Critical Analysis Paper Essay Example | Topics and Well Written Essays - 1250 words

Basic Analysis Paper - Essay Example This show is publicized in ABS-CBN, one of the realized TV stations in the Philippines. This is a satire show where all characters are kids age 5-12 who have every one of their folks agree to work for the TV. Bulilit in the Philippines implies little. This is the motivation behind why simply hearing the title, one can get a thought that the throws are kids. What makes this not the same as the typical youngsters channels or show is that, the kids, given the content, are made to mimic adults by wearing corporate and business clothing to depict the conduct of an ordinary working individual in that specific nation. It ought to be comprehended that doing this exploration, I have viewed at any rate five scenes, four of which are under my perception. The show then again has been running on Philippine TV for over a year as of now and since it is exceptionally disparaged by kids and the youthful on a basic level, it proceeds with its parody demonstrations through the children who assume a huge job in getting a top rating for the show. Not at all like other kids' shows, the characters are made to be wise as they have to accept the jobs of various authorities who are notable in the nation. Now and again, they emulate celebrated lawmakers, entertainers or on-screen characters to ridicule them in a gentle manner. One of the most loved characters of this show is President Gloria Macapagal herself, the leader of the Philippines. So this is the main show that has all the guts to ridicule the President. It has not made any issue for the way that the children are the ones doing it. Had it been any genuine grown-up character, unit could have emitted to a major issue as of now. Returning to the very subject of my paper, there was one scene where four characters were set in one smaller than usual house. It was a picture of one family with a mother, a dad, and two children. The objective is for the dad to encourage his child to concentrate progressively like his sister. Father: Son, why not get your work done now rather than playingcomputer games. Attempt to resemble your sister. Child: What do you mean I ought to resemble my sister So I will be playingBarbie dolls at that point The focal point of the discussion is to tell the crowd that the dad, having said those words, it has made an alternate importance to his child. It seemed like the dad needed his child to be a young lady like his sister, which ought to be the clever piece of the content. In any case, that isn't the purpose of my contention. The point there is that young men have the generalization and are considered as dependent on computer games. This, as indicated by Lemish is only one of the discoveries in her article Gendered Content of Interests. As indicated by her, young men are known to be attached to playing PC games and tend to be innovation aficionados. The young ladies then again, they have their consideration concentrated on understanding books and magazines. This is the motivation behind why guardians allude to their young ladies as contemplative contrasted with young men in view of the referenced inclination. (Boville and Livingstone, page 268). Let me attempt to delineate another circumstance from another scene taken still from Going Bulilit. In one specific scene, in

How Life Was Growing Up Essay

Being the most youthful kin of three has consistently been difficult for me. I was the main young lady and growing up with my two siblings has consistently had its ruins. I not just must be around my siblings consistently, I was additionally encircled by such a large number of male cousins. In all honesty, I can tally what number of female cousins I have in one hand. It is a genuine disgrace what a young lady needed to do just to be part of the gang. I was seven years of age at that point I despite everything recall what happened like yesterday was simply. For the late spring break my siblings and I alongside our cousins remained with our grandparents. My grandparents own sections of land and sections of land of land in the Philippines. Step by step we didn't do anything yet go around the field, handled one another, frightened away the creatures, and climbed trees. One summer day, we were playing tag and two of my cousins referenced that they were getting exhausted. We at that point began playing truth or dare. Everything was going easily until I was set out to climb the most elevated tree my grandparents had. I was set out to climb the tree to picked organic products for everybody. Without pondering it, I climbed the tree so quick with certainty I thought I was a super young lady. In any case, what they didn't know was I was frightened of statures. I was attempting my best to shroud my dread, however as I looked down the ground, I began shouting for help. I viewed my cousins alongside my siblings giggled so hard scarcely any tears were descending the side of their eyes. I at that point began shouting out for help. In the long run one of my siblings acted the hero. Anyway as I was going down, one of my feet slipped. As I took a stab at taking hold of something for help, my life flashed before my eyes. As I was falling, only handle for air was the main sound you could hear. I fell onto the ground twelve feet high and crack my lower arm. It has been a long time since the occurrence occurred. Until this day, the memory of how I broke my arm despite everything lives on through social occasion with my families. As a grown-up, we despite everything will in general settle on senseless choice just to fit in. Regardless of whether it is accomplished busy working, around new individuals, around parents in law, and even around your own family, impressions are still a lot for each and every person. Regardless of how youthful or old you might be, senseless activities will undoubtedly occur.

