Education and Teacher Essay Example for Free

Education and Teacher Essay The word â€Å"teacher† does the profession no service. A teacher is really a combination of the most important professions in the world. Besides the parents, an educator is the biggest influence in a child’s life. The age span in which children are in school is the most impressionable years of their lives. A student’s educational experience can mold the events of his or her future. That is why I want to become a teacher. I want to be a mold for younger generations, and I hope for students to remember a knowledgeable and ethical teacher. Beliefs I feel the student should come to school willing to learn and the teacher should come ready to teach! The student’s role is just as important as the teachers; the student’s expectations of the teacher should be for her to teach and help them learn at all times. Teachers also play an important role in the classroom when it comes to the environment. If the teacher prepares a warm, happy environment, students are more likely to be happy. An environment set by the teacher can be either good or bad. If students feel the teacher is angry, students may react badly to that and therefore learning can be harder. I think teachers are responsible for the social behavior in their classrooms. This behavior is primarily a reflection of the teachers actions and the environment he/she sets. Metaphysics We are all here for a purpose and I believe that, that is to live for God and follow his way of life. It is hard to know what you are really on earth for until you find it through him! Some teachers will find it hard to keep the focus on the classroom do to all the other outside distractions but, I strongly believe that is you were meant to be a teacher then you will find a way to look past the bad and find the good. Why am I here? I think I am here to help children follow their dreams and make it through school easier than I did. When I become a teacher I want to be the best ever! I want to see that smile on the kids’ faces after I teach them something amazing. Progressivism I want to teach from some aspects of the progressivism style which focuses on respect for individuality, high regard for science, and learning from experience. I want to teach the children in my classroom to have respect for each other. This is a quality that will help them to be successful in society because if they respect others, then others will have respect for them. Having respect for others also shows that they have respect for themselves. I also want children to learn by hands-on activities. I will direct them from step to step and demonstrate how to do each step in the activities they perform. These activities make learning more interesting for the children because the children are able to get involved instead of just always watching the teacher do everything. Speaking of the children getting involved, they can really get involved when learning in a different atmosphere when on field trips. I feel taking children on field trips is an effective learning experience for them because it allows children to get out of the classroom setting and learn from a different perspective. In addition I want to focus on sciences because they are an important area in the knowledge of children. I think this growing area of our society should be focused on thoroughly because science advances and improves every day and I feel children should be aware of their changing world. Constructivism I feel like this is the main reason why I should teach and why I want to teach, I have learned so much though school and it has molded me to become who I am today. I learn a lot through experience and what I know will make me a better teacher it will help me relate to the ones that hate school or the ones that think they can’t do it. It’s all a process and the way you take the steps is how I think you will show others so you have to help them with their process and make sure that it doesn’t go bad or in the wrong direction. I plan to continue my education so that I may make teaching my profession. After graduation, I hope to find a position in an elementary school teaching in one of the first through sixth grade classes. I feel that elementary education is extremely important because it is here that children establish their foundation for the rest of the educational career. My goal and desires are to have the opportunity to touch a child’s life.

Analysis Of Standardization Verses Adaptation

Analysis Of Standardization Verses Adaptation Globalization seems to have become the phenomenon that no one can escape form whether its a small business or a big one. It even seems to have huge effect on our life style. Schaeffer 2003. As defined by Wild et al. (2005, p.6) globalization is the trend toward greater economic, cultural, political, and technological interdependence among national institutions and economies. This reflects that globalization is a phenomenon that encompasses not only businesses but also other factors making up the society Daniels et al. 2007; Hill 2007. The modern economic landscape has globalization as one of its prominent feature Anthony Pecotich and Steven Ward 2007. It is proposed that in coming time it will be the foreign markets that will play the main role for growth of most of the firms Douglas B. Holt, John A. Quelch, and Earl L. Taylor 2004. And this phenomenon, that seems to have great impact on us all, makes the bases for new market systems (Craig and Douglas 1996; Ghauri and Cateora 2006). This system makes markets so interdependent that the performance of firm is evaluated on a global rather than national base. (Porter 1986; Ulrike de Brentani, Elko J. Kleinschmidt, and So ¨ ren Salomo 2010) .Globalization brings with it several decisions to be made, one of which is the standardization or adaptation of various aspects of marketing mix (Chung 2003; Walters 1986; ÃÆ'-zsomer et al. 1991). A firm when entering a new market can make the choice of either modifying the product referred to as adaptation or making no change in the product referred to as standardization (Roger J. Calantone, S. Tamer Cavusgil, Jeffrey B. Schmidt, and Geon-Cheol Shin 2004). A strong disagreement exists between the scholars favoring standardization in contrast to those esteeming adaptation. (Theodosiou and Leonidou 2003; Ryans et al. 2003) Literature Review: The debate over supremacy of adaptation versus standardization runs back for more than half a century with Elinder (1961) and Roostal (1963) being pioneer contributors, with their main focus on corporate advertising functions, with the notion of standardization in advertisement which was based on the argument that marketing principles largely remain the same ubiquitously. International marketing was first discussed from a wider viewpoint by Bartels (1968) who argued in favor of standardization strategy. Buzzell (1968) spoke of standardization as the standardization of the 4Ps of marketing mix, namely product, price, place and promotion, across borders. Levitt (1983) proposed this standardization of product worldwide to be one of a key success factor for firms when going global. On the other hand researchers also claim that standardization is an oversimplification which is not effectively operative and true for marketing concepts ( Douglas and Craig 1986; Douglas and Wind 1987). These and many other researches bought into limelight the scholarly debate over supremacy of standardization verses adaptation, which is still on-going (Cavusgil et al. 1993; Johnson and Arunthanes 1995; Lages 2000; Shoham 1999; Theodosiou and Katsikeas 2001). The theory of economies of scale is considered to be of fundamental importance to the advocates of standardization, as it is argued that standardization brings with it economies of scale and this result in reduction of cost and maximization of profits. (Porter 1985; Porter 1980; Ryans et al. 2003; Shoham and Albaum 1994). Economy of scale is also claimed to be one of the most probable outcomes of standardization (Buzzell 1968; Douglas and Craig 1986; Levitt 1983; Theodosiou and Leonidou 2003; Yip 1995; ÃÆ'-zsomer and Simonin 2004) The advocates of adaptation, on the other hand, question the impact of economies of scale. As Douglas and Wind (1987) claim that distribution cost is more important than production cost. Strong arguments questioning economies of scales influence on promotion have also been evidenced (Douglas and Craig 