusion Judicial power involves making binding decisions, affecting the rights and duties of people and institutions, by reference to existing law . Existing law is found in legislation, judicial decisions or common law, and the constitutions. In applying any of these sources of law, judges make law to a limited degree. The term ‘limited’ should be noted. The power to make law is primarily vested in the parliament and under the constitution judges are under no obligation to make law.However in today’s world where time is dynamic there is a need to constantly interpret the law to fit the ever changing times. Judges are most paramount at this stage because they cannot send laws back for rectification simply because the times have changed. It’s up to them to exercise the utmost reasonable discretion and interpret the law in such a manner that is complementary to the current mode of life in so doing making law. Indeed the power to make law is one that is not vested in judges but it cannot be denied that to some extent they actually do make law.Bibliography 1. William Burnett Harvey,  Introduction to th e Legal System in East Africa,  East African Literature Bureau, Kampala, Nairobi  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   2. Glanville Williams  Learning the Law 12th  ed. Sweet & Maxwell 2002 pg 111  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   3. The Constitution Of The Republic Of Uganda  Article 79 4. .Osborn’s concise Law Dictionary, 10th  Edition, Sweet & Maxwell, London. 2005 Pg 238  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   5.Blackstone’s Commentaries 69, 70  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã ‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   6. Jacqueline Martin,  The English Legal System, 3rd  Ed. Hodder & Stoughton 2002 pg. 18  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   7. [1]  Catherine Elliot,  The English Legal System  8th  edition [1]  Osbornes concise law dictionary, 10th  edition, page 236 [2][2]  Blacks law dictionary [3] [4] [5]  Att-General v butterwort. [6]  Article 79, the constitution of the republic of Uganda Do Judges Make Law Introduction A law  is an obligatory rule of conduct imposed and enforced by the sovereign[1]. Therefore the law is the body of principles recognized and enforced by the state in the application of justice. The law is mainly made by a parliament, a legislative body given power by the constitution to draft law. However in the last few decades there has been a notion that judges make law. A judge  is a public official appointed or elected to hear and decide legal matters in court[2],  Judges exercise judicial power. This involves making binding decisions affecting the rights and duties of citizens and institutions.In carrying out this task, a judge can use any of the following three sources of Ugandan law, Acts of Parliament or legislation, the common law, or previous decisions by the courts and  a constitution Do judges make law? To ask the question â€Å"do judges make law? †Ã‚  Implies that perhaps to some extent they do make law. A great deal of controversy has cente red on this question as to how far judges can legitimately make law although a great number such as lord Bentham have referred to it as a â€Å"childish fiction† thus judges cannot make law.Many other scholars more so those that are followers of the realist school of thought have  placed absolute emphasis on the discretion of judges and relegated the â€Å"rules† to an obscure position. It can however not be denied looking closely at the present legal system that judges have played a dominant role in moulding the doctrines of the present law for example the common law which is also referred to as judge made law. Nevertheless today no informed observer disputes that judges do especially those of the Supreme Court make law. In the same way the likes of lord Denning moulded the doctrines of the law of contract and otherwise.To answer if judge make law lets its crucial to analyse how they do so. The application of  precedent by judges, whether they are developing the c ommon law (for e. g. in areas such as negligence or murder) is the main mechanism whereby judges make law. Precedents are legal principles, created by a court decision, which provides an example or authority for judges deciding similar issues later. Generally, decisions of higher courts are mandatory precedent on lower courts that is; the principle announced by a higher court must be followed in later cases.Occasionally, judges are called upon to give a ruling or make a decision when faced with a situation for which there seems to be no precedent or any guiding rule. In these circumstances, judges can be said to be formulating original precedent thereby using his own discretion regarding when he thinks rules need to be applied, changed, improved, or abolished. In  A. G v Butterwort[3]  lord Denning states that; â€Å"It may be in the books, but if this be so all I can say is that  thee sooner we make it the better†.Therefore a judge in using his discretion  the phrase commonly used here is that he decides not on precedent but on principle, the difference is that in one case he is applying a principle illustrated by a previous example, in the other case he is employing a case not previously formulated but consonant with the whole doctrine of law and justice. Further because statutes and common law rules are often too vague and unclear it is often inevitable in â€Å"hard cases† for a judge to create new law by deciding cases.The decision of courts of justice when exactly in point with a case before the court are generally held to have a binding authority, as well to keep the scale of justice even and steady because the law in that case has been solemnly declared and determined. Judges further make law through  statutory interpretation. The trend has always been that the legislature makes the law while the judges interpret it. Legislation may sometimes be ambiguous or unclear. When this occurs, a court will need to decide between differen t interpretations of legislation. The common law is judge made law.It has been developed by the courts. It continues to be adapted to meet new situations and changing circumstances. The role of judges in interpreting legislation and the Constitution is similar. The Constitution is written in more brief and general language than most Acts of Parliament. This is because it is expected to last longer and be able to accommodate changing circumstances. This style leads to a greater range of interpretations. Over the years, the Supreme Court has made decisions which have affected the practical operation of the Constitution.The parliament which is in charge of law making cannot amend each and every law simply because it fast becoming obsolete. Therefore when the law becomes unclear judges cannot simply say it’s unclear and ask the parliament to rectify it. Judges must take the law into their own hands to and interpret the laws to an extent that is reasonable and in the bounds of law and reason thus they should generally accept responsibility of reforming the law in the interests of clarity, efficiency and fairness.In  Airedale NHS v Bland[4]  the issue was whether it was lawful to stop supplying drugs and artificial feeding to Mr Bland, even though it was known that doing so would mean immediate death for him, several members of the house of lords made it clear