Chess Principles that Make You a Better Corporate Strategist

Chess Principles that Make You a Better Corporate Strategist Modern chess tournaments have been around since 1851. The game of strategy has roots that trace back to the earliest days of India and has spread around the globe, gaining a reputation for being a ‘thinker’s game’. Considered a game that combines attack and strategy, chess boards can be found tucked in the corner of an executive’s office, on tables in the park and in school classrooms all over the world. It transcends nationalities and gender and is enjoyed by young and old. Can this beloved game be more than a simple board game? Is there a parallel between chess and business that can be explored and investigated? What is it about the game of chess that attracts so many entrepreneurs to the board? © Shutterstock.com | OrlaThis article will look at the components of the chess principles that can make you a better corporate strategist. It will look at 1) the parallels between chess and business, 2) the main principles from chess that can be applied to business, 3) lessons from World Chess champions for becoming successful entrepreneurs, and 4) examples of chess strategies in business.PARALLELS BETWEEN CHESS AND BUSINESSPerhaps you’ve seen a chess game â€" either live or on television. They are typically very dignified events with players patiently waiting their turn, calmly stopping the clock to signify the end of their move. Each player fervently studies the board, anticipating their next move, running through potential scenarios in their head. This can be a far cry from the business world, where competitors attack simultaneously from all sides, the internal struggles of a company can have an effect and a host of other elements which can all be put into play at the same time . However, the parallels between chess and business are clearly evident. Companies put chess principles into action on a regular basis, often without even realizing that they are strategically positioning their pieces in a series of moves that have been utilized multiple times through the years.When considering the parallels between what happens on a chess board and what happens in a board room, there are some elements that these two environments have in common. The game of chess is about war. Specifically, it is about protecting a prized piece, and engaging in war with the opponent who wishes to defeat you. There are differing strategies for both offensive and defensive play, and the wise chess player will have experience with both. Corporate strategy is much the same: protecting something of value (the company) and engaging in war with the opponent who wishes to win. The business person who can successfully navigate offensive and defensive tactics will be an asset to a company in the game of business.Chess requires careful planning, time management, and the motivation to act.Why You NEED to Play Chess Dr. Donna Thomas-Rodgers | Speaker | Business Expert MAIN PRINCIPLES FROM CHESS THAT CAN BE APPLIED IN BUSINESSKnow the aim of the gamePerhaps one of the most important principles one can take from the game of chess is to know the aim of the game. A beginning chess player who is struggling with the fundamentals of the game will be easily defeated by the more experienced, practiced player. Understanding the main goal of the game is imperative for any player who wishes to be competitive. The goal of chess is to protect the king, while trying to eliminate the other player’s king. By trapping the king in a ‘checkmate’, the king is rendered useless and the game is over. In other words, the aim of the game is to decimate your opponent’s army and vanquish the king. Decimate and dominate, as quickly as possible.It is equally important to understand the aim of the business to remain competitive. Is the company’s aim to sell more products than a competitor? To provide outstanding customer service? No matter what the ‘business’ of the business is, it is essential to understand the goal of the company. Everything else that is done must be approached from the perspective of reaching that goal. The company that is competitive must understand that their competitors are out to win. By engaging in a war with another company for market share, the goal must be to win.Plan before making a moveWith the end goal in mind (protecting the king), the chess player can begin to plan moves and potential responses to that move. Many chess players memorize opening moves to start the game, setting up a series of events that they can deal with easily. The successful chess player can foresee moves several turns ahead, which will allow for easily planning successive moves and strategies.A similar approach must be taken in business. Before jumping into busine ss practices and plans, the successful entrepreneur will take the time to plan, not only for their immediate moves, but for the next few moves they will need to make as well.Manage time and resources wiselyIt is a reality of the game: the pieces are engaged in a war, and some pieces will be lost. It is expected â€" after all, if no one ever took out their opponent’s pieces, not much would happen on the game board. Through poorly planned moves, better strategy by the opponent or a strategic sacrifice, not all pieces will make it through the entire game. Within the game, the execution of a move that is not well thought out can be taken advantage of by the opponent. A well-played countermove can completely change the face of the game, and move a player from the offensive to the defensive. Similarly, a well-planned sacrifice can give a player the advantage in a few moves. These small sacrifices can mean the difference between winning and losing in a chess game.The business world is re markably similar. Companies who wish to succeed may find themselves in a position of sacrifice, in order to gain a better market share or position down the road. This can be seen in a company who spends capital on equipment with the expectation that business will pick up and they will need to be prepared. It can also been seen in a company that re-invents itself through staff cuts and organizational changes in order to remain competitive in the market. Sacrificing a few key pieces can lead to a greater reward later.Use all the available piecesThere is a temptation among novice chess players to immediately begin moving the king and queen around the board. While the player may be exhibiting a clear understanding of the goal of the game, the process of protecting the king and queen may be hazy. The young player must learn to maximize the availability of all of the pieces on the board and use that availability to an advantage. By using all of the pieces available, the king can be adequa tely protected and the other pieces are allowed to manage the elimination of the opponent’s pieces.Players often forget that the entire board can be utilized in the game, and concentrate on the central corridor of the board. Looking for ways that the entire board can be used to engage with the competition is crucial. It not only expands the playing field, it provides additional opportunities for overtaking the opponent, as well as spreading out the other player’s resources. This can be an asset when attempting to make a run for the king.Likewise, in a business setting, it can be tempting to focus on a few key areas. This can be seen in the company who pins their hopes and dreams on the shoulders of a ‘star employee’, or the company that bases their success on one product or line. While these methods may occasionally work, over time they have proven to be largely unsuccessful. Using the skills and abilities of all of the ‘players’ or employees, the company can establish a pattern of working towards success where everyone is involved. This creates an environment that thrives on teamwork and cooperation, helping to push the company farther than it could go with just a few individuals.Similarly, by expanding the available products and services offered, the business can challenge an opponent on several fronts, increasing the probability of success.Keep an eye on the clockWhile not utilized in every game, in tournament play the player is racing against the clock to make a move. At the end of their move, the player must tap the timer to signal that they have completed their move. Disciplined players know that they have a limited amount of time to act, and are prepared to make decisive moves. The inexperienced