Globalisation and the Concept of Global Citizenship

Globalisation and the Concept of Global Citizenship â€Å"As globalisation promotes a free-flow of people, ideas and products across national boundaries, individuals will be more identified as global citizens and less prone to xenophobic attitudes.† Discuss. While globalisation promotes a free-flow of people, ideas, and products across national boundaries, it provides opportunities to individuals to become global citizens. However, while this essay will argue that this has made them less prone to xenophobic attitudes, globalisation has also had other impacts which may have only provoked xenophobic attitudes. This essay will examine the impact which globalisation has had on individuals in the workplace, focusing on how Multinational Corporations have increased the need for globally mobile employees, therefore increasing their cultural intelligence along the way. The essay will also explore employees working within global organisations who are not globally mobile, and the impact which globalisation has had on them. The importance of cultural intelligence will also be discussed alongside the growing focus of scholars on cosmopolitan or global citizens, and finally, the essay will examine xenophobia and the impact which globalisation has had upon xenophobic views. Globalisation is the introduction and growth of products, people, information, and money across borders and is an important impact on the shape of national identities and relationships (Ariely, 2011).   Arnett (2002) argues that globalisation is not just a historical process but is also a change in mind-set of citizens around the world and has positively and sometimes negatively redefined national identity and culture. In effect, globalisation defines the world in which we live, and has changed the way in which citizens identify themselves (Ariely, 2011 & Arnett, 2002). However, some researchers have argued that in the process globalisation has undermined national cultures and identity – creating what is moving towards a single identity for all global citizens (Smith, 2007 & Held, McGrew & Perraton, 1999). Effectively, globalisation has been guided by â€Å"economic forces† (Sideri, 1997. Pg.38) with the actions and growth of Multinational Corporations (MNC’s) furthering globalisation (Buckley & Ghauri, 2004). With MNC’s comes the need for the retention and transfer of knowledge between operating units and countries (Elenkov & Manev, 2009). Expatriates (Expats) are used by MNC’s for three main reasons; to fill positions where no suitable candidate exists in the host country, as an opportunity to develop the expatriate’s skills, and most importantly; to transfer important knowledge and corporate culture from home to host countries (Collings et al, 2007). Within MNC’s expats will work with people of many different nationalities, and globalisation is only expediting the mobility required of expatriates, therefore, the number of cultures in which expatriates are working in and becoming accustomed to is increasing (Lee, 2014). Lee (2014) argues that this is exposure to new cultures has increased the number of people which identify as learned bi-culturals, and who feel accustomed to 2 or more cultures after experiencing the identity negotiation process. The knowledge and understanding of different cultures that being bi-cultural brings allows these individuals to adapt quickly and become more adept to different situations (Hong et al, 2000 & Lee, 2014). While individuals will generally undergo an identity negotiation process when entering employment with a new organisation, international experience adds to this further (Lee, 2014). Sanchez et al (2000) explain that during the adjustment process to working within a different culture, an individual may become more attached to their home unit, or alternatively, become more attached to their host unit. This acculturation is essentially a process leading to cultural changes within the individual after interacting with members of different cultures (Lee, 2014), and can be portrayed in a number of strategies by the individual when operating in different cultures. This impacts their identification and adaptation with their home and host country and can lead to positive outcomes – however, two of the outcomes of acculturation can be marginalisation or separation, where an individual does not identify with the host country (Lee, 2014 & Berry, 2005). Another theory of culture acquisition is the identity negotiation process, where when individuals encounter a new culture question their values and beliefs leading to a renegotiation of their own identity through experimentation and reflection (Lee, 2014). While expats seem to have the most experience with operating within different cultures, globalisation has meant that even individuals working within their home country can experience different cultures too (Lee, 2014). Lee (2014) argues that individuals working in organisations undergoing international mergers and acquisitions, as well as those with international subsidiaries can develop an understanding of different cultures. Experience of work within different international contexts may lead individuals to develop a greater understanding of their own as well as different ways of undertaking work (Lee, 2014). It is important to note however, that an individual who is globally mobile may not automatically expose themselves to the culture of the country in which they are working. As mentioned previously, outcomes of acculturation such as marginalisation or separation can mean that the expatriate exhibits low attachment to the society in which they are working. It could therefore be argued that both expatriation and working within a culturally diverse and international organisation could develop an individual’s global identity. Gupta and Govindarajan (2002) explain that a global identity is the awareness of different cultures and the openness to the integration of these cultures to create a competitive advantage. Lee (2018) argues that this competence and adaptability is gained through 3 steps; the understanding of the individuals own culture and cultural lens, acquiring knowledge of other cultures, and improving one’s cultural intelligence. The exposure to different cultures through international assignments and working within a global organisation can assist with the gaining of knowledge of different norms and values (Crowne, 2008). This exposure to different cultures needn’t just be through work either, Crowne (2008) argues that globalisation has allowed for exposure to different cultures through travel, study, and media such as television and film. While some of these methods may have a greater impact, they are all important to the development of an understanding of different cultures. Crowne (2008) argues that any exposure to different cultures is directly associated with an individual’s cultural intelligence, yet some methods of exposure such as expatriation, international education and travel have a greater impact. Cultural intelligence is defined as an individual’s ability to effectively adapt to new cultures and has been found to have a positive impact on integration into multicultural teams (Earley, 2002). Furthermore, employees with higher cultural intelligence are able to adjust more easily to new cultures and show greater performance within multicultural teams and tasks (Templer et al, 2006). Cultural intelligence is born through 4 main dimensions; Cognitive – gaining the knowledge of values and norms of different cultures, Motivational – the commitment to acquiring new knowledge and learn, Behavioural – the ability to adapt to new cultural situations, and Metacognitive – the ability to monitor one’s self, and to adjust based on new experiences (Lee, 2018 & Ang et al, 2007). The importance of cultural intelligence cannot be underestimated, as it assists individuals with seeing past the stereotypes and perhaps xenophobic views of other cultures (Lee, 2018). Furthermore, it stops an individual from casting judgement until all of the facts are known and available (Triandis, 2006 & Elenkov & Manev, 2009). Interestingly, cultural intelligence is directly linked to cross-cultural competence, which reduces the pressure that may be associated with handling difficult decisions in culturally different environments and can increases effectiveness (Elenkov & Manev, 2009). Of course, the cultural intelligence of the majority of individuals will increase through international assignments and working within a global organisation. Elenkov & Manev (2009) further this argument and explain that cultural intelligence is vital for managers within organisations. The GLOBE project found that the leadership styles favoured or expected from country to country vary depending on the cultural variables found in that context (Dorfman et al, 2002), and it can be seen that the cultural intelligence and adaptability of managers and individuals is vital to their performance and effectiveness in different cultures (Elenkov & Manev, 2009). It can therefore be argued that the greater the cultural intelligence of an individual, the more understanding, aware and open they should be to different cultures and therefore less prone to xenophobic attitudes (Lee, 2014). The emerging concept of cosmopolitan global citizens is one still in debate. In its early conception, cosmopolitanism was seen to be an outlook which transcended national boundaries and complemented cultural intelligence (Woodward et al, 2008). The concept has now been developed to incorporate institutional, political, and cultural dimensions (Woodward et al, 2008). From a cultural perspective, most researchers have agreed that cosmopolitanism can be seen as an openness to different cultures as well as the values and beliefs that they may hold. Woodward et al (2008) argue that while an individual does not need to be globally mobile to hold cosmopolitan values, the cultural exposure that expatriates experience may assist them with gaining the attitudes and values associated with cosmopolitanism (Lee, 2014). Furthermore, cosmopolitan citizens are seen to be more engaged with others that identify as cosmopolitan citizens and hold similar worldviews (Lee, 2014). The concept therefore of a cosmopolitan is that of an individual who defines themselves less as part of a single national or cultural identity, and more as a global citizen – who should be less prone to xenophobic attitudes (Lee, 2014). This is supported by Ariely (2017) who showed that identifying as a cosmopolitan reduces xenophobic attitudes, a relationship which is moderated by the level of globalisation in the individuals home country, with those exhibiting higher levels of globalisation demonstrating a stronger negative relation between cosmopolitanism and xenophobic attitudes. The dictionary definition of xenophobia is the fear or hatred of strangers or foreigners, it is usually thought that the term overlaps with racism, however, xenophobic behaviour is based on the idea that an individual is different due to being a member of a different nation or social group (UNESCO, 2018). Ariely (2011) argues that the idea of xenophobia can be based on social identity theory which defines social identity as the differences between social groups with members feeling more strongly associated to the group in which they belong. Xenophobic views are therefore the result of social groups – such as nations and culture, being different from one another (Ariely, 2011). Interestingly, the results of globalisation such as the development of cosmopolitan citizens, bi-culturals and individuals showing a strong cultural intelligence seems to show that globalisation is causing to move towards a more homogenous global citizen identity, instead of heterogeneous national identities (Ariely, 