that they felt that the case raises ‘wholly new moral and social issues’ and that it should be decided by parliament, nevertheless the court came to a decision in the best of Mr Bands interests. According to William burnet Harvey; â€Å"A judge in laying down a rule to meet these situations is certainly making a new contribution to our law but only within limits usually well defined.If he has to decide upon the authority of natural justice or simply the common sense of the thing he employs the kind of natural justice or common sense which he has absorbed from the study of the law and w hich he believes to be consistent with the general principles of English jurisprudence. †Ã‚  Ã‚   It is clear from the above statements that, not only constitutional interpretation, but also statutes have to be interpreted with the changing times and it is here that the creative role of the judge appears, thus the judge clearly contributes to the process of legal development.This is evidence of the power of the courts in their ability to create law through there simple interpretation of the law. However it should be noted that this is not a power readily available such that it can be used at the courts convenience. The above analysis shows how judges can â€Å"make† law. However the word make should be used with extreme caution. The above argument is one that can also be used to support the fact that rather than make law, judges simply declare law. According Lord M.R;  Ã¢â‚¬Å"there is in fact no such thing as judge-made law, for the judges do not make the law, though the frequently have to apply existing law to circumstances as to which is has not previously been authoritatively laid down that such law is applicable[5]. †Ã‚  Ã‚  It’s therefore relevant to establish the reasons as to why some scholars do not agree with the fact that judges do not make law. Why judges do not make law The Constitution provides for a complete  separation of judicial power. This is one limitation on judges because it prevents courts from exercising powers which are not â€Å"judicial† in character.The constitution of the republic of Uganda provides for that existence of three arms of government, all vested with powers that are in all ways distinct. The parliament by virtue of the constitution is that charged with the duty of making law. The constitution provides  that  Ã¢â‚¬Å"except as provided in this constitution, no person or body other than parliament shall have the power to make provisions having the force of law in Uganda except under authority conferred by an Act of parliament[6]†Ã‚  This is a clear example of the supremacy of parliament.Thus the separation of powers is a political and administrative tool that holds the pillars democracy together. And in a country under the rule of law the judiciary with its well defined limits cannot step into the shoes of the parliament. The constitution is the most supreme law of the land and its prohibition of the other arms of government to make law should be taken seriously  thus if the judiciary is exercising such a powerful role, it should be more open to criticism and the contempt power should be used only rarely.Otherwise, it will reflect on the judiciary as a dictator Further the  rules of statutory interpretation  further bar judges from making law. Its generally agreed that in order to interpret statutes judges must use precision based procedural rules. Statutory interpretation employs  the literal rule, the golden rule and the mischief rule. They are guidelines that must be followed in the interpretation statutes. This is meant to reduce the entry of bias or judge’s discretion which may be unethically motivated.Therefore a judge who formulates a legal principle for the first time does so as an existing part of the law and not as a legislative innovation of his own. In general, principles are identified by showing that they are embedded in the established rules and decisions, The rules of precedent. A precedent is a Legal principle, created by a court decision, which provides an example or authority for judges deciding similar issues later. Precedents are the source of most of judge made law. The common law practically evolved out of precedents.However precedents are bound by rules that limit law making by judges. Decisions of lower courts are not binding on higher courts, although from time to time a higher court will adopt the reasoning and conclusion of a lower court. Decisions by courts of the same level (usually appel late courts) are considered persuasive authority. That is, they should always be carefully considered by the later court but need not be followed. The constitution states that all laws must have a binding effect on all persons and authorities.Precedents in their inability to be binding on courts that is higher than them and applying only a persuasive to courts of the same level dilutes their  Ã‚  ability to be termed as laws or have the ability to act like laws. Further to render precedents valid they must be founded in reason and justice; must have been made upon argument, and be the solemn decision of the court; and in order to give them binding effect there must be a current of decisions therefore court judges are not at liberty to exercise their freewill but rather their discretion must pass the test of fairness and reasonability.Conclusion Judicial power involves making binding decisions, affecting the rights and duties of people and institutions, by reference to existing law . Existing law is found in legislation, judicial decisions or common law, and the constitutions. In applying any of these sources of law, judges make law to a limited degree. The term ‘limited’ should be noted. The power to make law is primarily vested in the parliament and under the constitution judges are under no obligation to make law.However in today’s world where time is dynamic there is a need to constantly interpret the law to fit the ever changing times. Judges are most paramount at this stage because they cannot send laws back for rectification simply because the times have changed. It’s up to them to exercise the utmost reasonable discretion and interpret the law in such a manner that is complementary to the current mode of life in so doing making law. Indeed the power to make law is one that is not vested in judges but it cannot be denied that to some extent they actually do make law.Bibliography 1. William Burnett Harvey,  Introduction to th e Legal System in East Africa,  East African Literature Bureau, Kampala, Nairobi  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   2. Glanville Williams  Learning the Law 12th  ed. Sweet & Maxwell 2002 pg 111  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   3. The Constitution Of The Republic Of Uganda  Article 79 4. .Osborn’s concise Law Dictionary, 10th  Edition, Sweet & Maxwell, London. 2005 Pg 238  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   5.Blackstone’s Commentaries 69, 70  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã ‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   6. Jacqueline Martin,  The English Legal System, 3rd  Ed. Hodder & Stoughton 2002 pg. 18  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   7. [1]  Catherine Elliot,  The English Legal System  8th  edition [1]  Osbornes concise law dictionary, 10th  edition, page 236 [2][2]  Blacks law dictionary [3] [4] [5]  Att-General v butterwort. [6]  Article 79, the constitution of the republic of Uganda

