Impacts of Amalgamations and Takeovers

Impacts of Amalgamations and Takeovers Chapter 2: Literature Review 2.1. Introduction Investigators have been analyzing amalgamations and takeovers in the context of their characteristics and the impact on the development of both the entities over the past several years. In actuality, Weston et al. (2004) opine that the experts and researchers in the field have provided a large quantity of records related to the topic. There are many reasons why companies follow development policies related to amalgamations and takeovers. This permits rapid acceleration in addition to having a quick and instant approach to markets, both local and international. It is also likely to touch renowned brands, apply knowledge and skill, and widen the dimension and extent without losing time. In the sphere related to real estate, a participant (real estate firm) may want to promote a mutual organization for funding ventures on an individual basis. It may also consider entering into a joint venture with a construction enterprise in the domestic market so as to execute the venture as per assur ed measurements and highlighted conditions as stated by Jensen (2006). Clients are reassured when they involve themselves with big enterprises, which have a great degree of brand reputation and remembrance. During these times, they articulate their backing, not merely as clients but also as financers as they buy stakes so as to invest money in the enterprise. It also possible for a company to advance by augmenting returns or managing expenses which in turn can be attained by reorganizing and reconfiguring finances apart from using creative methods and reengineering. Some enterprises may also purchase brands, goods, and utilities to expand the goods portfolio of the enterprise. The capability of an enterprise to undertake a development policy by reallocating its resources in creating different facets of its presence was maintained by Hogarty (2000). This could be denoted by its production unit, RD, and through creating and promoting its brands and setting up more projects in parallel or varied spheres. Firms may also purchase extant enterprises or amalgamate with others to attain their objectives. Amalgamations and takeovers assist in accelerating development as the roles pertaining to infrastructure, branding, and manufacturing are clearly set up. Superior mediums which endorse development comprise of contracts, treaties, and agreements for varied ventures for a pre-determined time. All across the world, international corporates and enterprises are entering into purchases of and amalgamations with new firms, forming joint ventures and such equivalent associations on a common basis. Nearly fifty percent of the contracts pertaining to amalgamations and takeovers in India have been initiated by global enterprises. In 2005 alone, India witnessed global contracts of around 58 percent, a number which was double compared to Japans agreements at 21 percent. Internationally, amalgamations and takeovers entail dogmatic frameworks particular to a specific nation and the labor unions of the enterprises. Post the 1990s, economic revolutions have been occurring globally and this has seen a growing attraction for amalgamations and takeovers. The financial segment witnessed a newness which saw modifications being made to possession and trade regulations, an increase in the disposable earnings and as a result, the capacity to discover newer marketplaces and newer chances. Firms are now fully utilizing the reduced interest rates and cost of capital. This has assisted several enterprises in broadening their scope of operations at the domestic and global levels through partnerships, associations, amalgamations, and takeovers. Additionally, the presence of many global media enterprises which publish information pertaining to contracts and partnerships on a large extent-particularly in segments related to production, cars, retail and others. On the other hand, it is extremely crucial for companies to ensure specific advisory metrics before they perform their functions related to amalgamations and takeovers, especially in huge markets which have not been discovered. Amalgamations and takeovers also have the ability to shift the stakeholder worth affirmatively or adversely, which may result in a scenario, which eats away into the prosperity. When local takeovers in addition to global amalgamations get transformed into deficit-making and zero-worth developing patterns, all of these experience impediments. When stakeholders are not going to benefit from such projects, the costs of shares decline and thus, such agreements must consider all the primary essentials before opting for the linked choices. The influence of amalgamations and takeovers may be favorable or harmful to the development and this may take a long time and also be extremely costly for a total revival from an impediment. The existing segment also highlights the investigations and examinations undertaken on the topic by analysts. One needs to have sufficient data evaluation and also conduct hypothetical tests while assessing the influence of amalgamations and takeovers. Adequate links should also be deduced to comprehend the reason and impact correlations in amalgamations and takeovers in context to the criteria such as development of trade, stakeholder worth, productivity, and general performance. As the current study is linked to the influence of international amalgamations and takeovers, it is crucial to analyze the global amalgamations. Global partners who function from India while being based in the European Union framework have been examined depending on specific extant data. Additionally, domestic amalgamations and takeovers have also been analyzed. 2.2. Theoretical Background: Mergers Acquisitions (MAs) 2.2.1. Definition Amalgamations and takeovers can be superiorly comprehended as development polices to enhance the income of the enterprise and also, its capital foundation. Sometimes, for two enterprises, with similar or dissimilar trade functions, to amalgamate on specific ranks is a superior trade choice. An amalgamation of this type assists in imparting a blend of experience and finances. A commercial amalgamation of this type functions as a solitary body between edifying impacts and worth values of a commercial amalgamation and takeover (Jensen and Ruback, 2003). Though the phrases ‘amalgamations and ‘takeovers are frequently employed collectively, they are two extremely varied procedures. Amalgamations describe the merging of two different enterprises into a single entity. The two enterprises join each other, and shift all their resources and functions into a new one. This procedure includes the merging of all types of resources-employees, manufacturing facilities, and functions into the new entity that is shaped. The new entity shaped out of this has its individual distinctiveness, edifying representation, and groups of convictions. It is pointless to state that they are possessed by both the parties which share their resources to develop the new identity (Huang and Walkling, 2007). A takeover is considered as the purchasing-out procedure of an enterprise by another with the goal to stimulate management of its assets, investments, and functions. Takeovers occur when a firm purchases a major share of another firms stakes, assets, and liabilities (Weston et al., 2004). Firms experience a supplementary benefit when this occurs as they get the management apart from the functioning assets, in contrast to when they purchase merely the stakes, in which scenario they have to only compete with the other shareholders. Purchasing assets includes more expenses and offers an extensive capital foundation (Singal, 2006). Now let us consider acquisitions. This phrase also has been employed for many perspectives and is understood also. Takeover is a vague expression and though it may denote a context similar to acquisitions; the two are actually varied types of trade agreements (Jensen, 2006). A takeover is when a purchase is conducted without acquiesce or permission of the ente rprise being taken over. Takeovers come with an adverse action that entails the attaining of another firm with the intent to ‘manage it. When an enterprise desires to take over another firm, it tries to purchase all its shareholders. Takeovers are the ones which do not have the approval of the firm being purchased and they are often nearly undertaken as a hostile proposal. This now clearly explains the different expressions and implications attached to amalgamations, acquisitions, takeovers, partnerships, and associations and how their context is based in the situation in which they are being applied. 2.2.2. Types of Mergers Acquisitions Mergers can occur at parallel, perpendicular, or   multinational levels. Each kind of amalgamation has not only its own typical characteristics but also a distinct impact on the work processes and trade functions. Horizontal Mergers When two enterprises or enterprises that have parallel trades, which amalgamate to develop an entirely novel trade enterprise, it is known as a parallel merger. The enterprises which enter into a parallel amalgamation combine their assets as individual enterprises to shape a novel entity. These enterprises are thus capable of making a more robust enterprise which has a wider capital base and greater resources. The rationale behind this is to acquire a larger market share and become a dominant force in the market (Shleifer and Vishny, 2009). Such parallel amalgamations provide several benefits. They enable larger presence and greater range in addition to optimal performance ability to the novel entity. The two previously distinct entities now have the benefit of augmented resources capable of executing procedures in a superior method to ensure consistent supply of goods, which are of much better quality (Mitchell and Mulherin, 2006). Even in India there are a few instances of parallel amalgamations, for instance, the amalgamation between Indian carriers which occurred between Lufthansa and Swiss International apart from Air France and KLM (Bottazzi et al., 2001). The United Kingdom (UK) has witnessed several parallel amalgamations. In reality, the results of several investigations have depicted that nearly 60 percent of all amalgamation agreements which have occurred post-2001 have been parallel amalgamations (Firth, 2000). The same notion is also put forth by Berndt (2001). He also states that most of the amalgamations which happened post-deregulation and liberalization of the economy were parallel in character. Another instance of a parallel amalgamation like the one of Birla Cement and Larsen Toubro (LT) is related to the cement sector. Additionally, the amalgamation of Kingfisher Airlines and Air Deccan in addition to the one between Jet Airways and Air Sahara depict parallel amalgamations in the airlines sector. The Tatas and the Birlas are two huge corporate entities, which have amalgamated in the telecommunications sector. Vertical Mergers A perpendicular amalgamation is one in which enterprises which are elements in a supply chain or which function as utility suppliers or subsidies in the equivalent type of trade resolve