2011). Such â€Å"superordinate† identities could reduce or eliminate differences between national identities, and therefore reduce xenophobic views. It is also important to recognise that some research has shown globalisation to have the opposite effect, heightening nationalistic identities and in turn perhaps causing xenophobic views against those seen with a different social or national identity (Ariely, 2011). Interestingly, Ariely (2011) found that in certain countries, while globalisation may decrease xenophobic attitudes in some people, it can increase them in others. While this study was actually based on xenophobic views against immigrants it paints an interesting picture that globalisation can have many different impacts on different people within the same country, and that context is incredibly important (Ariely, 2011). There are also negative aspects to consider such as the accelerated flows of terrorism, which have only promoted xenophobic attitudes due to the placing of blame on the lack of national borders – which globalisation has had a hand in reducing (Heine & Thakur, 2011). This essay explored the impact which globalisation has had upon individuals around the world. Whether a cosmopolitan citizen, learned or born bi-cultural, or an individual that has developed a strong cultural intelligence, the ability to adapt and understand other cultures seems to reduce the ownership of xenophobic attitudes. The essay found that as individuals gain a greater cultural intelligence, or identify as cosmopolitan or global citizens, they tend to identify less with their national culture/identity and identify more with a global identity. Using social identity theory from Ariely (2011), it can therefore be argued that while xenophobia is usually based on the differences between social, cultural, or national groups – the fact that more people are identifying as global citizens is reducing the differences between these groups around the world, and therefore reducing xenophobic attitudes. References Ang, S., Van Dyne, L., Koh, C., Ng, K., Templer, K., Tay, C. and Chandrasekar, N. (2007). Cultural Intelligence: Its Measurement and Effects on Cultural Judgment and Decision Making, Cultural Adaptation and Task Performance. Management and Organization Review, 3(03), pp.335-371. Ariely, G. (2011). Globalization, immigration and national identity: How the level of globalization affects the relations between nationalism, constructive patriotism and attitudes toward immigrants? Group Processes & Intergroup Relations, 15(4), pp.539-557. Ariely, G. (2016). Global identification, xenophobia and globalisation: A cross-national exploration. International Journal of Psychology, 52, pp.87-96. Arnett, J. (2002). The psychology of globalization. American Psychologist, 57(10), pp.774-783. Berry, J. (2005). Acculturation: Living successfully in two cultures. International Journal of Intercultural Relations, 29(6), pp.697-712. Buckley, P. and Ghauri, P. (2004). Globalisation, economic geography and the strategy of multinational enterprises. Journal of International Business Studies, 35(2), pp.81-98. Collings, D., Scullion, H. and Morley, M. (2007). Changing patterns of global staffing in the multinational enterprise: Challenges to the conventional expatriate assignment and emerging alternatives. Journal of World Business, 42(2), pp.198-213. Crowne, K. (2008). What leads to cultural intelligence? Business Horizons, 51(5), pp.391-399. Dorfman, P. House, R., Javidan, M., and Hanges, P. (2002). Understanding cultures and implicit leadership theories across the globe: an introduction to project GLOBE. Journal of World Business, 37(1), pp.3-10. Earley, P. (2002). Redefining interactions across cultures and organizations: Moving forward with cultural intelligence. Research in Organizational Behavior, 24, pp.271-299. Elenkov, D. and Manev, I. (2009). Senior expatriate leaderships effects on innovation and the role of cultural intelligence. Journal of World Business, 44(4), pp.357-369. Gupta, A. and Govindarajan, V. (2002). Cultivating a global mindset. Academy of Management Executive, 16(1), pp.116-126. Heine, J. and Thakur, R. (2018). The dark side of globalisation. [online] Available at: https://www.cigionline.org/articles/dark-side-globalisation. Held, D. and McGrew, A. (1999). Global Transformations. Cambridge: Polity. Hong, Y., Morris, M., Chiu, C. and Benet-Martà ­nez, V. (2000). Multicultural minds: A dynamic constructivist approach to culture and cognition. American Psychologist, 55(7), pp.709-720. Lee, H-J., (2018). Global Leadership and Cultural Intelligence. Lee, H-J., (2014) Global leadership practices: a cross-cultural management perspective, London: Palgrave Macmillan Sanchez, J., Spector, P. and Cooper, C. (2000). Adapting to a boundaryless world: A developmental expatriate model. Academy of Management Perspectives, 14(2), pp.96-106. Sideri, S. (1997). Globalisation and regional integration. The European Journal of Development Research, 9(1), pp.38-82. Smith, A. D. (2007). Nationalism in decline? In M. Young, E. Zuelow & A. Strum (Eds.), Nationalism in a global era (pp. 17–32). New York, NY: Routledge. Templer, K., Tay, C. and Chandrasekar, N. (2006). Motivational Cultural Intelligence, Realistic Job Preview, Realistic Living Conditions Preview, and Cross-Cultural Adjustment. Group & Organization Management, 31(1), pp.154-173. Triandis, H. (2006). Cultural Intelligence in Organizations. Group & Organization Management, 31(1), pp.20-26. UNESCO (2018). Xenophobia | United Nations Educational, Scientific and Cultural Organization. [online] Available at: http://www.unesco.org/new/en/social-and-human-sciences/themes/international-migration/glossary/xenophobia/. Woodward, I., Skrbis, Z. and Bean, C. (2008). Attitudes towards globalization and cosmopolitanism: cultural diversity, personal consumption and the national economy. The British Journal of Sociology, 59(2), pp.207-226. Globalisation and the Concept of Global Citizenship Globalisation and the Concept of Global Citizenship â€Å"As globalisation promotes a free-flow of people, ideas and products across national boundaries, individuals will be more identified as global citizens and less prone to xenophobic attitudes.† Discuss. While globalisation promotes a free-flow of people, ideas, and products across national boundaries, it provides opportunities to individuals to become global citizens. However, while this essay will argue that this has made them less prone to xenophobic attitudes, globalisation has also had other impacts which may have only provoked xenophobic attitudes. This essay will examine the impact which globalisation has had on individuals in the workplace, focusing on how Multinational Corporations have increased the need for globally mobile employees, therefore increasing their cultural intelligence along the way. The essay will also explore employees working within global organisations who are not globally mobile, and the impact which globalisation has had on them. The importance of cultural intelligence will also be discussed alongside the growing focus of scholars on cosmopolitan or global citizens, and finally, the essay will examine xenophobia and the impact which globalisation has had upon xenophobic views. Globalisation is the introduction and growth of products, people, information, and money across borders and is an important impact on the shape of national identities and relationships (Ariely, 2011).   Arnett (2002) argues that globalisation is not just a historical process but is also a change in mind-set of citizens around the world and has positively and sometimes negatively redefined national identity and culture. In effect, globalisation defines the world in which we live, and has changed the way in which citizens identify themselves (Ariely, 2011 & Arnett, 2002). However, some researchers have argued that in the process globalisation has undermined national cultures and identity – creating what is moving towards a single identity for all global citizens (Smith, 2007 & Held, McGrew & Perraton, 1999). Effectively, globalisation has been guided by â€Å"economic forces† (Sideri, 1997. Pg.38) with the actions and growth of Multinational Corporations (MNC’s) furthering globalisation (Buckley & Ghauri, 2004). With MNC’s comes the need for the retention and transfer of knowledge between operating units and countries (Elenkov & Manev, 2009). Expatriates (Expats) are used by MNC’s for three main reasons; to fill positions where no suitable candidate exists in the host country, as an opportunity to develop the expatriate’s skills, and most importantly; to transfer important knowledge and corporate culture from home to host countries (Collings et al, 2007). Within MNC’s expats will work with people of many different nationalities, and globalisation is only expediting the mobility required of expatriates, therefore, the number of cultures in which expatriates are working in and becoming accustomed to is increasing (Lee, 2014). Lee (2014) argues that this is exposure to new cultures has increased the number of people which identify as learned bi-culturals, and who feel accustomed to 2 or more cultures after experiencing the identity negotiation process. The knowledge and understanding of different cultures that being bi-cultural brings allows these individuals to adapt quickly and become more adept to different situations (Hong et al, 2000 & Lee, 2014). While individuals will generally undergo an identity negotiation process when entering employment with a new organisation, international experience adds to this further (Lee, 2014). Sanchez et al (2000) explain that during the adjustment process to working within a different culture, an individual may become more attached to their home unit, or alternatively, become more attached to their host unit. This acculturation is essentially a process leading to cultural changes within the individual after interacting with members of different cultures (Lee, 2014), and can be portrayed in a number of strategies by the individual when operating in different cultures. This impacts their identification and adaptation with their home and host country and can lead to positive outcomes – however, two of the outcomes of acculturation can be marginalisation or separation, where an individual does not identify with the host country (Lee, 2014 & Berry, 2005). Another theory of culture acquisition is the identity negotiation process, where when individuals encounter a new culture question their values and beliefs leading to a renegotiation of their own identity through experimentation and reflection (Lee, 2014). While expats seem to have the most experience with operating within different cultures, globalisation has meant that even individuals working within their home country can experience different cultures too (Lee, 2014). Lee (2014) argues that individuals working in organisations undergoing international mergers and acquisitions, as well as those with international subsidiaries can develop an understanding of different cultures. Experience of work within different international contexts may lead individuals to develop a greater understanding of their own as well as different ways of undertaking work (Lee, 2014). It is important to note however, that an individual who is globally mobile may not automatically expose themselves to the culture of the country in which they are working. As mentioned previously, outcomes of acculturation such as marginalisation or separation can mean that the expatriate exhibits low attachment to the society in which they are working. It could therefore be argued that both expatriation and working within a culturally diverse and international organisation could develop an individual’s global identity. Gupta and Govindarajan (2002) explain that a global identity is the awareness of different