player will spend their time thinking about potential moves and may waste their move, frozen with indecision about which move is best. To prevent this, experienced players have prepared (often for months or even years) and have memorized potential mo ves and strategies. They can recall, at a moment’s notice, if need be, the move that they need to make.Business practices also require strategic thinking and planning, balanced with the ability to make quick decisions as necessary. While not every decision must be made on the spur of the moment, there are always situations that require action due to external forces. By preparing in advance for potential situations, the entrepreneur can make decisions which appear to be quick, but are in reality the result of months of studying and preparation. Conversely, business leaders must also know when to take the available time to consider options before making rash decisions. Even when an immediate decision appears to be the best option, further evaluation may reveal an alternative that ultimately is better.Know your opponentChess is a game of strategy and skill. As a game between two players, face to face, it is also a psychological game that involves knowing an opponent’s body language , temperament and strategy. Underestimating an opponent can result in defeat, simply because of the psychological advantage the opponent had. Luring an opponent into playing a different style of game, exhibiting unease or hesitancy through pauses or hesitant moves can all be part of the strategy an opponent undertakes during a game. Being prepared for the type of game that an opponent is likely to play will help in getting ready for the game, as well as increase the odds of a victory.The same strategy must be applied in the business world. Knowing the competition is vital to being competitive in the marketplace. Understanding the moves and motivations of an opponent, as well as being able to counter any possible moves that are made will ensure that the competitor is not able to gain an advantage. In addition, by studying an opponent’s strategy, there is opportunity for finding ways to outwit the competition and make inroads into winning the game.Finding the balanceThere is a balan ce in chess between analysis and intuition. Even with months and years of preparation and study, there is a human element that cannot be foreseen. The player must have a keen sense of intuition to not only predict what moves the competitor will make, but to react appropriately, regardless of the move made. Chess is an infinite game, with literally millions of potential moves available. It is impossible to know and plan for every contingency all the time. With so much preparation work, there is still a moment in the game when the player must simply move based on their intuition. Whether it is to predict an upcoming move, or to make an offensive move based on a perceived weakness, the player will ultimately be playing with their gut.Once a player learns to find the balance between skill and intuition, their game ability generally improves. Some of the greatest minds in chess have found great success during the times when they went with their feeling instead of their skill.Entrepreneur s must find the same balance. There is no replacement for the ability to rely on sheer instinct. In the business world, this is often referred to as thinking outside the box, and is often the source of great creativity and achievement. Successful marketing campaigns, surprise products and other by-products of intuition can be the difference between winning and losing.Ten Things Business Can Learn From Chess LESSONS FROM WORLD CHESS CHAMPIONS FOR BECOMING SUCCESSFUL ENTREPRENEURS © Wikimedia commons | David.MonniauxGarry Kasparov: One of the youngest World Chess champions, Kasparov claimed the title at age 22 and is considered one of the most accomplished players of all time.Chess is a battleground. The game of chess is not a nice, quiet game. It is about demolishing the enemy, according to Kasparov, and should not be played any other way. Business, therefore, must also be considered a fight to the end.Make yourself comfortable in enemy territory. By convincing a competitor that you are comfortable on their ground, you may be able to trick them into making a move into your territory. This can only happen if you have practiced working in the enemy’s holdings. Familiarize yourself with the enemy and then make plans to take over. © Flickr | Heisenberg MediaPeter Thiel: One of the early investors in Facebook and the founder of Paypal, Peter Thiel has history as a chess master.Know the value of the pieces. Each piece in a chess game has a specific value. By knowing the value, it is easier to make decisions about game strategy and placement. Similarly, knowing the value of employees and other associates, it can be easier to make business decisions regarding job responsibilities and more.Understand how the pieces work together. According to Thiel, there are two types of players in every setting: nerds and athletes. Nerds tend to be the thinkers who avoid conflict, while athletes make every situation into a competition. In Thiel’s opinion, each company needs both to be balanced and successful.Justin Moore: Child chess prodigy, Justin Moore was ranked in the top 20 youth chess players in the United States by the time he was a teenager. Moore is now CEO of Axcient, a cloud services provider.Relentless focus. Acco rding to Moore, too many companies lose sight of their goal and get sidetracked into reactionary activities. As a chess player, Moore understands the value in planning an endgame, and explains that businesses must model the same behavior. By not being waylaid by the activities of a competitor, it is easier to remain focused on the ultimate goal of the company.Recognize Patterns. Observing the repeated methods of an opponent can give an indicator of what their next possible move may be. The same principle applies in business: by observing the patterns of business, the entrepreneur can make predictions of what the market will do and act accordingly. In addition, adjustments can be made as necessary to improve and expand business activities.EXAMPLE OF CHESS STRATEGIES IN BUSINESSWhen Japan first began to introduce their cars to the world, they were facing the automotive giants of the United States. The early 1970’s were a time of innovation and change, and the market was ready for an alternative automobile manufacturer. Knowing that there was no way to dominate the American market through profit, Japanese car makers launched an attack straight from a chess player’s manual.Utilizing the strategies of having multiple advantages as well as the willingness to sacrifice, the Japanese were content to sacrifice profits in order to gain market share. They introduced their cheaper, energy-efficient cars to the market and waited. The American public, fed up with rising gas prices and more expensive cars, began to buy the Japanese cars. As the American car companies caught on and began to offer a cheaper car of their own, it was too late â€" the Japanese cars had flooded the market. They have continued to hold a large portion of consumer business in the United States car industry ever since.Companies that failed to use strategic thinking and planning are a reminder to other business leaders to employ chess techniques in their industry. One has to only think back a decad e to remember the photography industry giant Kodak. Failing to plan ahead for the competition’s move, Kodak found itself outflanked and outplayed with the introduction of digital photography. Unprepared to counterattack, Kodak has struggled to regain even a small footing within the camera marketplace.Sitting down to play a simple game of chess can be an enjoyable way to spend an afternoon. The deceptively pleasant game can bring important lessons into corporate board rooms, a fact that may have executives inviting people to ‘play a quick game of chess’ before heading into negotiations. Applying chess principles into corporate strategies can not only improve the overall strategy, it provides insight into the competition and provides methods for winning in the corporate game.Business Strategy is as Difficult as Chess[slideshare id=1609006doc=businessislikechess-090619095126-phpapp01w=640h=330] Image credit:  Flickr | Heisenberg Media under Attribution 2.0 Generic, Wikimedia commons | David.Monniaux under   Attribution-Share Alike 3.0 Unported.