1986; Onkvisit and Shaw 1987). Theodosiou and Leonidou ( 2003) take the discussion further by proposing that the central motive of organizations is long-term profits which could be achieved through adaptation rather than standardization. Further arguing that as low price customers are habitually not brand loyal (Keller 2003; Wind 1986) this raises a big question mark for the firms espousing standardization in the long run (Douglas and Wind 1987; Wind 1986). Similarly another argument in favor of standardization is the intensification in homogenized needs of global customers resulting in an increasing number of similar market segments across countries. This increased in globalization of customers is believed to be made possible by the development of transportation technologies (Levitt 1983). It is argued that the technological advancement results in augmented customer mobility producing global customers with homogenous needs (Cavusgil et al. 2008; Douglas and Wind 1987; Keegan et al. 1987; Theodosiou and Katsikeas 2001). These global customers are even prepared to sacrifice other features of product in order to acquire standardized product of high quality and low price (Levitt 1983). And this trend of customers choice is claimed to be the reason for many products to have universal specifications (Cavusgil et al. 2008). The companies going for standardization influence their suppliers to offer standardized products and this reflect why bu siness to business organizations have to go for standardization (Buzzell 1968; Douglas and Wind 1987; Yip 1989). Similarly Ohmae (1985) discusses the Triad in order to elaborate homogenization of customers. Triad, which encompasses the European Union, United States and Japan, seems to be filled with customers having large number of correspondences in their psychographic and demographic characteristics and this group of customers is open to globally vigorous companies (Ohmae 1985; Theodosiou and Katsikeas 2001). Because of the increasing number of these internationally savvy consumers with similar needs in terms of product and service features, several global customer segments ,based on behavior rather than religious or political margins, are proposed, by researchers, to be pleased with standardized offerings (Armstrong and Kotler 2007; Cavusgil et al. 2008; Hassan et al. 2003; Hassan and Craft 2005). Whereas Wiechmann and Pringle (1979) claim that there is always friction between home and host markets, this friction could be between the company and its foreign distributor or foreign customer and / or even between home country and host country offices. This friction is result of different environmental discrepancies between the two markets. It is suggested that adaption can help minimize this friction resulting in better performance (Shoham 2002; Shoham and Albaum 1994). Another frequently mentioned justification to why international companies should adopt standardization is the technological advancement in communications and information (Buzzell 1968; Jain 1989; Terpstra and Sarathy 2000; Zou and Cavusgil 2002). There are several channels on television available to customers globally via cable and satellites (Elinder 1965; Jobber 2007). In addition to this, international availability of English language print media can be traced back to decades (Terpstra and Sarathy 2000). likewise internet has also developed into a vibrant marketing device worldwide (Chaffey et al. 2006; Mohammed et al. 2003). All this presents a global market for standardized advertisement. And it backs Levitts (1983) claim that people would want things promoted on these new technologies. These marketing tools enable and direct the use of standardized marketing strategies (Theodosiou and Leonidou 2003; Zou and Cavusgil 2002). However, it is also argued that new technology brings w ith it more flexibility which favor adaptation and a firm can use this to have advantage over its competitors (Douglas and Craig 1986; Douglas and Wind 1987; Shoham 1999). Fairly allied with the homogenization of customers and market segments, mentioned earlier, is the proliferation in regional economic amalgamation, taking place globally. The past few years have seen an extraordinary spread of regional trade arrangements. With the most noticeable regional economic amalgamations, till date, to be the North American Free Trade Agreement (NAFTA) and European Union (EU). It is argued that standardized strategies are most likely to be successful in these areas (Cavusgil et al. 2008; Hill 2007; Theodosiou and Katsikeas 2001; Wild et al. 2005). As these agreements aim to remove trade barriers this intern facilitate internationalization of firms which brings with itself globalization of customers in these integrated regions (Hill 2007; Wild et al. 2005). Where on one had we find claims in favor of standardization On the other hand Friedman (2000) debates that standardization may work for limited number of product. Adding on to this claim are Douglas and Craig (1986) litigating that there is no evidence available to support the standardization view. Many scholars have debated that there exists a fairly large difference between the foreign markets and for this reason the marketing strategies should be adjusted according to the specifications of individual foreign market (Cavusgil et al. 2008; Cavusgil et al. 1993; Czinkota and Ronkainen 2007; Shoham 1995; Terpstra and Sarathy 2000; Theodosiou and Leonidou 2003). Different arguments have been given in favor of adaption; some highlighting the variances in the distribution channels (Daniels et al. 2007), while others highlighting the differences in national preferences (Cavusgil et al. 2008; Wind 1986). Such statements have been made by the advocates of adaptation in an effort to claim ad aptation to be a better strategy. And it has been testified that even the giant brands, like Coca Cola and McDonalds, incur numerous adaptation strategies in accordance to their foreign markets (Czinkota and Ronkainen 2007) Analysis and result: Putting it in a nutshell we may say that technological advancement, homogenization of customers worldwide and economic integration pushes organizations to adapt standardization in order to prosper (Buzzell 1968; Cavusgil et al. 1993; Levitt 1983; Sustar 2005). However, on the other hand adaptation proponents are of the view that not only there exist significant differences between customers form different countries but also the technological encroachment in production may even cause eradication to the economies of scale argument. Further proposing that even if it doesnt completely remove the effect of economies of scale; it will reduce the effect to minimal level; hence, making adaptation a better suited strategy in the times to come. Although standardization and adaptation are two viewpoints that contradict each other, it is difficult to claim supremacy of one over the other. Both standardization and adaptation have their benefits, yet that does not imply that a strategy useful for one organization in some specific market will prove to be useful for the same organization in another market or may be for a different organization in the same market. There are number of factors that may influence the decision of adaptation of Standardization or Adaptation (Jain 1989). Massive work has been done in order to identify and chock down a list of different factors influencing the decision of selecting adaptation or standardization, in a very general manner ( Johnson and Arunthanes 1995; Lages and Montgomery 2004; Lee and Griffith 2004; Theodosiou and Katsikeas 2001). Furthermore, ÃÆ'-zsomer et al. (1991) has done a more systematic study of these influencing factors. . Cavusgil and Zou (1994) came up with a further simplifi ed description of the aspects that need to be taken into account when making the decision of choosing to move towards standardization or adaptation. This orderly arrangement has been used by number of academics ( Katsikeas et al. 2006; Michell et al. 1998; ÃÆ'-zsomer and Simonin 2004). Managerial implications: As through the discussion it is clear that both standardization and adaption have their pros and corns and along with a number of other factors influencing the decision of choosing the accurate strategy that will be successful in a particular condition for an organization. For this reason when an organizations decides to go global, their Managers must not think of supremacy of standardization over