cultures and the openness to the integration of these cultures to create a competitive advantage. Lee (2018) argues that this competence and adaptability is gained through 3 steps; the understanding of the individuals own culture and cultural lens, acquiring knowledge of other cultures, and improving one’s cultural intelligence. The exposure to different cultures through international assignments and working within a global organisation can assist with the gaining of knowledge of different norms and values (Crowne, 2008). This exposure to different cultures needn’t just be through work either, Crowne (2008) argues that globalisation has allowed for exposure to different cultures through travel, study, and media such as television and film. While some of these methods may have a greater impact, they are all important to the development of an understanding of different cultures. Crowne (2008) argues that any exposure to different cultures is directly associated with an individual’s cultural intelligence, yet some methods of exposure such as expatriation, international education and travel have a greater impact. Cultural intelligence is defined as an individual’s ability to effectively adapt to new cultures and has been found to have a positive impact on integration into multicultural teams (Earley, 2002). Furthermore, employees with higher cultural intelligence are able to adjust more easily to new cultures and show greater performance within multicultural teams and tasks (Templer et al, 2006). Cultural intelligence is born through 4 main dimensions; Cognitive – gaining the knowledge of values and norms of different cultures, Motivational – the commitment to acquiring new knowledge and learn, Behavioural – the ability to adapt to new cultural situations, and Metacognitive – the ability to monitor one’s self, and to adjust based on new experiences (Lee, 2018 & Ang et al, 2007). The importance of cultural intelligence cannot be underestimated, as it assists individuals with seeing past the stereotypes and perhaps xenophobic views of other cultures (Lee, 2018). Furthermore, it stops an individual from casting judgement until all of the facts are known and available (Triandis, 2006 & Elenkov & Manev, 2009). Interestingly, cultural intelligence is directly linked to cross-cultural competence, which reduces the pressure that may be associated with handling difficult decisions in culturally different environments and can increases effectiveness (Elenkov & Manev, 2009). Of course, the cultural intelligence of the majority of individuals will increase through international assignments and working within a global organisation. Elenkov & Manev (2009) further this argument and explain that cultural intelligence is vital for managers within organisations. The GLOBE project found that the leadership styles favoured or expected from country to country vary depending on the cultural variables found in that context (Dorfman et al, 2002), and it can be seen that the cultural intelligence and adaptability of managers and individuals is vital to their performance and effectiveness in different cultures (Elenkov & Manev, 2009). It can therefore be argued that the greater the cultural intelligence of an individual, the more understanding, aware and open they should be to different cultures and therefore less prone to xenophobic attitudes (Lee, 2014). The emerging concept of cosmopolitan global citizens is one still in debate. In its early conception, cosmopolitanism was seen to be an outlook which transcended national boundaries and complemented cultural intelligence (Woodward et al, 2008). The concept has now been developed to incorporate institutional, political, and cultural dimensions (Woodward et al, 2008). From a cultural perspective, most researchers have agreed that cosmopolitanism can be seen as an openness to different cultures as well as the values and beliefs that they may hold. Woodward et al (2008) argue that while an individual does not need to be globally mobile to hold cosmopolitan values, the cultural exposure that expatriates experience may assist them with gaining the attitudes and values associated with cosmopolitanism (Lee, 2014). Furthermore, cosmopolitan citizens are seen to be more engaged with others that identify as cosmopolitan citizens and hold similar worldviews (Lee, 2014). The concept therefore of a cosmopolitan is that of an individual who defines themselves less as part of a single national or cultural identity, and more as a global citizen – who should be less prone to xenophobic attitudes (Lee, 2014). This is supported by Ariely (2017) who showed that identifying as a cosmopolitan reduces xenophobic attitudes, a relationship which is moderated by the level of globalisation in the individuals home country, with those exhibiting higher levels of globalisation demonstrating a stronger negative relation between cosmopolitanism and xenophobic attitudes. The dictionary definition of xenophobia is the fear or hatred of strangers or foreigners, it is usually thought that the term overlaps with racism, however, xenophobic behaviour is based on the idea that an individual is different due to being a member of a different nation or social group (UNESCO, 2018). Ariely (2011) argues that the idea of xenophobia can be based on social identity theory which defines social identity as the differences between social groups with members feeling more strongly associated to the group in which they belong. Xenophobic views are therefore the result of social groups – such as nations and culture, being different from one another (Ariely, 2011). Interestingly, the results of globalisation such as the development of cosmopolitan citizens, bi-culturals and individuals showing a strong cultural intelligence seems to show that globalisation is causing to move towards a more homogenous global citizen identity, instead of heterogeneous national identities (Ariely, 2011). Such â€Å"superordinate† identities could reduce or eliminate differences between national identities, and therefore reduce xenophobic views. It is also important to recognise that some research has shown globalisation to have the opposite effect, heightening nationalistic identities and in turn perhaps causing xenophobic views against those seen with a different social or national identity (Ariely, 2011). Interestingly, Ariely (2011) found that in certain countries, while globalisation may decrease xenophobic attitudes in some people, it can increase them in others. While this study was actually based on xenophobic views against immigrants it paints an interesting picture that globalisation can have many different impacts on different people within the same country, and that context is incredibly important (Ariely, 2011). There are also negative aspects to consider such as the accelerated flows of terrorism, which have only promoted xenophobic attitudes due to the placing of blame on the lack of national borders – which globalisation has had a hand in reducing (Heine & Thakur, 2011). This essay explored the impact which globalisation has had upon individuals around the world. Whether a cosmopolitan citizen, learned or born bi-cultural, or an individual that has developed a strong cultural intelligence, the ability to adapt and understand other cultures seems to reduce the ownership of xenophobic attitudes. The essay found that as individuals gain a greater cultural intelligence, or identify as cosmopolitan or global citizens, they tend to identify less with their national culture/identity and identify more with a global identity. Using social identity theory from Ariely (2011), it can therefore be argued that while xenophobia is usually based on the differences between social, cultural, or national groups – the fact that more people are identifying as global citizens is reducing the differences between these groups around the world, and therefore reducing xenophobic attitudes. References Ang, S., Van Dyne, L., Koh, C., Ng, K., Templer, K., Tay, C. and Chandrasekar, N. (2007). Cultural Intelligence: Its Measurement and Effects on Cultural Judgment and Decision Making, Cultural Adaptation and Task Performance. Management and Organization Review, 3(03), pp.335-371. Ariely, G. (2011). Globalization, immigration and national identity: How the level of globalization affects the relations between nationalism, constructive patriotism and attitudes toward immigrants? Group Processes & Intergroup Relations, 15(4), pp.539-557. Ariely, G. (2016). Global identification, xenophobia and globalisation: A cross-national exploration. International Journal of Psychology, 52, pp.87-96. Arnett, J. (2002). The psychology of globalization. American Psychologist, 57(10), pp.774-783. Berry, J. (2005). Acculturation: Living successfully in two cultures. International Journal of Intercultural Relations, 29(6), pp.697-712. Buckley, P. and Ghauri, P. (2004). Globalisation, economic geography and the strategy of multinational enterprises. Journal of International Business Studies, 35(2), pp.81-98. Collings, D., Scullion, H. and Morley, M. (2007). Changing patterns of global staffing in the multinational enterprise: Challenges to the conventional expatriate assignment and emerging alternatives. Journal of World Business, 42(2), pp.198-213. Crowne, K. (2008). What leads to cultural intelligence? Business Horizons, 51(5), pp.391-399. Dorfman, P. House, R., Javidan, M., and Hanges, P. (2002). Understanding cultures and implicit leadership theories across the globe: an introduction to project GLOBE. Journal of World Business, 37(1), pp.3-10. Earley, P. (2002). Redefining interactions across cultures and organizations: Moving forward with cultural intelligence. Research in Organizational Behavior, 24, pp.271-299. Elenkov, D. and Manev, I. (2009). Senior expatriate leaderships effects on innovation and the role of cultural intelligence. Journal of World Business, 44(4), pp.357-369. Gupta, A. and Govindarajan, V. (2002). Cultivating a global mindset. Academy of Management Executive, 16(1), pp.116-126. Heine, J. and Thakur, R. (2018). The dark side of globalisation. [online] Available at: https://www.cigionline.org/articles/dark-side-globalisation. Held, D. and McGrew, A. (1999). Global Transformations. Cambridge: Polity. Hong, Y., Morris, M., Chiu, C. and Benet-Martà ­nez, V. (2000). Multicultural minds: A dynamic constructivist approach to culture and cognition. American Psychologist, 55(7), pp.709-720. Lee, H-J., (2018). Global Leadership and Cultural Intelligence. Lee, H-J., (2014) Global leadership practices: a cross-cultural management perspective, London: Palgrave Macmillan Sanchez, J., Spector, P. and Cooper, C. (2000). Adapting to a boundaryless world: A developmental expatriate model. Academy of Management Perspectives, 14(2), pp.96-106. Sideri, S. (1997). Globalisation and regional integration. The European Journal of Development Research, 9(1), pp.38-82. Smith, A. D. (2007). Nationalism in decline? In M. Young, E. Zuelow & A. Strum (Eds.), Nationalism in a global era (pp. 17–32). New York, NY: Routledge. Templer, K., Tay, C. and Chandrasekar, N. (2006). Motivational Cultural Intelligence, Realistic Job Preview, Realistic Living Conditions Preview, and Cross-Cultural Adjustment. Group & Organization Management, 31(1), pp.154-173. Triandis, H. (2006). Cultural Intelligence in Organizations. Group & Organization Management, 31(1), pp.20-26. UNESCO (2018). Xenophobia | United Nations Educational, Scientific and Cultural Organization. [online] Available at: http://www.unesco.org/new/en/social-and-human-sciences/themes/international-migration/glossary/xenophobia/. Woodward, I., Skrbis, Z. and Bean, C. (2008). Attitudes towards globalization and cosmopolitanism: cultural diversity, personal consumption and the national economy. The British Journal of Sociology, 59(2), pp.207-226.

