Monday, March 16, 2020
ILGWU - International Ladies' Garment Workers' Union The International Ladies Garment Workers Union, known as ILGWU or ILG, was founded in 1900. Most of the members of this textile workers union were women, often immigrants. It began with a few thousand members and had 450,000 members in 1969. Early Union History In 1909, many ILGWU members were part of the Uprising of 20,000, a fourteen-week strike. The ILGWU accepted a 1910 settlement that failed to recognize the union, but that did gain important working condition concessions and improvement in wages and hours. The 1910 Great Revolt, a strike of 60,000 cloakmakers, was led by the ILGWU. Louis Brandeis and others helped bring the strikers and manufacturers together, resulting in wage concessions by the manufacturers and another key concession: recognition of the union. Health benefits were also part of the settlement. After the 1911 Triangle Shirtwaist Factory Fire, in which 146 died, the ILGWU lobbied for safety reforms. The union found its membership increasing. Controversies Over Communist Influence Left-wing socialists and members of the Communist Party rose to considerable influence and power, until, in 1923, a new president, Morris Sigman, began to purge communists from union leadership positions. This led to an internal conflict, including a 1925 work stoppage. While the union leadership battled internally, the manufacturers hired gangsters to break a long 1926 general strike on the part of a New York local led by Communist Party members. David Dubinsky followed Sigman as president. He had been an ally of Sigmans in the struggle to keep Communist Party influence out of the unions leadership. He made little progress in promoting women to leadership positions, though union membership remained overwhelmingly female. Rose Pesotta for years was the only woman on the executive board of the ILGWU. The Great Depression and 1940s The Great Depression and then the National Recovery Act influenced the unions strength. When the industrial (rather than craft) unions formed the CIO in 1935, the ILGWU was one of the first member unions. But though Dubinsky did not want the ILGWU to leave the AFL, the AFL expelled it. The ILGWU rejoined the AFL in 1940. Labor and Liberal Party - New York Leadership of the ILGWU, including Dubinsky and Sidney Hillman, were involved in the founding of the Labor Party. When Hillman refused to support purging communists from the Labor Party, Dubinsky, but not Hillman, left to start the Liberal Party in New York. Through Dubinsky and until he retired in 1966, the ILGWU was supportive of the Liberal Party. Declining Membership, Merger In the 1970s, concerned with declining union membership and the movement of many textile jobs overseas, the ILGWU spearheaded a campaign to Look for the Union Label. In 1995, ILGWU merged with the Amalgamated Clothing and Textile Workers Union (ACTWU) into the Union of Needletrades, Industrial and Textile Employees (UNITE). UNITE in turn merged in 2004 with the Hotel Employees and Restaurant Employees Union (HERE) to form UNITE-HERE. The ILGWUs history is important in labor history, socialist history, and Jewish history as well as labor history.
Friday, February 28, 2020
International aspects of business law - Essay Example There are three categories of corruption cases, which can be political, personal or commercial in nature, but the basic difference lies in the office, authority and position, which are neglected, and intent of manipulations. Further there is political corruption, which may include bribery, use of governmental offices for private enrichment and changing of how decisions are made by public bodies (Heidenheimer, Johnston and Le Vine 1989). On the other hand, bribery is an act of corruption that entails obtaining money or any form of monetary gain, or the making of payments illegally through abuse of public or commercial office and funds. This payment does not necessarily involve the exchange of money, but can also be through gifts, special favours or influence and despite the form it takes, corruption is always a transaction that goes in two ways involving two parties that is the briber and the one who receives the bribe. In relation to the case study Mullet Inc. though incorporated in US intends to secure a contract to supply computers to Central Bank of Acacia, however it is faced with the challenge of contravening international business laws on corruption and bribery by giving the board of directors a celebratory dinner for it to secure the contract. The payment of this dinner is a form of bribery to the board members by the negotiating team for them to accept to continue and finalize the business contract. This paper will seek to advise the Mullet Inc. negotiating team of their legal liabilities by giving in to the Chairman of the Acacia bank demands under US FCPA in comparison to the UK Bribery Act. The U.S. Foreign Corrupt Practices Act This Act of 1977 outlaws American corporations from making any payment deemed as bribery or inducements to overseas representatives with the intent of winning or keeping business (U.S. Department of Commerce 2004). This statute was enacted to put a stop to the act of bribing officials from foreign countries as well as restori ng the confidence of the American investor in the integrity of the American business system and, has been amended twice in 1988 and in 1998 with the changing dynamics in businesses (Rutchfield and Lacey 2000). The U.K. Bribery Act 2010 Studies by independent audit firms such as Ernst & Young and Confronting Corruption show that firms and businesses in the United Kingdom have been making tremendous losses due to corruption and bribery. These are termed as barriers to growth and trade and overseas corruption makes it even harder and expensive do businesses abroad. The United Kingdom government has therefore strengthened its laws by enacting the Bribery Act 2010 that came into operation on July 1, 2011 creating a number of offences relating to corruption in international businesses. This law outlawed the bribing of a foreign official, giving, or promising an advantage when dealing with international business transactions (De Jonge 2011, p. 136). The U.K. Bribery Act 2010 also created a n offence of acceptance, demanding, or assenting to receive an advantage or benefit or failing to stop a bribe from being paid on behalf of a firm or a company. Case Study Analysis of the Celebratory Dinner Request under UK Bribery Act and FCPA Public/private sector The FCPA prohibits giving of bribery only to foreign public officials; on the other
Wednesday, February 12, 2020
Explore one persons relationship with a public space - Essay Example He attends the national stadium at least once every weekend as part of his leisure activities. The national stadium is a place where crowds of people frequent especially when there are national matches during the sports season. To conduct an interview with Mr. Williamson, I started by creating a rapport with him. After identifying him, I approached him and after a short familiarization, I talked him about the purpose of my interview. I assured him that the interview was meant only for learning purpose and not for any other malicious reason. It is after this assurance that he expressed his willingness to answer my question. The main purpose of my interview was to investigate Mr. WilliamsonÃ¢â¬â¢s relationship with the public space. I intended to know the extent to which he associated with this physical space and the role this adventure played in his life. To obtain more information, I preferred to use open-ended question to give him the freedom give the interview a direction. I leant that the national stadium is one place that he visits more frequent than all other places. For the last years, he had not failed to visit this place for at least once on a weekend. He had strong connection for this place and he expressed that he did not have any plans to stop attending the place. One of the reasons why Williamson likes to visit this place is because he is a strong fan of football. I learnt that football is one WilliamsonÃ¢â¬â¢s favorite hobby and since the stadium offers an opportunity for him to have a live view of the national team playing, he finds it an exciting place to visit. Therefore, his visit there is part of fulfilling his hobby. WilliamsonÃ¢â¬â¢s desire for football started a long time ago when he was still a small child. He described the moments that he spent playing football and his participation in the school team. In the previous company that he had worked, they had a football team and he was one of the
Friday, January 31, 2020
Nike Corporation as a corporate tyrant - Article Example A person reading the authorÃ¢â¬â¢s view that has no knowledge whatsoever of what Nike is all about mind get the erroneous idea that Nike is an evil empire. This essay evaluates Nike Corporation to determine if their practices are hurting or helping workers and other stakeholders. The way the author describes Nike is a bit bias and solely based on some isolated incidents in the past when Nike had true sweetshops in certain locations where they violated the human rights of its workers. These events took place in the late 1990Ã¢â¬â¢s and the company had to pay the consequences of their actions. The bad press associated with these events hurt the companyÃ¢â¬â¢s brand image and corporate sales. Since then Nike Corporation has continued its presence in many developing nations. It is true that Nike pays what would seem to an American citizen like the daily salary of an American citizen in the 1900, but we must consider the reality of the cost of living of many of these developing nations. One US dollar in places like the developing nation of Vietnam can probably provide three meals for an entire family during a day. In the US with a dollar you can buy one hamburger. Nike is also bringing others benefits to the Vietnamese workers and their economy in general. Wo rkers receive benefits such as free or subsidized meals, professional devilment, stability, and educational opportunities. The state benefits when multinational corporations such as Nike penetrate their marketplace from technology transfers, additional taxing revenue, and infrastructure improvements. The article then moves on to describe an alternative perspective of Nike based on the views of Vietnamese citizens. For the author does not agree with the perspective of the Vietnamese people. Despite that fact the author provides a good unbiased description of their feelings and overall perspective about Nike. The average monthly salary of a Vietnamese worker working for Nike is $54 a month.