adaptation or vice versa, rather they need to understand the market they are going in and should also understand their organization along with all the influencing factors in order to decide which strategy, Adaptation or Standardization, would lead the organization towards their major goal of being successful, when responding to the process of globalization. Limitations The above study tries to give deeper understanding about the continued under debate topic of standardization verses adaptation. However, due to shortage of time and resources there might be some areas not covered in this paper. Never the less it adds to the existing body of knowledge and further research could be done in order to understand the phenomenon of standardization and adaptation so as to know which strategy will suit in what kind of conditions, for a particular organization, in order to make the organization not only successful nationwide but also across the globe. A Anthony Pecotich and Steven Ward 2007 Anthony Pecotich and Steven Ward 2007 Global branding, country of origin and expertise An experimental evaluation Armstrong and Kotler 2007 Armstrong, Gary and Philip Kotler (2007), Marketing: An Introduction (9 ed.). Upper Saddle River, NJ: Pearson Education Inc. B Bartels 1968 Bartels, Robert (1968), Are Domestic and International Marketing Dissimilar? Journal of Marketing, 32 (3), 56-61. Buzzell 1968 Buzzell, Robert (1968), Can you standardise multinational marketing? Harvard Business Review, 46 (6), 102-13. C Craig and Douglas 1996 Craig, C Samuel and Susan P Douglas (1996), Developing Strategies for Global Markets: An Evolutionary Perspective, Colombia Journal of World Business, 31 (1), 70-81. Chung 2003 Chung, Henry F L (2003), International Standardization Strategies: The Experiences of Australian and New Zealand Firms Operating in the Greater China Markets, Journal of International Marketing, 11 (3), 48-82. Cavusgil et al. 1993 Cavusgil, S Tamer, Shaoming Zou, and G M Naidu (1993), Product and Promotion Adaptation in Export Ventures: An Empirical Investigation, Journal of International Business Studies, 34 (3), 479- 506. Cavusgil et al. 2008 Cavusgil, S Tamer, Gary Knight, and John R Riesenberger (2008), International Business: Strategy, Management, and the New Realities. Upper Saddle River, NJ: Pearson Education. Chaffey et al. 2006 Chaffey, Dave, Fiona Ellis-Chadwick, Kevin Johnston, and Richard Mayer (2006), Internet Marketing: Strategy, Implementation and Practice (3 ed.). Harlow: Pearson Education Ltd. Czinkota and Ronkainen 2007 Czinkota, Michael R and Ilkka A Ronkainen (2007), International Marketing (8 ed.). Mason, OH: Thompson Higher Education. Cavusgil and Zou 1994 Cavusgil, S Tamer and Shaoming Zou (1994), Marketing Strategy-Performance Relationship: An investigation of the Empirical Link in Export Market Ventures, Journal of Marketing, 58 (1), 1-21. D Douglas and Craig 1986 Douglas, Susan P and Samuel P Craig (1986), Global Marketing Myopia, Journal of Marketing Management, 2 (2), 155-69. Douglas and Wind 1987 Douglas, Susan P and Yoram Wind (1987), The Myth of Globalization, Colombia Journal of World Business, 22 (4), 19-29. Daniels et al. 2007; Daniels, John D, Lee H Radebaugh, and Daniel P Sullivan (2007), International Business: Environments and Operations (11 ed.). Upper Saddle River, NJ: Pearson Prentice Hall. Douglas B. Holt, John A. Quelch, and Earl L. Taylor 2004 Douglas B. Holt, John A. Quelch, and Earl L. Taylor 2004. How global brands compete Daniels et al. 2007 Daniels, John D, Lee H Radebaugh, and Daniel P Sullivan (2007), International Business: Environments and Operations (11 ed.). Upper Saddle River, NJ: Pearson Prentice Hall. E Elinder 1961 Elinder, Erik (1961), How international can advertising be? International Advertiser, 2 (December), 12-16. Elinder 1965; Elinder, Erik (1965), How International Can European Advertising Be? Journal of Marketing, 29 (2), 7-11. F Friedman 2000 Friedman, Thomas L (2000), The Lexus and the Olive Tree: Understanding Globalization. New York, NY: Anchor Books. G Ghauri and Cateora 2006 Ghauri, Pervez and Philip Cateora (2006), International Marketing (2 ed.). Berkshire: McGraw-Hill Education. H Hassan et al. 2003; Hassan, Salah S, Stephen Craft, and Wael Kortam (2003), Understanding the new bases for global market segmentation, Journal of Consumer Marketing, 20 (5), 446-62. Hassan and Craft 2005 Hassan, Salah S and Stephen H Craft (2005), Linking global market segmentation decisions with strategic positioning options, Journal of Consumer Marketing, 22 (2), 81-89. Hill 2007 Hill, Charles W L (2007), International Business: Competing in the Global Marketplace (6th International ed.). New York, NY: McGraw-Hill/Irwin. J Jain 1989; Jain, Subhash C (1989), Standardization of International Marketing Strategy: Some Research Hypotheses, Journal of Marketing, 53 (1), 70-79. Johnson and Arunthanes 1995 Johnson, Jean L and Wiboon Arunthanes (1995), Ideal and actual product adaptation in US exporting firms: Market-related determinants and impact on performance, International Marketing Review, 12 (3), 31-46. Jobber 2007 Jobber, David (2007), Principles and Practice of Marketing (5 ed.). Maidenhead: McGraw-Hill Education. K Keller 2003 Keller, Kevin Lane (2003), Strategic Brand Management: building, measuring, and managing brand equity (2 ed.). Upper Saddle River, NJ: Prentice Hall Inc. Keegan et al. 1987 Keegan, Warren J, Richard R Sill, and John S Hill (1987), Transferability and Adaptability of Products and Promotion Themes in Multinational Marketing MNCs in LCDs, Journal of Global Marketing, 1 (1/2), 85-104. Katsikeas et al. 2006 Katsikeas, Constantine S, Saeed Samiee, and Marios Theodosiou (2006), Strategy Fit and Performance Consequences of International Marketing Standardization, Strategic Management Journal, 27 (9), 867-90. L Levitt (1983) Levitt, Theodore (1983), The Globalization of markets, Harvard Business Review, 61 (3), 92-102. Lages 2000 Lages, Luis Felipe (2000), A Conceptual Framework of the Determinants of Export Performance: Reorganizing Key Variables and Shifting Contingencies in Export Marketing, Journal of Global Marketing, 13 (3), 29-51. Lages and Montgomery 2004 Lages, Luis Felipe and David B Montgomery (2004), Export performance as an antecedent of export commitment and marketing strategy adaptation, European Journal of Marketing, 28 (9), 1186-214. Lee and Griffith 2004 Lee, Chol and David A Griffith (2004), The marketing strategy-performance relationship in an export-driven developing economy: A Korean illustration, International Marketing Review, 21 (3), 321-34. M Mohammed et al. 2003 Mohammed, Rafi A, Robert J Fisher, Bernard J Jaworski, and Gordon J Paddison (2003), Internet Marketing: Building Advantage in a Networked Economy (2 ed.). New York, NY: McGraw-Hill. Michell et al. 1998 Michell, Paul, James Lynch, and Obaid Alabdali (1998), New perspectives on marketing mix programme standardisation, International Business Review, 7 (6), 617-34. O Onkvisit and Shaw 1987 Onkvisit, Sak and John J Shaw (1987), Standardized International Advertising: A Review and Critical Evaluation of the Theoretical and Empirical Evidence, Columbia Journal of World Business, 22 (3), 43-55. Ohmae 1985 Ohmae, Kenichi (1985), Triad Power: The Coming Shape of Global Competition. New York, NY: The Free Press. ÃÆ'-zsomer et al. (1991) ÃÆ'-zsomer, Aysegul, Muzzafer Bodur, and S Tamer Cavusgil (1991), Marketing Standardisation by Multinationals in an Emerging Market, European Journal of Marketing, 25 (12), 50-61. ÃÆ'-zsomer and Simonin 2004 ÃÆ'-zsomer, Aysegul and Bernard L Simonin (2004), Marketing program standardization: A cross country exploration, International Journal of Research in Marketing, 21 (4), 397-419. P Porter 1986 Porter, M.E. (1986). Changing Patterns of International Competition. California Management Review 28:9-40 (Winter). Porter 1985 Porter, Michael E (1985), Competititve Advantage. New York, NY: Free Press. Porter 1980 Porter, Michael E (1980), Competitive Strategy. New York, NY: Free Press. R Roger J. Calantone, S. Tamer Cavusgil, Jeffrey B. Schmidt, and Geon-Cheol Shin 2004. Roger J. Calantone, S. Tamer Cavusgil, Jeffrey B. Schmidt, and Geon-Cheol Shin 2004 Internationalization and the Dynamics of Product Adaptation- An Empirical Investigation Ryans et al. 2003 Ryans, John K, David A Griffith, and D Steven White (2003), Standardization/adaptation of international marketing strategy: Necessary conditions