Mini Project in Marketing Essay

EXECUTIVE SUMMARY: This includes the company profile and its products. This also consists the target market and the segment. The company has identified the need of the soft drinks especially for the children. So the company wants to introduce the new product into the market for children but the company does not wants to confine to the children so the drink will also be used by the all age groups. The product is manufactured under Prathik & Pavan Pvt Ltd shortly known as p&p ltd. which is under the group of â€Å"SUPREME BREWERIES†. The product names include the REFRESCO, Snapple, LITE and SMOOTHY. These products include aerated and non aerated drinks both for the children and also for the all groups. For these products the target market include the mainly children and also the all age groups. The income levels of the target market may not affect the buying and demand. Vision: Growth for leadership which states growth with quality and customer attention and profit. Vision statement shows the following Customer attention Profit motive with morals Leadership in the market Mission: provide opportunities for growth and enrichment to our stake holders. We strive for integrity and honesty. Achieving best distribution by which product can reach to the consumers as early as possible. Goals: The primary objective of the company is to serve the needs and wants of the consumers. To improve and enhance the satisfaction levels of the consumers. To supply and provide the company’s product in every corner of the target market. Objectives: The primary objective of the company is to have a leadership position in the market. To make the product as generic so that the consumers will demand the product for every visit to the retailer by next 3 years. To achieve the 500000 units to sell per annum by next 4 years. Increasing the business to all over the markets in south India by next ten years. CORE PRODUCT: The core product in our product is the drink which we are offering. ACTUAL PRODUCT: The actual product is in the soft drink is the bottle size and the shape of the bottle. Actual product constitutes the no caffeine which causes the health related problems. Actual product will consist of the various variants and flavors’ which include aerated and non aerated drinks. AGUMENTED PRODUCT: The augmented product is the packaging and the distribution net work. And consumer can consume half the drink and he can store the remaining drink and can consume at later stages with taste remain same as at the time of sealed pack. Augmented product of the soft drink also consists of the other offers which include the tours and trips. This also includes the lunch and dinner with the brand ambassadors of the company. TARGET MARKET: The target market for soft drink is the children and the age group existing above 8 years also but the main target remains children. The children who having the age above 8 years they can consume. We are focusing only on Hyderabad market and the product can affordable by the middle class and lower middle class. Position statement: The company wants to serve the consumers with best quality drinks which will not have any impacts on the consumers. â€Å"Serve the quality, be the best.† This statement ensures the customers that the company serves the best quality of the products. This photo shows that the product ensures the coolness. MARKET ANALYSIS: As the company mainly targets the Hyderabad market. And targeting the mass market here the company targets all the segment children’s and their parents. Our main target is children’s but we are also targeting their parents because they are the initiators in the case of children’s the parents are the decision makers so we are targeting them. The children’s constitute our overall market. As there is no soft drink specially catering to the children this helps the company to sustain in the market with the substantial market share in the local players. This USP helps to attract the consumers towards the soft drink. Factors affecting the Consumer behavior in buying: There are various factors that involve in the buying of the soft drinks which include Cultural factors: With the increase of the literacy and awareness in the present days there are no cultural factors. However there are some situations where there are behavior pattern changes due to some cultural factors like festivals Social factors: These factors involve consumer’s family, small groups and status. The number of children decides the buying of the product. For example if the children are more than the elders in the family then the decision lies in concerns with the children. The buying of the soft drink cans depends on the status and there lifestyle. DEMOGRAPHIC: The soft drink is mainly targeting towards the children’s Age: Children (Above the 8 years) Young Adults (18-24 years) Age group of 25 and above GENDER: Both male and female GEOGRAPHIC: Hyderabad market PSYCHOGRAPHIC: The life style of the parents and their purchasing behavior. The life style of the parents plays a major role since the purchasing decision ultimately lies with them. BEHAVIORAL SEGMANTATION: In behavioral segmentation the company mainly focused on the parents who are all the health conscious of their children. The company focuses on the children who are attractive towards the soft drinks and the consumers. MARKET SIZE: Currently the population of the Hyderabad is 6,809,970. Since the soft drink is the product for all the consumers irrespective of income, age and sex. The market size is huge with respective of population. Here in the case of soft drink we can’t say exact potential customers because this is a generic product and it can be affordable by everyone irrespective of income levels and age and sex. Unmet needs by the competitors: No company had the drink that caters specially to the children and also the mass consumers as well. The company wants to the address this issue which can satisfy the children in a healthy way. The company’s product is also targeted to the mass consumers. The product which mainly concentrates on the children soft drink will consumers to think about the product. This makes product as brand and and places the product position in a satisfactory rank. PESTL ANALYSIS: P-POLITICAL ANALYSIS: In Hyderabad the political effect will be on the business. The allocation of the funds from the government and the taxation on the business will affect the business. The change in the political party will have the change in the policies, and the regulations. The change in policies like restrictions in the product ingredients. The political issues will affect the distribution of the product, manufacturing the product and other issues related to the local and regional parties. E- ECONOMIC ANALYSIS: The GDP of the country plays a major role on particular business with in the country. The recession will affect the business like people lost their jobs and the purchasing comes down. S-SOCIO CULTURAL ANALAYSIS: Now-a-days the lifestyle and attitudes are changing. The people are becoming more health conscious about their children’s health. Because the other soft drink payers are making the product with the ingredients that will affect the children’s health. T-TECHNICAL ANALYSIS: Now a day the people are more aware about the technology. The company is having high end machinery to produce the products. And the company having the technology which is recycles the used bottles. And the company uses the technology in the promotions. L-LEGAL ANALYSIS: The company has to follow the guidelines of the government. The plant has to set up in outside the city the plant has to be not creating any problem to that area. While determining the working hours and wages the company has to follow the government rules. IDENTIFYING THE WANTS AND NEEDS YOUR PRODUCT SERVES: The company is launching a soft drink especially for children’s and also serves the need of the other age groups irrespective of the income and sex. The company is offering this product at a affordable price and it also offering three different flavors. And the product is available to everyone within the city. The company is tie up with the restaurants and bakeries and malls to sell the product. The company is maintaining the quality in the product and along with that price. The soft drink it quenches the thrust of the children it doesn’t crest any other side effects like obesity etc. our product contains less amount of caffeine when compare to other soft drink manufacturers. The caffeine is not harmful for adults but it creates the side effects for childrens. COMPETETOR ASSESSMENT: The company is competing in the food and beverages industry. Soft drinks come under oligopoly market where the market has only limited companies. The industry in India is being estimated to grow at 15% – 17% this year, according to experts. â€Å"Food and beverages segment has not suffered despite the slowdown in the economy. Initially the growth rate is very low in food and beverages because the awareness about the soft drinks is less and the distribution net work is not well. And the prices are high at initially and later the prices are decreased. Growth rate: The soft drink industry is expected to post a 14% growth in value terms in ’03, partly because of increased consumption due to price cuts by soft drink companies at an average of 15% across all brands. The price decrease is mainly because of the competition and also to increase the competition. The price cuts are aimed at increasing the consumer base for soft drinks. Market share of different players in soft drink segment: PORTERS FIVE FORCE MODEL: Threats of new entry Substitutes Revelry between the firms Bargaining power of suppliers Bargaining power of customers 5 FORCE MODEL of the company includes Treats of new entry: The treat on new entrants is low in the market since the initial investment or capital that is required for the entrants is high. The profits and profit margins in the soft drinks market is high. The business is very profitable. Hence the big players or other companies may enter into the market. Substitutes: Present market has very high treat of the substitutes as a business. This is because of the people perception that the drinks may cause the health issues. With the introduction of this new product may address this types of the issues and can sustain in the market. Bargaining power of suppliers: Since the firm is entering into the market with new brand and product there will be a less power with the company to talk with the suppliers for the credit and supplies. Hence the bargaining power of the supplier will be very high where the firm has less power with it. Bargaining power of buyers: Initially when the company launches its product into the market there will be less with the company. The customers who include individual customers, wholesalers, retailers etc will expect the discounts and can bargain for the low price. Treat of rivalry: Presently market consists of very high rivalry even though there are limited players. There is a every chance of attacks from very large and even local players. DIRECT AND INDIRECT COMPETITORS: The competitors of the company are divided into direct, indirect and also the substitutes which can eat the company’s profit one or other way. The direct competitors of the company’s products. Below are the aerated drinks COKE PEPSI THUMBS UP The direct competitors of the non-aerated competitors are MAAZA FROOTI SLICE The indirect competitors