Thursday, January 23, 2020
Jean Piaget Introduction Now known as one of the trailblazers of developmental psychology, Jean Piaget initially worked in a wide range of fields. Early in his career Piaget studied the human biological processes. These processes intrigued Piaget so much that he began to study the realm of human knowledge. From this study he was determined to uncover the secrets of cognitive growth in humans. Jean PiagetÃ¢â¬â¢s research on the growth of the human mind eventually lead to the formation of the cognitive development theory which consists of three main components: schemes, assimilation and accommodation, and the stage model. The theory is best known for PiagetÃ¢â¬â¢s construction of the discontinuous stage model which was based on his study of children and how the processes and products of their minds develop over time. According to this stage model, there are four levels of cognitive growth: sensorimotor, preoperational, concrete operational, and formal operational. While a substantial amount of psyc hologists presently choose to adhere to the constructs of the information processing approach, PiagetÃ¢â¬â¢s ground breaking cognitive development view is still a valuable asset to the branch of developmental psychology. Whether or not Piaget uncovered any answers to the mysteries of human knowledge is disputable, but one belief that few dispute is that Jean Piaget did indeed lay a strong foundation for future developmental psychologists. Historical Background In 1896 the summer in Switzerland was just an ordinary, uneventful three months. However, during this ordinary and uneventful span of time, a child was born who would become an extraordinary developmental psychologist and fulfill the future with ground breaking events in the field of cognitive psychology. He was the son of an intelligent man and a stern, smart religious woman, and the godchild of respected epistemologist Samuel Cornut. With such scholarly surroundings, there is little surprise that Jean Piaget developed into such an intelligent individual. At age eleven, young Piaget wrote a paper on albino sparrows and got it published. This publishing provided him with the opportunity to meet a man who would turn out to be very influential, Paul Godet, the curator at the local museum. Young Piaget also benefited highly from his prestigious high school in Neuchatel, along with the aforementi... ...they themselves are innovative theoretical components. Impact on Society Jean Piaget was the leaning experimental epistemologist, thanks in some part to Simon and BinetÃ¢â¬â¢s work, but he set the standard that would not be accepted by the ethnocentric Americans until they were desperate during the Cold War and decided to open their eyes and accept his findings. Once they did this, they implemented PiagetÃ¢â¬â¢s theory into many American school systems which would have had a much more beneficial outcome had the powers that be implemented the great manÃ¢â¬â¢s work more carefully. Yet Piaget and his theory have survived and he is labeled as Ã¢â¬Å"the dominant force in shaping the cognitive-field and perceptual-field theories.Ã¢â¬ His theory was strong because he placed intellectual development over the childÃ¢â¬â¢s emotional, social, and moral development because he viewed the intellect as having influence over these other developing entities. In conclusion, Piaget summarized the cognitive development theory best in this statement: Ã¢â¬Å"M y secret ambition is that the hypotheses one could oppose to my own ill finally be seen not to contradict them but to result from a normal process of differentiation.Ã¢â¬
Wednesday, January 15, 2020
How does knowledge management influence innovation and competitiveness? The Authors Alberto Carneiro, Alberto Carneiro is Assistant Professor in the Polytechnic College at the University of Lisbon, Portugal. Abstract Is concerned with human value management, examines the relationships between organizationsÃ¢â¬â¢ competitiveness, innovation advancements, and knowledge management and presents a set of considerations regarding how these relationships affect strategic management and the formulation of competitive strategies. By considering how knowledge development is related with personal characteristics and personal development, this study review attempts to provide useful insights on the linkages between innovation and competitiveness. These considerations point out the importance of knowledge development and the role of knowledge management in order to assure competitiveness. This work proposes also a conceptual model, with special focus on the relationships between knowledge management, competitiveness, and innovation. The major factors are presented and directions for future research are suggested according to the proposed model. Introduction Management is increasingly aware that knowledge resources are essential to the development of their organizations. Nowadays, the knowledge and the information technology (IT) are critical success factors for strategic formulation. Critical success factors refer to those managerial and organizational constructs that need to be effectively addressed in order to further the likelihood of implementation success. Since industry attractiveness depends on those factors, strategies and their implementation should be supported by a set of informational data and a knowledge development process. Knowledge is becoming progressively more useful because management is taking into account the value of creativity, which enables the transformation of one form of knowledge to the next. The perception of the existing relationships among several systems elements leads to new interpretations and this means another knowledge level where a new perceived value is generated. This relationship indicates that the innovation highway depends on the knowledge evolution. On the other hand, all the technologies that are present in the activities of the chain value have to be articulated and assisted by an efficient knowledge level. Some of the knowledge involved in the use and improvement of technologies can be written down in detail in procedures manuals and use instructions. Others are tacitly transmitted and learned through practical knowledge. Moreover, the success of technological modifications needs to be supported by more clarified and enhanced knowledge. With but few exceptions, most firms have had difficulty in developing a viable strategic knowledge system. There are manifold reasons for this, but certainly a major one is the omnibus nature of the sources required. Knowledge may flow into the organization in a continuous but unsystematic manner, probably because the amount of information processing resources varies by level of management activity. The lack of specific system objectives inevitably led to a data bank of enormous magnitude. It is necessary to consider the structure of such a system and to implement it, in accordance with the organizational functions that use information to realize activities and to decide. Considering the need to increase managersÃ¢â¬â¢ concerns, this work sustains that a set of factors is dramatically useful to justify the relationship between innovation process, competitive advancements and a strategic knowledge management (KM). First, it presents a brief review of the relevant literature on the role of knowledge in the management processes. Second, and in a modelization perspective, we will discuss the relationships among these factors to suggest a better way to deal with human value, to improve KM, and to attain a higher level of competencies. Finally, this article discusses the implications of KM on innovation and competitiveness and presents suggestions for future research. Knowledge: an organizational asset What kind of knowledge should organizations develop? Organizations need to use adequate information to check the status of business activities as well as to make informed business decisions (Martin et al. , 1998). According to their tasks, managers must have the adequate information and the ability to analyze and evaluate alternatives in the light of the goal sought. This information comes from different internal and external sources and their credibility is crucial to provide an adequate knowledge (Joyce, 1993). Managers have to consider that the most valuable human attributes should be developed because they are one of the most important assets of many corporations. To do so, they need to adopt a new KM philosophy, based on search of information and innovative efforts. In this philosophy, managers should distinguish between different levels of knowledge. Initially, everybody can be aware of various facts and use data coming