for the advancement of knowledge, International Marketing Review, 20 (6), 588-603. Roostal 1963 Roostal, Ilmar (1963), Standardization of Advertising for Western Europe, Journal of Marketing, 27 (4), 15-20. S Schaeffer 2003 Schaeffer, Robert K (2003), Understanding Globalization: The Social Consequences of Political, Economic, and Environmental Change (2 ed.). Lanham, MD: Rowman Littlefield Publishers, Inc. Shoham 1999 Shoham, Aviv (1999), Bounded Rationality, Planning, Standardization of International Strategy and Export Performance: A structural Model Examination, Journal of International Marketing, 7 (2), 24-50. Shoham and Albaum 1994 Shoham, Aviv and Gerald Albaum (1994), The Effects of Transfer of Marketing Methods on Export Performance: an Empirical Examination, International Business Review, 3 (3), 219-41. Shoham 2002 Shoham, Aviv (2002), Standardization of International Strategy and Export Performance: A Meta-Analysis, Journal of Global Marketing, 16 (1/2), 97-120. Shoham 1995 Shoham, Aviv (1995), Global Marketing Standardization, Journal of Global Marketing, 9 (1/2), 91-119. Sustar 2005 Sustar, Rozana (2005), Standardization of Marketing Mix: A Study of Slovenian Firms, Management, 10 (2), 73-88. T Theodosiou and Katsikeas 2001 Theodosiou, Marios and Constantine S Katsikeas (2001), Factors Influencing the Degree of International Pricing Strategy Standardization of Multinational Corporations, Journal of International Marketing, 9 (3), 1-18. Theodosiou and Leonidou 2003 Theodosiou, Marios and Leonidas C Leonidou (2003), Standardization versus adaptation of international marketing strategy: an integrative assessment of the empirical research, International Business Review, 12 (2), 141-71. Terpstra and Sarathy 2000 Terpstra, Vern and Ravi Sarathy (2000), International Marketing (8 ed.). Chicago, IL: Dryden Press. U Ulrike de Brentani, Elko J. Kleinschmidt, and So ¨ ren Salomo 2010 Ulrike de Brentani, Elko J. Kleinschmidt, and So ¨ ren Salomo 2010 Success in Global New Product Development: Impact of Strategy and the Behavioral Environment of the Firm W Wild et al. (2005, p.6) Wild, John J, Kenneth L Wild, and Jerry C Y Han (2005), International Business: The Challenges of Globalization (3 ed.). Upper Saddle River, NJ: Prentice Hall Walters 1986 Walters, Peter G P (1986), International Marketing Policy: A Discussion of the Standardization Construct and its Relevance for Corporate Policy, Journal of International Business Studies, 17 (2), 55-69. Wiechmann and Pringle 1979 Wiechmann, Ulrich E and Lewis G Pringle (1979), Problems that Plague Multinational Marketers, Harvard Business Review, 57 (4), 118-24. Wind 1986 Wind, Yoram (1986), The Myth of Globalization, Journal of Consumer Marketing, 3 (2), 23-26. Wild et al. 2005. Wild, John J, Kenneth L Wild, and Jerry C Y Han (2005), International Business: The Challenges of Globalization (3 ed.). Upper Saddle River, NJ: Prentice Hall. Y Yip 1995 Yip, George S (1995), Total Global Strategy. Upper Saddle River, NJ: Prentice-Hall. Yip 1989 Yip, George S (1989), Global Strategy. In a World of Nations? Sloan Management Review, 31 (1), 29-41. Z Zou and Cavusgil 2002 Zou, Shaoming and S Tamer Cavusgil (2002), The GMS: A Broad Conceptualization on Global Marketing Strategy and its Effect on Firm Performance, Journal of Marketing, 66 (4), 40-56.

SWOT and PEST Analysis of Indias Telecom Sector

SWOT and PEST Analysis of Indias Telecom Sector INTRO Indian telecom industry worlds fastest growing industry(last three years 42%) and adding millions of customer monthly and reach to mark of more than 700 million customer mark in the end of year 2010. It is the most dynamic industry and based on the tough competition, price war emerged in the 3rd quarter of 2010. It has lowest tariffs in the world and highest telephone density. It also suffers from highest churn rate 2% and 5% for postpaid and prepaid respectively. It also has lowest ARPU (average revenue per user). It is second largest network in the world (in terms of number of subscriber #1st china) The wireless sector has become so dominant that it is has almost made the landline part dormant with no new happenings/activities/technology in that domain of telecommunication services. A look at their contribution to the total telephone services shows the rapidly change face of the telecommunication industry in India. This sea change has been caused by a number of factors varying from reduction in tariffs and cost of mobile handsets to change in government policies to mindset of the general public. Market Structure Indian telecommunication market is divided into a total of 23 circles, which include 4 metros, and 19 other circles. These circles are further classified into A, B and C type of circles base in the certain economic parameters and revenue potential. Circles were categorized as A,B, C based on the revenue potential as per the 1st auction in 1995. Total Market Size: US $ 60 Billion Telecommunication Services can be broadly classified under 3 heads: Telephone, Broadcasting and Internet. An exponential growth in the number of subscribers has been witnessed over the recent years with the annual growth going as high as 47%. Indian tariffs are very low in comparison to world standards. The COMPANIES which I am going to analyze is top 5 as per the market share shown by above table BHARTI AIRTEL IDEA VODAFONE BSNL AIRCEL PEST ANALYSIS It is the frame work designed to assess the macro environment of any country, organization or company. It is basically include the following four factors but now days it extends further to PESTELED the extension denotes as ENVIROMENT -LEGAL-ETHICS-DEMOGRAPHICS. This analysis tries to find all details related to its four heads, which has some meaning to business and affect business activities.it is the part of external analysis while conducting strategic analysis for business. It is useful tool to understand business growth opportunities and if any previous decline why was decline. With the increase of competition and fast changing global scenario each firm is doing this to be dynamic in its position. POLITICAL FACTORS GOVERNMENT TYPE LABOUR LAW, FREEDOM OF PRESS, RULES OF LAW, BUREAUCRACY, CORRUPTION TRADE RESTRICTIONS/ TARIFFS POLITICAL STABILITY ECONOMIC FACTORS ECONOMIC GROWTH INTEREST RATES EXCHANGE RATES INFLATION RATE BUSINESS CYCLE STAGE SOCIAL FACTOR CULTURAL ASPECTS BUYING BEHAVIOR POPULATION GROWTH RATE AGE DISTRIBUTION INCOME DISTRIBUTION LEVEL OF EDUCATION TECHNOLOGICAL FACTOR RATE OF OBSOLESCENCE RD FACILITIES SPEED OF TECHNOLOGICAL TRANSFER POLITICAL FACTOR- these factors are related to the politics of the country, it has huge impact as India has close environment before 1991 and its difficult or impossible to set up a business. Government type the current UPA government of India is progressive and liberal which laying path to economic development SWOT ANALYSIS It denotes STRENGTH -WEAKNESS-OPPERTUNITY-THREAT and this technique used to analyze a company during strategic planning. This technique is credited to Albert Humphery who led a convention at Stanford University in the 1960s and 1970s using data from Fortune 500 companies. BHARTI AIRTEL: Bharti airtel limited is a leading global telecommunications company with operations in 19 countries across Asia and Africa. The company offers mobile voice data services, fixed line, high speed broadband, IPTV, DTH, turnkey telecom solutions for enterprises and national international long distance services to carriers. bharti airtel has been ranked among the six best performing technology companies in the world by business week. bharti airtel had 200 million customers across its operations. STRENGTH Bharti Airtel has more than 65 million customers (July 2008). It is the largest cellular provider in India, and also supplies broadband and telephone services as well as many other telecommunications services to both domestic and corporate customers. Other stakeholders in Bharti Airtel include Sony-Ericsson, Nokia and Sing Tel, with whom they hold a strategic alliance. This means that the business has access to knowledge and technology from other parts of the telecommunications world. The company has covered the entire Indian nation with its network. This has underpinned its large and rising customer base. Weaknesses An often cited original weakness is that when the business was started by Sunil Bharti Mittal over 15 years ago, the business has little knowledge and experience of how a