of the company are SODA HUBS JUICES OTHER DRINKS The substitutes of the company’s product are COCONUT WATER BUTTER MILK Competitive advantages: Even the company enters into the market where there are big players it has its own competitive advantages. The company having its presence in only HYDERABAD it can look and concentrate on its local markets. The company can have a direct relation with the retailers and wholesalers. Company can directly interact with the local consumers .It is easy to the company to address the issues regarding the product and its distribution. Since the consumers are confined to the local area of HYDERABAD it is easy for the company to forecast the demand and can supply accordingly. When it comes to distribution it will be easy for the company to have easy access since it is local which is known. Competitive disadvantages: The company could struggle in raising the capital for investment and maintaining reserves. The consumer’s acceptance may not be satisfactory since there are big players in the market. The capital that is available with the company is less and the no experience can be some restrictions to the company to operate and do business. There can be threat of attacks from the other competitors which can be direct and indirect. MARKETING STRATEGY The company marketing objective is to be the leader in terms of sales and in terms of revenue and market share. Attracting the customer by maintaining the quality and the price. The company uses the marketing strategy to differentiate the product from its competitors. That will help to the company to gain competitive advantage. Market strategy involves the following: Market scope: As the company focuses the many segments like aerated and nonaerated drinks therefore it is the multimarket segment. Geographic market strategy: Initially the firm focuses mainly in the HYDERABAD market which is considered as the local markets. Marketing entry strategy: The segment is in the stage of maturity. Therefore entry into the market is considered as the INITIATOR since there is no soft drink which is focused specially on the children and can be catered to the all age groups. To survive in the market the company needs to follow certain marketing strategies. PROMOTION: The promotion for the product will be happen with the set of advertisings which include the cartoons to attract the children and an the film stars to grab the attention of the adults and also the set of add which consists of previous generation actors who can take attention of the elders. The soft drink is mainly targeting the children’s so the company creating a add campaign which includes mainly canton. This attracts the children towards the product. As the product is also for the adults and the elders, the advertising will concern with the film stars and other set of attractive ads. The ads will be aired in the all local channels who has a substantial TRP ratings. There will also be set of ads which will be played in the local radio channels and FM stations. There will also be a certain campaigns and designs which will be selective towards the magazines and news papers which can attract the consumers. There will also be hoardings and wall hangings representing the company’s product. There will also be pamphlet campaigns. Company also can go for road shows and shows in malls and multi-plexes which brings the more awareness of the product to the customers. Trade schemes which are benefits to traders and consumers schemes like discounts, offers etc, which benefits to individual consumers. Company can also use these as the promotion schemes which encourage the customers to buy. ELOBRATION OF 4P’S: The 4P’s are 1) Product 2) Price 3) Place 4) Promotion PRODUCT: The product is soft drink. It quenches the thrust of the children’s and it doesn’t creating any side effect to the children’s. And it gives the energy to the children’s. The product is also to the all age groups but the main focus is on the children. The product name is refrsco and the product is manufactured P&P PVT LTD and marketed by the SUPREME BEVERAGES. CORE PRODUCT: soft drink. ACTUAL PRODUCT: bottle size and shape and design. AGUMENTED PRODUCT: monetary and non monetary benefits that a consumer along with the product. PRICE: The price of the product will be determine by based on the fixed cost and the variable cost like manufacturing cost and the transportation cost all costs will be consider while determining the price. The pricing will be done based on the competitor’s price. The prices will vary based on the quantity of the drink. PLACE: The company having a good distribution network and the product will be available in all the places of Hyderabad. The company having both indirect distribution and incentive distribution net work. In direct distribution the company doesn’t sell the product to customer. And in incentive distribution the company having its own outlets which are small in size and those are placed in near to the parks and play grounds and schools. The company tries pushing the product to the distributor or supplier by giving the trade schemes. And the company tries pulling the product by the customers by providing the consumer schemes. The company having collaboration with restaurants and cinema halls and retail stores and shopping malls to make availability of the product. And the company also putting the vending machines in railway stations and in fuel filling stations. PROMOTION: The company following the different type of promotional activities. Making the ads with cartoons and in a different way to understand the children’s easily. The company mainly promoting the product through the television and through printed media likes pamphlets and news paper and hoardings and lollipops etc. The company creating the awareness programs about the product. And company having a tie up with A.P.S.R.T.C to promote the product. Now – a days all the city busses having TV’s in the busses so the promotion through these buses will create unique difference from the competitors. In Hyderabad Most of the people will travel in city busses this will help the company to gain the market share. The company promoting the products through websites also and through tele calling and through the trade fairs and through direct marketing. For the suppliers the company promoting the product by giving the discounts and creating other offers like foreign trip like etc. For the consumer the company promoting the product by giving discount on the product or giving some percentage of soft drink extra with the same price. And another offer like meeting our brand ambassador and giving movie tickets etc. Budget and forecast Sales forecast: Initially there is a need to adopt the push strategy where the product is pushed by the traders to the consumers to buy. This can be done only when there is only the awareness about the product. Initially when the product is launched into the market the sales that is estimated is nearly 60000 to 75000 units as per the local sales of other businesses. The company expects to be the growth of the nearly 12% to 18% for the first 3 months of its presence with the intense and dedicated advertising and promotion. Therefore the sales would be 75000 to 90000 units. After the great campaigns and attractive products of the company the sales may increase up to the 30% which is nearly 100000 to 120000 units. The company forecast its sales as nearly 1200000 units per annum where the company also expects to grow with the rate of 17-20% which can bring the sales up to 135000 units per annum on an average. Profit and margin estimation: The firm expects the limited or low profit margin initially since there will be trade and consumer schemes which will reduce the company’s profit. The company expects to get the substantial profits from 6 th or 7th months of the first year when the product is being launched. The company estimates to have a profit margin of 20-25% of profit margin on each unit irrespective of bottle size which is low when compared to other players in the market. The above profit margin will be confined to the first 4 or 5 months of launch of product. When the company grows for the 5 months the profit margins will also increases with the increase in the demand. Then the company expects to have a profit margin of the 35-40% on each bottle. Strategies for following: Advertising: Advertising includes campaigns and television ads and radio promotions. These are the major expense in advertising the company’s products and create the awareness. This would incur the cost of nearly 50 to 55 lakhs per annum. And another 5lakhs per annum will be required for the company for other programs which include shows in malls, road shows and other promotions. The hoardings and lollipops will incur the 10-12 lakhs p.a Therefore the company would like to invest nearly 25lakhs for advertising. Direct marketing: Direct marketing involves communication about the product to the customers directly through emails, mobiles online display ads, catalogue distribution, promotional letters, and outdoor advertising. The above activities will also incur certain amount of the investment which will be nearly 2 lakhs. Internet marketing: Internet marketing is the powerful tool to promote the brand in the market with less cost and investment. This involves the creation of the website and links which can provide the information about the product and the company. This would involve 5 lakhs per annum. Consumer promotion: The consumer is attracted to the product only when there are offers on the product when it is launched. This involves giving the free samples, discount offers and other benefits. This also involves the cost of nearly 8 lakhs where the company may not get it immediately. Trade promotions: The trade promotion involves giving benefits to the traders who promote and sell the company’s products. Giving benefits to the traders helps the company more .The company expects to incur 12 lacks. Public relation: This includes maintaining relation with the customers as well as with the society. This involves the healthy practices in the business. IMPLEMENTATION AND CONTROL PLAN The company is following the line structure sales force structure because in this the employee doesn’t get orders from other departments they get the orders from their sub ordinates only. This is helpful to the company in terms of reducing the attrition rate. With this structure the employees will satisfy The company is in Hyderabad it has four zone each zone requires four sales executive and one sales manager. The sales executives will go to the market and interact with the shops persons and with the distributors. And the sales manager monitors the sales and maintains the relationship with the distributors and retailers. Based on this the company requires 4 persons for zone sales manager and 16 persons for sales executives and one senior manager for all these zones he will be the head. The executive will report to the zonal manager and the zonal manager will report to the senior sales manager. The company requires the six persons for customer service and for indirect marketing. The HR department is in the company which helps the sales teams by giving training how to interact with the customer how to solve the objections raised by the customer. The HR department always gives the training to sales people and upgrade s them to the current scenario. And the indirect marketing team will support the sales team by giving the leads.

