...Shui Fabrics: A Critical Analysis of a Global Problem Introduction In this paper we will discuss the Shui Fabrics Case Study and its implications on managing in a global environment. The research of case studies gives us the opportunity to understand and apply the lessons we have learned in the course. The case explains that for 10 years, Shanghai Fabric Ltd., a Chinese fabrics company, and Rocky River Industries, a United States textile manufacturer, have been part of a 50-50 joint venture to produce dye and fabric. This venture, called Shui Fabrics, produced dye and coat fabric for domestic and international sportswear markets. Ray Betzell, general manager for five of the 10 years, found himself in the middle of a tough situation (Daft, 2012, p. 119). The objective of this case study is to identify the main problem, analyze its implications, and integrate the management skills we have learned in the course. I will discuss the differences between the American and Chinese views of the company in regards to the Global Leadership and Organizational Behavior Effectiveness (GLOBE) project value dimensions [ (Daft, 2012, pp. 106-107) ]. We will also learn the importance of researching the socio-cultural values of the country we want to do business with. Problem Ray Betzell has a dilemma. On one side, the Rocky River president and Ray’s boss, Paul Danvers, was unhappy with the 5% return of investment (ROI) the company was producing and wants Ray to find solutions or they would...
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...Rana, Erec C. Management Dynamics SHUI FABRICS: A CASE STUDY I. PROBLEM Low return on investment is the main problem of Shui Fabrics as to US standards. It has stuck to 5% for three years and the Rocky River President expects 20%. II. OBJECTIVE To increase the return of investment of Shui Fabrics to 20% or better. III. ANALYSIS OF RELEVANT FACTS 1. Shui Fabrics is a 50-50 joint venture between the US textile manufacturer and the Chinese company. Engaging in strategic alliances and partnerships is currently the most popular type of direct investment like a joint venture. The venture is to produce, dye and coat fabric for sale to both Chinese and international sportswear manufacturer. 2. Using the Global Leadership and Organizational Behavioural Effectiveness (GLOBE) Project Value Dimensions, the case presents the difference in perspective between the American and Chinese: The American displays performance orientation whereby it places high emphasis on performance and rewards people for performance improvements and excellence. The American wants to see a better economic performance and expects higher profits, more than 20% ROI and not contented with 5% ROI. Tasked Oriented. One option taken was thinking of pulling the plug on Shui Fabrics if no improvement in the performance. On the other hand, the Chinese exhibits humane orientation. The concern is...
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...Shui Fabrics Introduction Over the past five years, Ray Betzell has been the general manager of a joint venture between Ohio-based Rocky River Industries and Shanghai Fabric, LTD. Ten years ago, Rocky River launched Shui Fabrics as a 50-50 joint venture between a U.S. Textile manufacturer and a Chinese company to produce and dye coat fabric that would be sold to both Chinese and international sportswear manufacturers. Even though Betzell was beginning to feel like he was caught in the middle because his boss Paul Danvers, the president of Rocky River, was starting to grow frustrated with the 5% ROI Shui Fabrics was receiving and felt that they should be receiving at least a 20% ROI, Chiu Wai, Betzell’s Deputy General Manager, was pleased with the way things were going and felt that the joint venture was fulfilling his expectations, those of the local government, and party officials who were keeping careful tabs on the enterprise. Describe the differences between Ray Betzell's and Chiu Wai's perspectives on Shui Fabrics' Return on Interest (ROI) in terms of the GLOBE Project value dimensions. The differences between Ray Betzell's and Chiu Wai's perspectives on Shui Fabrics' ROI in terms of the GLOBE Project value dimensions are economic, legal-political, and sociocultural influences. Economic factors include economic growth, interest rates, exchange...
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...country for foreign businesses to invest in. Manufactures in China are growing fast in industrial and consumer product sold in the United States. Although the market is growing in China laws and regulations are becoming even stricter. Doing business in another country takes time and research. To often management fails to understand that business values and behaviors done in the United States do not translate to the rest of the world (Daft & Marcic, 2011, p. 105). This could be an area that the president of Rocky River failed to research, and understand what business values his joint venture company Shui Fabrics believes in. CULTURAL CHARACTERISTICS There are cultural characteristics that influence organizations, those characteristic include language, religion, social organization, education and attitudes. Attitude is a big factor in the Rocky River and Shui Fabric joint venture, mainly understanding each other’s value. As noted in the textbook Understanding Management “Attitude toward achievement, work, and people can all affect organizational productivity” (Daft & Marcic, 2011, p. 111). Just as Paul Danvers doesn’t understand that his counter part Chui Wai is very pleased with the five percent return on investment, referring to attitude of the Chinese culture. Understanding each cultures cultural characteristic is key in a successful joint venture and business or partnership. SOCIAL VALUE Managers need to understand the local culture and one way is to...