to become one entity. It is noticed that such amalgamations occur when firms resolve to augment their forte in the supply aspect (Agrawal et al., 2002). Perpendicular amalgamations manage to keep rivals away by maintaining stress and managing their supply firms. The perpendicular amalgamation is thus capable of seizing a bigger market share for their goods while the supply group fails to back the goods of other contenders. This plan assists the enterprises to closely react to their clients needs. The element pertaining to the rivals is capable of keeping the prices from rising as the supplies are not reimbursed for (leanmergers.com). Logically, the outcome of this action is an extremely robust management and more revenues as the firms attain an upper hand over their contenders. An instance of perpendicular amalgamation is the one between Ford and Vauxhall who are car producers, who have acquired or purchased automobile enterprises. When Ford purchased Hertz, it was an instance of a perpendicular amalgamation (Loughran and Vijh, 2007). Another example of a perpendicular amalgamation in the telecommunication industry is that of Reliance Communication Ltds purchase of Flag Telecom. Conglomerate Mergers Multinational amalgamations occur amongst two entirely varied enterprises. Such enterprises are participants at distinct degrees and have no equivalents in the good variety, markets, clients, supply chain, or any other criterion. Multinational amalgamations occur amongst such enterprises and a novel association is shaped in addition to new trade contracts. Multinational amalgamations show only one line of power or authorization, which manages the trade functions from a solitary aspect of knowledge, resources, client power, and market experience which guarantee enhanced trade after the multinational trade which occurred before (Asquith et al., 2003). Multinational amalgamations are executed so as to diffuse the dangers over an extensive base and thus avoid any chief impediment for the enterprise (Huang and Walkling, 2007). Financial Acquisitions Monetary attainments are related to the capital and fiscal aspect of trade plans such as Management Buyouts (MBOs) or Leveraged Buyouts (LBOs). Such purchases are not considered in the same context as amalgamations and takeovers (Travos, 2007). 2.2. Stimulus for Amalgamations A large chance to develop the value of mergers is when incentives for the same are anticipated or envisaged by investors. Investigators such as Asquith et al. (2003), Agrawal et al. (2002), and Andrà © et al. (2004) have developed comprehensive data related to the topic pertaining to the incentives for mergers. Mergers must be discouraged by varied reasons such as a superior geographic market, varied economies, superior capabilities and price efficient conduct, widening of the trade, the synergy incorporated, and shifting assets to superior administrators so as to maximize the assets and create superior results, which is the chief objective. It has been proved that mergers and amalgamations are distinctive mediums related to financing in the context of advancement by many investigators. The chief idea or objective behind attaining a profitable investment would be important, particularly if such a concept is considered. In the event of the presence of incentives such as professions or sometimes pure respect improvement occurrences, the possibilities of investments becoming valuable, particularly when there are totally varied incentives for the varied enterprise to triumph and create the line of business. In the event of mergers, at the point when the primary incentive shapes the real advantageous investment, one has to consider the reason why the merger may seem to be priceless. A primary reason may be the lack of the expanding capability to access an unexploited market. One may anticipate a merger so as to achieve these objectives in an effortless manner (Gugler et al., 2003). For a triumphant merger, one should ascertain aspects of robust revenues and synergies. The focus in this matter should also lie on comprehending the incentives for cross-border mergers. It is noticed that dissimilar to domestic mergers for cross-border mergers, one needs to develop an incentive evaluation (Conn et al., 2001). The FDI incentives would resort to internalization, ownership, and position advantages as good instances as mentioned by Moeller et al. (2004). In the context of cross-border mergers, a merger is not likely to have unique ownership advantages. On the other hand, locational advantages may be unclear. Thus, in lieu of purchasing an enterprise in a totally varied geographical market, there are many idea-procedures which happen constantly. The majority of crucial internalization advantages in the instance of cross-border mergers are when products are sold overseas by one nation to another. In the event of the incentives, the OLI framework provides a backdrop for the objective of cross-border mergers, but other factors are also very crucial. It is considered by Chen and Findley (2002) that there is a speed if the retrieval to international markets since those from Greenfield investment cannot be equaled. By the end of the initial ten years of the 21st century, the waves in mergers were analyzed by Danzon et al. (2004). This was later referred to as the ‘Cross Border wave. In contrast to other waves of the century, Evenett explained the trends of the merger wave to be distinct. The utility segment displays how the merger wave comprises of more mergers since specific elements had become components of the ‘Cross Border and more so, with the liberalization effects in addition to the industrial monetary facet, this has additionally intensified privatization. There had to be a greater milieu to assist cross-border mergers. With the chief investment, the incentives had to be linked to the dogmatic surrounding to guarantee an element of the merger wave as depicted by Evenett. For other such grounds, cross-border mergers rise as depicted by Nicholson and McCullough (2002). When the researcher has to handle the theoretical information pertaining to mergers, he tries to present an expansive literature for better understanding. In the context of mergers, a maximized direct policy contention seems to be the most superior and is accountable for the impact of the mergers. A reasonable facet of the investigation discusses how both, markets and clients in the market commence many types of mergers. There has also been a theoretical investigation relating to ideas such as benefit predictions, envisaged variations in the outlays, diversified and varied quantum, in addition to who will eventually gain or lose on account of mergers. These theoretical investigations found their crux in oligopoly markets. Oligopoly markets have been the only crucial markets to utilize the rationale behind mergers opine Conn et al. (2001). So as to manage such market situations, a firm which enjoys a monopoly generally cannot enter into a merger. In a merger of firms, there would be no impact on the market outcomes. In varied production scenarios, the strengths of demand and cost in varied types of oligopoly markets function in different ways while the emphasis of the literature is on studying mergers. 2.3. Cross-Frontier There are several literatures which pertain to theories related to mergers. In reality, none of these literatures actually differentiate that in the management of international merger procedures there must be variations. To achieve cross-border mergers several simultaneous investigations have been undertaken, which complement that there are several literatures dealing with the impacts of these mergers. In terms of globalization, it relies so this is a close expansion and additionally it fulfills international economy apart from varied types of market endeavours to expand international firms of their functions. With consistent methods related to cross-border mergers there is relevant contention for the perusal of â€Å"Indianization† of different segments as described by Ozawa (2002). On account of the absence of attempts in merging administrative techniques, business is the driving aspect behind communication and culture which is why different cross-border mergers were unsucce ssful states Finkelstein (2009). Every type of merger is impacted by these matters instead of cross-border agreements which may be dominant. A further peril is that cross-border contracts are entered into merely to gain benefits. To regard the facets of wondering literature there are subjects and anxieties in context of the methods which incorporate cross-border mergers that have been completed. For cross-border mergers, informative differences are real in the hypothetical model facet as stated by Estrin (2009). In the process of achieving merger benefits, jargon, cultural problems, and official systems are cited as types of primary obstacles. The capabilities to draw attention of skills from other enterprises have been provided to differences useful influence procedures, attainment of communal mergers in firms and the particular speed. Generally, between the links amongst the merging methods of firms informative differences are the source of distrust, to which the triumph can be impeded by the communication matters. There is no clear theoretical model on the other hand, which is related to the impediments which harm the efficiency; despite it being a hypothetical exemplar. In contrast to domestic mergers, for a successful cross-border merger, however, this proves that the closer the facets, the more the obstacles, and these are limited to specific countries since many of th ese obstacles are linked to the regulatory and informative systems prevalent there. According to the origin of enterprises in context to the obstacles, there exist behavioral national variations which need to be expected and depend on the country. By being a source of synergy, informative differences can enhance merger ability in addition to generating benefits as opined by Fama (2009). However, impediments can be built by this, for expanded manner of spreading that is more possible. Instead of any of the domestic mergers participating in cross-border mergers as to gain more useful outlooks for the firms a theoretical exemplar method has been developed by Bjorvatn (2001) for the profit of handling cross-border mergers. By allowing varied mediums of entry in addition to cross-border mergers and for assessing and impacting triumph of cross-border mergers in addition to assessing entry outlays these are the primary variables, he employed to follow Fama (2001). Greenfield investment has been shifted into avenues which are minimally attractive by entry outlays, by methods using cross-border mergers augmented to the degree of revenue. On the other hand, in that market for achieving success as expected facets domestic mergers are regarded to be linked to a rise in the entry expenses. In contrast to the domestic ones in envisaging cross-border mergers success focus on hesitancy which is the outcome in this scenario. While choosing the expected outputs in addition to the entry outlays, the cross-border mergers can also provide access benefits to the distinctive market. In this regard, for both domestic and cross-border mergers, there is present, a theoretical merger literature. In terms of price uncertainty and demand exemplar depending on the matter of the doubt as put forth by Das and Sengupta (2001) both in domestic and cross-border mergers is the correct method. 