cellular telephone system actually worked. So the start-up business had to outsource to industry experts in the field. Until recently Airtel did not own its own towers, which was a particular strength of some of its competitors such as Hutchison Essar. Towers are important if your company wishes to provide wide coverage nationally. The fact that the Airtel has not pulled off a deal with South Africas MTN could signal the lack of any real emerging market investment opportunity for the business once the Indian market has become mature. Opportunities The company possesses a customized version of the Google search engine which will enhance broadband services to customers. The tie-up with Google can only enhance the Airtel brand, and also provides advertising opportunities in Indian for Google. Global telecommunications and new technology brands see Airtel as a key strategic player in the Indian market. The new iPhone will be launched in India via an Airtel distributorship. Another strategic partnership is held with BlackBerry Wireless Solutions. Despite being forced to outsource much of its technical operations in the early days, this allowed Airtel to work from its own blank sheet of paper, and to question industry approaches and practices for example replacing the Revenue-Per-Customer model with a Revenue-Per-Minute model which is better suited to India, as the company moved into small and remote villages and towns. The company is investing in its operation in 120,000 to 160,000 small villages every year. It sees that less well-off consumers may only be able to afford a few tens of Rupees per call, and also so that the business benefits are scalable using its Matchbox strategy. Bharti Airtel is embarking on another joint venture with Vodafone Essar and Idea Cellular to create a new independent tower company called Indus Towers. This new business will control more than 60% of Indias network towers. IPTV is another potential new service that could underpin the companys long-term strategy. Threats Airtel and Vodafone seem to be having an on/off relationship. Vodafone which owned a 5.6% stake in the Airtel business sold it back to Airtel, and instead invested in its rival Hutchison Essar. Knowledge and technology previously available to Airtel now moves into the hands of one of its competitors. The quickly changing pace of the global telecommunications industry could tempt Airtel to go along the acquisition trail which may make it vulnerable if the world goes into recession. Perhaps this was an impact upon the decision not to proceed with talks about the potential purchase of South Africas MTN in May 2008. This opened the door for talks between Reliance Communications Anil Ambani and MTN, allowing a competing Inidan industrialist to invest in the new emerging African telecommunications market. Bharti Airtel could also be the target for the takeover vision of other global telecommunications players that wish to move into the Indian market. VODAFONE- Vodafone Essar is the Indian subsidiary of Vodafone Group and commenced operations in 1994 when its predecessor Hutchison Telecom acquired the cellular license for Mumbai. The company now has operations across the country with over 127.34 million customers. In a survey conducted by Indias leading business weekly, Vodafone Essar was awarded Most Respected Company in the Telecom Sector for 2010.Vodafone is one of the worlds leading international mobile communication group STRENGTH Presence in many countries and backed by number one telecom country. Provider of 3G and blackberry services and business solution. Number one gainer due to MNP 50,000 customer. WEAKNESS THREAT OPPORTUNITIES Emerging markets and expansion abroad Innovation Product and services expansion Growing data business and 3G auctioning VAS as a means to increase ARPU (big boss, Zoo Z00) Growing Enterprise solution market (10.2% in 2009 anticipated) Large capital can be raised by listing Vodafone on Indian Stock Exchange(IPO) Tower sharing business with Indus Towers iDEA- idea is the 3rd largest mobile services operator in India, in revenue terms, and recorded a subscriber base of over 78 million as on end November 10. It became a pan-India integrated GSM operator covering the entire telephony landscape of the country, and expanded its NLD and ILD operations in FY 2010. During the year, Idea increased its revenue market share by over 1%, despite stiff tariff war in the market. The company has won license to offer 3G services in 11 service areas, which generate over 81% of the companys total revenue. Ideas 3G services will be launched in the year 2011. STRENGTH WEAKNESS THREAT OPPORTUNITIES AIRCEL The Aircel group is a joint venture between Maxis Communications Berhad of Malaysia and Sindya Securities Investments Private Limited, whose current shareholders are the Reddy family of Apollo Hospitals Group of India, with Maxis Communications holding a majority stake of 74% .Aircel commenced operations in 1999 and became the leading mobile operator in Tamil Nadu within 18 months. In December 2003, it launched commercially in Chennai and quickly established itself as a market leader a position it has held since. STRENGTH WEAKNESS THREAT OPPERTUNITIES BSNL Bharat Sanchar Nigam Ltd. formed in October, 2000, is Worlds 7th largest Telecommunications Company providing comprehensive range of telecom services in India: Wire line, CDMA mobile, GSM Mobile, Internet, Broadband, Carrier service, MPLS-VPN, VSAT, VoIP services, IN Services etc. Presently it is one of the largest leading public sector unit in India. STRENGTH WEAKNESS THREAT OPPERTUNITIES Industry- pestel, porter, 7s Firm- swot,sap,etop,competitor, internal,externalpestel external factor external factor etop industry analysis competitors analysis competitors analysis mraketing analysis internal factor analysis swot pestel external factor external factor etop industry analysis competitors analysis competitors analysis mraketing analysis internal factor analysis swot pestel external factor external factor etop industry analysis competitors analysis competitors analysis mraketing analysis internal factor analysis swot

The Narcissistic Condition :: Trust Morals Psychology Essays

The Narcissistic Condition The Narcissistic condition emanates from a seismic break of trust, a tectonic shift of what should have been a healthy relationship with his "primary objects" and the transformation of his self into the subject of love. Some of these bad feelings are the result of deeply entrenched misunderstandings regarding the nature of trust and the continuous act of trusting. For millions of years nature embedded in us the notion that the past can teach us a lot about the future. This is very useful for survival. And it is also mostly true with inanimate objects. With humans the story is somewhat different: it is reasonable to learn from someone's past behaviour about his future behaviour (even though this proves erroneous most of the time). But it is mistaken to learn from someone's behaviour about other people's. Actually, most psychotherapy is nothing but the effort to disentangle past from present, to teach the patient that the past is gone and has no reign over him anymore, unless the patient lets it to. Our natural tendency is to trust, because we trust our parents. It feels good to really trust. It is also an essential component of love and an important test. Love without trust is dependence masquerading as love. We must trust, it is almost biological. Most of the time, we do trust. We trust the Universe to behave itself according to the laws of physics, our army not to go mad and shoot us all, our nearest and dearest not to betray us. When trust is broken, the feeling is that a part of us dies, is hollowed out. Not to trust is abnormal and is the natural result of bitter or even traumatic life experiences. Mistrust or distrust are induced not by our own thoughts, nor by some device or machination of ours - but by life's sad circumstances. To continue not to trust is to reward the people who wronged us and made us distrustful in the first place. These people have long abandoned us and still they have a great, malignant, influence on our lives. This is the irony of the lack of trust . So, some of us prefer not to experience this sinking feeling: not to trust and not to be disappointed. This is both a fallacy and a folly. Trusting releases enormous amounts of mental energy, which could be better invested elsewhere.