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...Shu Fabrics Case Study Cecily Rodgers Modern Management Charles Milazzo Oct. 28 , 2012 I. Ray Btzell vs. Chiu Wai Shui Fabrics was a joint venture between America-based Rocky River Industries and Shanghai Fabrics. After loss of investments and obstacles were overcome, Shui fabrics began profiting after several years passed. In response to the profits, Ray Btzell and his bosses were more concerned with the performance orientation. Btzell and the American investors were concerned with gaining more than a 5% return on investment and somewhat closer to 20%. The performance orientation places high emphasis on performance and rewards people for improvements and excellence (Daft, 2010). In the perspective of GLOBE value dimensions, China and United have different views when it comes to businesses and way of life. In the United States, Americans view performance as being indicative of success. If a company is performing well, then the business will continue to gain profits. In contrast to China’s way of thinking, the American investors were more concerned of gaining a higher return on investment because the company was more successful. China were satisfied with the 5% ROI because unemployment rate was over 20% and having a low ROI would allow more jobs to be created. Chui Wai was promoting sustainability in the company by preserving the profits they were making at that time to be set-aside for the future since there were some joint ventures still operating in the...
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...Shui Fabrics: A Case Study Critical Analysis Executive Summary Managers of multinational organizations and joint ventures have to negotiate, operate, and develop strategic plans that adapt to the cultural differences in each environment. Cultural differences among the United States and China often shape the design and implementation of a strategic plan. To increase the probability of success for joint ventures, an understanding of each country’s sociocultural, economic, and legal-political differences is not only important but necessary. Introduction Shui Fabrics is a joint venture between Rocky River Industries based in Ohio and Shanghai Fabrics in China. Ray Betzell has been the General Manager of the China location for the past five years. The central issue in this case is that the president of Rocky River, Paul Danvers, is not satisfied with the profit that is being generated from Shui Fabrics. He would like to see an increase the company’s annual return of investment form 5 percent to 20 percent. Danvers’ suggestion is to reduce labor costs by laying off Chinese workers; however, he charges Betzell with coming up with options to increase efficiency. Identification of Stakeholder’s Problems, Goals, and Concerns Paul Danvers is the President of Rocky River Industries based in the United States. With respect to the GLOBE Project value dimensions, Danvers’ management style places a high value on assertiveness which directly affects how he communicates. His...
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...Shui Fabrics: Critical Analysis of a Global Problem GM500 Management Theories and Practice I December 30, 2013 Introduction The objective of this paper is to analyze the Shui Fabrics Case Study to show how to manage effectively globally. The case is about an American company Rocky River Industries, a textile manufacturer, and a Chinese company Shanghai Fabric, a fabric company, forming a 50-50 joint venture that would produce, dye, and coat fabric for sale to both Chinese and international sportswear manufacturers. With this case I will show the differences in cultural views between the Chinese and Americans by using the Global Leadership and Organizational Behavior Effectiveness (GLOBE) project value dimensions (Daft, 2012). I will also show problems that arose by not understanding the different cultures between the U.S. and China. It will also show the importance of learning the cultural values of other countries. I also will be doing an “Experimental Exercise” that focuses on my strengths and weaknesses and my potential to deal effectively with different cultures. Problems This case analysis is about Shui Fabrics and some of the problems that were faced between the Chinese culture and American culture. Chiu Wai, the Chinese deputy general manager, felt that with the company employing close to 3,000 employees it was making a contribution to the economy when the unemployment rate was around 20 percent. Paul Danvers, the U.S. Company’s president, felt that with...
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... E-mail: russells@uncw.edu Course Description: Study of theories, research and concepts underlying the structure and processes of complex organizations. Emphasis is placed on problem-solving issues and applications in organization planning, leadership, motivation, and interpersonal communication. Course Objectives: This course surveys various perspectives of how a manager can better plan, organize, lead, evaluate and coordinate his/her organization. You should begin to develop your approach or style for the successful management of human, financial, and societal resources in business organizations. Development of critical thinking skills, problem solving skills, communication skills, and the ability to adapt to change are emphasized. Course Prerequisites: Junior standing. Required Text: Understanding Management, sixth ed. By Daft & Marcic. South-Western, 2009. Please bring your textbook to class every day as we will be completing exercises from the text during class time. Students have access to an on-line library through CengageNow. Course policies: 1. Class attendance and participation in discussion of exercises, current events and chapter topics is expected and taken into account when grades are calculated. NOTE: Physical attendance does not constitute participation! Only discussion counts! Chapters, cases and exercises should be read prior to class. Be prepared to participate or be called upon. 2...