from those sources. This means that knowledge is reduced to a basic level, although each individual already has a professional understanding of his/her role in the organization. In the next phase, knowledge tends to specialization. The knowledge level and the fields of specialization will increasingly be taken as standards to measure the companiesÃ¢â¬â¢ value of their assets. However, without being stimulated, it may stay in a static relation within functional areas, although tasks are performed in a qualified manner. If management is interested in knowledge development, it is necessary to consider that knowledge workers should be included in a dynamic process. This process demands the support of motivation, creativity and the ability to improve an intellectual and comprehensive vision of the relationship between the organization and its environment. Management should differentiate these levels, because the core of the decision-making process could be severely damaged if they were intended as similar. In fact, knowledge workers (strategists, engineers, technicians, researchers, etc. ) are able to offer insights in what concerns problems and/or new situations. In an upper level they can also contribute drastically to include more evident values into the companyÃ¢â¬â¢s offering in order to generate the clientÃ¢â¬â¢s preferences. Knowledge workers are the core intellectual competence of many firms. In fact, they dominate their expertise fields and, for example, they know how to optimise the systems software that is relevant to strategic decisions. Knowledge workers create most of the value in some industries. The benefits are immediately visible in some innovative industries, such as software, pharmaceutical, health care, financial services, communications, and consulting. That is, knowledge influences competitiveness. At this moment, it is necessary to underline a question: can knowledge be seen as a specific value for the organization or is management only using the employeesÃ¢â¬â¢ brain capacities in a very innocent manner, because they are human resources? In the past, the returns on investment came predominantly from physical assets like physical products and equipment. Today, knowledge is the main source of another type of assets: intellectual assets. Knowledge levels can be an asset only if they are enhanced and efficiently used. Being so, managers must purposely organize, motivate and control the development of their knowledge workers. These ones are able to provide new solutions in the complex network of organization-client relationships. Owing to technologies, materials, and competitiveness, several industries find themselves in complex scenarios. Knowledge is not the solution, but, in the near future, the intellectual capital will be required to deal with this complexity, and to support innovation and creativity (Brooking, 1996). Usually and specially in the context of dynamic industries, higher knowledge levels live near a frequent dissatisfaction and the capacity of questioning what seems to be already understood. The need of search is one of the consequences. In various industries, the search activities can lead to new products and to innovative processes. Undoubtedly, the increasing complexity of research militates in favor of formal institutions like universities and government laboratories. Nevertheless, if KM is able to stimulate and support their commitment, individual innovators may have an important role in the changing process. Moreover, research activities in the business sector tend to be integrated within manufacturing firms (Mowery, 1983) and they can propose incremental innovation. Considering their missions and strategic objectives, organizations have to define what kind of knowledge will be more important to take care of. Managers should develop the ability to stimulate knowledge workers in order to obtain better effective levels in what concerns the analysis of target markets, technological innovations, and economic trends. Knowledge and information technology Data and information are used for a variety of purposes in organizations, namely for improving the possibility of increasing knowledge potential. Some information is simply data obtained from the database in its initial stage, which is mainly supported by internal documentation and tacit knowledge. Sophisticated or specific information is included in a management information system. Based on various subsystems of information, KM may use many combinations of factors in accordance with the database system and data that are provided by the users (DeSanctis and Gallupe, 1985). In general, firmsÃ¢â¬â¢ search for information can be viewed as part of a process, through which an organization adapts to its external environment in order to survive and to become more competitive. Particularly, organizations look for information about specific activities, such as the purchase of new equipment and launching of new products, to obtain benefits of improved final decisions. Information requirements depend on the nature of each situation and on the need to formulate competitive strategies (Wetherbe, 1991). Building effective information systems is a very important challenge that managers are facing today, but it is necessary to pay attention to the need of comprehensive information systems architecture. A firm and its managers use a variety of approaches to combine, sort, and process the environmental data to produce timely and relevant information for forming, monitoring, evaluating, and modifying strategy. This variety should reach a high integration level in order to be possible to obtain a strategic information system. Knowledge professionals do have a decisive role in this integrative task. Summarizing, aggregating, comparing, or combining various sets of data collected in the environment and from competitors and customers produces other information sets, which are used, for example, to measure performance and report on the financial health of the organization. Knowledge workers are often exposed to incomplete information on new events and modifications, but they also have the option to search for additional information in order to update their knowledge levels (Ozanne et al. 1992; Burke, 1990). KM is also a question of cultural way of operating in the market. To enable this culture to prevail, IT is needed. Nowadays, IT is assuming a decisive role in KM and is one of the most important tools, which is used to decide, to fight competitors, and to catch target markets. In fact, adequate software can capture and distribute to knowledge workers all the useful information the company has stored over t ime. Taking this operation as a training process, knowledge workers can integrate several types of data and try to find new solutions for their problem tasks. This is true because they can use information about clients and competitors, technical databases, decision support systems, management models, successful solutions to competitive situations, and access to specialized sources of knowledge. Understanding, interpretation, and the use of IT may enable a possible competitive advantage to be identified and obtained. These three aspects cannot be done without specific and organized knowledge of the relationships among hardware, software, processes, and required results. In fact, some equipment replaces human command-and-control procedures, but knowledge advances have o be used to optimize this equipment utilization. Knowledge workers have adequate qualifications to communicate the information that is needed. Information sharing is a very usual practice. However, some of them avoid this communication flow, because they are not able to see the organization as a system, where the global objectives should be accepted as a common value. In some organizations, information sharing should be stimulated, because it is one of the most important tools of creativity and, moreover, intellectual assets, unlike physical assets, increase in value with use. Knowledge management: some guidelines Management has to analyze in the right time all the environmental elements because they affect the organization performance. Managers must intend to come to the best solution by selecting the alternative that best satisfies goal achievement. The main role of environmental analysis is to detect, monitor, and analyze those current and potential trends and events that will create opportunities or threats to the organization. A number of companies have developed effective means of learning about their environments and, most importantly, have implemented strategic decision systems which allow them to capitalize on opportunities and to defend themselves