2.4. Experiential Study MAs are expansion strategies that corporates adopt to increase scale and market share rapidly. They are also used to diversify business interests or acquire technological capability, capital, expertise, or enter new markets. From the business perspective, growth is seen in terms of capital, profits, and shareholder value, operations become more efficient, and business registers improved performance. One of the major benefits of MA transactions is the decrease in costs as resources are shared and processes are streamlined. There have been many instances of companies taking the MA route to save costs like Wells Fargo, whose acquisition of First Interstate in 2006 resulted in cost savings of USD 1 Billion (Jensen and Ruback, 2003). With the restructuring of processes and systems that follow a merger, companies become more efficient and effective as the organizations operational dynamics are realigned and streamlined. The benefits of operating on a large scale, reduction or elimination of wasteful and duplicating processes, the sharing of personnel and other resources all lead to high savings and better performance. The sharing of resources including capital infusion reduces costs and facilitates growth and with open lines of communication, a company can maximize its return on investments. Large-scale operations give companies larger purchasing power and rates for material in bulk can be contracted at far cheaper rates than if supplied to separate companies. MAs deliver value in terms of cost savings, operational efficiencies, large-scale economies, increased market share, diversified product lines, and expertise and technology. Bradley and colleagues (2008) observed that mergers and acquisitions in allied industries also create effective synergies for companies to cut costs and increase returns. Large-scale operations lead to better economical management which gives companies a better chance to compete in the market as they can deliver value to the customer by providing better products and services at cheaper costs. As mentioned earlier, MA deals increase customer base and market share leading to increased revenues and profits. It also helps eliminate unhealthy competition as the new merged enterprise now strives for dominance instead of competing with each other as they did before the merger like the successful Hindalco-Novelis acquisition. Acquiring a company is the quickest and most effective way to enter a new market or increase market share and standing in a current area and location of operations. A company can grow at a faster rate and be market ready virtually by Day One whereas in a Greenfield project, a company might have to strive for years to start production and penetrate the market. A merger also effectively deals with competition as shared resources, expertise and technology coupled with the economies of scale make them competitive and help increase market share.   To be considered successful, mergers and acquisitions either register higher revenues or effectively reduce costs. There has been a lot of research indicating that cost saving rates has been higher than increased revenue figures in MA deals. This is not to say that companies have not grown in terms of revenue. It merely indicates that the rate of growth is not matched by the rate of savings. Operational efficiencies, cost savings, and increased revenue are the three vital objectives of a merger (Jarell and colleagues, 2008). Andrade and colleagues (2001) have researched and studied the success of mergers and acquisitions in India and whether the stated objectives of the MA have been met. Between 2005 and 2008, 26 MA deals were struck with international companies from 13 different countries. Their study revealed that most mergers did not register high profits or top-line growth. Some companies showed negative rates of return and thus the objective of increasing revenues taking the MA route was not successful. Similar results have been recorded in the US although 107 mergers that took place in the US in 2000 showed higher valuations and asset increases. Shareholder value and company valuations in India did not increase as substantially as they did in MA deals that took place in the UK (Anandan and colleagues, 2008). The main motivational drivers for mergers and acquisitions are market dominance and efficiency whilst growth of shareholder wealth though a prime factor is not impacted as heavily and sometimes falls. Research indicates that valuations are less when larger multinational companies pick up controlling stake. 2.5. The Indian Merger Environment This study examines the MA environment in India and also studies previous research on MA analysis of firms in Europe. A major portion of this study is devoted to the understanding of mergers and acquisitions in the EU. With the opening up of economies globally and governments announcing policies to attract FDI and amending rules and regulations for foreign companies to do business, a lot of international MA deals have been witnessed in Europe. A lot of research and information is available on business collaborations in Europe along with the entry of cross-border companies. These studies are detailed and comprehensive accompanied by detailed analysis (Chaudhri, 2002). A lot of mergers in Europe took place at the turn of the millennium. Bridgeman (2000) observes that the UK, France, and Germany have been aggressive in conducting MA deals across the world. International companies have entered their markets with heavy investments and taken over local companies as well but these countries impose restrictions on certain industries and sectors. Luxembourg, for one, however, does not have any restrictions. The European Union Merger Control Act was formulated in September 2000 to assess and evaluate mergers and acquisitions as Europe tried to centralize operations to facilitate transnational transactions. This Act was amended in 2004 and 2008. The objective to bring about uniformity in procedures across Europe for business though noble is contentious as there are many differences between the richer nations and countries not doing as well. There are also policy shifts and business conditions that create issues related to the venture and investors are often forced to rethink their options (Bridgeman). Mani (2005) observes that the nations who are far more economically developed hold the edge in cross-border negotiations. The European Merger Control Act came into force on 21st September, 2000 and further amendments were carried out in 2004 and 2008, but these were only enacted on 21st December 2009 giving the European Commission more discretionary powers (Anandan and colleagues, 2008). Mergers across borders demand that cultural and social uniqueness and sensitivity have to be factored in and this is controlled by the EC Authority. The amendment in 2008 was to create and empower the EC Authority to be able to function as a single window facilitator and ensure social and economic ends were met and local interests protected through each venture (Rice). The European Commission Green Paper (2001) has also highlighted the amendments led by the Act but there still are a lot of problems and procedures that are yet to be sorted out by the Act especially those to do with applications and filings. These gaps and ambiguities create roadblocks in MA transactions especially when international companies merge with domestic companies to create powerful alliances and companies such as the PO-Stena and American Airlines-British Airways in the UK which faced problems due to differences in policies (Bridgeman, 2002). The European Commissions success with the single window facilitation for mergers and acquisitions in Europe is still to be proven. The EC intervention to facilitate and fast-track procedures for mergers in Europe was a noble intention especially the amendments in 2008, which empowered the commission considerably (Basant, 2000). There are about 200 mergers that have benefited from this Act. In fact after the amendments in 2008, mergers increased from 10% to 15%. Thus, the issues before the 2008 Amendments and after need to be studied in conjunction to understand benefits, valuations, and profitability impact on the host nation. Many deals may have been affected adversely or may not have been affected as such due to the expectation of the changes in policy. Deals require clarity, timing, focus, and policy and any variable that could be affected due to ambiguity of policies or lack of trust is bound to affect the merger. The European framework is a structure, which is far more rigid and severe than the USs as illustrated by the GE-Honeywell experience and alliances in aviation. These strictures impact profitability in Europe and investors end up with lower margins. The Merger Control Act however, remains a structure that any nation can learn from and adapt to suit its own conditions and environment. Mehta and Samant (2007) suggest that this Act could be adapted to suit India in the current business environment. A reduction in companies going in for restructuring or strategic alignments has put pressure on countries with extended and cumbersome policies as companies prefer to shif

MANAGERS’ ATTITUDES TOWARDS PEOPLE Essay

The way in which managers approach the performance of their jobs and the behaviour they display towards subordinate staff is likely to be conditioned by predispositions about people, and human nature and work. Drawing on Maslow’s hierarchy of needs model (which is discussed in Chapter 12), McGregor put forward two suppositions about human nature and behaviour at work. He argues that the style of management adopted is a function of the manager’s attitudes towards people and assumptions about human nature and behaviour. The two suppositions are called Theory X and Theory Y, and are based on polar assumptions about people and work. Theory X assumptions about human nature Theory X represents the carrot-and-stick assumptions on which traditional organisations are based, and was widely accepted and practised before the development of the human relations approach. Its assumptions are that: the average person is lazy and has an inherent dislike of work; most people must be coerced, controlled, directed and threatened with punishment if the organisation is to achieve its objectives; the average person avoids responsibility, prefers to be directed, lacks ambition and values security most of all; and  motivation occurs only at the physiological and security levels. The central principle of Theory X is direction and control through a centralised system of organisation and the exercise of authority. McGregor questions whether the Theory X approach to human nature is correct, and the relevance today of management practices which are based upon it. Assumptions based on a Theory X approach, and the traditional use of rewards and sanctions exercised by the nature of the manager’s position and authority, are