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...as calligraphy and is done with a brush dipped in black or colored ink; oils are not used. As with calligraphy, the most popular materials on which paintings are made of are paper and silk. The finished work can be mounted on scrolls, such as hanging scrolls or handscrolls. Traditional painting can also be done on album sheets, walls,lacquerware, folding screens, and other media. The two main techniques in Chinese painting are: * Gong-bi (工筆), meaning "meticulous", uses highly detailed brushstrokes that delimits details very precisely. It is often highly coloured and usually depicts figural or narrative subjects. It is often practised by artists working for the royal court or in independent workshops. * Ink and wash painting, in Chinese Shui-mo or (水墨[1]) also loosely termed watercolour or brush painting, and also known as "literati painting", as it was one of the "Four Arts" of the Chinese Scholar-official class.[2] In theory this was an art practised by gentlemen, a distinction that begins to be made in writings on art from the Song dynasty, though in fact the careers of leading exponents could benefit considerably.[3] This style is also referred to as "xie yi" (寫意) or freehand style. Landscape painting was regarded as the highest form of Chinese painting, and generally still is.[4] The time from the Five Dynasties period to the Northern Song period (907–1127) is known as the "Great age of Chinese landscape". In the north, artists such as Jing Hao, Li Cheng, Fan Kuan, andGuo...
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...Theory [MPOL18] | | Kwen Jinhee, Hardy Thomas, and Ng Earl | 27/02/2014 | | Table of Contents Introduction 3 The major producers, consumers, exporters and importers in January 2014 3 Major producers 3 Major consumers 4 Major exporters 4 Major Importers 5 Statistics since 1980 6 Major Producers 1980-2013 6 Major Consumers 1980-2013 7 Exporters 8 Importers 8 Price Trend 9 Amount of land used 10 Policies endowment of cotton world trade 10 China 10 India 12 United States of America 13 Pakistan 14 Brazil 16 Conclusion 17 Appendices 18 References 20 Introduction Cotton fiber is the most important natural fiber in the world. Cotton farming is a very old activity. Cotton is used for fabric since prehistoric times. Cotton is a plant fiber that surrounds the cotton seeds that are below to the genus Gossypium. The fiber is almost entirely constituted with cellulose. It is the most widely natural fiber used for clothing in the world. According to the United States Department of Agriculture, 2.5% of the arable lands in the world are used for the cotton production. Cotton represents one of the most important agricultural commodities on the international world trade. Almost all the production is situated in the North hemisphere. In fact, there is a few numbers of actors in the cotton trade. Therefore, most of them can influence widely the international world trade by establishing relevant trade policies. In this article, first we...
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...Taming the Dragon The Paradox of The Three Gorges Dam CHE 546 Economics, Environment and Ecology Stuart School of Business, IIT Executive Summary The title of this paper is Taming the Dragon – The Paradox of the Three Gorges Dam. I chose this title because as I researched this topic, I realized that almost everything about the Three Gorges Dam is a paradox, beginning with the reason it was planned, designed and constructed in the first place. The primary paradox of the Three Gorges Dam is that in its quest to make life better for the country and people of China, the dam also made things unbelievably and irrevocably worse on a number of levels. For centuries, China has depended on the Yangtze River. The river travels south from high in the Himalayas and then east toward the Pacific Ocean. The beauty of the pure water from the melting glacier at its source will turn into a ravaging, murderous river that robs people of their homes, food, livelihoods and even their loved ones and their own lives. Another paradox of the Three Gorges Dam is that it is an enormous monument of industrialization. It is more than a way to control water levels, protecting people from uncontrollable storm water. It is a symbol of China’s commitment to its future. Abundant, clean energy. There are those who argue that the resulting damage of the dam project is worse than the damage the river produces when it’s out of control – essentially the cure is worse than the...