against threats. These analyses and systems are based on IT and KM. KM improves the conditions for strategic action by way of appreciating and treating problems and challenges by the company. Strategically, the success of most management decisions depends also on a competitive effort, which includes a deep knowledge of customersÃ¢â¬â¢ attitudes and an adequate analysis of the stronger competitors (Curren et al. 1992). This means that managers must learn: weaknesses, strengths and movements of their direct competitors; and how their customers perceive their products. Finally, all these findings should be integrated into a management information system. Managers should become aware that the great challenge is settled on the efforts to innovate, to exploit te chnological advances, competitorsÃ¢â¬â¢ failures, industry opportunities, and the investment in knowledge processes and knowledge workers. In fact, knowledge and knowledge workers can be interpreted as a companyÃ¢â¬â¢s intellectual capital, and also as a key factor to its sustainable development. According to Kao (1996), some companies are already able to carry out internal knowledge audits in order to quantify the innovative effort for competitive advantage. Most of the times, the intellectual capital is not well recognized and remains largely hidden from the view of financial analysts and executives alike. As a consequence, it is undermanaged. This means that its potential is not entirely used. Top management should focus their attention on these situations because the intellectual capitals of their companies and innovation infrastructure are one of the real sources of future competitiveness (Leonard-Barton, 1995). It is well known that managers have to face uncertainty, that is, they must make decisions under uncertain conditions, often before all the required data are in. Today, managers must be able to embed more knowledge-value in their decisions. Doing so, they will become much more prepared to come out with a new improved and even better alternative before their competitors. Knowledge workers may help in these situations. In fact, they are adequately able to deal with information and present hypotheses and proposals. Therefore, they can have an efficient role in the reduction of uncertainty. This point of view demands new directions of KM. To stimulate the development of creative skills, management should point out some directions to the most important knowledge workers: Ã¢â¬ ¢to be able to define objectives of each task in a systemic network in order to share knowledge and available information with others; Ã¢â¬ ¢to increase the level of individual commitment; Ã¢â¬ ¢to be entirely aware of the amount of resources (equipment, software, materials, assistance) that they are going to need; and Ã¢â¬ ¢to ask for answers, creativity, and innovative solutions. Management needs to show some interest in the intellectual capital, the crucial importance of creativity, the need to sustain a constant flow of innovation, and the new concept of learning organization. Competitiveness and knowledge management Knowledge and the formulation of competitive strategies The success of a strategy depends also on a co-ordinated resources management. Resources may be divided into two groups: physical resources (money, equipment, materials, facilities, and time) and conceptual resources (data, information, and knowledge). Managers have to decide how available resources will be distributed throughout their organizations. In fact, the organizational context calls for or demands certain decisions and results. Being a manner of finding a solution for a problem or formulating a strategy to achieve the objectives previously defined, every decision should be based on: an integrated set of information; the knowledge skills of human resources. In what concerns dynamic organizations, KM is a valuable strategic tool, because it can be a key resource for decision making, mainly for the formulation of alternative strategies. KM should be able to combine innovation efforts, updated IT, and knowledge development in order to achieve a set of capabilities to increase competitiveness. In fact, when this combination is adequately managed, the company can formulate competitive strategies, which integrate innovative products and new technological weapons to face its competitors. Management decision is a very complex process whose evolution integrates several stages. The first step in solving a decision problem is its formulation. In a practical perspective, defining its boundaries and critical components depends on information resources. The analysis of input data needs also a complete and updated understanding of several realities and the capability to find relationships among them. Further, the decisionmaker is able to predict the outcomes because they result from each available alternative. These stages are always based on data, which need to be organized in order to be useful; that is, every management decision must be supported by a set of information because of each situation, the context where it is occurring, and the organization objectives achievement. In a fast-changing environment, the competitive advantage of many companies is based on the decision to exploit, to develop the power of knowledge development. That is why some corporations try to provide opportunities for personal and professional development and are seeing that they should stimulate knowledge development to formulate competitive strategies. To find out and exploit opportunities, companies need to establish the main orientations of KM in order to enlarge their growing possibilities based on innovation and competitiveness. Managers know that it can be disastrous to enter or compete in an industry without being aware of changing critical success factors that define their target markets, since they play a significant role in determining the likelihood of implementation success or failure. If a firm is entirely aware of the vital importance of these factors, management decisions have to consider a complex background where the knowledge of the clientsÃ¢â¬â¢ needs and preferences and the competitorsÃ¢â¬â¢ strategies is decisively important. Practically, this means that a market orientation includes the concept of competitive orientation (Slater and Narver, 1994; Day, 1994, 1990). In this context, a company can decide its competitive advantage as a function of the capability to generate radical change in its processes and technologies and of the flexibility to adapt its resources to the strategic formulation. For example, if an organization decides to become a fast innovator, managers should co-ordinate the ability to formulate a competitive strategy and to build advantages against competitors. This ability depends on the capacity of speeding up creative operations to generate innovations (Page, 1993). These considerations are already known and well accepted, but we need to extract from them the logical consequences. A competitive decision should be based on a wide and quite firm support, which shall integrate the different relationships among several types of knowledge. As a consequence, a comprehensive knowledge is the vital ground where competitiveness should be built. Increasing competitiveness using knowledge benefits According to modern approaches, KM is already considered as a key factor in the organizationÃ¢â¬â¢s performance, because it deals with different resources that can aid decision makers in many ways (Keen, 1991). Managers require complete and updated information and, according to their level of activity, they hope to rely on their knowledge workers. Nevertheless, this hope is useless if these experts are not effectively motivated to deepen continuously their levels of knowledge. Some companies know that the innovation effort and the adoption of new procedures and new technologies may increase competitiveness (Goel and Rich, 1997). This relationship seems to have the following reasons: Ã¢â¬ ¢the innovators can be inventors if they are able to manage research and development function (Gilbert, 1995); Ã¢â¬ ¢knowledge workers can perceive and deal with what target market accepts or expects as value; Ã¢â¬ ¢knowledge development is a fruitful background where incremental innovation may be attempted; Ã¢â¬ ¢if a company can use a knowledge-based competitive edge, it is able to defend itself against the aggressive movements of its competitors. The need for scientific and technical information flow within the firm is well recognised. Knowledge and information derived from data are required for competitive initiatives such as improving customer satisfaction, developing new products and