Costs and Benefits of Globalization and Localization Essay example -- G

"Globalization is unstoppable. Even though it may be only in its early stages, it is already intrinsic to the world economy. We have to live with it, recognize its advantages and learn to manage it," said Maria Livanos Cattaui in her article, The global economy - an opportunity to be seized (Business World, 1997). Many authorities agree that as the world enters into the twenty-first century, many economic, political, and cultural changes will take place due to what some people are simply calling the latest buzzword. The fact that globalization exists is not necessarily the important issue here. Rather, the world's eyes must focus on costs and benefits of both globalization and localization, and how countries are affected by both of these opposite tendencies of international politics. James N. Rosenau, in his article, The Complexities and Contradictions of Globalization, defines globalization as "'something' that is changing humankind's preoccupation with territoriality and the traditional arrangements of the state system." In other words, globalization is causing countries to break their territorial boundaries economically, politically, and socially, and in doing so, open themselves up to outside international influences. Such worldwide influence has proven to have many benefits throughout the world. Through globalization, the world has seen a significant expansion of economic, social, and political benefits. Particularly, globalization has expanded investments, trade, and production far beyond any individual country?s boarders. According to the article, The Global Economy, by Maria Livanos Cattaui, " International trade in goods and services now stands at more than US$ 6000 billion per year [while] the accumulated stock of ... ...of globalization are much more uniformly widespread than the social or political benefits. Therefore, in determining whether the things gained by globalization are more fundamentally important to people?s lives than the things gained by localization, I would argue on the basis of sustained economic growth due to globalization, that yes, they are. Works Cited Cattaui, Maria Livanos. "Global Economy." Business World, Internet. Available: http://www.iccwbo.org/html/globalec.htm Rosenau, James N. "The Complexities and Contradictions of Globalization." World Politics 98/99. Connecticut: Dushkin/McGraw Hill. Sanger, David E. "After a Year, No Letup in Asia?s Economic Crisis." New York Times. 6 July 1998. Sutherland, Peter D., and John W. Sewell. The Challenges of Globalization. Internet. Available: http://www.odc.org/ges.html

Milinder Recycling

Companies which experience rapid growth paired with a high turnover rate in staffing often manage the problem using a reactive approach, that is employees who are adept at their job are promoted without proper training and thrown into the world of management in a â€Å"trial by fire†. This leads to several problems in and of itself: lack of respect from the remaining employees, lack of proper and appropriate communication, inability of upper management to do little more than put out the latest fire and a further increase in the turnover rate. According to Small Business Transitions, â€Å"The main reason for failure [in business start ups] is inexperienced management†. In the case of Milinder Recycling, the management team is composed of employees who were hired only brief months before their promotion to fill spaces vacated by new hires who subsequently left the company. With no management experience and little or no training, these individuals are â€Å"thrown to the wolves† and expected to fend for themselves. According to Keith Mudd, Director at the University of Houston Victoria: â€Å"Most business problems are people problems. More explicably, the problems are either what people have created or the result of having inadequate and inexperienced staff.† Once an employee is promoted to a position with more power, it is often difficult to do something about it. The only option is demotion (which is usually not accepted) or dismissal (which only furthers the problem of high turnover). The key in dealing with this problem is to be proactive in the future. The first step for upper management at Milinder Recycling is to reformat their Human Resources department (if they have one; if not this lack needs to be rectified immediately!). The job of recruiting personnel should be to keep staffing levels on par with need and to retain resumes from applicants who might not fit into a current position but would be good hires when the need arises. Secondly, upper management needs to work more closely with the newer managers. A process of the more experienced staff shadowing the inexperienced managers, if only for an hour or two a day, would be very beneficial not only to the new managers but to upper management to identify where problems are occurring. A weekly training session focusing on some aspect of management needn’t be scheduled for more than an hour and can be slotted into a slow sales period. Training sessions including topics such as mentoring employees, hiring good employees, treating employees fairly, etc. are all good to begin with. New managers also need to be held accountable. Procedures regarding key communications (and the manner in which it is communicated) and processes should be in place that apply to all management positions (again, the Human Resources department would be responsible) and managers held accountable for performing these duties. After a certain number of warnings for noncompliance, the manager can be then demoted, or, if necessary, fired. According to Small Business Transitions, â€Å"Managerial issues such as the poor use of outside advisors, lack of emphasis on quality, an unwillingness to delegate responsibilities, departure of key personnel, and ‘personal’ problems associated with the owner/manager become relatively more important factors that contribute to failure as a business ages.† Milinder Recycling is moving in the right direction by promoting growth but missing the boat on obtaining experienced key personnel to help achieve successful growth. References Mudd, Keith, (2006). It’s Always People Problems†¦ Retrieved September 17, 2007 from University of Houston Victoria Small Business Development Center: . Small Business Transitions (2007). Thirteen Stupid Tricks by Business Owners. Retrieved September 17, 2007 from the SBT Web site.   