Brain Tumour Glioblastoma Multiforme Problem Health And Social Care Essay

Glioblastoma, which is besides known as spongioblastoma multiforme ( GBM ) is the most common signifier of malignant encephalon tumor of grownups. It is the highest class ( grade IV ) astrocytomas, tumours that start in glial cells in the encephalon [ 1,25-27,36 ] . Each twelvemonth, about five out of 100 000 people populating in United State are diagnosed with this disease [ 28,29 ] . GBM normally affects people who older than 50 old ages old although the disease can happen in patients from all age group [ 2,25,28 ] . Patients suffer ictus, concern, ocular perturbation and sometimes personality alterations which can do great emotional hurt [ 25,30,31 ] . The average endurance of GBM patients is hapless, with about 12 to 14 months [ 7 ] . At this minute, the exact causes of GBM still remain vague to the scientists.Figure 1 GBM tumor is normally found in frontal and temporal lobe.Beginning: hypertext transfer protocol: //ebsco.smartimagebase.com/brain-tumor/view-item? ItemID=4027Accum ulative Word Count: 131Possible TreatmentsSurgerySurgery is normally the initial measure to handle GBM by taking every bit much tumor as possible. It is non healing but aims to cut down the tumor ‘s size every bit much as possible so that other therapies right after the surgery can be more effectual. Furthermore, surgical resection Acts of the Apostless to alleviate hydrops by debulking tumor every bit good as being a alleviative intervention for neurologic symptoms such as ictus activity [ 7 ] . The surgery includes standard surgical process craniotomy which removes a subdivision of skull to expose the encephalon underneath in order to unclutter the tumor. Besides, patients may choose to undergo optical maser microsurgery or supersonic aspiration to hold their tumors removed.2134Figure 2 Craniotomy hypertext transfer protocol: //ebsco.smartimagebase.com/surgical-craniotomy/view-item? ItemID=40345 Accumulative Word Count: 242Radiation TherapyNormally, radiation therapy ( RT ) is administered instantly after surgery. It works chiefly by damaging the Deoxyribonucleic acid of tumor cells, killing any residuary tumor cells after surgical remotion of the tumour [ 3-6,32 ] . A research has shown that the average endurance clip has increased from 17 hebdomads ( treated with conventional attention ) to 37.5 hebdomads when the GBM patients were treated with RT entirely while combination of BNCU ( carmustine ) and RT produced a 40.5 hebdomad average endurance [ 11 ] . Table 1 Randomized surveies of post-operative radiation compared with no radiation therapy in malignant gliomaa [ 23 ]Study [ Ref. ]Study groupRadiation dose Gy/ no. of fractionNo. of patients randomized ( analyzed )Median endurance ( hebdomads )Overall endurance P valueShapiro et al. , 1976 [ 62 ] Connecticut RT + CT–60 16 ( 16 ) 17 ( 17 ) 30 44.5 NR Not important Andersen, 1978 [ 1 ] Surgery entirely RT–45/25 57 ( 57 ) 51 ( 51 ) 15b 23b †¹0.005 Survival at 6 months Walker et al. , 1978 [ 78 ] vitamin D Surgery entirely RT–50-60/25-35 42 ( 31 ) 93 ( 68 ) 14c 36c 0.001 Walker et al. , 1980 [ 79 ] vitamin D Connecticut RT–60/30-35 111 ( 111 ) 118 ( 118 ) 31 37 0.003 Kristiansen et al. , 1981 [ 36 ] vitamin D Surgery entirely RT + / – Connecticut–45/25 38 ( 38 ) 80 ( 80 ) 23 47 NR Significant Sandberg-Wollheim et al. , 1991 [ 60 ] Connecticut RT + CT–58/27 87 ( 87 ) 84 ( 84 ) 42 62 0.028 a CT, chemotherapy ; NR, non reported ; RT, radiation therapy. B Calculated from survival curve. 500 Multi-arm survey that included a radiation plus chemotherapy arm. For both surveies by Walker et al. , merely information from the radiation entirely arm are shown in Table 2. Kristiansen et Al. reported combined informations from the radiation entirely arm and the radiation plus chemotherapy arm. In each of these surveies, there was a important survival benefit favouring radiation plus chemotherapy compared with no radiation therapy but no important difference in endurance between radiation entirely and radiation plus chemotherapy ( informations non shown ) . degree Celsiuss Merely consequences for the evaluable patients were reported ( 31 patients in the surgery entirely arm and 68 patients in the RT arm ) . Accumulative Word Count: 329 RT is normally administered through external beam radiation but internal radiation called Brachytherapy is besides possible. Each manner differs in how the radiation beginnings are delivered to the tumour [ 4-6,32 ] . Using IMRT ( Intensity-Modulated Radiation Therapy ) , a machine such as additive gas pedal delivers precise high-energy radiation doses ( eg: X raies ) to the tumor accurately and kills the affected cells [ 6,33 ] . Most patients will have the intervention for five to seven hebdomads [ 6,32,34 ] . Typically, around 6000 to 6500 units of radiation are delivered over seven hebdomads [ 6 ] . In contrast, brachytherapy topographic point the radiation beginnings every bit near as possible to the targeted cells in shorter clip comparison to external radiation. It consists of radioactive implants in the signifier of catheters or seeds which has impermanent radioactive beginnings in the tumor [ 8 ] . Figure 3 Brachythrapy hypertext transfer protocol: //ebsco.smartimagebase.com/brachytherapy/view-item? ItemID=24923 Besides, stereotactic radiosurgery, a noninvasive method of presenting an intense and focused dosage of radiation to a little country can be used for GBM excessively. Treatment dose is individualized but the typical dosage is about 2500 units of radiation per intervention [ 6 ] . Other signifiers of radiation intervention such as installing of inflatable balloon incorporating liquid radiation or interpolation of monoclonal antibodies tagged with radioactive substances may be used [ 8 ] . Accumulative Word Count: 519ChemotherapyChemotherapy may be given after surgical resection and radiation. In this therapy, chemotherapeutic drugs play an of import function in impacting retroflexing cells by damaging the Deoxyribonucleic acid of these cells. The most normally used drugs are carmustine ( BNCU ) , lomustine ( CCNU ) , temozolomide ( Temodar ) and procarbazine. They are classified as alkylating agents which are DNA-damaging drugs. These drugs alkylate the Deoxyribonucleic acid in the tumor cells, doing the dual strands to be cross-linked to each other in an inappropriate manner. This thereby, blocks DNA reproduction and bit by bit leads to cell decease [ 4,5,8 ] . Soon, Gliadel Wafer – a biodegradable wafer soaked with BNCU is prevailing among the interventions. This is done by engrafting wafers in the pit after surgical remotion of the tumor. The wafers so easy let go of high concentrations of BCNU straight into the tumour country over a period of 2-3 hebdomads. Gliadel does non supply a remedy for GBM but is believed to be capable of protracting endurance. Apart from that, temozolomide is more frequently administered orally on monthly rhythm for 6-12 months after surgery and radiation as a care therapy [ 6,8,28,29 ] . Traditional chemotherapy drugs can be effectual, but most of them do non separate between healthy and tumour cells, thereby forestalling the disposal of high doses to kill the unnatural cells. What is more, their generalised toxicity can do terrible side effects. Targeted therapy drugs like Avastin ( bevacizumab ) are more precise than some chemotherapy drugs and tend to hold fewer side effects. It has been approved by FDA in 2009 as a new biologic drug to handle GBM. Avastin acts chiefly as an angiogenesis inhibitors by decelerating the growing of new blood vass environing the tumor. It selectively blocks VEGF to suppress the activation of VEGF receptors tyrosine kinases VEGFR1 and VEGFR2 [ 13-15 ] . There are some surveies to turn out that approximately 20-30 % patients with GBM do react to the drugs [ 27 ] . Accumulative Word Count: 823AGraph 1 Kaplan-Meier endurance curves for patients treated with steroids and ( A ) resective surgery merely, ( B ) resective surgery and radiation therapy and ( C ) resective surgery, radiation therapy and chemotherapy. [ 12 ]BacillusCAccumulative Word Count: 848Social and Economic DeductionsThe trouble to digest with the side effects of the medicines such as sleepiness and hair loss may do GBM patients to experience down and hurt. They may be easy frustrated by concerns they suffer often or experience suffering and hopeless after the diagnosing [ 34 ] . This could take to serious societal impact and would worry the people around them. Furthermore, most of the patients find it hard to return to work due to decrease in productiveness. A study has shown that with 91 % patients were employed before diagnosing, merely 33 % of them continue working after interventions. While health professionals who were still working experience employment alterations such as taking leave of absence to be with their loved 1s for interventions or taking on extra paid work might experience stressed and have to fight difficult to get by with the tough life [ 9 ] . In order to run a normal life, patients require undergo a plentifulness of interventions including hospitalization after surgery which would do great fiscal load. It is estimated that cost of GBM interventions ranged from ˆ10 893 to ˆ125 275 [ 22 ] . Trouble of obtaining insurance makes the status even worse. Drugs that are necessary for GBM interventions are expensive and are normally administered over long period of clip. All this becomes a beginning of depression which affects non merely the patients but their households and friends [ 9 ] . The return of GBM after