Management Control in Mnc’s

Control and organizational learning in MNCs: an analysis through the subsidiaries Abstract : For any large complex organization the problem of ensuring its constituent activity in accordance with overall policy and, at the same time adapt to its environment, is a central and continuing concern. Thus, the fundamental question which must be answered is ‘what control mechanism can facilitate the adaptation process in the local market? ’ In multinational corporations (MNCs), the control mechanism, imposed by headquarters, has an objective to integrate the subsidiaries’ activities to the global strategy. However, the presents on the local market necessitates the adaptation to the local environment characteristics. The objective of this paper is to contribute solving the dilemma between control and learning in an MNC. The interaction between control and learning process will be analyzed. The literature study leads us to develop a typology based on two factors: the stage of the learning process (knowledge production and mobilization) and its locus (local or global). The combination of these two factors provides four configurations. The control system produces knowledge, both locally and globally, which can be mobilized by the local or global units. A proposition to resolve our main problem is formulated. The combinations of these four configurations make it possible for an MNC to resolve the dilemma between control and learning. An application of this typology has been carried out by analyzing case studies of MNCs operating in Indonesia. Keywords: control, organizational learning, multinational corporations, local / global 1 Introduction For many companies the process of internationalization strategy leads them to operate in many countries spread over whole continents; they are then confronted with the increasing risks related to uncertainty which rapidly developing countries present (e. g. Argentina in 2001 or Asia in 1997). The MNCs must thus deal with a great number of local heterogeneous situations, fast growth in one, crisis elsewhere, which require local adaptive apacities, but at the same time require the implementation of coordination mechanisms or effective control systems, which do not paralyse initiative and innovation. In order to define the issue of globalization, the question of integration and differentiation can be asked, as was initially developed by Lawrence and Lorsch (1967). The new element which emerges is that of the scale, that of planetary organizations. It is thus a question of answering the centralization / decentralization dilemma which is also described as a local / global dilemma. Beyond the terminologies, this traditionally structural issue has developed in a context where differentiation is at a maximum: national cultures, logistic structures, regulation, local industrial structures and, more generally, multiplicity of specificities. One of them seems worthy of interest to us, the case of a local situation which is characterized by a fundamental crisis. These situations are of particular interest for the researcher: adaptation to major upsets and the decisions taken to respond to these random upsets within a time and space period. This question can also be found in the design of the control mechanisms. Whereas the definition of Anthony (1988) lets us believe that the only purpose of management control is to implement strategy, but the reality is more complex with an explicit role of questioning that strategy (Simons, 1995). Control appears thus not only one factor of order and integration, which fights against entropy and inefficiencies, but also like a vector for learning intended to restore the effectiveness of inadapted local or global strategies. This aspect is even more relevant when the environment is strongly heterogeneous, even more so when it is changing a lot. While taking into consideration that â€Å"the suitability of the control systems to forms of learning which are sought after within the framework of the strategy ensures a certain organizational performance†, we will try to reformulate the traditional integration / differentiation dilemma in terms of control / learning interactions. This movement, this rotation, has the advantage of representing a traditional problem in a more dynamic way. After all, the question of adaptation is not so much a problem of structure as a problem of process. After having specified the subject of our analysis, the MNC, and having outlined the meanings selected of control and organizational learning, we will then describe their possible interactions in order to define an analysis grid. This grid will be tested on French companies located in Indonesia. Control / learning interactions in MNCs The denomination of an MNC covers various realities which all raise such varied problems, in particular as regards integration and differentiation. Between the global specialist which provides a more or less universal model in all the countries of the world and the transnational organization which locates its global processes according to the comparative advantage; there are major differences in terms of goals as well as means. After having assessed the various forms of organization involved in international activities and specified their dynamics, we will develop a framework of analysis of the control / learning interactions in order to propose an analysis grid. The structure of the MNC and its dynamics The diversity of MNCs has led to the proposal of various typologies. The most frequently quoted are those of Bartlett and Ghoshal (1989) which distinguish global, multidomestic and transnational firms, and Heenan and Perlmutter (1979) which identify the ethnocentric, polycentric, geocentric and regiocentric models. These two typologies have some common points, for example, the ethnocentric can be associated with the global firm. The typology of Bartlett and Ghoshal (1989) will be used in preference to that of Heenan and Perlmutter (1979) which is more focused on the personal element. This factor remains the first lever of control but we wanted to focus on the way in which operations are organized, which will induce, inter alia, choices in the field of human resources. The configurations described by Bartlett and Ghoshal are ideal types which are seldom observed (Harzing, 2000). Organizational type Configuration of assets and competences Every MNC is faced with the integration / differentiation issue for two main reasons: †¢ organizations always show differences in relation to the standard described ideals, which lets us believe that differentiation and / or integration processes are still on going; †¢ the adoption of heterogeneous organizations according to function maintains tension between integration and differentiation. There are strong differentiating and integrating tensions within the MNC; they are sometimes reformulated in the form of a centralization / decentralization dilemma. These same tensions are observed in the divisional company; they are at the origin of the appearance of a particular coordination mechanism, management control. The basis of this coordination mechanism is on the one hand the decentralization of responsibility and on the other hand the centralization of information. This observation indicates to us a particularly relevant analysis approach. Whereas the differentiation