How to Manage and Identify American Beautyberry

American beautyberry has colorful berries that last long into winter and are eaten by a variety of wildlife. Beautyberry has proven to be an attractive plant for wildlife within its native range. Birds including robins, catbirds, cardinals, mockingbirds, brown thrashers, finches and towhees are favorite consumers of both the fresh berries and shriveled raisins. The fruit is heavily used by white-tailed deer and will be eaten well into late November. Specifics Scientific name: Callicarpa americanaPronunciation: kallee-CAR-pa ameri-KON-aCommon name(s): American beautyberry, beautyberry, French mulberryUSDA hardiness zones: 6 through 10Origin: native from Maryland to Florida and west through Tennessee, Arkansas, and Texas.Uses: natural garden specimen; wildlife food; spring flowersAvailability: somewhat available, may have to go out of the region to find the tree. American Beautyberrys Ecology Beautyberry commonly occurs on a wide variety of sites; moist to dry, open to shady. A favorite place for the American beautyberry is under open stands of pines. It is a pioneer and grows in newly disturbed forests, along forest margins, and along fencerows. It is somewhat fire-tolerant and increases in abundance after burns. Birds will readily spread seeds. Description Leaf: Opposite, deciduous, ovate to broadly lanceolate, 6 to 10 inches long, margins coarsely serrate to crenate except near base and hairy beneath with prominent veins.Flower: Dense axillary clusters with lavender-pink cymes on short stalks.Trunk/bark/branches: Multi-trunked, shade tolerant and with spreading branches. Stems ascending and spreading oppositely branched and young twigs light green.Fruit: The berry is a drupe, purple to violet and particularly attractive in September and October. The showy fruit clusters encircle the entire stem at regular intervals starting in late summer and persist in early winter.Propagation: As I have mentioned, seeds are bird-dispersed and this seeding is a major way the plant spreads. You can also propagate using semi-hardwood cuttings. This shrub often volunteers within its range, sometimes with such vigor that the species can be considered a pest. In-Depth American beautyberry has a coarse habit, large-toothed green to yellow-green oval-shaped leaves that turn chartreuse in the fall. Small lilac flowers appear in late summer, and for the next several months, the fruit, which grows in clusters around the stem, ripen to vibrant purple color. This woody shrub reaches 3-8 tall and is native to the southeast, where it will grow best in moist areas but can also withstand drought. In the landscape, you can prune American beautyberry if it grows too lanky. Pruning actually makes a very pretty plant. Cut it back to within 4 to 6 of the ground in early spring as it flowers and fruits on new wood. To make more beautyberries, take softwood cuttings, place them in the sand and keep moist. Cuttings should root in one to two weeks. This plant can tolerate extremes of heat and cold, it is very rarely bothered by insects or diseases and will live in most soils. Beautyberry can stand partial shade but is at its best in full sun if provided ample moisture. It will also be denser and more fruitful in the sun. American Beautyberry looks best planted in masses and is especially beautiful under pine trees or placed in a shrub border. By late summer and autumn, the flowers give rise to berry-like drupes in striking metallic shades of magenta and violet in the fall. The beautyberries are packed tightly together in clusters that encircle the stem. A variety called lactea has white fruits.