things fall apart :: essays research papers

How many different ways can one man evolve? Will he be the man that he wants to be or will he be the man that he fears most? These are some of the questions that would have to be asked when talking about the novel Things Fall Apart by Chunia Achebe. The main character  Ã‚  Ã‚  Ã‚  Ã‚  Okonkwo starts this novel out by letting us know about how much he hates his father and that he will do anything to be the complete opposite. But by the end of the novel we will find out just how much he is like his father whether he likes it or not.   Ã‚  Ã‚  Ã‚  Ã‚  Early on in the novel Oknokwo states his great dislike for his father because he is a lazy man that likes to depend on others and has a serous drinking problem. Because of this dislike for his father and the way his father chooses to live his life he decides to become the complete opposite of him. So to do so Okonkwo becomes a fierce wrestler and the greatest in the nine surrounding clans. So this gives him a great start in life even though that his father got him off on a bad foot and gave him much respect among all the villagers.   Ã‚  Ã‚  Ã‚  Ã‚  Then we start to learn about the violent temper that Okonkwo has. Everyone wasn’t scared of him they just respected him because of his wrestling capabilities. Until the incident occurred during Peace Week. During this time there was to be no violence among anyone in the villages. At all. But Okonkwo beat his wife badly because of one minor thing. She cut some leaves off of the banana tree to cook his food in to make it taste better.   Ã‚  Ã‚  Ã‚  Ã‚  Then one day Okonkwo accidentally shot and killed a young boy in his village. For most villagers that would have meant death but for a high ranking Okonkwo it meant seven years of exile. This sounds bad and, is pretty bad but this is probable the best thing for him. This thought him to think before he acts upon his anger. During Okonkwo’s time in exile many things changed in the village, the mercenaries came and converted many of the villagers and built churches. So when Okonkwo was released from exile this patients that he acquired was probably the best thing for when he arrived or he probably would have been killed immediately.

Court History and Purpose Paper Essay

The Superior Court of Los Angeles County is the largest single unified court in the United States. This court serves over 40 courthouses and operates about 600 courtrooms and staffs approximately 5,400 employees. The Municipal court is devoted to resolving and recording legal matters while upholding values of Integrity, Accessibility, and fairness. Growing up in Los Angeles has always fascinated me with how the court system processes so many criminals in the amount of time they have, with the amount of employees they staff. How do they do it (Hansen, 1998)? The traffic court handles cases that start off with citations or tickets written by a law enforcement officer. Parking tickets are not process at traffic division courts, only by local city or Los Angeles Parking Violations Bureau. Driving Under the Influence (DUI) cases are handled in criminal court division. When cases the State has filed against one or more persons involved in criminal offenses such as, infractions, felonies, and misdemeanors the criminal court handles these cases. Criminal division also handles warrants, fugitive warrants and extradition proceedings, and grand jury indictments. The policy makers of the U.S. Constitution requested that the federal government have limited power, to regulate the kind of cases federal courts would have. Most of the laws that are passed are decided by usually the state which allows the state court to handle most disputes that govern our lives on day to day bases. The federal courts defend our freedom of speech and our equal protection under the law. Federalism is the significant idea of a government dividing the power amongst a national government and a state or regional government. State courts primarily handle all cases that the federal court will not take. When federal courts portray federal laws, state court interprets a state law which is called â€Å"General Jurisdiction†. The federal court system only hears  special cases under certain circumstances. Basically, the federal court hear two types of cases; those that raise a â€Å"federal question† and those that involving â€Å"diversity of citizenship† (Gray, Ritter & Graham, 2012). A common law legal system is a system of law identified by case law which is developed by judges through decisions of courts and similar tribunals. Common law systems also include images enacted by legislative frame. In comparison to common law systems, civil law systems are created on a set of legal codes, which are organized laws that pursue to cover exhaustively the various legal domains. It is characterized by an absence of precedent in the judicial application of these codes. Common law courts have had the authority to make law where no legislative statute exists, and statutes mean what courts interpret them to mean. By contrast, in the civil law jurisdictions the legal tradition that prevails or is combined with common law is statured. The criminal justice system is made up of sets of agencies and processes that are established by governments to control crime and impose penalties on those who violate the law. The criminal justice system operates differently depending on the jurisdiction it is in charge of, whether it be city, county, state, federal or tribal government or military installation. Different jurisdictions have various laws, agencies, and ways of managing the criminal justice process. The justice system is the mechanism that upholds the rule of the law. The courts provide a forum to resolve disputes and to test and enforce laws in a fair and rational manner. The courts are an impartial forum, and judges are free to apply the law without regard to the government’s wishes or the weight of the public’s opinion. Court decisions are based on what the law says and what the evidence proves. There is no place in the courts for suspicion, bias or favoritism. This is why justice is often symbolized as a blindfolded figure balancing a set of scales, oblivious to anything that could detract from the pursuit of an outcome that is just and fair. Though a number of rights derived from the Constitution protect the accused from abuses and overreaching from law enforcement officers, the arguably most important of these rights are the Miranda advisement and the Fourth Amendment prohibition against unreasonable searches and seizures. References http://en.wikipedia.org/wiki/Los_Angeles_County_Superior_Court http://judiciallearningcenter.org/state-courts-vs-federal-courts

Inclusive Growth of India: a Study of the Informal Sector in India Essay

India’s post 1990’s economic growth has made it one of the world’s fastest growing economies in the world. Its GDP growth rates of about 9% in the last few years are historically unparalleled except by the neighbo ring China. With the rapid growth rates, however, come new challenges and new questions. One such challenging question concerns the spread of the benefits of growth across different segments of society. To ensure that growth has been well distributed, India’s Planning Commission has made Inclusive Growth their explicit goal in the eleventh five-year plan. The concept of Inclusive Growth has dominated discussions across India. Its popularity has sparked intense discussions among politicians, economists, policymakers and the general public. In addition, Inclusive Growth has been the focus of studies by bilateral and multilateral aid agencies such as the UN, World Bank, Asian Development Bank, Foundations such as the ICICI Foundation, NGOs, and Civil Society Organizations alike. However, Inclusive Growth should not be confused with Poverty Reduction Strategy Papers (PRSP). Despite all the attention that Inclusive Growth has received in the last few years, there lacks a precise and agreed upon definition of the te rm. Overall, the literature is divided between two concepts; whether the benefits reach the poor and whether the benefits reach the poor proportionately more than it reaches the non-poor. By the first definition, India may have performed quite remarkably i n the last two decades, although the magnitude is hotly debated. By the second definition, India’s performance against inclusive growth seems more lackluster. Gini coefficient indicates that income inequality in India has increased from 0. 209 in 1980-81 to about 0. 