forces introduce into the organization a form of entropy which requires an additional control effort, the integration forces, initially motivated by the search for economies of scale, pose problems of local adaptation. Therefore, the increased learning capacities are essential in order to benefit from these economies. The idealtypic model of a transnational organization would thus be that of a company which is able to strongly centralize information, but at the same time able to inspire considerable learning faculties within its subsidiaries. An other way to appreciate the differentiation integration link is to analyse the relationship between learning and control. The need for the latter must nourish the former. A larger meaning of control Since its emergence in the 1920s at General Motors and its first definition as suggested by Anthony (1965), management control has always proved delicate to define. Nevertheless, there is a certain consensus around the second definition of Anthony (1988), who stated management control â€Å"as the process by which managers influence other members of the organization to implement the organisation’s strategies†. Analytical vision Synthetic vision The analytical vision leads us to consider control systems as a whole set of control tools or means. The synthetic vision provides varied analysis grids in terms of dimensions, goals or configurations. Whatever the approach adopted, the field of management control appears in the end to be particularly wide: there is a divergence between the organizational practices and the meaning outlined by the majority of the researchers. This is why it appears preferable to use the expressions â€Å"control† or â€Å"organizational control† which cover management control but largely exceed it. By retaining such a definition, it is not a question of defending a hegemonic vision of control but simply of underlining the need for developing a whole set of systems with coherent objectives. This coherence is necessary in order to reach its strategic objectives, which is the main aim of control, but also to induce the essential learning in order to reinforce or to question the strategy. The definition of organizational learning is quite as difficult as that of control. Organizational learning and associated concepts The literature reviews devoted to organizational learning are numerous (Koenig, 1994; Huber, 1991;Levitt and March, 1988; Fiol and Lyles, 1985). Each one proposes an individual analysis of the phenomenon. For Levitt and March (1988), â€Å"organizations learn when they code in routines, which guide the practices, of the lesson of their history†. The definition suggested by Argyris and Schon (1978) is complementary: â€Å"we learn when we detect an error and correct it. An error corresponds to a difference between what we await from an action and what occurs indeed, once the committed action. An error, it is the difference between the intention and the result obtained. We also learn when we obtain for the first time an agreement between the intention and the result†. Although Levitt and March (1988) emphasize the organizational dimension whereas Argyris and Schon insist on the individual dimension, the two reflexions indirectly agree about the recognition of distinct levels of learning. For Levitt and March (1988) referring to the work of Cyert and March (1963, pp. 123-125) and Nelson and Winter (1982, pp. 96-136), the two main categories of routine must be distinguished. In order to characterize these two categories of routines, they can be qualified as static and the dynamic ones. The static routines consist of the simple repetition of former practices whereas the dynamic routines are continually directed towards new learning. This second category is a risky process made of trial and error; these routines enable innovation and thus allow organizations to change. These two categories can be put in parallel with the two levels of learning as described by Argyris and Schon (1978): the single and the double loop learning. The first process, when a dysfunction is noted, aims at correcting it by rehabilitating the practices (single loop). The second process requires the principles which underlie the practices to be reformed in order to correct the noted dysfunction (double loop). Based on the work of Argyris and Schon (1978), Sinkula (1994) proposes a more detailed analysis by retaining seven hierarchical levels ranging from encyclopaedic knowledge (declaratory) to the deutero learning (way of producing new knowledge). Management control, in its most traditional and restrictive meaning, plays a privileged role in the learning process: its aim is to identify the deviances, the variations and to explain them in order to undertake corrective action. But is it a question here of individual or organisational learning? The question is of utmost importance even if the individual learning is the basis of the organizational learning. Learning is thus the production process of knowledge. Having defined the concepts of control and learning, their interactions can now be analyzed. Control / learning interactions The link between control and learning is frequently made (Simons, 1995; Macintosh, 1994) even if systematic analysis are still rare. This is one of the research avenues as identified by Bouquin (1999) which are all the more promising as the reporting system activities are the principal sources of knowledge (Huber 1991). Only Kloot (1997) has thoroughly investigated this interaction, even if particular consideration has to be given to the context of the empirical investigations: two Australian districts. Kloot (1997) associates control systems with phases of the learning process but she concentrates mainly on illustrating the role of control systems in generative learning, which is the only way of facing the changing environment. Control systems as varied as appropriate accounting information, performance evaluation systems or a quality improvement program all appear to enable generative learning. These observations confirm those of Simons (1995): that organizations, in general, have an interactive control system which, through debate and dialogue, must enable the emergence of new ideas and new strategies. Simons (1995, p. 106) evokes double loop learning for the interactive systems whereas the diagnosis control systems do not generate single loop learning. Nevertheless, there is a contradiction between the two approaches. Kloot (1997) identifies within the two districts, multiple control systems which enable a higher level whereas learning according to Simons (1995 ), organizations should only have one interactive system. One can envisage two explanations which are more complementary than exclusive: either the identified learning is not of a higher level, or the districts observed are undergoing a crisis period so that they use all their diagnostic control systems in an interactive way. However, the learning process can not only be limited to the sole acquisition of knowledge. Thus, Huber (1991) described this process through the following phases: acquisition of knowledge, distribution of information, interpretation of information and organisational memory. The interest of this division lies in the variety of locus of these phases. Acquisition can be dispersed or on the contrary concentrated in specific services, distribution can be spontaneous or planned, interpretation