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...Licensed to: iChapters User Licensed to: iChapters User 6e FIFTH EDITION COMMUNICATION in Our Lives LINEBERGER DISTINGUISHED PROFESSOR OF HUMANITIES CAROLINE H. AND THOMAS S. ROYSTER DISTINGUISHED PROFESSOR OF GRADUATE EDUCATION THE UNIVERSITY OF NORTH CAROLINA AT CHAPEL HILL Australia . Brazil . C anada . M exico . Singap ore . Spain . Uniited Kingdom . United States Copyright 2010 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s). Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it. Licensed to: iChapters User This is an electronic version of the print textbook. Due to electronic rights restrictions, some third party content may be suppressed. Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. The publisher reserves the right to remove content from this title at any time if subsequent rights restrictions require it. For valuable information on pricing, previous editions, changes to current editions, and alternate formats, please visit www.cengage.com/highered to search by ISBN#, author, title, or keyword for materials in your areas of interest. ...
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...Ben Jonson (1572–1637). The Alchemist. The Harvard Classics. 1909–14. | | | | |Introductory Note | | | | | |BEN JONSON was born of poor parents at Westminster in 1573. Through the influence of Camden, the antiquary, he got a good | 1| |education at Westminster School; but he does not seem to have gone to a University, though later both Oxford and Cambridge gave | | |him degrees. In his youth he practised for a time his stepfather’s trade of bricklaying, and he served as a soldier in Flanders. | | | It was probably about 1595 that he began to write for the stage, and within a few years he was recognized as a distinguished | 2| |playwright. His comedy of “Every Man in His Humour” was not only a great immediate success, but founded a school of satirical | | |drama in England. “Sejanus” and “Catiline” were less popular, but are impressive pictures of Roman life, less interesting but more| | |accurate than the Roman plays of Shakespeare. ...
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...THE HANDY RELIGION AN SWE R BOOK JOHN RENARD Detroit The Handy Religion Answer Book™ C O P Y R I G H T © 2002 BY VI S I B LE I N K PRE SS® This publication is a creative work fully protected by all applicable copyright laws, as well as by misappropriation, trade secret, unfair competition, and other applicable laws. No part of this book may be reproduced in any form without permission in writing from the publisher, except by a reviewer who wishes to quote brief passages in connection with a review written for inclusion in a magazine or newspaper. All rights to this publication will be vigorously defended. Visible Ink Press® 43311 Joy Rd. #414 Canton, MI 48187-2075 Visible Ink Press and The Handy Religion Answer Book are trademarks of Visible Ink Press LLC. Most Visible Ink Press books are available at special quantity discounts when purchased in bulk by corporations, organizations, or groups. Customized printings, special imprints, messages, and excerpts can be produced to meet your needs. For more information, contact Special Markets Director, Visible Ink Press, at www.visibleink.com or (734) 667-3211. Art Director: Mary Claire Krzewinski Typesetting: Graphix Group Library of Congress Cataloging-in-Publication Data Renard, John, 1944The handy religion answer book / John Renard. p. cm. ISBN 1-57859-125-2 (pbk.) 1. Religions--Miscellanea. I. Title. BL80.2 .R46 2001 291--dc21 Printed in the United States of America All rights reserved ...
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...ATRIA BOOKS New York London Toronto Sydney ATRIA BOOKS 1230 Avenue of the Americas New York, NY 10020 20827 N.W. Cornell Road, Suite 500 Hillsboro, Oregon 97124-9808 503-531-8700 tel 503-531-8773 fax www.beyondvvord.com Copyright © 2006 by TS Production Limited Liability Company THE SECRET and The Secret logo are trademarks or registered trademarks owned by or licensed to TS Production Limited Liability Company www.thesecret.tv All rights reserved. No part of this book may be reproduced, copied, stored, or transmitted in any form or by any means—graphic, electronic, or mechanical, including photocopying, recording, or information storage and retrieval systems— without the prior written permission of Atria Books/Beyond Words Publishing, Inc., except where permitted by law. The information contained in this book is intended to be educational and not for diagnosis, prescription, or treatment of any health disorder whatsoever. This information should not replace consultation with a competent healthcare professional- The content of the book is intended to be used as an adjunct to a rational and responsible healthcare program prescribed by a healthcare practitioner. The author and publisher are in no way liable for any misuse of the material. Library of Congress Control Number: 2006933243 1SBN-13:978-1-58270-170-7 ISBN-10: 1-58270-170-9 First Atria Books/Beyond Words hardcover edition November 2006 10 ATRIA BOOKS is a trademark of Simon & Schuster, Inc. Beyond...
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