257 in 2005-06 both at an overall level as well in almost all f the states both for urban and rural areas . There are evidences suggesting that growth in the lower income states is relatively lesser than the growth in high income states. Not only this, but studies have shown that the rising disparity is also present at an intra-state level too. To address these challenges going forward, evidence suggests that there are a number of macro and micro level interventions that are poverty reducing and th us conducive to Inclusive Growth. At macro level, there is little doubt about the usefulness of the augmented Washington Consensus (Rodrik, 2006). At micro level, evidence suggests that improving the following factors will help accelerate poverty reduction : reduction of inequality, not limited to income inequality, access to public infrastructure and services especially health and education, access to markets, accountability and voice, good governance, and the role of civil society organizations, women empowerment. Inclusive growth can also be studied as a clash between the informal as the formal sector. Various literatures are available in the following context by noted economists and policy makers. A firm stand to improve the condition of the economy is subsided in the entrepreneurship sector of the country, which holds huge potential. The Indian economy today boasts of many magnificent opportunities but sadly enough, not many of them are fully utilized. The entrepreneurship front of the country epitomizes such a condition. Liberalization of economy started by the PV Narasimha Rao government in 1991 and the Information Technology boom of the mid and late 90? s have ushered in tremendous changes and set the stage for a wave of entrepreneurship taking India by storm. The capacity of Indians for entrepreneurship is substantial. However, the society and government have not been very encouraging towards entrepreneurship in India. The rankings of India have also been deteriorating in the recent years. From a rank of 2 in the field of Total Entrepreneurship Activity (TEA) according to the Global Entrepreneurship Monitoring Reports, India’s position has been slipping ever since and has reached a level rather close to the world average. In spite of the shortcomings, it ranked ninth in the survey of entrepreneurial countries by Global Entrepreneurship Monitor (GEM). India ranks the highest among a group of countries in n ecessitybased entrepreneurship, which is associated with developing countries. Conversely, it ranks fifth from the bottom in opportunity -based entrepreneurship. Indians have entrepreneurial capacity. However the society and government are not very encoura ging towards entrepreneurship. To a large extent, the Indian society is risk averse. People usually seek secure and long -term employment, such as government jobs. The physical infrastructure needs to be improved. Social Attitudes, lack of capital, inadequa te physical infrastructure and lack of government upport are major factors of hindrance. While the growth trends of India and China are similar, both had initiated different policies in their approaches. While China was mostly growing on FDIs, India was b uilding a rather self-sustaining model for growth as it concentrated on the institutions that supported private enterprise by building a stronger infrastructure for its development. The Government has encouraged entrepreneurship by providing training and also the facilities to succeed, particularly in the rural areas. One style of innovation that really works in a country as large and diverse as India, is grassroots innovation: this includes inventions for a milieu that is quintessentially Indian. The middle-class Indian has been growing rapidly in context to the global economy. In an era of globalization, a middle class of 250million and rising can be considered a â€Å"veritable gold mine†. The G7 economies account for almost 67% of the global GDP at a market exchange rate and this has been the scenario since 1965. Underpinning the performance of the G7, and indeed driving the global economy, is a large middle class. The midd le class is an ambiguous social classification, broadly reflecting the ability to lead a comfortable life. The middle class has played a special role in economic thought for centuries. It emerged out of the bourgeoisie in the late fourteenth century, a group that while derided by some for their economic materialism provided the impetus for an expansion of a capitalist market economy and trade between nation states. Ever since, the middle class has been thought of as the source of entrepreneurship and innovation—the small businesses that make a modern economy thrive. Middle class values also emphasize education, hard work and thrift. Thus, the middle class is the source of all the needed inputs for growth in a neoclassical economy — new ideas, physical capital accumulation and human capital accumulation. The role of Asia, who accounts for just les s than 1/4th of the middle class population of the world, could boast of doubled figures of the same by 2020, accounting for around 40% of the global middle class GDP. With the exception of Japan and Oceania, Asia’s rapid growth has not been driven by a la rge domestic middle class. The expansion of factors of production driving potential output has happened without a significant middle class. Saving and education have been willingly undertaken even by poor households, in the face of large returns to such ac tivities in a globalized world, as well as by governments. Technology has been imported from abroad by corporations through FDI, imported machinery and participation in global supply chains. Thus with the American consumers retreating back after facing fears of a double dip recession now, it suits well for the emerging Asian economies like China and India to step up and fill the consumption voids. Within Asia there is significant talk of rebalancing towards domestic demand (more specifically domestic consumption) as a way of sustaining growth in the face of potentially sluggish exports. But the policy prescriptions to achieve such a rebalancing are not easy. They involve creation of a social safety net, medical insurance schemes, and better public education services. In short, Asian consumption is tied in the minds of many analysts to long -term institutional changes. Given the difficulties of implementing such changes, it is hard to be very confident that this rebalancing will happen in the medium term. The lack of inclusivity is again clearly shown in the Indian scenario. The middle class consumption levels are far below the average global levels. There exist such disparities on the expenditure side due to the fact that the middle class is largely inactive in this process. Moving back to the production side of the economy, the retail industry in India has been showing tremendous potential amidst the bullish growth trends of the economy as a whole. To prove this point, we see that the penetration of the organized retail sector in the US is about 85% while that in India is just about 8% (Velagapudi, 2011). The retail industry can be divided into registered as well as unregistered sectors. The unregistered sector, which usually includes all the small grocery shops, street vendors etc, accounts for over 93% labor force. Although as seen earlier, the value added to the SDP and consequently the GDP isn’t even comparable to that by the organized sector. The initial target is to bring the contribution of the organized sector to 9-10%. Retail industry is also the 2 nd largest employment provider in India after agriculture. The penetration of organized retail will happen much faster in the coming decade, even in tier and tier 3 cities, because of the changing demographic s of our population and a healthy rate of economic growth. With good underlying economic growth, increase in disposable income, increased awareness due to penetration of broadband and mobile devices with internet accessibility, the demand for consumer goods will rise. With better systems and processes in place, all this is bound to assist in increasing the penetration of the organized retail sector in India. The organized retail market in India is expected to grow to 14-18% by 2015 of the total retail market in India from 8% in 2008. Its value is estimated to be around US$450 billion by 2015 (Mckinsey Reports). The BMI India Retail Report for the first quarter of 2011 forecasts that the total retail sales will grow to US$ 674. 37 billion by 2014, from US$ 392. 