conventional therapy is inevitable. This so creates unstoppable medical crisis every bit good as fiscal hurt to the patients and their households. Accumulative Word Count: 1084Benefits and HazardsI believe a combination of surgery, radiation therapy and chemotherapy is the most effectual intervention for GBM presently. In malice of its forecast has remained hapless for the last few decennaries, patients do acquire better after adhering to this standard therapy. Although GBM can non be cured, the patients had have their survival clip prolonged, acquiring a opportunity to pass their last few months with their loved 1s in a meaningful manner [ 34 ] . Nevertheless, the interventions do enforce distressing side effects to human wellness. Despite killing tumour cells, alkylating agents used are considered toxic, ensuing in suppression or lowering of blood counts. They have been associated with important sickness, hair loss, weariness and sterility [ 5 ] . High doses of BNCU may take to damage and marking of the lungs while procarbazine can do raging concern, purging and numbness. Hence, doses of drugs administered have to be carefull y monitored by doctor to avoid taking to unwanted effects. Recently invented drugs temozolomide, has comparatively mild side effects but they are still inevitable [ 6 ] . Meanwhile, hazard of developing acute leukaemia old ages subsequently is increased when patients are exposed to alkylating agents [ 5 ] . Avastin, a freshly developed drug, provides a more effectual therapy for GBM. However, it potentially creates fatal toxicity, doing the late closed surgical lesion interruptions down. Some claim that the development of toxicity by avastin may shorten endurance in some patients when it is added to radiotherapy and temozolomide. Thus, researches on the effectivity and safety of use of avastin should be carried on continually until desirable consequences are obtained [ 20 ] . In add-on, the return of the tumor is ineluctable, with the average endurance rate of patients who relapse runing from 3-6 months despite aggressive intervention [ 10 ] . Patients may develop the feeling that the medicines are useless or may give up because of the intolerable side effects and the unstoppable backsliding of disease. This will take to non-adherence to therapy and increase the hazard of mortality. However, in my sentiment, the multimodal treatments I discuss above are still considered the best solution for GBM as they outweigh the hazards by protracting the patients ‘ survival clip. Accumulative Word Count: 1432Alternate TreatmentsGene therapyAnother promising attack of handling GBM is cistron therapy. Herpes simplex virus thymidine kinase/ganciclovir ( HSV-tk/GCV ) has evolved as a cytotoxic cistron therapy. In this instance, recombinant adenoviral vectors are used to give favorable consequences. Adenoviral HSV-tk ( AdHSV-tk ) is able to assail the residuary dividing tumour cells while go forthing the non-dividing nerve cells unharmed. What ‘s more, it can destruct the malignant neoplastic disease cells through bystander- consequence [ 19 ] . HSV-tk first converts GCV to GCV-monophosphate [ 16,17 ] . Then, cellular kinases farther convert this merchandise to GCV-triphosphate which is a hapless substrate for uninterrupted DNA elongation due to the lacking of 3 ‘ hydroxyl group that is needed to organize phosphodiester bond in chain-elongation-reaction. Ultimately, nonfunctional Deoxyribonucleic acid fragments are formed, triping programmed cell death in malignant neoplastic disease cells [ 18 ] . Nowadays, AdHSV-tk /GCV is going preferred comparisons to conventional radiation therapy and chemotherapy due to its fewer inauspicious effects. Figure 4 The rule of HSV-tk/GCV cistron therapy. hypertext transfer protocol: //www.gtmb.org/VOL4A/GTMBVOL4AHTML/23_Adachi_files/image001.gif Accumulative Word Count: 1575 Table 2 Surveies by Sandmair et Al. and Immonen et Al. demo a singular protraction of endurance in patients treated with AdHSV-tk [ 19 ] . Patients Vector Phase Gene Transfer Method Adverse Effectss Survival ( Months ) Response

How Far Is Globalisation a Form of Americanisation - Free Essay Example

Sample details Pages: 7 Words: 2176 Downloads: 3 Date added: 2017/06/26 Category Sociology Essay Type Analytical essay Level High school Did you like this example? How far is globalisation a form of Americanisation? Drawing on theory critically evaluate why the US has been so hostile to overseas left wing regimes since 1945? There has been a great deal of debate over the extent to which the current phase of globalisation can be defined or delimited by the process of Americanisation. Multinational corporations have adamantly maintained that their operations overseas are not vehicles of Americanisation, but are instead a form of ‘indigenisation’ through adaptation to local cultures. Some scholars have argued, however, that contemporary discourses about globalisation have fallen under the spell of a form of historical perennialism in which current trends have been extrapolated too far into the past and inaccurately conceptualised as being merely a continuation of deeper trends. Don’t waste time! Our writers will create an original "How Far Is Globalisation a Form of Americanisation" essay for you Create order â€Å"Globalisation is now used to describe everything and its opposite, from the Roman Empire to WW1, from cosmopolitan behavior to Genghis Khan’s conquests, and even the Neolithic age,† writes Daniele Conversi in his article titled The Limits of Cultural Globalisation? (Conversi 2010, p. 36). Central to this misconception is a confusion between globalisation as an ideology, usually expressed as a form of cosmopolitanism, and globalisation in practice. Whether the current phase of globalisation is the latest chapter in a millennia-long saga of societal integration, or is in fact something completely different, it is difficult to dispute that it has taken on a distinctly American character since the end of World War 2. On a superficial level, the Americanisation of the world seems obvious and intuitive. English is now spoken with at least partial competence by over half of the world’s population and has become the de facto lingua franca facilitating comm unication between people from remote locations. Not only is English the dominant language on the internet, but more than a third of the world’s mail, telexes, and cables are in English, and approximately 40% of the world’s radio programs are in English (Swain 2011). Of the top ten global brands, seven are based in the United States with Coca-Cola occupying the top spot, leading many to perceive it as a symbol of Americanisation. The fact that the McDonald’s fast food franchise has disseminated to all corners of the globe has made possible the somewhat tongue-in-cheek use of the â€Å"Big Mac Index,† now regularly published by The Economist as an informal way of comparing the purchasing power of any two currencies (Hoefert and Hofer 2006). As we will see, the forces of cultural homogenisation flowing from the United States go far beyond language, hamburgers, and soda. The modern era of globalisation can be demarcated by the Bretton Woods agreement in 1944 (Korten 2001), which set the basis for the International Monetary Fund (IMF) and the World Bank, establishing, in the IMF’s own words, a system of â€Å"global surveillance activities (IMF 2007).† During the early years of the Cold War, the Marshall Plan facilitated the transfer of American industrial management models to Western Europe (Kipping and Bjarnar 1998). The methods employed to help Western Europe recover from the ravages of war would later be applied to under-developed countries, first as a means of deterring the spread of communism, and later as a project of global trade liberalisation. In the words of Dutch-American sociologist Saskia Sassen, The most widely recognised instance of Americanisation is seen†¦in the profound influence U.S. popular culture exerts on global culture. But it has also become very clear in the legal forms ascendant in international business transactions. Through the IMF and the International Bank for Reconstruc tion and Development (IBRD), as well as the GATT, the U.S. vision has spread to—some would say been imposed on—the developing world (Sassen 1996, p.20). While Presidents Nixon, Ford and Carter all played a role in advancing the neoliberal agenda, it wasn’t until Reagan that the doctrines of privatisation and deregulation took on the ideological character espoused by many conservative thinkers today (Conversi 2010). What came to be known as ‘Reaganomics’ was advanced during the 1980s when structural adjustment loans (SALs) were leveraged to â€Å"blast open† and â€Å"discipline† the Third World (Bello 1999, p. 27). While the advent of Reaganomics had a considerable impact on economics and finance abroad, Conversi contends that its effects on cultural practices may have been even more extensive. â€Å"In Reagan’s years, the robust nexus between politics, economics, military and the expansion of mass consumerism was amplified through the media industry,† he writes (Conversi 2010, p. 39). A constant condition that the IMF and World Bank attached to their developmental support packages was the total overhaul of local cultural productions, formerly tied to regional and national markets or subject to state regulation such that they would be left to the mercy of corporate expansion. In the cultural arena, the removal of trade barriers has led to the unfettered preponderance of American items of mass consumption and to the virtual erasure of millions of local