markets, and providing faster response. The link between knowledge and systemic databases should be understood within the context of information resource management (McFadden and Hoffer, 1994). This means that effective decision making requires a rational selection of inter-related data and the possibility of these data being integrated into KM. This orientation can be applied in the strategic planning area, and it presents flexible capabilities. In fact, managers have the possibility of asking for more updated information, using pre-programmed models based on the integrative knowledge of previous situations, considering alternative solutions, and stimulating the construction of innovative proposals. A KM can lead managers to anticipate problems better and to experiment and innovate. Based on a good KM, managers are more able to analyse and evaluate environmental scenarios, and adequate response alternatives in the light of the global objective previously determined (Dutta and King, 1980). At this point, managers can desire to come to the best solution by selecting the alternative that best satisfies the achievement of global objectives. This means that they are deeply concerned with increasing competitiveness. A primary objective of this orientation in modern business organizations is to contribute to greater efficiency in achieving organizational objectives. To assure this contribution, researchers should reinforce their efforts to explore the relationship between the competitiveness optimisation and the KM optimisation, and also the effectiveness of a KM, which has not been entirely clarified. Innovation and knowledge management Can knowledge management support innovation? The innovative efforts include the search for, and the discovery, experimentation, and development of new technologies, new products and/or services, new production processes, and new organizational structures. The consequences of these efforts are sometimes seen as a raw material of information industry. New management philosophies are aware that information is the result of knowledge evolution and that a solid network between intellectual effort and technological innovations is enlarging. The innovative efforts are also the right consequence of the investment in knowledge and knowledge workers. If KM is positively influenced by the search of innovations, the investments in the development of new knowledge may propel companies into new business in more rewarding markets. To achieve better results, innovative efforts have to be strategically combined with a competitive orientation and its consequent movements. This combination depends vitally on the highest level of individual knowledge and on its technological basis. Many companies are taking into account that new technologies and management approaches are changing the traditional perspective of managing intellectual resources. According to some works (Harari, 1994; Nonaka, 1994; West, 1992), the organizations that are able to stimulate and to improve the knowledge of their human capital are much more prepared to face todayÃ¢â¬â¢s rapid changes and to innovate in the domain where they decide to invest and to compete. Managers should recognise that the skills of human resources and the motivation level make possible creative suggestions, different proposals, and research activities to build up innovations. Due to the new insights of KM, a creative knowledge worker can contribute to face the problems that need new kinds of resolution, the situations that demand innovative approaches, and the relationships that can be discovered in the more and more complex markets where companies are operating. In old times, capital was the companyÃ¢â¬â¢s most critical and scarcest resource and human attributes were used to contribute decisively to obtain the return of the companyÃ¢â¬â¢s investment in equipment and plants. Presently, companies are trying to understand and to use a new logic of value, which is founded on its competencies, customersÃ¢â¬â¢ evaluation criteria, and competition. It should be underlined that the knowledge development in the fields of technological innovations, specialisation on business processes, and innovative products is the strongest source of competencies. Moreover, all competitive efforts, which come from competitorsÃ¢â¬â¢ knowledge and innovations, dramatically affect the success of strategies (Gatignon and Robertson, 1993). Innovation should be viewed as a complex process, which involves a set of investment possibilities. In this investment perspective, knowledge has to be considered as a sort of capital. Owing to this reason, its development process is a managerial concern, because it can lead to the launching of a new product. The success of an innovative product is notoriously connected to research activities and changing orientation. On the other hand, these two elements depend on the development of knowledge levels and the innovative efforts of knowledge workers. Knowledge development How to intensify learning involvement One of the most important objectives of a competitive KM should be to increase frequently the different levels of knowledge. Increasing them implies: Ã¢â¬ ¢to straiten the links among the latest advances of IT and the processes of gathering and process information; Ã¢â¬ ¢to motivate knowledge development by recognising its importance in companiesÃ¢â¬â¢ evolution; Ã¢â¬ ¢to promote the acquisition of scientific culture, specially in the fields directly connected with the companyÃ¢â¬â¢s main activities; Ã¢â¬ ¢to invest in theoretical courses and practical training; Ã¢â¬ ¢to intensify an effort to get updating in industry. According to the usual characteristics of all learning and experience curves, the knowledge level may grow exponentially if management is able to stimulate the conditions to learn more and to increase experience. Considering the power of these stimuli, which should be integrated into a global human resources policy, management has to define the adequate procedures to enlarge and to deepen knowledge development. Within a scenario of competitive imperatives of speed and considering the need to innovate constantly, learning will be the essential hedge against the possibility of negative consequences. Organizational learning should be seen as one of the most important responsibilities of top management. In fact, organizations may use the individualsÃ¢â¬â¢ learning activities and learn through them to create an organizational learning system, which provides the possibility of enhancing the capacity to generate new offering proposals (Coopey, 1995; Sinkula, 1994; Senge, 1990). Some authors consider that an organizational learning includes the ability to increase the understanding level from experience through analysis of problems, experimentation of solutions, and evaluation of results (McGill and Slocum, 1994; McGill et al. 1992). OrganizationsÃ¢â¬â¢ development needs to have the support of the positive changes in the education and training of the work force. This means that management should stimulate and organize this changing process. In general, there are two main ways that managers have to consider: 1. (1) updating efforts: scientific and technological knowledge is almost constantly changing and everybody in the organization should be conscious of the state-of-art of their fields of work; 2. 2) knowledge progresses have to be transformed in a more effective effort in order to obtain better production processes and more competitive technological advances. Learning involvement could be defined as a state of energy that a knowledge worker experiences in regard to an effort to increase his/her knowledge level (McQuarrie and Munson, 1987). A knowledge worker who is highly involved in learning is likely to expect more abilities to create and to suggest new ideas. A set of adequate information technologies should be foreseen. In fact, at any time during the learning process, errors or imprecision can occur. To avoid their negative consequences, KM should take into account the reliability of the information sources and also the data accuracy. These factors will affect positively the objectivesÃ¢â¬â¢ achievement. Knowledge development as a strategic management instrument If management has a true strategic orientation, the knowledge development is a systematic, integrated, and planned approach to improve the effectiveness of intellectual capital of an enterprise (Edvinsson and Malone, 1998). It is designed to solve problems that adversely affect operating efficiency at all levels. Knowledge is one of the branches where development movements can occur to help managers in their decision-making process, to create new