likely to result in an exploitative or authoritarian style of management. Theory Y assumptions about human nature At the other extreme to Theory X is Theory Y which represents the assumptions consistent with current research knowledge. The central principle of Theory Y is the integration of individual and organisational goals. Its assumptions are: for most people work is as natural as play or rest; people will exercise self-direction and self-control in the service of objectives to which they are committed; commitment to objectives is a function of rewards associated with their achievement; given the right conditions, the average worker can learn to accept and to seek responsibility; the capacity for creativity in solving organisational problems is distributed widely in the population; the intellectual potential of the average person is only partially utilised; and motivation occurs at the affiliation, esteem and self-actualisation levels as well as the physiological and security levels. McGregor implies that a Theory Y approach is the best way to elicit co-operation from members of an organisation. It is the task of management to create the conditions in which individuals may satisfy their motivational needs, and in which they achieve their own goals through meeting the goals of the organisation. McGregor develops an analysis of the implications of accepting Theory Y in regard to performance appraisal, administration of salaries and promotions, participation, staff–line relationships, leadership, management development and the managerial team. MANAGERIAL BEHAVIOUR AND EFFECTIVENESS Managerial strategies Although Theory X and Theory Y are based on polar extremes and are an oversimplification, they do represent identifiable philosophies which influence managerial behaviour and strategies. For example, as Lord Sieff comments: Now and again it is necessary to criticize people, but rather than tick them off, provided you can leave them in no doubt as to what the issue is, I am sure it pays to avoid being censorious but try instead to appeal to the innate capacity for self-criticism. Whatever you do, avoid making a mountain out of a molehill. Most people have the potential to be self-motivating. They can best achieve their personal goals through self-direction of their efforts towards meeting the goals of the organisation. Broadening educational standards and changing social values mean that people today have wider expectations of the quality of working life, including opportunities for consultation and participation in decisions which affect them. Managers should develop practices based more on an accurate understanding of human behaviour and motivation. The Theory Y approach, however, is not a ‘soft’ option. In practice it is often difficult  to achieve successfully. It can be frustrating and time-consuming, and mistakes will occur. Since 1952 I’ve been stumbling around buildings and running primitive Theory Y departments, divisions, and finally one whole Theory Y company: Avis. In 1962, after thirteen years, Avis had never made a profit (except one year when they jiggled their depreciation rates). Three years later the company had grown internationally (not by acquisitions) from $30 million in sales to $75 million in sales, and had made successive annual profits of $1 million, $3 million, and $5 million. If I had anything to do with this, I ascribe it all to my application of Theory Y. And a faltering, stumbling, groping, mistake-ridden application it was. Robert Townsend6 Demands of the situation The two views of Theory X and Theory Y tend to represent extremes of the natural inclination of managers towards a particular style of behaviour. In practice, however, the actual style of management behaviour adopted will be influenced by the demands of the situation. Where the job offers a high degree of intrinsic satisfaction or involves a variety of tasks, an element of problem-solving and the exercise of initiative, or where output is difficult to measure in quantitative terms, an informal, participative approach would seem to be more effective. It is more likely to lead to a higher level of staff morale. In many cases this would apply to work of a scientific, technical or professional nature. Where commitment to the goals of the organisation is almost a prerequisite of membership, such as in certain voluntary or charity organisations, for example, then a Theory Y approach would clearly seem to be most appropriate. Use of a Theory X approach However, even if a manager has a basic belief in Theory Y assumptions there may be occasions when it is necessary, or more appropriate, to adopt a Theory X approach. When the nature of the job itself offers little intrinsic reward or limited opportunities to satisfy higher-level needs, a more dictatorial style of management might work best. Some jobs are designed narrowly, with highly predictable tasks, and output measured precisely. This is the case, for example, with many complex production processes in manufacturing firms. With these types of jobs a Theory X approach may be needed if an adequate level of performance is to be maintained. MANAGERIAL BEHAVIOUR AND EFFECTIVENESS The cynic might describe efforts to turn Theory Y into practice as doing with difficulty what comes naturally to the Japanese. There, excellent managers apply principles of behaviour which translate perfectly into western language – and which have long been echoed in the progressive areas of the west. Yet you still encounter the old ostrich attitudes that caused western companies so much damage in the past: for instance, the argument that to emulate Japan is impossible because of its peculiar culture. But the famous national enthusiasm for good business and effective management isn’t simply a product of Japan’s culture. After all, sloppy western habits, like investing too little in productive capacity, new products, training, quality and marketing are hardly cultural – not unless bad business economics are built into the western mentality. Robert Heller 12 THE MANAGERIAL/LEADERSHIP GRID ® One means of describing and evaluating different styles of management is the Blake and Mouton Managerial Grid ® (see Figure 7.1). First published as the Managerial Grid in 1964, restated in 1978 and 198513 and republished in 1991 as the Leadership Grid,14 the Grid provides a basis for comparison of managerial styles in terms of two principal dimensions: concern for production; concern for people. Concern for production is the amount of emphasis which the manager places on accomplishing the tasks in hand, achieving a high level of production and getting results or profits. This is represented along the horizontal axis of the Grid. Concern for people is the amount of emphasis which the manager gives to subordinates and colleagues as individuals and to their needs and expectations. This is represented along the vertical axis of the Grid. Five basic combinations ‘Concern for’ is not how much concern, but indicates the character and strength of assumptions which underlie the manager’s own basic attitudes and style of management. The significant point is ‘how’ the manager expresses concern about production or about people. The four corners and the centre of the Grid provide five basic combinations of degree of concern for production coupled with degree of concern for people (see Figure 7.1(a)). the impoverished manager (1,1 rating), low concern for production and low concern for people; the authority–compliance manager (9,1 rating), high concern for production and low concern for people; the country club manager (1,9 rating), low concern for production and high concern for people; the middle-of-the-road manager (5,5 rating), moderate concern for production and moderate concern for people; and the team manager (9,9 rating), high concern for production and high concern for people. Managers with a 1,1 rating tend to be remote from their subordinates and believe in the minimum movement from their present position. They do as little as they can with production or with people. Too much attention to production will cause difficulties with staff and too much attention to the needs of staff will cause problems with production. Team management Thoughtful attention to the needs of people for satisfying relationships leads to a comfortable, friendly organisation atmosphere and work tempo. Concern for people Work accomplishment is from committed people; interdependence through a ‘common stake’ in organisation purpose leads to relationships of trust and respect. Middle-of-the-road management Adequate organisation performance is possible through balancing the necessity to get work out while maintaining morale of people at a satisfactory level. Impoverished management Authority–compliance management Exertion of minimum effort to get required work done is appropriate to sustain organisation membership. Efficiency in operations results from arranging conditions of work in such a way that human elements interfere to a minimum degree. In Opportunistic management, people adapt and shift to any Grid style needed to gain the maximum advantage. Performance occurs according to a system of selfish gain. Effort is given only for an advantage or personal gain. 9+9: Paternalism/maternalism Reward and approval are bestowed to people in return for loyalty and obedience; failure to comply leads to punishment Figure 7.1   The Leadership Grid (Source: Blake, R. R. and McCanse, A. A. (1991) Leadership Dilemmas – Grid Solutions, Gulf Publishing Co., Houston (1991), Grid Figure, p. 29, Paternalism Figure, p. 30, Opportunism Figure, p. 31. Reproduced by permission of Grid International, Inc.) MANAGERIAL BEHAVIOUR AND EFFECTIVENESS Managers with a 9,1 rating are autocratic. They tend to rely on a centralised system and the use of authority. Staff are regarded as a means of production and motivation is based on competition between people in order to get work done. If staff challenge an instruction or standard procedure they are likely to be viewed as unco-operative. The 1,9 rating managers believe that a contented staff will undertake what is required of them and achieve a reasonable level of output. Production is secondary to the avoidance of conflict and maintenance of harmony among the staff. Managers will seek to find compromises between staff and solutions acceptable to everyone. Although innovation may be encouraged, they tend to reject good ideas if likely to cause difficulties among the staff. The 5,5 rating is the middle-of-the-road management with the approach of ‘live and let live’ and a tendency to avoid the real issues. This style of  management is the ‘dampened pendulum’ with managers swinging between concern for production and concern for people. Under pressure, this style of management tends to become task management (9,1). Where this strains relations and causes resentment from staff, however, pressure is eased and managers adopt a compromise approach. If there is a swing too much the other way (towards 1,9) managers are likely to take a tighter and more hardened approach. Managers with a 9,9 rating believe in the integrating of the task needs and concern for people. They believe in creating a situation whereby people can satisfy their own needs