specialized or generalized and the memory can be distributed or centralized, thus producing a great number of possible configurations. Without exploring all of them one is able to notice that a control can be carried out with each phase. It thus channels the knowledge production process and in return also mobilizes it. knowledge and control: If control is described as a vector of learning (knowledge production), it should also be noted that, in order to have a global vision of the interactions, control systems also mobilize knowledge. This last point will not be developed1 just like the influence of strategic orientations on the types knowledge produced. It is possible to think that the prospectors, such as they are defined by Miles and Snow (1978), will seek to induce more generative knowledge whereas the defenders will privilege more adaptive learning. According to the strategy, the control systems process different types of data. The control mechanisms thus appear as a privileged means of organisational learning, in particular from the point of view where organisational learning is considered as the transformation of individual knowledge into organisational knowledge. The vision of organisational learning as a process which was developed by Crossan et al. 1999) break the learning up into four phases (intuition, interpretation, integration and institutionalization) and associate them to three observation levels. This enables the transformation conditions to be specified. It is first of all advisable to outline that Crossan et al. are interested in strategic change whereas we are interested in all types of learning or knowledge, fro m the most factual to the most elaborate . To resume again with the terminology suitable for international management, institutionalization can be local as well as global. Incremental learning can also lead to local and global change; the same is true for radical learning. It is in the phases of interpretation and integration that the control systems play a major part in the transformation of individual learning into organisational learning. We will not talk about the intuition phase which is basically individual, or the institutionalization phase which consists of using produced knowledge2. During the interpretation phase, the individual, through language, names things and starts to explain what was only feelings, foreboding or sensations. When interpretation moves from the individual to the group, it becomes integration. It is through the permanent exchanges between the members of a community and through shared practices that shared interpretations or the collective conscience develop. The financial indicators illustrate this process. The operations managers generally start by interpreting only the consequences of his actions (intuition followed interpretation). Analysis grid proposal The analysis of control/organisational learning interactions reveals two phases of the same process: knowledge production and mobilization. Vis-a-vis the great diversity of knowledge produced, as illustrated by the typology of Sinkula (1994), it is essential to specify the range the learning. In the case of the MNC, the characterisation of the scope of the learning can be made by analysing the learning locus. Does it relate to a local or global scale? Does it occur in an operational unit or in a central body? By associating the process phase (production / mobilization) and its localization (local / global), four cases thus appear. They correspond to four major types of interaction, which bring out four forms of learning induced by the control tools. The terminology adopted in this typology is more than metaphorical: Knowledge mobilization Global Box 1: The media model ERP, CRM and SCM The integration of information systems enables global knowledge to be produced and circulated, erasing any local specificities, which will be mobilized in the same way. Knowledge is mediatized by technology. Box 2: The initiatory model Studies carried out by head office Studies carried out by head office (global production) are circulated to all the subsidiaries. Each one interprets them to its own local situation. Global knowledge is adapted. Knowledge production by the control system Local Box 3: The evangelist model Identification of best practices The development process of a product used by a subsidiary (local production) is used by all subsidiaries (global mobilization). The best practice, once identified, will be the good word spread through out the organization. Box 4: The epidemic model Benchmarking Exchanges between subsidiary managers, within a benchmarking process, could mean that a locally eveloped practice could be used elsewhere, but always in a local context. Contagious circulation could be more or less widespread. Analysis grid for control/ learning interactions Let us describe these four situations by means of some examples. During a monthly meeting between a manager and his subordinates, a performance follow-up system makes it possible to identify an interesting management practice (local production). This knowledge can be mobilized locally through interpersonal exchanges (box 4, benchmarking being another illustration) or globally if the practice is formalized and circulated throughout the organization (box 3, the ideas box is another example). By processing information from databases, an analyst based at head office will be able to identify a good practice (global production). If these conclusions lead to the formalization of a new management process, the mobilization will be global (box 1, example of a new procedure). If its conclusions are merely available, only the interested people will interpret them and use them freely; the mobilization will be local (box 2). To emphasize the link between the place where the knowledge is produced and that of its mobilization gives the control systems a logistical viewpoint, how then does the control reach its targets? Learning in general, is not limited to the production of knowledge; it is also a way of transmitting that knowledge. The substance of our typology can be found in this dual observation. The â€Å"controlled learning† can thus be defined as the effort made when applying the resulting knowledge and therefore intended to make organisational control effective. The four highlighted forms address this problem very precisely. The media model is also that of the mass media (corporate communication) as well as that of individualized media. It is also that of propaganda, of Utopia which makes us think that a small group can produce a single mental framework, circulated by means of communication technology, thus mediatizing the message. The initiatory model is characterized by two attributes: it can be secret but more often discrete and specific to the person addressed. Discretion guarantees its specificity. In this model, the head office which produces knowledge circulates in a general and ritualized way, by adapting its application to local situations. The main aim of ritualization is to obtain commitment from the receiver. The evangelist model is based on the gospel truth, which solves the problem of circulating a general message by a minority or marginal employee of a message with universal vocation. In extreme cases, one could speak about prophecy. At the heart of the evangelist model one can find the problem of conversion. Finally the epidemiologic model