responses, and to enable a set of competitive reactions and/or pro-active proposals. In the last two decades, we have seen a knowledge explosion and a change of the labour force. In fact, knowledge workers are not directly involved in manual activities, but make up a greater proportion of the labour force than ever before. Many companies try to provide an internal environment for experiential learning in which knowledge workers become more and more involved in solving job-related problems. In a quickly changing environment, the organizationÃ¢â¬â¢s flexibility is one of its key success factors. This flexibility should be strategically combined with knowledge workersÃ¢â¬â¢ adaptability and high-quality standards to obtain two types of competition tools: 1. (1) sustainable advantages against competitors; 2. (2) capability to offer to the target market new alternatives. Knowledge development is a sort of response to changes in the external environment and nternal situations. It can be adapted to solve problems that negatively affect operating efficiency, including the need to replace obsolete products by new ones. In what concerns knowledge development, the improvement of products (incremental innovation) and process innovation (radical innovation) should be integrated. The aim is to improve the horizo ntal flow of information, because this flow is a very important tool to understand the relationship between the organization, its clients and its competitors. To make better decisions, managers have the option to search for more accurate information. One of the most important sources is the knowledge development of their collaborators, because they have been adequately trained to find out what are the new advances of science and technology. Training and motivational measures can be used to leverage professional intellect, but human intellectual capabilities can not be managed as if it was the only goal. In fact, top managers must consider the critical knowledge bases, the intellectual skills, and also the accumulated experience that can be used to increase the organization performance and to support their strategic decisions. Most developments at enterprise level are not possible without changes in education and training of the human resources, namely the intellectual capital. In fact, this capital is focused on innovative effort, on the information about competitors, and on proactive strategic decisions (Prescott and Gibbons, 1993). In many important complex problems there simply are not enough empirical data to provide a basis for complete analysis. Many aspects of a decision process require personal judgement, that is, the presence of updated knowledge workers. The problem-solving capabilities of knowledge workers lie in education background, professional training, creativity, and motivation. Non-routine processes demand for more skilled workers, because innovative solutions should be found and adapted to market needs. Sometimes, an organization needs to assimilate competitorsÃ¢â¬â¢ technologies, to imitate them, and, in a benchmarking perspective, to adapt them in order to obtain specific benefits (reduction of costs, faster capacity to satisfy their market needs). This strategic effort demands a sufficiently motivated intellectual capital. In fact, even people with exceptional talent will not be able to develop potential without the adequate motivation (Twining, 1991). Moreover, knowledge development should include an effort to integrate the intellectual power of the organizationÃ¢â¬â¢s human resources. Skills that are integrated according to a systemic perspective are more effective than a set of disconnected and/or uncoordinated talents. The co-ordination of the various abilities and aptitudes may lead to a learning process with a holistic approach. Being so, knowledge workers can learn more, recall information more accurately and use all their resources to build up innovative solutions. Influence of KM on competitiveness and innovation The influence of KM on management decisions effectiveness should be considered to support and also provide insight into how knowledge workers can contribute to obtain better results. However, management must consider that knowledge is not a simple and unique entity. The commitment to generate new discoveries and a more demanding understanding is not enough. The organizations need to look for the knowledge that is able to add value. Value adding knowledge is very different to an information-mix. This mix can be important, but first it is necessary to find out how the markets perceive the presence of value. These considerations can be taken as a guideline for KM. There are perhaps an unlimited number of factors that can define management attitudes regarding the role of intellectual capital into organizationsÃ¢â¬â¢ life. Some managers evaluate significantly this capital as a very important resource that should be used to obtain adequate profits. Therefore this capital should be constantly improved. As can be seen in Figure 1, a conceptual model of KM is proposed. It emphasises that innovation and competitiveness can be a function of the KM. This model takes into account numerous determinants (determinant factors) of the relationships among various fields. The top portion of the model shows the most common factors that usually define managementÃ¢â¬â¢s attitudes and deals with the following questions: Ã¢â¬ ¢How important is intellectual capital? Ã¢â¬ ¢How does management evaluate knowledge development? Is training one of the important aspects to be planned? Ã¢â¬ ¢Is knowledge considered as a strategic tool? Ã¢â¬ ¢Are managers prepared to motivate knowledge development? Ã¢â¬ ¢Are managers able to stimulate the potential capacities of their knowledge workers? KM has to deal with two domains: 1. (1) personal characteristics of each knowledge worker; 2. (2) factors that affect personal development. The most common factors t hat affect initially the personal characteristics of a knowledge worker are education level, attitudes and values, innovativeness and creativity (Eagly and Chaiken, 1993; Allen et al. 1992; Mayo and Marks, 1990; Bearden et al. , 1986; Hirschman, 1980). Innovativeness is an important factor for supporting innovative efforts and it contributes also to define the personality. However, it is not enough to desire new products or new processes. In fact, an innovation that an enterprise presents into the market may be also due to the creativity of its knowledge workers. Personal development is directly related to professional experience. Any personal experience may be an information source and a learning situation. As a result from a personal or a managerial decision, training courses may contribute to reawaken previously acquired knowledge and to facilitate the access to a higher knowledge level. The development of each knowledge worker has its own dynamics, which is related with personal objectives. The more demanding the objectives are the more the learning efforts should be intensified. Nowadays, learning processes and knowledge updating procedures depend on information technology. Moreover, it has a decisive role on knowledge development because competitive advantage can only be maintained by the use of information for innovation (Huffman et al. 1990). Nowadays, managers have to decide whether they want to obtain better results from their knowledge workers or they prefer to lose the creative power that they possess in their minds and their professional experience. ManagersÃ¢â¬â¢ attention must be focused on personal development. To obtain an effective knowledge level, investment in knowl edge development is needed. Managers should improve their ability to motivate knowledge workers to attain higher knowledge levels, because the arousal of this set of intellectual needs may be caused by external stimuli. Motivations should be intensified, because they should impel knowledge workers to increase their knowledge levels. This movement will be decisive in terms of innovation and can contribute to a stronger competitiveness. Even when no innovation is possible, an improved knowledge of the market and competitors can lead to more competitive movements. The technical capacities of a modern information technology will help this motivational scheme. Companies have to find ways to reach knowledge workersÃ¢â¬â¢ involvement. A personÃ¢â¬â¢s level of involvement plays a role in how much effort is used to learn new subjects or to deepen knowledge. Moreover, this involvement is an adequate condition for information sharing among knowledge workers. Adding IT, creativity and knowledge leads to a particularly potent combination. Managers can obtain impressive