by commitment to the objectives of the organisation. Managers will discuss problems with the staff, seek their ideas and give them freedom of action. Difficulties in working relationships will be handled by confronting staff directly and attempting to work out solutions with them. These five styles of management represent the extremes of the Grid. With a nine-point scale on each axis there is a total of 81 different ‘mixtures’ of concern for production and concern for people. Most people would come up with a score somewhere in an intermediary position on the Grid. Two additional grid styles 1991 edition of the Grid also covers two additional styles: opportunism and 9+9 paternalism/maternalism, which take account of the reaction of subordinates. In opportunistic management, organisational performance occurs according to a system of exchanges, whereby effort is given only for an equivalent measure of the same. People adapt to the situation to gain maximum advantage of it. (See Figure 7.1(b).) In 9+9 paternalistic/maternalistic management, reward and approval are granted to people in return for loyalty and obedience; and punishment is threatened for failure to comply (see Figure 7.1(c)). A summary of the seven basic combinations of the Grid is given in Table 7.1. FRAMEWORK FOR PATTERNS OF BEHAVIOUR The Managerial Grid provides a framework in which managers can identify, study and review their patterns of behaviour. Instead of viewing management styles as a dichotomy of ‘either/or’, Blake and Mouton claim that the Managerial Grid illustrates that the manager can gain the benefits of maximising, simultaneously, methods which are both production-oriented and people-oriented. The 9,9 position, although an ideal, is worth working for. Based on their experience of using the original Grid, Blake and Mouton give three reasons why it is important to consider which style of management is used to achieve production through people. THE ROLE OF THE MANAGER The 7-S organisational framework In order to get people to accept solutions, the manager needs continually to co-ordinate and balance in order to compromise conflicting values. The  leader creates excitement in work and develops choices that give substance to images that excite people. In their relationships with other people, managers maintain a low level of emotional involvement. Leaders have empathy with other people and give attention to what events and actions mean.  Managers see themselves more as conservators and regulators of the existing order of affairs with which they identify, and from which they gain rewards. Leaders work in, but do not belong to, the organisation. Their sense of identity does not depend upon membership or work roles and they search out opportunities for change. The differences between leadership and management have been applied by Watson to the 7-S organisational framework of: strategy, structure, systems, style, staff, skills and superordinate (or shared) goals. Watson suggests that whereas managers tend towards reliance on: strategy, structure, systems, leaders have an inherent inclination for utilisation of the ‘soft’ Ss of : style, staff, skills, and shared goals. Watson also suggests, although cautiously, that 7-S management could be seen as the province of leaders. Managers will not ordinarily be capable of achieving sufficient mastery of all seven factors to attain a consistently high level of organisational performance. Distinction between management and leadership Based on experience of management approaches in both commerce and the military, Hollingsworth questions how many managers consider themselves first and foremost as leaders, relegating ‘manager’ to their job title. He argues that commercial managers need to learn from the armed forces if they wish to be viewed as leaders. Having accepted that there are some links between management and leadership, Hollingsworth lists six ‘fundamental differences’. A manager administers – a leader innovates. A manager maintains – a leader develops. A manager focuses on systems and structure – a leader focuses on people. A manager relies on control – a leader inspires trust. A manager keeps an eye on the bottom line – a leader has an eye on the horizon. A manager does things right – a leader does the right thing. Not everyone would agree with this list. Robinson, for example, suggests that if the word ‘manager’ is replaced by ‘administrator’ then the lists works. However, whatever your view the list makes for a helpful basis for critical discussion on the nature of management and leadership.25 In Chapter 6 we discussed management as getting work done through the efforts of other people. To be an effective manager it is necessary to exercise the role of leadership. A common view is that the job of the manager requires the  ability of leadership CHAPTER 8 THE NATURE OF LEADERSHIP THE QUALITIES OR TRAITS APPROACH The first approach assumes that leaders are born and not made. Leadership consists of certain inherited characteristics, or personality traits, which distinguish leaders from their followers: the so-called Great Person theory of leadership. The qualities approach focuses attention on the man or woman in the job and not on the job itself. It suggests that attention is given to the selection of leaders rather than to training for leadership. For example, Drucker (writing originally in 1955) makes the point that: Leadership is of utmost importance. Indeed there is no substitute for it. But leadership cannot be created or promoted. It cannot be taught or learned. There have been many research studies into the common traits of leadership. However, attempts at identifying common personality, or physical and mental, characteristics of different ‘good’ or ‘successful’ leaders have met with little success.Investigations have identified lists of traits which tend to be overlapping, contradictory or with little correlation for most features. It is noticeable that ‘individuality’ or ‘originality’ usually features in the list of traits. This itself suggests that there is little in common between specific personality traits of different leaders. It is perhaps possible therefore to identify general characteristics of leadership ability, such as self-confidence, initiative, intelligence and belief in one’s actions, but research into this area has revealed little more than this. In a series of interviews with headhunters, and senior figures in industry and the city, Management Today came up with a list of Britain’s most powerful women in business. A conclusion from the list is that the ‘top 50 women do not fit any pattern. They wield the kind of power and influence that defies stereotypes.’ Limitations of the traits approach There are two further limitations with this approach. First, there is bound to be some subjective judgement in determining who is regarded as a ‘good’ or ‘successful’ leader. Second, the lists of possible traits tend to be very long and there is not always agreement on the most important. Even if it were possible to identify an agreed list of more specific qualities, this would provide little explanation of the nature of leadership. It would do little to help in the development and training of future leaders. Although there is still some interest in the qualities, or traits, approach, attention has been directed more to other approaches to leadership. The qualities or traits approach gives rise to the questions: whether leaders are born or made; and whether leadership is an art or a science. The important point, however, is that these are not mutually exclusive alternatives. Even if there are certain inborn qualities which make for a good leader, these natural talents need encouragement and development. Even if leadership is something of an art, it still requires the application of special skills and techniques. THE FUNCTIONAL (OR GROUP) APPROACH This approach to leadership focuses attention not on the personality of the leader, nor on the man or woman in the job, per se, but on the functions of leadership. Leadership is always present in any group engaged in a task. The functional approach views leadership in terms of how the leader’s behaviour affects, and is affected by, the group of followers. This approach concentrates on the nature of the group, the followers or subordinates. It focuses on the content of leadership. WORK MOTIVATION AND REWARDS Maslow’s hierarchy of needs model Once a lower need has been satisfied, it no longer acts as a strong motivator. The needs of the next higher level in the hierarchy demand satisfaction and become the motivating influence. Only unsatisfied needs motivate a person. Thus Maslow asserts that ‘a satisfied need is no longer a motivator’. Not necessarily a fixed order Although Maslow suggests that most people have these basic needs in about the order indicated, he also makes it clear that the hierarchy is not necessarily a fixed order. There will be a number of exceptions to the order indicated. For some people there will be a reversal of the hierarchy, for example: Self-esteem may seem to be more important than love to some people. This is the most common reversal of the hierarchy. It is often based on the belief that the person most loved is strong, confident or inspires respect. People seeking love try to put on a show of aggressive, confident behaviour. They  are not really seeking selfesteem as an end in itself but for the sake of love needs. For some innately creative people the drive for creativity and self-actualisation may arise despite lack of satisfaction of more basic needs. Higher-level needs may be lost in some people who will continue to be satisfied at lower levels only: for example, a person who has experienced chronic unemployment. Some people who have been deprived of love in early childhood may experience the permanent loss of love needs. A need which has continued to be satisfied over a long period of time may be undervalued. For example, people who have never suffered from chronic hunger may tend to underestimate its effects, and regard food as rather an unimportant thing. Where people are dominated by a higher-level need this may assume greater importance than more basic needs. People with high ideals or values may become martyrs and give up everything else for the sake of their beliefs. Maslow claims that the hierarchy is relatively universal among different cultures, but he recognises that there are differences in an individual’s motivational content in a particular culture. THE INDIVIDUAL Degrees of  satisfaction Maslow points out that a false impression may be given that a need must be satisfied fully before a subsequent need arises. He suggests that a more realistic description is in terms of decreasing percentages of satisfaction  along levels of the hierarchy. For example, arbitrary figures for the average person may be: satisfied 85 per cent in physiological needs; 70 per cent in safety needs; 50 per cent in love needs; 40 per cent in esteem needs; and 10 per cent in self-actualisation needs. There is a gradual emergence of a higher-level need as lower-level needs become more satisfied. The relative importance of these needs changes during the psychological development of the individual. Maslow subsequently