cultural producers, an event that has been presented as an ineluctable step on the road to further development. This has led not to the kind of globalisation envisioned by cosmopolitan theorists, but rather to the assertion of a cultural hyper-power (Conversi 2010, p. 41). Hollywood’s embrace of the global marketplace led to the collapse of native film industries in both Europe and Asia, which were displaced by an invasio n of American cultural products via mass distribution agencies (Conversi 2010). The content of Hollywood movies can have subtle yet profound effects on the culture and institutions of foreign countries. One Chinese activist described in detail how the portrayal of the inner workings of the United States government and judicial system in American popular culture has convinced many Chinese citizens of the merits of American-style democracy (Nye 2004). The bombardment of US cultural exports has been a primary motivation for the Chinese governments increasingly draconian information policies. American cultural imperialism has been met with varying levels of resistance. In recent years, the cultural policies of governments abroad have come to encompass protectionist measures that Harvey Feigenbaum has described as being â€Å"cultural counterattacks† against the homogenising effects of neoliberal globalisation. These protectionist policies typically involve intentionally l imiting the availability of American broadcast programming through the use of sophisticated quota systems: The French, for instance, require that 60 percent of the prime-time television shows be European productions and that 40 percent be French. Canadians require their television networks to broadcast significant content, and the South Koreans will tolerate large numbers of television shows from abroad only if they have scientific or educational content (Feigenbaum 2002). As a counter-weight to the U.S. championing of neoliberalism, France has been attempting to pull Europe in a different direction. Cultural exception is a political concept introduced by the General Agreement on Tariffs and Trade (GATT) in 1993 and refers to the belief that cultural products should be exceptions to the trade agreements codified by the World Trade Organization (WTO). The United States and various industries and lobbies have predictably lambasted cultural exception as being protectionist, culturally chauvinist, deleterious to global free trade, and that it makes it easier for oppressive governments to suppress minority voices. Despite these objections, however, cultural exception was upheld by UNESCO in 2005 with only two countries (the U.S. and Israel) out of two hundred voting against it. Much to the dismay of narrow-minded theocracies such as Iran, and oppressive regimes such as the Chinese government, the effectiveness of these protectionist policies are limited by new decentralising audiovisual technologies such as satellite and digital on-demand television. China has responded to the threat of new media with the infamous Gold Shield Project and increasingly severe penalties for breeches of its digital information policies. Most media industries, however, have at least partially acquiesced to the cultural hegemony of Hollywood and the United States (Feigenbaum 2002). If we accept the premise that global trade liberalisation has been a central tenet o f U.S. foreign policy since 1945, the reasons for U.S. hostility toward left-wing regimes abroad becomes obvious. Left-wing leaders typically promote socialist and populist policies such as protectionism, nationalisation of industries and the socialisation of services, all of which are anathema global free trade. Virtually every left-wing government since World War 2, almost all of them democratically elected, has faced at least some degree of opposition from the U.S. Government ranging from trade sanctions to overthrow and the instigations of coup d’à ©tats. The following examples of covert foreign regime change actions illustrate the lengths that Western politicians have been willing to go in order to protect private property and ensure free trade across the globe. In the 1953 Iranian coup d’à ©tat, the CIA collaborated with the United Kingdom depose the democratically elected Prime Minister Mohammad Mossadegh who was attempting to nationalise Iran’ s petroleum industry, which threatened the profits of British Petroleum (BP) (New York Times 2000). During the Guatemalan Revolution of 1944-54, the CIA engineered the overthrow of the democratically elected Jacobo à rbenz whose ambitious agrarian reforms designed to grant land to millions of landless peasants were seen as a threat to the land holdings of the United Fruit Company. After the CIA installed a puppet regime led by the military dictator Carlos Castillo Armas, the country entered a civil war lasting decades in which over 200,000 people were killed (Streeter 2000). Probably the most famous example of a democratically elected leftist leader who was ousted by the U.S. is Chile’s Salvador Allende who adopted collectivist policies that nationalised industry before being deposed, killed, and replaced by the far more repressive Augusto Pinochet. A more recent example, though not himself deposed by U.S. machinations, was the Venezuelan leader Hugo Chavez whose adm inistration proposed and enacted democratic socialist economic policies involving redistribution of wealth, land reforms, and the establishment of worker-owned cooperatives. Despite all of this, it remains fashionable in both scholarly and popular discourses to maintain that globalisation and Americanisation are wholly distinct phenomena. As mentioned earlier, representatives of large multinationals such as McDonald’s often attempt to portray their relationships with local cultures as bi-directional and reflexive rather than hegemonic, pointing to such practices as incorporating elements of indigenous cuisine into fast-food menus (Conversi 2010). Another somewhat inane example is the choice made by McDonald’s to replace Ronald McDonald with Asterix the Gaul as their official mascot for French markets. Globalisation apologists often employ the terms ‘glocalism’ and ‘glocalisation’ in an attempt to describe these ‘interculturalâ⠂¬â„¢ encounters as being largely symmetric and egalitarian and to characterise globalisation as being compatible with the maintenance of local cultures. What we typically see, however, are local businesses being forced to Americanise their appearance and practices by market pressures (Conversi 2010). One prominent example is ‘Bollywood’, which despite being heralded as an affirmation of Indian national identity, produces cultural content that merely imitates American cultural forms (Rao 2007). A case can be made that such indigenised forms of ‘Americana’ are potentially even more devastating to cultural diversity than more candid forms of imperialism because they can more easily don the disguise of national indigenousness (Conversi 2010). We can conclude that while superficial efforts have been made on the part of multinational corporations to adapt their products to indigenous cultures, such efforts are motivated by market forces rather than by a ny concern for cultural diversity and tend only to exacerbate trends toward cultural homogenisation. While optimists taking the long view may interpret American cultural hegemony as a necessary evil required to lay the groundwork for a truly cosmopolitan global society at some point in the future, it simply does not make sense to posit neoliberal globalisation as being continuous with earlier globalising trends. The period from 1945 to the present coincides with the ascendency of a global order taking a very particular form and encompassing the widespread enforcement of trade liberalisation, privitisation, deregulation, and an antipathy toward left wing regimes. Whether Americanisation will become a permanent fixture of our transition to a truly planetary society remains to be seen. References Bello, W. F., 1999. Dark Victory: The United States, Structural Adjustment, and Global Poverty. London: Pluto. Conversi, D., 2010. â€Å"The Limits of Cultural Globalisation.† Journal of Critical Globalisation Studies, Issue 3 (2010), pp. 36-59. Feigenbaum, Harvey B, 2002. â€Å"Globaloney: Economic Versus Cultural Convergence Under Conditions of Globalization.† The Journal of Arts Management, Law, and Society 31 (4): 255–64. Hoefert, Andreas; Hofer, Simone. Prices and Earnings: A Comparison of Purchasing Power Around the Globe. 2006 Edition. UBS AG, Wealth Management Research. IMF (International Monetary Fund)., 2007. World Economic Outlook. Globalization and Inequality. World Economic and Financial Surveys. Washington, D.C. Kipping, M Bjarnar, O., 1998. The Americanisation of European Business: The Marshall Plan and the Transfer of US Management Models. London: Routledge. Korten, D, 2001. When Corporations Rule the World. San Francisco, California: Berrett-Koehler Publishers/ Kumarian Press. New York Times, 2000. Special Report: Secret History of the CIA in Iran. Nye, Joseph S, 2004. Soft Power: The Means to Success in World Politics. Cambridge: Perseus Books. Rao, S., 2007. â€Å"The Globalization of Bollywood: An Ethnography of Non-Elite Audiences in India.† The Communication Review, 10(1), pp. 57-76. Sassen, Saskia., 1996. Losing Control? Sovereignty in an Age of Globalization. New York: Columbia University Press. Streeter, Stephen M., 2000. Managing the Counterrevolution: The United States and Guatemala, 1954–1961. Ohio University Press. Swain, Smarak, 2011. Social Issues of India. New Delhi: New Vishal Publications.