results in what concerns the companiesÃ¢â¬â¢ abilities to innovate if they are able to develop the stimulation of innovative proposals through motivational methods and adequate rewards. The same can be said in what concerns key success factors: managers should practice frequently the stimulation of competitive efforts, provided through utilisation of both existing and new technologies. This conceptual model intends to interpret the relationship between KM, innovation, and competitiveness. It may contribute to an integrated understanding of the knowledge development process and its influences into the domains where management efforts should be focused. Conclusions This article intends to provide insights to a better understanding of KM in what concerns the possibility of influencing innovation and competitiveness. Its considerations provide considerable support for the importance of knowledge workers as a decisive contribution to the strategic enhancement. The implications for managers have been underlined. Regarding these implications, some concluding remarks can be made: Ã¢â¬ ¢define methods for measuring the degree of KM effectiveness; Ã¢â¬ ¢develop effective strategies for integrating innovative efforts, professional experience, skills, interactive capacities to create value for a companyÃ¢â¬â¢s competitiveness; Ã¢â¬ ¢determine the means to capture, transfer and leverage knowledge effectively; Ã¢â¬ ¢let KM enter into strategic decisions concerning the profitability of intellectual assets. The suggested model also enables us to extend some of the frameworks for understanding managersÃ¢â¬â¢ evaluation criteria. This extension to traditional models of management strategic decisions is a direct result of the informational complexities in modern organizations. Consequently, these considerations intend to represent an important step forward in unravelling the KM as an efficient support for innovation and competitiveness relationships. Directions for further research Deepening the analysis of managersÃ¢â¬â¢ interest on knowledge is critical to understand how KM can contribute to improve strategiesÃ¢â¬â¢ formulation. Future research should examine the differences among industries, and measure accurately the relative importance of the factors that affect personal characteristics and knowledge development. Because these relations are not fully investigated, we suggest additional studies concerning the industries where knowledge workers have a more defined and important role. Future research on managersÃ¢â¬â¢ attitudes facing the linkages between strategic management and human value may have to examine carefully the role of a KM orientation as an effort to support adequately successful strategies. This discussion contributes to a better understanding of the consequences of a management orientation, which is able to leverage knowledge advances. It is the task of management to improve the types of knowledge that best fit innovative efforts and competitive strategies. If this management orientation is well pursued, the organizations are likely to profit from knowledge development and from their human resources creativity. Figure 1Influence of KM on innovation and competitiveness References Allen, C. T, Machleit, K. A, Kleine, S. S (1992), Ã¢â¬Å"A comparison of attitudes and emotions as predictors of behavior at diverse levels of behavioral experienceÃ¢â¬ , Journal of Consumer Research, Vol. 18 pp. 493-504. Bearden, W. O, Calcich, S. E, Netemeyer, R. G, Teel, J. E (1986), Ã¢â¬Å"An exploratory investigation of consumer innovativeness and interpersonal influencesÃ¢â¬ , in Lutz, R. J (Eds),Advances in Consumer Research, Association for Consumer Research, Provo, UT, Vol. 13. Brooking, A (1996), Intellectual Capital: Core Asset for the Third Millennium Enterprise, International Thomson Business Press, London, . Burke, S. J (1990), Ã¢â¬Å"The effects of missing information on decision strategy selectionÃ¢â¬ , in Goldberg, M. E, Gorn, G. , Pollay, R. W (Eds),Advances in Consumer Research, Association for Consumer Research, Provo, UT, Vol. 17 pp. 250-6. Coopey, J (1995), Ã¢â¬Å"The learning organization, power, politics and ideologyÃ¢â¬ , Management Learning, Vol. 26 No. 2, pp. 193-213. Day, G. S (1990), Market Driven Strategy: Processes for Creating Value, The Free Press,, New York, NY, . DeSanctis, G, Gallupe, B (1985), Ã¢â¬Å"Group decision support systems: a new frontierÃ¢â¬ , Database, pp. 3-9. Dutta, B. K, King, W. R (1980), Ã¢â¬Å"A competitive scenario modelling systemÃ¢â¬ , Management Science, Vol. 26 No. 3, . Eagly, A. H, Chaiken, S (1993), The Psychology of Attitudes, Harcourt Brace Janovich, Chicago, IL, . Edvinsson, L, Malone, M. S (1998), Intellectual Capital: Realizing your CompanyÃ¢â¬â¢s True Value by Finding its Hidden Brainpower, HarperBusiness, New York, NY, . Gilbert, J. T (1995), Ã¢â¬Å"Profiting from innovation: inventors and adoptersÃ¢â¬ , IM, pp. 28-32. [Harari, O (1994), Ã¢â¬Å"The brain-based organizationÃ¢â¬ , Management Review, Vol. 83 No. 6, pp. 57-60. Hirschman, E. C. (1980), Ã¢â¬Å"Consumer modernity, cognitive complexity, creativity and innovativenessÃ¢â¬ , in Bagozzi, R. P (Eds),Marketing in the 80Ã¢â¬â¢s: Changes and Challenges, American Marketing Association, Chicago, IL, pp. 135-9. Huffman, C. D. , Loken, B. , Ward, J (1990), Ã¢â¬Å"Knowledge and context effects on typicality and attitude judgementsÃ¢â¬ , Advances in Consumer Research, Vol. 17 pp. 355-60. Joyce, J (1993), Ã¢â¬Å"The industrial buyerÃ¢â¬â¢s use of information sources: an empirical investigation of source type and topic interrelationshipsÃ¢â¬ , AMA Winter EducatorsÃ¢â¬â¢ Proceedings, pp. 260-5. Kao, J. (1996), Jamming The Art and Discipline of Business Creativity, HarperBusiness, New York, NY. , . Keen, P. W. 1991), Every ManagerÃ¢â¬â¢s Guide to Information Technology, Harvard Business School Press, Boston, MA. , . Leonard-Barton, D. (1995), Wellsprings of Knowledge: Building and Sustaining the Sources of Innovation, Harvard Business School Press, Boston, MA, . Martin, E. W, DeHayes, D. W, Hoffer, J. A. , Perkins, W. C (1998), Managing Information Technology: What Manage rs Need to Know, 3rd ed. , Prentice-Hall, New York, NY, . Mayo, M. A, Marks, L. J. (1990), Ã¢â¬Å"An empirical investigation of a general theory of marketing ethicsÃ¢â¬ , Journal of the Academy of Marketing Science, Vol. 18 pp. 163-71. McFadden, F. R, Hoffer, J. A (1994), Modern Database Management, The Benjamin/Cummings Publishing Company, Inc, Menlo Park, CA. , . McGill, M. E, Slocum, J. W. Jr (1994), The Smarter Organization: How to Build a Business that Learns and Adapts to Marketplace Needs, John Wiley & Sons, New York, NY. , . McGill, M. E, Slocum, J. W. Jr, Lei, D. T. (1992), Ã¢â¬Å"Management practices in learning organizationsÃ¢â¬ , Organizational Dynamics, Vol. 21 No. 1, pp. 5-17. McQuarrie, E. F. , Munson, J. M. (1987), Ã¢â¬Å"The Zaichkowsky personal involvement inventory: modification and extensionÃ¢â¬ , in Wallendorf, M. Anderson, P. F. (Eds),Advances in Consumer Research, Vol. 14 pp. 36-40. Mowery, D (1983), Ã¢â¬Å"The relationships between intrafirm and contractual forms of industrial research in American manufacturing, 1900-1940Ã¢â¬ , Explorations in Economic History, Vol. 20 No. 4, pp. 351-74. Nonaka, I. (1994), Ã¢â¬Å"The dynamic theory of organizational knowledge creationÃ¢â¬ , Organizat ion Science, Vol. 5 No. 1, pp. 14-37. Ozanne, J. L, Brucks, M, Grewal, D (1992), Ã¢â¬Å"A study of information search behavior during the categorization of new productsÃ¢â¬ , Journal of Consumer Research, Vol. 8 pp. 452-63. Page, A (1993), Ã¢â¬Å"Assessing new product development practices and performance: establishing crucial normsÃ¢â¬ , Journal of Product Innovation Management, Vol. 10 pp. 273-90. Prescott, J. E. , Gibbons, P. T (1993), Ã¢â¬Å"Global competitive intelligence: an overviewÃ¢â¬ , in Prescott, J. E, Gibbons, P. T (Eds),Global Perspectives on Competitive Intelligence, Society of Competitive Intelligence Professionals, Alexandra, VA, . Senge, P. M (1990), Ã¢â¬Å"The leaderÃ¢â¬â¢s new workÃ¢â¬ , Sloan Management Review, Vol. 32 No. 1, pp. 7-23. Sinkula, J. M (1994), Ã¢â¬Å"Market information processing and organizational learningÃ¢â¬ , Journal of Marketing, Vol. 58 No. 1, pp. 35-45. Slater, S. F. , Narver, J. C. (1994), Ã¢â¬Å"Does competitive environment moderate the market orientation-performance relationship? Ã¢â¬Å", Journal of Marketing, Vol. 58 pp. 46-55. Twining, J. E (1991), Strategies for Active Learning, Allyn & Bacon,, Needham Heights, MA. , . West, A (1992), Innovation Strategy, Prentice-Hall, Englewood Cliff, NJ, . Wetherbe, J. C (1991), Ã¢â¬Å"Executive information requirements: getting it rightÃ¢â¬ , MIS Quarterly, pp. 51-65.