Chess Principles that Make You a Better Corporate Strategist

Chess Principles that Make You a Better Corporate Strategist Modern chess tournaments have been around since 1851. The game of strategy has roots that trace back to the earliest days of India and has spread around the globe, gaining a reputation for being a ‘thinker’s game’. Considered a game that combines attack and strategy, chess boards can be found tucked in the corner of an executive’s office, on tables in the park and in school classrooms all over the world. It transcends nationalities and gender and is enjoyed by young and old. Can this beloved game be more than a simple board game? Is there a parallel between chess and business that can be explored and investigated? What is it about the game of chess that attracts so many entrepreneurs to the board? © Shutterstock.com | OrlaThis article will look at the components of the chess principles that can make you a better corporate strategist. It will look at 1) the parallels between chess and business, 2) the main principles from chess that can be applied to business, 3) lessons from World Chess champions for becoming successful entrepreneurs, and 4) examples of chess strategies in business.PARALLELS BETWEEN CHESS AND BUSINESSPerhaps you’ve seen a chess game â€" either live or on television. They are typically very dignified events with players patiently waiting their turn, calmly stopping the clock to signify the end of their move. Each player fervently studies the board, anticipating their next move, running through potential scenarios in their head. This can be a far cry from the business world, where competitors attack simultaneously from all sides, the internal struggles of a company can have an effect and a host of other elements which can all be put into play at the same time . However, the parallels between chess and business are clearly evident. Companies put chess principles into action on a regular basis, often without even realizing that they are strategically positioning their pieces in a series of moves that have been utilized multiple times through the years.When considering the parallels between what happens on a chess board and what happens in a board room, there are some elements that these two environments have in common. The game of chess is about war. Specifically, it is about protecting a prized piece, and engaging in war with the opponent who wishes to defeat you. There are differing strategies for both offensive and defensive play, and the wise chess player will have experience with both. Corporate strategy is much the same: protecting something of value (the company) and engaging in war with the opponent who wishes to win. The business person who can successfully navigate offensive and defensive tactics will be an asset to a company in the game of business.Chess requires careful planning, time management, and the motivation to act.Why You NEED to Play Chess Dr. Donna Thomas-Rodgers | Speaker | Business Expert MAIN PRINCIPLES FROM CHESS THAT CAN BE APPLIED IN BUSINESSKnow the aim of the gamePerhaps one of the most important principles one can take from the game of chess is to know the aim of the game. A beginning chess player who is struggling with the fundamentals of the game will be easily defeated by the more experienced, practiced player. Understanding the main goal of the game is imperative for any player who wishes to be competitive. The goal of chess is to protect the king, while trying to eliminate the other player’s king. By trapping the king in a ‘checkmate’, the king is rendered useless and the game is over. In other words, the aim of the game is to decimate your opponent’s army and vanquish the king. Decimate and dominate, as quickly as possible.It is equally important to understand the aim of the business to remain competitive. Is the company’s aim to sell more products than a competitor? To provide outstanding customer service? No matter what the ‘business’ of the business is, it is essential to understand the goal of the company. Everything else that is done must be approached from the perspective of reaching that goal. The company that is competitive must understand that their competitors are out to win. By engaging in a war with another company for market share, the goal must be to win.Plan before making a moveWith the end goal in mind (protecting the king), the chess player can begin to plan moves and potential responses to that move. Many chess players memorize opening moves to start the game, setting up a series of events that they can deal with easily. The successful chess player can foresee moves several turns ahead, which will allow for easily planning successive moves and strategies.A similar approach must be taken in business. Before jumping into busine ss practices and plans, the successful entrepreneur will take the time to plan, not only for their immediate moves, but for the next few moves they will need to make as well.Manage time and resources wiselyIt is a reality of the game: the pieces are engaged in a war, and some pieces will be lost. It is expected â€" after all, if no one ever took out their opponent’s pieces, not much would happen on the game board. Through poorly planned moves, better strategy by the opponent or a strategic sacrifice, not all pieces will make it through the entire game. Within the game, the execution of a move that is not well thought out can be taken advantage of by the opponent. A well-played countermove can completely change the face of the game, and move a player from the offensive to the defensive. Similarly, a well-planned sacrifice can give a player the advantage in a few moves. These small sacrifices can mean the difference between winning and losing in a chess game.The business world is re markably similar. Companies who wish to succeed may find themselves in a position of sacrifice, in order to gain a better market share or position down the road. This can be seen in a company who spends capital on equipment with the expectation that business will pick up and they will need to be prepared. It can also been seen in a company that re-invents itself through staff cuts and organizational changes in order to remain competitive in the market. Sacrificing a few key pieces can lead to a greater reward later.Use all the available piecesThere is a temptation among novice chess players to immediately begin moving the king and queen around the board. While the player may be exhibiting a clear understanding of the goal of the game, the process of protecting the king and queen may be hazy. The young player must learn to maximize the availability of all of the pieces on the board and use that availability to an advantage. By using all of the pieces available, the king can be adequa tely protected and the other pieces are allowed to manage the elimination of the opponent’s pieces.Players often forget that the entire board can be utilized in the game, and concentrate on the central corridor of the board. Looking for ways that the entire board can be used to engage with the competition is crucial. It not only expands the playing field, it provides additional opportunities for overtaking the opponent, as well as spreading out the other player’s resources. This can be an asset when attempting to make a run for the king.Likewise, in a business setting, it can be tempting to focus on a few key areas. This can be seen in the company who pins their hopes and dreams on the shoulders of a ‘star employee’, or the company that bases their success on one product or line. While these methods may occasionally work, over time they have proven to be largely unsuccessful. Using the skills and abilities of all of the ‘players’ or employees, the company can establish a pattern of working towards success where everyone is involved. This creates an environment that thrives on teamwork and cooperation, helping to push the company farther than it could go with just a few individuals.Similarly, by expanding the available products and services offered, the business can challenge an opponent on several fronts, increasing the probability of success.Keep an eye on the clockWhile not utilized in every game, in tournament play the player is racing against the clock to make a move. At the end of their move, the player must tap the timer to signal that they have completed their move. Disciplined players know that they have a limited amount of time to act, and are prepared to make decisive moves. The inexperienced