modified his views by noting that satisfaction of self-actualisation needs by growth-motivated individuals can actually enhance these needs rather than reduce them. Furthermore, he accepted that some higher-level needs may still emerge after long deprivation of lowerlevel needs, rat her than only after their satisfaction. Evaluation of Maslow’s theory Based on Maslow’s theory, once lower-level needs have been satisfied (say at the physiological and safety levels) giving more of the same does not provide motivation. Individuals advance up the hierarchy as each lower-level need becomes satisfied. Therefore, to provide motivation for a change in behaviour, the manager must direct attention to the next higher level of needs (in this case, love or social needs) that seek satisfaction. Applications to the work situation However, there are a number of problems in relating Maslow’s theory to the work situation. These include the following: A useful basis  for evaluation People do not necessarily satisfy their needs, especially higher-level needs, just through the work situation. They satisfy them through other areas of their life as well. Therefore the manager would need to have a complete understanding of people’s private and social life, not just their behaviour at work. There is doubt about the time which elapses between the satisfaction of a lower-level need and the emergence of a higher-level need. Individual differences mean that people place different values on the same need. For example, some people prefer what they might see as the comparative safety of working in a bureaucratic organisation to a more highly paid and higher status position, but with less job security, in a different organisation. Some rewards or outcomes at work satisfy more than one need. Higher salary or promotion, for example, can be applied to all levels of the hierarchy. Even for people within the same level of the hierarchy, the motivating factors will not be the same. There are many different ways in which people may seek satisfaction of, for example, their esteem needs. Maslow viewed satisfaction as the main motivational outcome of behaviour. But job satisfaction does not necessarily lead to improved work performance. Although Maslow did not originally intend that the need hierarchy should necessarily be applied to the work situation, it still remains popular as a theory of motivation at work. Despite criticisms and doubts about its limitations, the theory has had a significant impact on management approaches to motivation and the design of organisations to meet individual needs. It is a convenient framework for viewing the different needs and expectations that people have, where they are in the hierarchy, and the different motivators that might be applied to people at different levels. The work of Maslow has drawn attention to a number of different motivators and stimulated study and research. The need hierarchy model provides a  useful base for the evaluation of motivation at work. For example, Steers and Porter suggest a list of general rewards and organisational factors used to satisfy different needs (see Table 12.1).29 WORK MOTIVATION AND REWARDS Applying Maslow’s need hierarchy Needs levels General rewards Organisational factors 1 Physiological Food, water, sex, sleep a. Pay b. Pleasant working conditions c. Cafeteria 2. Safety Safety, security, stability, protection a. Safe working conditions b. Company benefits c. Job security 3. Social Love, affection, belongingness a. Cohesive work group b. Friendly supervision c. Professional associations 4. Esteem Self-esteem, self-respect, prestige, status a. Social recognition b. Job title c. High status job d. Feedback from the job itself 5. Self-actualisation Growth, advancement, creativity a. Challenging job b. Opportunities for creativity c. Achievement in work d. Advancement in the organisation Saunders contends that despite the time that has elapsed, Maslow’s theory remains watertight.  When prehistoric man first took shelter in a cave and lit a fire, he was satisfying his lowest – physiological and safety needs. When a Buddhist achieves a state of nirvana, she is satisfying the fifth and highest – self-actualisation †¦The cave these days might be a three-bedroom semi with garden and off-street parking, but the fact remains that once we’ve got enough to feed, clothe and house our families money is a low-level motivator for most people. The dash for cash is soon replaced by the desire for recognition, status and ultimately (although Maslow reckoned that a lot of us never get this far) the need to express yourself through your work. Pyramid of employee commitment Revisiting and developing Maslow’s hierarchy, Stum looked at the dynamic between an individual and the organisation, and proposes a new employee/employer social contract that enables organisations to improve employee commitment and retention. The five levels of workforce needs hierarchy are shown in a ‘Performance Pyramid’. Safety/security – the need to feel physically and psychologically safe in the work environment for commitment to be possible; Rewards – the need for extrinsic rewards in compensation and benefits; Affiliation – the intrinsic need for a sense of belonging to the work team or organisation; Growth – addressing the need for positive individual and organisational change to drive commitment; Work/life harmony – the drive to achieve a sense of fulfilment in balancing work and life responsibilities.

No Exit by Jean-Paul Sartre Summary

Life after death isnt quite what we expected. Hell is not a lake filled with lava, nor is it a torture chamber overseen by pitchfork-wielding demons. Instead, as Jean-Paul Sartres male character famously states: Hell is other people. This theme comes to life painfully for Garcin, a journalist who was killed while trying to flee the country, thus avoiding being drafted into the war effort. The play begins after Garcins death. A valet escorts him into a clean, well-lit room, very similar to that of a modest hotel suite. The audience soon learns that this is the after-life; this is the place Garcin will be spending eternity. At first, Garcin is surprised. He had expected a more traditional, nightmarish version of Hell. The valet is amused but not surprised by Garcins questions, and soon he escorts two other newcomers: Inez, a cruel-hearted lesbian, and Estelle, a heterosexual young woman who is obsessed with appearance (especially her own). As the three characters introduce themselves and ponder their situation, they begin to realize that they have been placed together for a specific purpose: punishment. The Setting The valets entrance and behavior connote that of a hotel suite. However, the cryptic exposition of the valet informs the audience that the characters we meet are no longer alive, and therefore no longer on earth. The valet only appears during the first scene, but he sets the tone of the play. He does not appear self-righteous, nor does he seem to take any pleasure in the long-term punishment in store for the three residents. Instead, the valet he seems good-natured, anxious to partner the three lost souls, and then probably move on to the next batch of new arrivals. Through the valet we learn the rules of No Exits afterlife: The lights never turn off.There is no sleep.There are no mirrors.There is a phone, but it rarely works.There are no books or other forms of entertainment.There is a knife, but no one can be physically hurt.At times, residents can view what is happening on earth. Main Characters Estelle, Inez, and Garcin are the three main characters in this work. Estelle the Child Killer: Of the three residents, Estelle exhibits the most shallow characteristics. One of the first things she desires is a mirror in order to gaze at her reflection. If she could have a mirror, she might be able to happily pass eternity fixated by her own appearance. Vanity is not the worst of Estelles crimes. She married a much older man, not out of love, but out of economic greed. Then, she had an affair with a younger, more attractive man. Worst of all, after giving birth to the younger mans child, Estelle drowned the baby in a lake. Her lover witnessed the act of infanticide, and horrified by Estelles action, he killed himself. Despite her immoral behavior, Estelle does not feel guilty. She simply wants a man to kiss her and admire her beauty. Early on in the play, Estelle realizes that Inez is attracted to her; however, Estelle physically desires men. And since Garcin is the only man in her vicinity for endless eons, Estelle seeks sexual fulfillment from him. However, Inez will always interfere, preventing Estelle from attaining her desire. Inez the Damned Woman: Inez might be the only character of the three who feels at home in Hell. Throughout her life, she accepted even embraced her evil nature. She is a devout sadist, and even though she will be prevented from attaining her desires, she seems to take some pleasure knowing that everyone else around her will join in her misery. During her lifetime, Inez seduced a married woman, Florence. The womans husband (Inezs cousin) was miserable enough to be suicidal but did not the nerve to take his own life. Inez explains that the husband was killed by a tram, making us wonder if she perhaps pushed him. However, since she is the character who feels most at home in this strange Hell, it seems that Inez would be more blatant about her crimes. She does tell her lesbian lover, Yes, my pet, we killed him between us. Yet, she might be speaking figuratively instead of literally. In either case, Florence wakes up one evening and turns on the gas stove, killing herself and the sleeping Inez. Despite her stoic facade, Inez admits that she needs others if only to engage in acts of cruelty. This characteristic implies that she receives the least amount of punishment since she will be spending eternity thwarting Estelle and Garcins attempts at salvation. Her sadistic nature might very well make her the most content among the three, even if she is never able to seduce Estelle. Garcin the Coward: Garcin is the first character to enter Hell. He gets the plays first and last line. At first, he seems surprised that his surroundings dont include hellfire and non-stop torture. He feels that if he is in solitude, left alone to put his life in order, he will be able to handle the rest of eternity. However, when Inez enters he realizes that solitude is now an impossibility. Because no one sleeps (or even blinks) he will always be in view of Inez, and subsequently Estelle as well. Being in full, contrast view is upsetting to Garcin. He has prided himself on being manly. His masochistic ways resulted in his mistreatment of his wife. He also views himself as a pacificist. However, by the middle of the play, he comes to terms with the truth. Garcin simply opposed the war because he was afraid of dying. Instead of calling for pacifism in the face of diversity (and perhaps dying because of his beliefs), Garcin attempted to flee the country and was gunned down in the process. Now, Garcins only hope of salvation (peace of mind) is to be understood by Inez, the only person in Hells waiting room who might be able to relate to him because she understands cowardice.