63 billion in 2011. The growing wealth with the middle-class in India, the population size and the big percentage of population being in 30s, makes immense possibilities for entrepreneurial growth in the retail sector. Some of the fastest growing segments of this industry are food & beverages, electronics and apparels. The consumer electronics segment is expected to grow at about 55% between 2011-2014, with most of the growth driven by demand for TVs, mobile devices and laptops and desktops. With changing lifestyles and habits, food segment is also expected to double to US$ 150 billion by 2025. Inclusive Growth: A Review of Literature This section is a review section of the disproportionality between the registered and the unregistered manufacturing secto rs. The causes that have been suggested by various authors through their studies have been put forward with an aim to assemble and study the registered as well as the unregistered sector thoroughly. The section starts off with the causes of differentiatio n between the registered as well as the unregistered sector and their differences in productivity , followed by how a thrust can propel the unregistered sector into the registered sector. This is followed by literature about the employment scenario in India for both the sectors and how there exists a large disproportionality. Finally the section ends with a study of the registered manufacturing sector and a study on the role of infrastructure in the economic developments. The growing divergence between the i nformal and the formal sectors, especially in the manufacturing sector can be seen as one of the major causes for lack of inclusive growth in the country. The paper by Goldar, Mitra and Kumari shows us useful evidences regarding the same. The paper claims that the economic reforms of 1991 had a negative impact on the informal sector since import restrictions had been removed and the informal manufacturing sector started facing even more stringent competition from producers whose products were of a better qu ality. It shows evidences that the value added by the informal nonagricultural sector kept on falling even though the employment rate increased from 76% in 1983 to 83% in 1999-2000, thus exhibiting a downward trend in productivity. Empirical data study suggests that the growth of employment in the informal manufacturing sector has always been higher than the employment growth rate of the total manufacturing sector (3. 3% over 3. 1% in 1961-87) which includes the period of â€Å"Jobless Growth† in the 1980s where the employment rate of the organized manufacturing sector was -0. %per anum. But when it comes to value added, the informal sector lags behind, which is the chief cause of serious concern of the Indian economy. Data trends show us that post liberalization, the value added by the informal manufacturing sector fell from 6. 1% (1980 -90) to 4. 89%(1990-2005). In this context, a paper by Sreepriya S. lays emphasis on the development of the informal sector and how government policy measures should be taken to increa se the productivity of the sector. The paper points out that in an economy which is labor abundant and is developing, the significance of the small -scale sector which is less capital intensive and generates employment for over 86% of the workforce of the country is of utmost importance. The informal sector constitutes a major component of the small sector industries in the manufacturing sector. The problem lies in the fact that 86% of the workforce only adds on 25% value to the economy, 20. 5% of the fixed capital and 16. 9% of the total output produced. A particular significant result in this context can be seen in the agricultural sector. A study by the NSSO shows us that even in 2009-10 around 67% of the rural population as well as 6. 7% of the urban populat ion is dependent on the agricultural sector even though it contributes to only 14% of the GDP. This further enhances the stand on the widening disparity amongst the distribution of income amongst the population. In a paper by Maiti & Mitra ( January 2011), the proposition is put forward that since the informal sector only caters to the local and regional demands and with ubstantial exposure to education and technical skills, the producers in the informal sector will be elevated to the formal level. With this perspective, the paper looks into the supply push component of the informal sector across Indian states. But a paper by Chowdhury (EPW August 2011) on the employment structure of India suggests that that there has been a decline in the labor force participation rate (LFPR) for both rural and urban women in the NSSO surveys of 2004-05. This, he concluded, was due to the increased interest in attaining education for the women were the cause of the fall in LFPR. Similar is the explanation for the slow gro wth in LFPR for women through 2004-05 and 200910. But this explanation does not adequately explain the employment scenario of the country. This is because the gap created by the fall in employment of the age group 15-24 due to the desire of attainment of education should have been filled up by the other age divisions. This brings forth the point that in order to attain inclusive growth the employment structure needs to be structured on stronger grounds so as to accommodate the growth as well as the metamor phosis of the informal sector. Another interesting paper by Rana Hasan shows how the Indian employment scenario is condensed in either small or large enterprises where the medium enterprises lose out completely. He suggests that the formal sector with la rge enterprises offers better perks and incentives but the layoff risks are much higher resulting in lesser job security. While in the case of the unregistered sector, it accounts for most of the total manufacturing employment. This contradiction, he explained, is due to the labor regulations which are in place within the country. A strong urge here is made to liberalize the labor market finally. Hasan used empirical and statistical data to show that 85% of the workforce of India is working in firms with a total workforce of less than 50. This suggests a strong implication that large enterprises are more productive and pay more to their workforce (as per statistics). Thus the dominance of the work force in smaller informal sectors suggests that most of the workforce has to settle for a low wages as per comparisons. Rana uses the concept of economies of scale to explain the problem of the â€Å"missing middle†. He shows as to how the highly productive large sectors are usually more capital intensive, maintaining a very low labor to capital ratio while the other traditional industries like textiles is more labor intensive. Hence since the textile industry employment rate is 12times more than that of the automobile industry; it has a significant claim on the total emp loyment structure of the economy. As our economy is more dominated by industries like the textile industry rather than capital intensive automobile industry, we can see why the middle economy is still undeveloped. A study by Das &Kalita shows empirical evidences regarding the context of inclusivity of growth in the registered sector. The paper addresses the issue of declining labor intensity in India’s organized manufacturing in order to understand the constraints on employment generation in the labor intensive sectors. Using primary survey data covering 252 labor intensive manufacturingexporting firms across five sectors—apparel, leather, gems and jewelry, sports goods, and bicycles for 2005-06, they attempted to find out the factors which constrain employment generation in labor intensive firms. Their study shows several constraints in the path of employment generation in labo r intensive sectors—non-availability of trained skilled workers, infrastructure bottlenecks, low levels of investment, labor rules and regulations, and a noncompetitive export orientation. They also shed light on the decade of â€Å"jobless growth† where the economy was witnessing an increase in output and value added in the manufacturing sector but there was no increase in the employment scenario of the sector. As per statistics, only 484,000 jobs were created in the registered factory sector between 1980-90. There are many a reasons cited amongst which it can be considered that maybe the difficulty in labor retrenchment post the job security regulations in 1970 which forced employers to shift to a more capital intensive mode of production. They also cited another reason as the capital deepening technique adopted by firms which increased the real cost of labor in the 1980s. Their study also points out towards the inefficiency of the economic reforms in migrating the majority of the workforce from the unregistered sector to the registered sector. A mere 13% employment generation of the registered manufacturing sector after a decade of liberalization highlights the inefficiencies. This was not however the case throughout the decade. As per Nagraj, the initial years of the reforms showed us a growth in the employment of the registered sector but this boom soon turned bust as the momentum could not be sustained in the latter half of the decade. As per statistics, around 1. 1 million people of around 15% of the workforce of the registered sector lost their jobs during 1995 2000. The problem of inclusive growth is again witnessed as we face a quest ion as to why the labor intensive section of the organized sector failed to generate employment potential despite good performances by some of these sectors individually.