player will spend their time thinking about potential moves and may waste their move, frozen with indecision about which move is best. To prevent this, experienced players have prepared (often for months or even years) and have memorized potential mo ves and strategies. They can recall, at a moment’s notice, if need be, the move that they need to make.Business practices also require strategic thinking and planning, balanced with the ability to make quick decisions as necessary. While not every decision must be made on the spur of the moment, there are always situations that require action due to external forces. By preparing in advance for potential situations, the entrepreneur can make decisions which appear to be quick, but are in reality the result of months of studying and preparation. Conversely, business leaders must also know when to take the available time to consider options before making rash decisions. Even when an immediate decision appears to be the best option, further evaluation may reveal an alternative that ultimately is better.Know your opponentChess is a game of strategy and skill. As a game between two players, face to face, it is also a psychological game that involves knowing an opponent’s body language , temperament and strategy. Underestimating an opponent can result in defeat, simply because of the psychological advantage the opponent had. Luring an opponent into playing a different style of game, exhibiting unease or hesitancy through pauses or hesitant moves can all be part of the strategy an opponent undertakes during a game. Being prepared for the type of game that an opponent is likely to play will help in getting ready for the game, as well as increase the odds of a victory.The same strategy must be applied in the business world. Knowing the competition is vital to being competitive in the marketplace. Understanding the moves and motivations of an opponent, as well as being able to counter any possible moves that are made will ensure that the competitor is not able to gain an advantage. In addition, by studying an opponent’s strategy, there is opportunity for finding ways to outwit the competition and make inroads into winning the game.Finding the balanceThere is a balan ce in chess between analysis and intuition. Even with months and years of preparation and study, there is a human element that cannot be foreseen. The player must have a keen sense of intuition to not only predict what moves the competitor will make, but to react appropriately, regardless of the move made. Chess is an infinite game, with literally millions of potential moves available. It is impossible to know and plan for every contingency all the time. With so much preparation work, there is still a moment in the game when the player must simply move based on their intuition. Whether it is to predict an upcoming move, or to make an offensive move based on a perceived weakness, the player will ultimately be playing with their gut.Once a player learns to find the balance between skill and intuition, their game ability generally improves. Some of the greatest minds in chess have found great success during the times when they went with their feeling instead of their skill.Entrepreneur s must find the same balance. There is no replacement for the ability to rely on sheer instinct. In the business world, this is often referred to as thinking outside the box, and is often the source of great creativity and achievement. Successful marketing campaigns, surprise products and other by-products of intuition can be the difference between winning and losing.Ten Things Business Can Learn From Chess LESSONS FROM WORLD CHESS CHAMPIONS FOR BECOMING SUCCESSFUL ENTREPRENEURS © Wikimedia commons | David.MonniauxGarry Kasparov: One of the youngest World Chess champions, Kasparov claimed the title at age 22 and is considered one of the most accomplished players of all time.Chess is a battleground. The game of chess is not a nice, quiet game. It is about demolishing the enemy, according to Kasparov, and should not be played any other way. Business, therefore, must also be considered a fight to the end.Make yourself comfortable in enemy territory. By convincing a competitor that you are comfortable on their ground, you may be able to trick them into making a move into your territory. This can only happen if you have practiced working in the enemy’s holdings. Familiarize yourself with the enemy and then make plans to take over. © Flickr | Heisenberg MediaPeter Thiel: One of the early investors in Facebook and the founder of Paypal, Peter Thiel has history as a chess master.Know the value of the pieces. Each piece in a chess game has a specific value. By knowing the value, it is easier to make decisions about game strategy and placement. Similarly, knowing the value of employees and other associates, it can be easier to make business decisions regarding job responsibilities and more.Understand how the pieces work together. According to Thiel, there are two types of players in every setting: nerds and athletes. Nerds tend to be the thinkers who avoid conflict, while athletes make every situation into a competition. In Thiel’s opinion, each company needs both to be balanced and successful.Justin Moore: Child chess prodigy, Justin Moore was ranked in the top 20 youth chess players in the United States by the time he was a teenager. Moore is now CEO of Axcient, a cloud services provider.Relentless focus. Acco rding to Moore, too many companies lose sight of their goal and get sidetracked into reactionary activities. As a chess player, Moore understands the value in planning an endgame, and explains that businesses must model the same behavior. By not being waylaid by the activities of a competitor, it is easier to remain focused on the ultimate goal of the company.Recognize Patterns. Observing the repeated methods of an opponent can give an indicator of what their next possible move may be. The same principle applies in business: by observing the patterns of business, the entrepreneur can make predictions of what the market will do and act accordingly. In addition, adjustments can be made as necessary to improve and expand business activities.EXAMPLE OF CHESS STRATEGIES IN BUSINESSWhen Japan first began to introduce their cars to the world, they were facing the automotive giants of the United States. The early 1970’s were a time of innovation and change, and the market was ready for an alternative automobile manufacturer. Knowing that there was no way to dominate the American market through profit, Japanese car makers launched an attack straight from a chess player’s manual.Utilizing the strategies of having multiple advantages as well as the willingness to sacrifice, the Japanese were content to sacrifice profits in order to gain market share. They introduced their cheaper, energy-efficient cars to the market and waited. The American public, fed up with rising gas prices and more expensive cars, began to buy the Japanese cars. As the American car companies caught on and began to offer a cheaper car of their own, it was too late â€" the Japanese cars had flooded the market. They have continued to hold a large portion of consumer business in the United States car industry ever since.Companies that failed to use strategic thinking and planning are a reminder to other business leaders to employ chess techniques in their industry. One has to only think back a decad e to remember the photography industry giant Kodak. Failing to plan ahead for the competition’s move, Kodak found itself outflanked and outplayed with the introduction of digital photography. Unprepared to counterattack, Kodak has struggled to regain even a small footing within the camera marketplace.Sitting down to play a simple game of chess can be an enjoyable way to spend an afternoon. The deceptively pleasant game can bring important lessons into corporate board rooms, a fact that may have executives inviting people to ‘play a quick game of chess’ before heading into negotiations. Applying chess principles into corporate strategies can not only improve the overall strategy, it provides insight into the competition and provides methods for winning in the corporate game.Business Strategy is as Difficult as Chess[slideshare id=1609006doc=businessislikechess-090619095126-phpapp01w=640h=330] Image credit:  Flickr | Heisenberg Media under Attribution 2.0 Generic, Wikimedia commons | David.Monniaux under   Attribution-Share Alike 3.0 Unported.