corresponds to a kind of organized anarchy, a network model, without any center or aim, is built through a dynamic of individuals and thoughts. Is there an ideal type? Are some types more adapted than others to certain situations? At this stage of the analysis it is still difficult to decide. It is probably the combination of these four types of mechanism which increases the chances of succeeding internationally by exceeding the local/global or integration/differentiation dilemma. The purpose of empirical study is to further appreciate the relevance of this analysis grid by seeing it in action. Methodology The complexity of the phenomena studied as well as the exploratory character of this research justify the choice of a qualitative method. One must defend the right level of analysis. By asking the classical question concerning the link between differentiation and integration or, in a more dynamic way, the interactions between control systems and learning process, the favoured observation point is the subsidiary. From a strategic point of view, the question is not so much that of choosing a structure than that of the capacity of managing in a way which is adapted to each local unit. These factors are enough to justify the level of analysis but do not take into account the interest of the case which we are studying with the precise aim of testing our analysis grid. It was necessary to find a critical situation in which the need for adaptation was increased by the specific nature and dramatization of local conditions. Indonesia was very recently one of those environments which best met our methodological requirements. The contingencies enabled a multiple yet quite informed examination. These contingencies have their limits, they bare subjectivity. We will have controlled them through different circuits. The managers of six subsidiaries of the largest French groups setup in Indonesia were met by the members of a bicultural research team made up of two Indonesian and two French researchers. In all cases one of the team members spoke the mother tongue of the managers. We met other local members of staff who provided us which additional information. The interviews lasted between 2 to 4 hours. In five cases out of six, more than two interviews were carried out. An information retrieval made it possible for us to prepare and complete the information collected. In all cases, the interviews took place on site, and were accompanied by site visits. They were supplemented by other meetings at the Franco-Indonesian Chamber of Commerce and Industry, within the economic development department and from among other Indonesian colleagues and specialists. Indonesia is the fourth most populated country in the world with 220 million inhabitants. The country began to climb out of the 1997 crisis which affected the all of South-East Asia. Although it is very rich in natural resources (oil, natural gas, tin†¦ ) and very vast (1. 8 million square kilometres), in 2002 the primary sector only represented 17% of the GDP as compared with 44% the secondary sector and 39% for the tertiary sector. The year 2002 is the period of study, i. e. during the period immediately after the fall of Suharto, after the social, political and economic shock. This was a period during which the companies interviewed had no clear general direction. The interviews carried out were general. They concerned three main topics: the description of the Indonesian subsidiary, the manager experience and the relations with the group. During these meetings, we gave greater importance to the facts while being very conscious of the limits of such an approach: the crisis situation encouraged the managers to rethink the facts or modify their interpretation in order find some sort of coherence. We sought to identify the actions and the reasons which caused them. The actions seemed to us to be more important than the mental framework. The limits of this test lie in the difficulty of separating the actions from their intentions. Complex coordination mechanisms Given the impact of the strategic orientations on the types of learning, the six cases were split into three groups which are characterized by the combination of two criteria: the degree of the firm’s involvement in Indonesia, and the level of centralized or decentralized control. The degree of involvement is characterized by the level of the investment and assets; the centralized nature can be evaluated by the number of expatriates, the share of the capital controlled and the reporting characteristics. This classification is more down to the researchers than the application of strict criteria. It outlines an analysis in terms of strategic groups, from the nature of the criteria used, but also in the way they describe of homogeneous configurations. This aspect will not be developed. This split only has a methodological aim: to compare control and learning systems by partially controlling the data through the strategies which generate them. The first two companies which correspond to the first group, are characterized by (1) minimal involvement, the following two (2) through a relative immersion in the culture and the economy of the country linked to a large-scale involvement and by the autonomy given to the local unit, and (3) global piloting is the last involvement strategy identified, as it implies a large-scale investment, but with global piloting. Let us remember that all the companies observed are in a similar situation: they are confronted by a country with an attractive market but whose political uncertainties induce risks which strongly influence the entry strategies. Minimal involvement The potential of the Indonesian market is arousing a lot of interest. The first to enter this market could take a decisive lead. Any lost time could only be made up for by paying the full price later on; the preemption market strategy is thus a reasonable one. However, all the companies do not have the necessary financial resources to tap the market or wish to reduce the risk; they thus minimize their investments, while ensuring a presence on the market. Two cases corresponding to this situation were studied. The way in which involvement is minimized is very different in both cases: an alliance in the first case and a commercial presence in the second case. The common point between these two cases is that the local entity is used as place for learning, for experimentation and for observation. One could wonder whether the law rate of involvement does not simply reflect the intention to learn. Giving up immediate profits is the corollary of the hope of substantial profits in the medium/long term. EXAMPLE: PT Bank BNP Paribas Indonesia began its operations in Indonesia in November 1989 under the name of PT Bank BNP Lippo Indonesia. This was a joint venture between the BNP group and the Lippo Indonesia group, one of largest Indonesian conglomerates. Up until February 2000, the distribution of the capital was split between the BNP group with 70% and Indonesian partner with 30%. In October 2000, following the merger between BNP and Paribas, this joint venture became Pt. BNP Paribas Indonesia. For the Lippo Group, the co-operation with BNP Paribas was the result of its strategic development plan in the financial business through an alliance with an organization of worldwide reputation. However, the drop in business after the 1997 crisis led BNP