Afrofuturism Imagining an Afrocentric Future

What would the world look like if European colonialism, Western Enlightenment  rational ideas, a Western universalism that is not inclusive of that which is not Western – if all of this were not the dominant culture? What would an Afrocentric view of humanity and of Africa and the people of the African diaspora look like, rather than a view from the Eurocentric gaze?   Afrofuturism can be seen as a reaction to the dominance of white, European expression, and a reaction to the use of science and technology to justify racism and white or Western dominance and normativity. Art is used to imagine counter-futures free of Western, European dominance, but also as a tool to implicitly critique the status quo. Afrofuturism implicitly recognizes that the status quo globally – not just in the United States or the West – is one of political, economic, social, and even technical inequality. As with much other speculative fiction, by creating a separation of time and space from current reality, a different kind of â€Å"objectivity† or ability to look at possibility arises. Rather than grounding the imagination of counter-futures in Eurocentric philosophical and political arguments, Afrocentrism is grounded in a variety of inspirations: technology (including Black cyberculture), myth forms, indigenous ethical and social ideas, and historical reconstruction of the African past. Afrofuturism is, in one aspect, a literary genre that includes speculative fiction imagining life and culture.  Afrofuturism also appears in art, visual studies, and performance. Afrofuturism can apply to the study of philosophy, metaphysics, or religion. The literary realm of magic realism overlaps often with Afrofuturist art and literature. Through this imagination and creativity, a kind of truth about potential for a different future is brought forward to consider. The power of imagination to not only envision  the future, but to affect it, is at the core of the Afrofuturist project. Topics in Afrofuturism include not only explorations of the social construction of race, but intersections of identity and power.  Gender, sexuality, and class are also explored, as is oppression and resistance, colonialism and imperialism, capitalism and technology, militarism and personal violence, history and mythology, imagination and real life experience, utopias and dystopias, and sources for hope and transformation. While many connect Afrofuturism with the lives of people of African descent in European or American diaspora, Afrofuturist work includes writings in African languages by African authors.  In these works, as well as many of those of other Afrofuturists, Africa itself is the center of the projection of a future, either dystopian or utopian. The movement has also been called the Black Speculative Arts Movement. Origin of the Term The term Afrofuturism comes from a 1994 essay by Mark  Dery, an author, critic, and essayist.  He wrote: Speculative fiction that treats African-American themes and  addresses African-American concerns in the context of 20th  century technoculture—and, more generally,  African-American signification that appropriates images of  technology and a prosthetically enhanced future—might,  for want of a better term, be called Afrofuturism. The  notion of Afrofuturism gives rise to a troubling antinomy:  Can a community whose past has been deliberately rubbed out,  and whose energies have subsequently been consumed by the  search for legible traces of its history, imagine possible  futures? Furthermore, dont the technocrats, SF writers,  futurologists, set designers, and streamliners—white to a  man—who have engineered our collective fantasies already  have a lock on that unreal estate? W.E.B. Du Bois Although Afrofuturism per se is a direction begun explicitly in the 1990s, some threads or roots can be found in the work of the sociologist and writer, W.E.B. Du Bois.  Du Bois suggests that the unique experience of Black folks has given them a unique perspective, metaphorical and philosophical ideas, and that this perspective can be applied to art including the artistic imagining of a future. In the early 20th century, Du Bois wrote â€Å"The Princess Steel,† a story of speculative fiction that weaves together an exploration of science with a social and political exploration. Key Afrofuturists A key work in Afrocentrism was the 2000 anthology by Sheree Renà ©e Thomas, titled Dark Matter: A Century of Speculative Fiction from the African Diaspora and then the followup Dark Matter: Reading the Bones in 2004. For her work she interviewed Octavia Butler (often considered one of the primary writers of Afrofuturist speculative fiction), the poet and writer Amiri Baraka (formerly known as LeRoi Jones and Imamu Amear Baraka), Sun Ra (composer and musician, proponent of a cosmic philosophy), Samuel Delany (an African American science fiction writer and literary critic who identified as gay), Marilyn Hacker (a Jewish poet and educator who identified as lesbian and who was married for a time to Delany), and others.   Others sometimes included in Afrofuturism include Toni Morrison (novelist), Ishmael Reed (poet and essayist), and Janelle Monà ¡e (songwriter, singer, actress, activist). The 2018 movie, Black Panther, is an example of Afrofuturism.  The story envisions a culture free of Eurocentric imperialism, a technologically advanced utopia.

Media Stereotyping of Men and Women Essay - 951 Words

Throughout society, men and women have been expected to live by guidelines consisting of media generated ideas and ways of living out life. Both men and women’s thinking process are being altered the negative effects of society’s mass media. For both sexes, this repeating negative exposure causes a constant downfall in self-image and creates media influenced decisions that lead to unhealthy lifestyles. The media effects the thinking process of both men and women in negative ways therefore media needs to be heavily regulated. Today’s young men are increasingly being influenced by the harming mass media. Starting at a young age, these young boys are big active users of many types of media such as watching countless number of†¦show more content†¦This media caused anger and frustration in boys has resulted in many acts of violence. During every second of our lives, an unjustified act of violence is being portrayed on television. People live their lives believing that this portrayed violence is a standard living accommodation but in fact these cartoons and movies could be actually shaping young males into believing violence is needed in our society. There are many popular shows such as the Power Rangers and X-Men that are targeted toward our young adult males that are morphing their attitudes to a violent and more masculine level. Many people believe that males are naturally aggressive toward each other and that violence has always been a large part of the male’s life. I believe that this is not true at all because there are many facts to support that the rise in violence among young males is relatively caused by the media and that we are just starting to see the effects with a whole new generation behind it. Everyday, another act of violence is generated by a young adult male through the act of defiance. Highly publicized acts of violence by young males have opened the eyes of the country as people nationwide search for the possible problems that face these young boys today. The majority of these violent crimes are seen as acceptable to these young adults who feel that no consequences will result. Boy’sShow MoreRelatedEssay about Media Stereotyping of Men and Women770 Words   |  4 Pages After watching television and flipping though ads and articles in several magazines, the stereotyping of men and women is so apparent but at the same time society is so blind to it. In society parents teach their children gender roles at a very early age. Gender roles refers to the attitudes, behavior, and activities that are socially defined as appropriate for each sex learned through the socialization process. Males are traditionally expected to show aggressiveness and toughness, and femalesRead MoreGender Labeling And Gender Stereotypes1551 Words   |  7 Pagessociety to view them also. 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Therefore, media reflects the image of society and the way people think about themselvesRead MoreMedia Stereotypes’ Effect on Women in the Workplace Essay1553 Words   |  7 Pagesportrayed by the media. A stereotype is an oversimplified conception that you put on someone because of the way they look, what gender they are, or countless other categories that we put people in. Many people fail to realize how the media influences the way they think about people of a different nationality, race, religion, or gender. This widespread belief in stereotypes has adversely affected women in the workplace. Ann Hopkins is a prime example of the negative impact stereotyping has had in theRead MoreWomen s Media And Gender Roles1492 Words   |  6 Pages Women have been attacked in society through the media. Mass media are a reflection of society informed by particular power and values (Stirinati, 2006). Although the representation of women is not a copy of reality, mass media act as image and message,’ should be’ a reflection or representation of society (Hollows, 2000). This contributes to condemn gender role in the media and in real society, which leads women to be annihilated and limited in the media. In 1978, Gaye Tuchman called women’s inRead MoreComparison of Turkeys in the Kitchen and You Just Walk on By Essays1640 Words   |  7 Pagestime; he uses a highly conversational style to prove this, as well as narrates to give the reader a better understanding of exactly what he’s talking about. Staples, on the other hand, uses a more authoritative tone to support his theme of racial stereotyping; he also uses the mode of rhetoric exemplification to his benefit, and is able to show the audience that this issue is just as important as the gender stereotypes that take place in our society still today. Barry believes that despite the factRead MoreStereotyping Is Inevitable, By James Baldwin1717 Words   |  7 PagesStereotyping is inevitable, we all do it ad we all experience it, but this does not mean it does not effect us. Stereotypes are all around us. They effect the way we think about ourselves and the way we think about the people around us. Stereotyping leads us to act certain ways and