Modern Perspective On Contractual Obligation - Free Essay Example

Sample details Pages: 11 Words: 3212 Downloads: 10 Date added: 2017/06/26 Category Law Essay Type Essay any type Level High school Did you like this example? Modern perspective on contractual obligation Empirical studies of contracting behaviour consistently demonstrate that commercial contracting parties care little for written contracts or the rules of contract law. Should the law of contract manifest any concern over this? If not, why not, and if so, how should the rules of contract law be amended to better reflect commercial practice? Question: A Introduction The overwhelming majority of contracts are transacted in an informal setting. Such contracts are either made by word of mouth, or even by a partys conduct. Don’t waste time! Our writers will create an original "Modern Perspective On Contractual Obligation" essay for you Create order Whilst that may be the case, written contracts are the types of agreements which are favoured by parties in the commercial world, not least because of what is potentially at stake in the event of a breach of the agreement. The extent of the terms of some commercial agreements and the seriousness of the implications of a breach of a partys obligations, written contracts are resorted to to ensure both that the parties to the contract are aware of their rights and obligations and also as a reference tool in the event of a dispute. The advent of the European Community witnessed a renewed impetus to harmonize the laws pertaining to, inter alia, commercial contracts. Various efforts have already been made to facilitate international transactions. For instance, the Uniform Law on International Sales and the Vienna Sales Convention, the Rome Convention on the Law Applicable to Contractual Obligations. These efforts have been producing w new codified lex mercatoria. This work i s seeks to highlight the rules applicable to parties to commercial contracts within the European Community and whether or not these rules are adequate to cope with parties who do not honour their contractual obligations. More specifically, are contracts which are made orally or by conduct enforceable in European Law? The essay shall also highlight whether there is any concern if parties care little for written contracts, and if not why not? In the Conclusion, the work shall explain whether or not the rules ought to be modified to reflect current commercial practice. Harmonising European Contract Law Efforts already made to harmonize the EU contract law rules have manifested in various forms. The national laws applicable to contracts vary from Member State to Member State. This difference or divergence in the laws inevitably adversely influences the decision of businesses whether or not to carry out cross-border transactions. A difference in the laws can result in uncer tainty and negatively affect whether or nota business decides to enter an agreement with a party based in a different Member State. The European institutions have therefore taken action to alleviate this problem by introducing laws which are applicable throughout Member States. These laws come in a variety of forms; Regulations; Directives and European Court of Justice judgments. Most notably, however, The Principles of European Contract Law 1998 has done a good job in encapsulating, codifying and harmonizing the rules of contract law from Member States. The Principles of European Contract law Parts I and II – (Parts I and II completed and revised) states (at Article 1) that the Principles are intended to be applied throughout Member States as the general rules of contract law in the EC. Furthermore, the Principles shall apply when the parties agree to their application, or in the event that it has not been expressly stated that a specific system or rules of law s hall govern the contract (see Section 1, Article 1.101(3)(b)). In addition, the Principles can also be used where other national laws or rules fail to provide a solution (see Section 1, Article 1.101(4)). Under the Principles however, the parties still maintain the right to freedom of contract. That is to say that parties are permitted to agree upon the terms they wish to agree upon. However, set out in the document are ‘General Obligations of ‘Good Faith and ‘Fair Dealing (Section 2, Article 1.201) and a ‘Duty to Cooperate (see Section 2, Article 1.202). These obligations cannot be derogated from and therefore provide a safeguard for parties to a contract. Albeit a contract, under the Principles, may still be made orally or by conduct, and does not have to be in writing. All that is required is that the parties intended to be ‘legally bound (see Section 1, Article 2.101), and that they reached a ‘sufficient agreement (see Section 2, Articl e 2.101). Furthermore, those terms which have not been individually negotiated can be invoked (under Article 2.104) against a party who claims to have been unaware of them, providing that the party wishing to invoke them takes reasonable steps to highlight their existence prior to, or at the time of, concluding the contract. The European Contract Law Project The Principles of European Contract Law document is over a decade old now. Since the introduction of the Principles of European Contract Law, there have been further efforts within the European Community to streamline and harmonise European Contract law. Most notably, the Common Frame of Reference has made great strides in this area. Background to the Formation of the Common Frame Reference In 1999, the European Council (Tampere) requested a study on the feasibility of approximation of civil law in order to facilitate the efficient functioning of the European market. The European Commission responded by announci ng that a consultation shall take place in order to collate information on how to form a European Contract Law. Subsequent to this, an Action Plan followed in 2003 proposing measures, for instance, the Common Frame of Reference was one such measure. Common Frame of Reference In essence, the Common Frame of Reference (‘CFR) outlines the model rules, principles and definitions to be applied to contract law within the EC. It is a long-term project with the objective of facilitating the preparation or revision of existing legislation in the field of contract law. It shall be of assistance to EC Legislators by providing solutions to contractual problems within the EC. These solutions have been extracted from existing contract law within the Member States. It is hoped that this will, inter alia, modify the existing body of rules applicable to contract law within the EC. Work already done in this area has produced various pieces of legislation aimed at improving existin g laws. For instance, EU consumer protection law is a good example of all the work that has resulted in EC laws. R. Madelin, in his article, European Contract Law: Moving Forward Together, Director General for Health and Consumer Protection European Commission stated (at pg. 5) that it is hoped that the European Contract Law Project, and particularly the CFR, shall aide the pursuit of the following goals: achieving better regulation, boosting competitiveness and improving the functioning of the international market (see pg.5, R. Madelin, European Contract Law: Moving Forward Together, Director General for Health and Consumer Protection European Commission, Conference of the network of stakeholder experts on the Common Frame of Reference in the area of European Contract Law (CFR-net), Charlemagne Building, Meeting Room S2, 15 December 2004) Reshaping the legal landscape to enhance competitiveness within the EC ought to provide an environment in which businesses are able to operate within the EC in a more efficient and profitable manner. This should address some of the complaints which have been forthcoming from small