Paribas to increase its share to 100%. PT BNP Paribas Indonesia provides corporate banking services for large Indonesia companies and MNCs. That means that BNP Paribas does not have a retail activity on the Indonesian market, which would be very heavy in terms of investment. The presence of BNP Paribas in Indonesia can be justified by its will to accompany its traditional clients, the MNCs, on the majority of their markets. It is also a question of eing present on a market which could experience strong growth. Thus, BNP Paribas is preceding its clients when they decide to enter the Indonesian market. The weak presence of the competition frequently puts BNP Paribas in a position of being the only key player, hich enables it to demonstrate its know-how and which can help it to grow on other markets. The interest of this strategy is further intensified by the fact that BNP Paribas represents other banks in Indonesia. The manager of the subsidiary carries out the daily management operations. The strategic decisions are taken after consultation with the regional office based in Singapore. Many operations are carried out using the regional SOP (standard operation procedure) or logistics platforms. As with every corporate bank, PT. BNP Paribas Indonesia uses strict procedures in terms of credit granting. For these decisions, the senior banker who is located in Paris or New York plays a determining role; he ensures the follow-up of major worldwide account portfolio. In other words, the manager of the Indonesian subsidiary is the nterface with the client (large Indonesian companies or MNC subsidiaries) but also with the market to make the regional office aware of business opportunities. Immersion Whereas the two preceding case is characterized by a will to minimize investment in Indonesia, the following case can be distinguished by the amount of heavy investment. From these two cases, it is articularly hard to generalize, but the local managers appeared to us to be very receptive to the local culture. The two managers interviewed have few contacts with the French expatriate community This situation is also the result of the plant location of these groups which are not present in the center of the Indonesian capital, but rather symbolic located on industrial parks in the suburbs of this large city. Another common point, lies in the large amount of autonomy in decision making and action taking at the subsidiary. The control mechanisms which have been developed are particularly complex; they illustrate perfectly the local / global dilemma. 4 Case n °3 : Aqua, a subsidiary of Danone This agro-food company has invested heavily in Indonesia by taking a majority share in a family company with more than 7. 000 employees. The family was unable to finance its large industrial investment projects. However, the transition was carried out carefully, over several years, with the objective of completely taking over the Indonesian company. The local manager shows the group culture: after 4 months of presence, he speaks to its teams in ndonesian. The manager is the only expatriate; the other managers are Indonesian and mainly trained in the United States or in Australia. The company also benefits from support functions in finance, marketing and human resources, called â€Å"task forces†, all based in Singapore. Every month, one of these teams plays a consulting role. As concerns technology, the local managers are kept directly informed; indeed, the law wage costs bring about very different problems from those encountered elsewhere. Generally speaking, there are few procedures. The group values are internalised, except communication which has to meet the group’s standards. Besides the geographic mobility of the few foreign managers, training is one of the main vehicles for spreading culture. This is only â€Å"in-house training† according to their specificity, which is organized in Asia or in Paris. One is tempted to conclude that control is based on values, ways of thinking, enabling the company to adapt locally with complete freedom. It can be noted that the Singapore regional coordination ensures the group’s presence even if it is only temporary, minimal and specific. The subsidiary is responsible for its financial performance, but the group influences the marketing methods, technologies and finance through a close but discrete piloting. Global piloting The last two subsidiaries studied have one main feature: they both â€Å"undergo† strict control from their head offices. The difference being from the two previous cases is that these companies are based in the Jakarta business district, completely immersed in a cosmopolitan culture. They are characterized by the large presence of expatriates and various and numerous contacts with the Parisian headquarters. Case synthesis and discussion The observations carried out reveal three recurring factors: the presence of French expatriates, the existence of an intermediary level between the parent company and the Indonesian subsidiary and the misuse of the joint venture. The French expatriate manager often represents the first lever of control. This observation must however be balanced: there are other mechanisms highlighted in the case presentations and there is also bias in the case selection. The French expatriate manager is happy to share his experience which, for the researcher, facilitates the exchanges a lot. It is a means for them to break with a certain form of nsulation. However, when reading the directory of French companies located in Indonesia, one can see that usually the manager is French. The proposed theoretical framework was based on the local / global distinction whereas the reality appears to be more complex with the existence of a quasi-systematic regional direction. A buffer seems necessary either to apply decisions or to support local initiatives. The Asian office is often located in ingapore or Bangkok but sometimes in Paris. The office generally has few means; it is a country manager who frequently carries out this coordination role. The analysis of the role of this level would in itself be a research subject. Finally, the joint venture is often presented as a privileged way to enter an unknown market. This type of governance would make it possible to spread the risk and take advantage of the local partner’s market knowledge. This is what we observed for only one of our six cases. In the other cases, the co-operation is only an administrative constraint which should imperatively be respected in order to obtain authorization to invest in Indonesia. One of the limits of this type of organization is that it makes us believe that development opportunities can only be seized with a minimum of involvement hereas a strong implication is essential to overcome the real cultural barriers. For example, how can one imagine working with a partner who always says â€Å"yes† or more precisely never dares to say â€Å"no†? Having raised these recurrent facts, it is now interesting to present a synthesis of the control mechanisms observed by classifying them according to the proposed a nalysis grid A first striking fact is the difficulty to observe mechanisms enabling the global circulation of local learning, except in the case global piloting strategies (case 5 and 6, L’Oreal and Total). The fact that these mechanisms are not emphasized does not mean that they do not exist. The two cases are in particular