Tuesday, January 7, 2020
Sample details Pages: 5 Words: 1373 Downloads: 10 Date added: 2019/06/10 Category Literature Essay Level High school Tags: Their Eyes Were Watching God Essay Did you like this example? Zora Neale HurstonÃ¢â¬â¢s takes her audience on a psychological adventure within her novel, Their Eyes Were Watching God. In her narration, the protagonist, Janie Crawford, goes on a transformational heroÃ¢â¬â¢s journey where her innermost thoughts are explored. From being influenced into an arranged marriage to finding the true love of her life, it is through the emotions revealed in JanieÃ¢â¬â¢s internal events that leads her to her ultimate awakening at the end of the novel as she reaches her horizon. DonÃ¢â¬â¢t waste time! Our writers will create an original "Mortality In Their Eyes Were Watching God" essay for you Create order JanieÃ¢â¬â¢s internal conflicts play a significant role on the overall plot of the novel, as the protagonist discovers her own personal voice and strength in a society that is dominated by men and heavily influenced by class. However, throughout the novel Janie struggles with aligning her point of view to her actions except for when her life depends on it. JanieÃ¢â¬â¢s psychological events reveal her mortality; JanieÃ¢â¬â¢s ultimate awakening is developed in the matters of life and death. Hurston depicts JanieÃ¢â¬â¢s quest for love and self empowerment through the use of a flashback as the protagonist shares her story with her best friend, Pheoby Watson. In the start of her memories, JanieÃ¢â¬â¢s viewpoint of love is exposed after her experience under a pear tree blossoms into her ideology of love. One afternoon, Ã¢â¬Å"She saw a dust-bearing bee sink into the sanctum of a bloom; the thousand sister-calyxes arch to meet the love embrace and the ecstatic shiver of the tree from root to tiniest branch creaming in every blossom and frothing with delightÃ¢â¬ ¦ this was a marriage!Ã¢â¬ This encounter with the bees introduces Janie to the display of love and intimacy, as it becomes her expectation of the relationships between her and her future lover. When Janie attempts to act on her change in consciousness with a boy she had once ignored, Johnny Taylor, her Nanny interferes as she has an opposing viewpoint of men. Seeing men as cynical beings, Nanny forces Jani e into an arranged marriage with Logan Killicks as she attempts to strip JannieÃ¢â¬â¢s vision of love. This is the beginning of JannieÃ¢â¬â¢s isolation as she conforms to her NannyÃ¢â¬â¢s wishes, yet with her idea of love engraved in the hidden parts of her mind. Janie marries Logan at NannyÃ¢â¬â¢s house, secretly hoping to find intimacy throughout her new relationship with her husband. However, she is rudely awaken with the reality that marriage does not bring about love. Her isolation becomes her misery. Janie wants absolutely no part in doing the work Logan assigns, like the mule he offers her to help plow the fields. The significance of the mention of the mule becomes a symbolic figure that is referenced in JanieÃ¢â¬â¢s quest of self empowerment. These silent unpredictable creatures further emphasize JanieÃ¢â¬â¢s solitude. Within the isolation of her mind, Janie battles her desire for the horizon with the wishes of her Nanny. However, it is not until Nanny dies that she realizes she must find a form of escapism. She proceeds to emerge into the next chapter of her life with with Joe Starks with , a feeling of sudden newness and change. Even if Joe was not there waiting for her, the change was bound to do her good. As the yearning for the pollen tree was never removed from JannieÃ¢â¬â¢s inner thoughts, her impulse to leave with Joe was due to his appealing idea of Ã¢â¬Å"life beyond.Ã¢â¬ It is evident here that Janie is always conscious of her inner feelings and needs, although what instigates her is questionable as she never truly acted until the death of Nanny. She ventures into a new experience unaware of what it might hold, but certain that her impulse is needed to explore her desire of reaching the horizon that she had only made possible within her inner thoughts. There is room to argue that JanieÃ¢â¬â¢s relationship with Joe serves her nothing but greater oppression with a higher social class. Throughout their marriage, Joe becomes more overbearing as becoming mayor of Eatonville has influenced his sovereignty. It is revealed that Joe created a false image of a better future for Janie, as he forces her to abide by his regulations. For instance, the symbolism within the head rags he forced her to wear express his constraints over JanieÃ¢â¬â¢s femininity, which results in her sacrificing her identity. Although Janie doesnÃ¢â¬â¢t agree with his domination, Ã¢â¬Å"Ah hates disagreement and confusion, so Ah better not talkÃ¢â¬ , such statement creates a dangerous atmosphere as JanieÃ¢â¬â¢s act of conforming to JoeÃ¢â¬â¢s needs questions the power, or even existence, of her own voice. Almost being vanished of her identity, Janie meets death once again as Joe passes away. After twenty long years of marriage, JoeÃ¢â¬â¢s noticeably older age has allowed for another escape route in JanieÃ¢â¬â¢s attempt at reaching the horizon. Janie begins to comprehend that her voice can still be formed. This leads to Janie confronting Joe on his deathbed and letting out all the frustration she has been holding in her internal thoughts including his: self righteousness, selfishness, and lack of love. In his last moments, Joe wishes death upon Janie, which is ultimately ironic seeing that although death is surrounded by a negative connotation, it has proven to be JanieÃ¢â¬â¢s only tool to reshape her life. Living free as a widow, it isnÃ¢â¬â¢t too long before the protagonist finds herself with another man. Tea Cake becomes JannieÃ¢â¬â¢s true love, the only man that was able to make her feel again after her ordeal with Johnny. This young man has a contrasting viewpoint of gender roles when compared to JanieÃ¢â¬â¢s past relations. It is because of such beliefs that Tea Cake begins earning the trust of not only Janie, but the audience. By building a loving and caring foundation with Janie, the young man influences her perception of life as she is given the opportunity to express her internal thoughts. However, this warm atmosphere is soon demolished after Tea Cake asserts his dominance. The thematic continuation of a male-female relationship in the novel reveals the submission of women. By objectifying women, Ã¢â¬Å"Being able to whip her reassured him in possessionÃ¢â¬ , Tea Cake returns Janie into silence. Yet, this silence has proven to be profound, as the voice lingering within her mind has been shown to be JanieÃ¢â¬â¢s strength in a time where her own internal values arenÃ¢â¬â¢t respected. Holding onto such strength, is essential for Janie overcoming her horizon. When a hurricane threatens and defeats Janie and Tea Cake, the young man sacrifices himself and is bitten by a rabid dog after being stuck in an intense flood. Alluding to NoahÃ¢â¬â¢s Ark in the bible, a flood of this magnitude signifies rebirth and reconstruction. For Janie, this was the ultimate start of transforming into a new persona; reaching the horizon she so deeply desired. After Tea Cake was infected by the deadly virus from the dog, he became mad and lost all of the appealing qualities Janie was in love with. Under the suppression of a man, with the guide of no one else, when presented with death one final time Janie chose and valued her own life and could no longer be silenced. Pulling the trigger that ultimately leads to the death of her lover, Janie has finally escaped her internal conflicts by finally acting upon her viewpoints. Throughout the entirety of the novel, whether married to Logan, Joe, or even Tea Cake, Janie struggled immensely with finding her voice. The protagonist yearned for a future where she could no longer be suppressed by the men in her life and find true love within herself; her own personal horizon. Death brings Janie closer and closer to reaching such a dream, however, it isnÃ¢â¬â¢t until Janie understands the true value of her voice that she can escape her unhealthy relationships. Overall deepening her understanding of mortality, JanieÃ¢â¬â¢s powerful transformation provides a new outlook on death; through its lasting affect, death ventures into new beginnings that can rid an individual of fear as it pushes them into a future where they embrace each moment as their own.