and medium size enterprises, who were concerned, inter alia, about inconsistent and diverse contract laws throughout the Member States (see pg. 5 article). It was felt that a more consistent and transparent system would facilitate competitiveness by allowing businesses to conduct cross-border transactions in a more efficient manner by supplying goods and services in a more competitive environment. It follows that greater confidence in European Contractual Law would inject greater confidence in the EC business community and in turn increase cross-border transactions. Ultimately therefore, European institutions are responsible for introducing laws which will simplify, and be more coherent to facilitate transactions within the EC, which ought to eliminate, or at least reduce, legal obstacles to trade. The European Commission has committed itself to utilizing the CFR in order to improve the quality and coherence of contract law. The success and development of the CFR is due to the fact that it has received support from all European Community institutions, Member States and stakeholders alike. Following public consultation, the CPR was adopted. The objective of the CFR shall become a toolkit for the Commissions lawmakers, including the European Council and EC Parliament. The CFR shall also be of benefit as a source of reference for law-makers, judges and lawyers. The work carried out for consumer contract law has been particularly fruitful. For instance, in October 2008, the proposal for a Directive on Consumer Rights was adopted by the Commission. The ultimate objective of which was to make it easier and cheaper for Member States to conduct cross-border transactions. The Unfair Contract Terms Directive (1993/13/EEC) is only of eight pieces of legislation which is being analysed in relation to t he Review of the Consumer Acquis. Such initiatives are aimed at improving legislation by identifying and alleviating problems. For instance, the Unfair Contract Terms Directive has introduced the concept of ‘good faith into consumer contracts, in an attempt to redress any imbalance that may be present in a contract between a seller and consumer. In addition, the Directive sets out a list of terms that are to be deemed unfair in such contracts, and are thereby rendered obsolete if they are included in such agreements. It is a further requirement that terms are to be ‘plain and intelligible and any ambiguity shall be interpreted in the consumers favour. Therefore is accordingly a duty on Member States to ensure that the provisions of the Directive are implemented. Conclusion As noted above, the European institutions have been busy harmonising the laws applicable to contracts throughout the Member States. The work already completed with the CRF has ensured th at parties to contracts have participated in the process of harmonising the laws applicable to contracts. This therefore ensures that the rights and obligations of the parties to a commercial contract are reflected in the laws introduced by the EC institutions. It accordingly follows that there is no need for any concern if parties prefer to enter contractual agreements by conduct or statement. Providing such agreements are clear (see Section 2, Article 2.101 of the Principles), and that both parties are aware of the terms, and express their wish to be legally bound by the agreement (see Section 1, Article 2.101 of the Principles), the right to freedom of contract has been preserved. Given the differences in the Common law system adopted in Ireland and the United Kingdom, and the variations of the civil law systems adopted by the remaining Member States, these efforts by the EC institution et al to harmonise the contract laws applicable to Member States ought to improve the po sition of parties to commercial contracts by keeping them informed of their rights and obligations, which in turn, one would think, ought to ultimately reduce breaches of contract within the EC. Question B EU business law Critically assess the corporate structures within EU Member States. Introduction The corporate structures in Member States of the European Community (‘EC) differ immensely in their form and the practices that they adopt. The EC institutions have accordingly endeavoured to facilitate the smooth functioning of the internal market by harmoninsing the systems and laws applying to corporate structures throughout Member States. This assignment provides a critical assessment of the corporate structures applicable to Member States. More specifically, the work shall explore whether or not corporate structures within the EC are operating in an efficient manner. Given the limited word count of this work, however, and the complexity of the subject, the essay concentrates on one aspect of corporate structures within the EC; Golden Shares. The work shall highlight the efforts made by the EC institutions, particularly the European Court of Justice (‘ECJ), in attempting to bring about parity within Member States by eliminating obstacles t o the free movement of capital, as required under Article 56 EC Treaty. Golden shares inhibit the free movement of capital by discouraging foreign investment, inter alia, due to the special rights that are often retained by the holders of golden shares. EC law makers, particularly the ECJ, have endeavoured to bring a degree of semblance to the EC rules governing corporate structures in relation to ‘golden shares. This has been done through a process of sifting out the ‘golden shares and ruling them to be inconsistent with EC law. The assignment shall commence by outlining information about ‘Golden Shares before setting out numerous prominent ECJ case law pertaining to ‘Golden Shares. Finally, in the Conclusion, the work shall sum up the findings. Golden Shares A ‘golden share is a shareholding which derives from a former state-owned company, in which a government of a Member State may reserve, subsequent to its privatization. Such shares carry with them special rights which the government shareholder can enjoy. Albeit the government, despite being a minority shareholder, often wields rights which permit it to exercise undue influence over the company. This usually exceeds the percentage of the stake the government owns in the company. The special rights in question can come in the form of: power to veto certain actions by the company in question; limiting the size of other shareholdings; blocking foreign shareholdings; and a right to control the appointment of directors. Whilst being a relatively common practice in Member States, the EC feels that the practice is undesirable and has therefore sought to tackle such shareholdings. For instance, in 2003, the ECJ found that the UK government failed in its duty to fulfill its obligations in accordance with Article 56 of the EC Treaty, namely in respect of the principle of the free movement of capital. In addition, Spain was also held to have upset the ECJ by hol ding golden shares in numerous companies, such as: Repsol, an energy company; Telfoncia, telecommunications company; Tabacalera, tobacco company; Argentaria, banking group; and Endesa, electricity company. Again the ECJ held that the shareholdings held by the Spanish government in this regard were inconsistent with EC principles as they restricted the free movement of capital throughout the EC. The result of the ECJs judgment was that the Spanish government was compelled to change its relationships with the companies in question. The ECJ has illustrated, however, that its decision are thoroughly thought through before outlawing such shareholdings. For instance, the ECJ found that a Member State can derogate from the obligations under Article 56 EC Treaty of ensuring the free movement of capital, on the basis of retaining special rights as the holder of ‘golden shares, on grounds of national security, and in applying