engineers who go back to France presumably with bags of local knowledge thus contributing without doubt to the constitution of a more global knowledge. In the other case, his type of knowledge is circulated through interaction between the local manager and his international business manager in Paris. In both cases, one can witness the role of a local information agent. The similarity between the two cases is to be found in the media learning models which move from the center to the periphery and which make up a form of group culture, including sophisticated reporting systems, as well as a specialized structure for international business. The tools which make it possible to produce and mobilize global knowledge (box 1), in accordance with the global corporate model, are mainly not that suprising: it concerns information systems and communication strategy. When products need to be adapted to a market, apart from communication, R&D centralization is a powerful control lever. An original tool has been identified with the case of the senior banker who can make us think of operational form of matrix structure. For the two global piloting cases (L’Oreal and Total) one can see the emergence of a configuration which is based on linking a media learning model (where the center lights up intensely the whole of its empire) and of an evangelist model, limited in range, which would seem to balance the other model. At this stage of the research, one could formulate the idea of a relation between these two models: the first would arouse the second, the latter being finally the control of the control. If the amount of investment justifies uniform knowledge, the weaknesses of the imperial model could be corrected by inoculation in the center of the organization coming from the periphery and brought about by the channel of conviction and personal experience from among the expatriate executives who were then repatriated. One observed the tools enabling organizations to capitalize from learning which is only produced and mobilized locally (box 4, the epidemic model). That mainly concerns cases 1 and 2 (Sanofi and BNP Paribas). It can be explained by the careful strategies of these firms and their limited involvement. The subsidiaries would be laboratories where one tries to adapt and control the local conditions for a possible expansion on a regional level. There is therefore a balance between the epidemic model and the media model which takes on the form of centralizing some knowledge which is mainly related to the technology of the product or service. This learning configuration thus enable a certain acclimatization, if possible, of a core competence and letting local learning processes adapt them. It has been noted that some tools producing global knowledge which will be differently mobilized from one country to an other: training, international experts and tasks forces (which only have an advisory role and distinguishing them from the senior banker). At first sight, we could have thought that these tools would not be widespread; that is not the case. Some of the tools observed are used in different ways. This is the case with corporate culture (box 1 or 2) or expatriates (box 1 or 4). A strong culture can lead to homogeneous behaviour at a global level (Total). However, when the respect for and the adaptation to local cultures are key values (Danone and Air Liquide), the culture brings about different behaviour according to the context. These two last cases are characterized by an initiatory learning model which is based on important information, expertise and training, but leaves the subsidiaries with a strong amount of autonomy. These companies core competences (technology, brand, markets knowledge†¦) could be circulated gently and unintentionally with support from the regional offices as concerns the cultural implications. This is backed up by a second occurrence: the need to adapt locally leads to the organization of learning around a central point made up of a local manager and his regional alter ego. Let us note that it is in these two cases that one observes the lowest number of expatriates and in some cases totally absent. These few cases not only illustrate the different types of control mechanisms used but also the variety of their uses. Two main results emerge. The first one is the identification of three learning configurations linked to the control systems. The first includes two flows, one based on the media model which is balanced by an other flow from an evangelist model. The second one is also based around a media model and uses local support through an epidemic mode. The third one which is also based on a media model which guarantees the group values, is organized around tension between an epidemic and an initiatory model. The first one ensures a certain homogeneity of initiatives and the second one the adaptation and the suitability. Conclusion The proposed analysis grid concerning the interactions control / learning which are based on the phases of the learning process (production and knowledge mobilization) and its locus (local / global) has been developed to study parent company / subsidiary relations. Numerous control tools which can be used in different ways have been observed; tools enabling the control / innovation or integration / differentiation dilemma to be overcome, to broaden its dynamic perspective and to provide deeper analysis of the adaptive process. This grid which was used during the observation period, even though superficial, has finally provided positive results. It reveals learning structures and takes into account their internal and external coherences. It appears to be relevant. One needs, of course, through further in-depth case studies, to test the validity of those three configurations which have been identified. Finally, since we are limited to examine the learning produced by the control system, it would be suitable to examine the relevance of this grid in relation to other sources of knowledge (i. . : dealings with the suppliers and customers, market research†¦ ). These results will necessarily be confirmed through further investigations. The perception of headquarters would be very enriching. One could also contemplate making some comparisons with the practices of American, British, Japanese or German companies. The interviewees have often underlined the differences that exist in practices between their group and their main competitors. It would appear that in terms of international management there exists a French exception. As far as the expert are concerned, the analysis grid represents a diagnostic tool which enables control system weaknesses or further action levers to be identified, to understand further the general configuration of relations between the parent company/ subsidiary and also the general coherence of adaptive mechanisms. It is finally possible to envisage using this grid to analyze other control situations. If we have chosen to work from the specific point of an international management problem, the suggested model could also be applied to other issues, provided that we take are taking into account a question of suitability between local and global learning and that there is a central link between this two points. We should also consider that organizational control systems play a key role in the acquisition, circulation, memorization and use of organizational knowledge.