the principle of proportionality, when it decided th at Distrigaz, a Belgian energy firm, was permitted to retain its ‘golden share because it was a ‘legitimate measure designed to promote the general national interest in terms of the security of the national gas supplying times of emergency. However, the general consensus within the ECJ appears to be one of ruling such shareholdings to be inconsistent with EC principles. For instance, in 2006, the ECJ proved once again that it would not shy away from ruling that a Member State had infringed the principle of free movement of capital when the Netherlands government was found to have breached the principle by retaining special rights (golden shares) following the privatization of the national postal, Koninklijke KPN NV (‘KPN), and telecommunications companies TNT Post Groep NV (‘TNG). The shares themselves permitted the government to, inter alia, give prior approval of specific management decisions. The ECJ accordingly held such rights to be disproport ionate to the rights enjoyed by ordinary shareholders. It was accordingly felt that such shares could potentially discourage investors from other Member States from investing in the company. Conclusion The ongoing campaign by EC institutions, particularly the ECJ in this regard, in seeking to eradicate any impediments to greater liberalisation of the EC Member States markets, is clearly not complete. It is therefore highly likely that the eradication of government owned ‘golden shares is likely to continue unabated. That is that there appears to be no room for ‘golden shares in the ECs agenda. Whilst this may impact hard on the corporate structures of many Member States, the harmonization of the rules shall undoubtedly result in an increase in cross-border mergers, which includes former state owned companies in which the government hitherto held ‘golden shares. This may call for a shake-up of the current corporate structures in this regard, but the clos er cooperation of Member States can only enhance and improve the corporate structures. Bibliography Text Books: P. Craig and Grà ¡inne De Bà ºrca, EU Law: Texts, Cases and Materials, 2008, Oxford University Press P. Richards, Law of Contract, 8th Edition, 2007, Pearson Longman R. Goode, Commercial Law, New Edition, Penguin Cases: Commission v. Belgium C-503/99 European Commission IP/03/1753 Commission v. Kingdom of Spain Case C 463/00 Commission v. United Kingdom Case C-98/01 Journals: Ivan Kuznetsov, The Legality of Golden Shares under EC Law, Vol. 1 No. 1 2005, Hanse Law Review Omar Shah and Scott Campbell (Latham Watkins), End of the Golden Age ? The European Courts Move to Promote Greater Free Movement of Capital Within the EU by attacking ‘Golden Shares, World Trade Executive www.wtexecutive.com Philip Martinius and Matthias von Oppen, ECJ Delivers New Judgments Concerning Golden Shares, mondaq, https://www.thefreelibrary.com/ECJ+Delivers+New+Judgments+Concerning+%22Golden+Shares%22.-a0102820963 R. Zimmermann and S. Whittaker, Good Faith in European Contract Law, 2000, Cambridge University Press R. Madelin (Director General for Health and Consumer Protection European Commission), European Contract Law: Moving Forward Together, Conference of the Network of Stakeholder Experts on the Common Frame of Reference in the Area of European Contract Law (CFR-net), Charlemange Building, Meeting Room S2,15 December 2004 Structuring European Acquisitions, Reorganisations, and Investments : Third Edition, Reprinted with permission by World Trade Executive, inc. www.wtexecutive.com) Weil, Gotshall Manges LLP, Comparative Study of Corporate Governance Codes Relevant to the European Union and it Member States, On behalf of the European Commission, Internal Market Direct orate General , Final Report Annexes I-III, , January 2002 Additional Materials: Consumer Sales Directive 99/44 The Principles of European Contract Law 1998, Parts I and II – (Parts I and II completed and revised) Unfair Contract Terms Directive 93/13 Internet Sources: https://www.cbs.dk/departments/law/staff/ol/commission_on_ecl/members.htm https://ec.europa.eu/consumers/rights/gen_rights_en.htm#gar https://europa.eu.int/rapid/pressReleaseAction.do?language=ENreference=IP/03/1753 (15.3.2005) https://www.eu-consumer-law.org/index.html www.google.books.com www.lexmercatoria.org https://webh01.ua.ac.be/storme/CECL.html Under Article 2.102, a partys intention to be bound by the contract shall be discerned from the statements or conduct of the parties. The Directives in question are: the Doorstep Selling Directive 85/577; the Package Travel Directive 90/314; the Unfair Contract Terms Directive 93/13; the Timeshare Directive 94/47; the Distance Selling Directive 97/7; the Price Indication Directive 98/6; the Injunctions Directive 98/27 and the Consumer Sales Directive 99/44. See pg. 69, Omar Shah and Scott Campbell (Latham Watkins), End of the Golden Age ? The European Courts Move to Promote Greater Free Movement of Capital Within the EU by attacking ‘Golden Shares, World Trade Executive www.wtexecutive.com Commission v. United Kingdom Case C-98/01 Commission v. Kingdom of Spain Case C 463/00 Commission v. Belgium C-503/99 Ibid See European Commission IP/03/1753. Available at: https://europa.eu.int/rapid/pressReleaseAction.do?language=ENreference=IP/03/1753 (15.3.2005)

Observation Home With Her Mother Essay - 2467 Words

ANECDOTAL OBSERVATION Child’s name: Lilu Date: 29/11/2016 Setting: Home with her mother Observer: Lauren Macnaught Observation: A child named Lilu is in her playroom with her mother. She is occupied with building blocks of different shapes and numbers in increasing order to make a tower. Meanwhile the child is in constant conversation with her mother seeking approval at every digit of the block, the child is having good identification of the digits. She is totally active and energized to complete the block starting from 1 to 10. The child is responsive towards her mother and is constantly participating in solving the riddle whether she stacked the block linearly in increasing order. The shapes of every cubical blocks were in increasing surfaces due to which the block remain stacked in other bigger blocks which is making the child clueless to the digit 2 and she thinks that it is lost. 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The Rosewood Films Depictions of the Rosewood Massacre

Racial tension between African Americans and whites caused an excessive amount of violence in the city of Rosewood. Citizens of Rosewood, Florida were victims of racial violence in 1923, which lead to eight documented deaths in the city. The city of Rosewood took a turn for the worst on January 1, 1923 when Frances â€Å"Fannie† Taylor claimed that she was assaulted by an African American man who enter her home without invitation. Many of the African American families that became involved knew that Mrs. Taylor was not telling the truth. Fannie lied to the people of Rosewood to fabricate the truth of her having an affair with another man. The man that assaulted her was not an African American; it was Fannie Taylor’s lover. Because of the lie, the city of Rosewood was instantly torn into pieces. The Rosewood massacre was not a well known historical event. To bring awareness to an important part of African American history, John Singleton decided to create a motion picture based on the Rosewood events. The movie displays the town that was filled with racial prejudice. It shows the many injustice attacks on the African American community. John Singleton did an exceptional job bringing the horrific racist events of 1923 in Rosewood, Florida to the eyes of billions. In the movie, a fictional hero was created. His name was Mr. Mann. Mann helped save many blacks that had no idea as to what they should do. Mann helped the surviving members of the Carrier family, the women and