treat people certain ways. At times it can be beneficial to a certain group, but may bring many disadvantages to others. Many times stereotypes limit us and restricting our success in life. In â€Å"A Letter to My Nephew,†Read MoreGender Stereotyping Standards For Men And Women Across America909 Words   |  4 PagesGender stereotyping sets standards for men and women across America, this being true for the past few hundred years. It is not secret that women are said to be most useful in the kitchen, and that men are to be found somewhere doing hard work, being the bread winner. Also, in the way we allow our young children to be identified; blue means it’s a boy, pink means it’s a girl. As times change, so does society and its mentality as a whole. Some stereotypes have been more difficult to break than othersRead MoreThe Topic Of Representation And Stereotypes 983 Words   |  4 Pages‘Representation and stereotypes’. Using a media example I will be exploring the concept of why stereotypes are used so commonly and do they really matter. Through my research, I hope to provide substantial evidence, which backup my points throughout and give the reader a clear understanding of how stereotypes are used in my chosen piece of media text. Stereotypes have always been around it’s not a new concept people are only discovering recently. Stereotyping is people’s thoughts on others not likeRead MoreHow Would You Like It If You Were Continuously Told What1472 Words   |  6 Pageswould you like it if you were earning 20% less than men for the exact same job? Good morning Ms Lewis and students, today I’ll be talking to you about how there are numerous causes for the countless components that are accountable for the upsurge of gender stereotyping in today’s society. Some of these issues are things like advertising based around kids and adults and the pay gap between genders. These two influences that generate gender stereotyping which in this case is absurd. In fact, its highly

Women and Depression Free Essays

string(88) " well which can lead to lower self-esteem and can contribute to feelings of depression\." Depression is currently the fourth most common cause of disability worldwide (Culbertson, 1997). With depression being such a large issue in society, it cannot be looked at as a â€Å"one size fits all,† particularly when it comes to examining gender differences associated with mental health disorders (Smith and Jaffe, 2012). There are many social causes prevalent in society, varying by gender, which contributes to the risk of being diagnosed with depression or the rate to which they experience depression. We will write a custom essay sample on Women and Depression or any similar topic only for you Order Now Depression is the leading cause for disability in women and they are roughly twice as likely to experience depression as men. Some reasons for this may be that women tend to dwell on their problems, they experience victimization and they also must deal with the effects that estrogen has on the stress hormone and menstrual cycle. Men’s experiences with depression have not been as well understood as women’s. Although women may be diagnosed more then men, it does not mean that men suffer any less; they often suffer in silence. With the social constructions of what it means to be a man and what it means to be a woman, it has created an atmosphere in which it negatively affects the willingness to seek help or treatment and the diagnosis of mental illnesses relating to health and health care. There is evidence to suggest that men are just as vulnerable as women to depression and for the same reasons that make women depressed but they remain undiagnosed and untreated (Zartaloudi, 2011). Men on average are less willing to seek help but are more reluctant to seek help in the case of depression. There are a larger number of men compared to women who suffer from problems closely related to depression such as alcohol and drug abuse and the suicide rates in men are very high. According to Real, â€Å"women are more likely to be diagnosed with depression than men because many health professionals, as well as family members and friends, may find it easier to diagnose women with depression more than men because of the fear of the stigma and shame surrounding depression for men, a disorder which is regarded as emotional and not a manly illness. (Real, 1997) So in society it is hard to diagnose depression in men because they have a harder time admitting that they have it. With that being said, the social roles that we have created for both men and women create the need for different treatment options and care that will ultimately lead to the same result; successfully treating depression. The social conditions of life and the differences that are presented for individuals create dif ferent health care needs for everyone. The health care system often fails to address these differences and in doing so, it can often reinforce the inequalities (Payne Doyal, 2010). It is important to recognize the different social processes present in society if the health care system is going to respond to the needs of individuals. Men are known to use health care services less than women, which can relate to men’s shorter life expectancies. So this leads to the problem of men not wanting to seek health care, as they want to look masculine and adhere to the gender role that society has created. These generalizations can be very harmful to both men and women as they can often affect the action one may take. For example, men also tend to wait longer to seek health care, as they do not use the services as much as women (Payne Doyal, 2010). So in the case of depression, if men tend to wait longer, it could lead to alcoholism, drug abuse and suicide. One is held accountable for every action they perform to be appropriate to the sex category they adhere to. Because the rate of depression is about two times greater for women than men, depression can often be framed as a ‘women’s issue’ and therefore men do not want to admit to being depressed. Women also react differently as they are more likely to change their appetite, become emotional and lose weight where as men tend to turn to alcohol and drugs which can lead to further complications (Zartaloudi, 2011). Although women are more likely to attempt suicide and there are more reported cases of women attempting to kill themselves, men are reported to have a higher death rate by suicide than women. Men have a very high rate of suicide; they are about three to four times more likely to kill themselves regardless of their age. Men are also more likely to commit suicide because they tend to act quicker on their thoughts and use more lethal methods such as guns (Mayo Clinic, 2011). Men often times will try to live up to the standards of masculinity that society has created. It has been hypothesized that men can experience a loss of psychological well-being while trying to achieve the masculine goals related to the gender roles that have been created. Men may also make themselves feel better by relying on avoidance and coping in ways such as distraction, social diversion, denial and disengagement (Nolen-Hoeksema, 1999). Men often fail to recognize depression, not realizing that some of their symptoms are those of depression. They also down play their sign and symptoms of depression and often do not want to talk about what they are feeling where as women are more likely to seek medical help or turn to family and friends (NIMH, 2011). When looking specifically at women and depression, it can be noted that women suffer in different ways then men due to different social causes they experience. Looking at the cultural roles and how they affect both men and women, women have always been viewed to have unequal power and wealth. With lower incomes, women are more likely to live in poverty and stress about housing and access to health care resources (Mayo Clinic, 2010). Minority women face racial discrimination as well which can lead to lower self-esteem and can contribute to feelings of depression. You read "Women and Depression" in category "Essay examples" As well, women who were emotionally, sexually or physically abused as children are more likely to be depressed as adults. Women are also more likely to be sexually abused (Weiss, 1999). Overall depression will continue to affect both and men and women in different ways and it is important to address this issue to ensure that both men and women are getting the correct diagnosis and treatment that is necessary. Although there are many factors that contribute to an increased risk of depression such as death, divorce, job loss or any major changes, it is important to look at social causes that affect women differently than men. There are many specific risk factors for mental disorders that disproportionately affect women which include gender based violence, socioeconomic disadvantage, low income and income inequality, low or subordinate social status and unremitting responsibility for the care of others (WHO, 2012). The high rate of sexual violence present in our society which women are exposed and the correspondingly high rate of Post Traumatic Stress Disorder result in women being the largest group of people affected by depression. According to the Canadian Women’s Foundation, â€Å"Half of all women in Canada have experienced at least one incident of physical or sexual violence since the age of 16,† (CWF, 2012). Having experienced sexual or physical violence can lead to an increased risk in experiencing depression for both men and women, although women are at a higher risk due to a higher rate of experiencing violence. Often, the social construction of gender leads to the view of women being inferior to men and so men view themselves as having control over women and can often result in physical or sexual violence. Some often wonder if men are at the same risk for experiencing violence but the Canadian Women’s Foundation states that 83% of all police-reported cases of domestic violence are against women and that remains the same throughout every province in Canada, (CMF, 2012). It has also been reported that one in five women suffer rape or attempted rape in their lifetime, (WHO, 2012). Living with the fear of being raped or experiencing rape also contributes to the increased risk of depression among women. Women often are humiliated to share their experience with anyone and often do not disclose information unless asked directly by a doctor. Men too are reluctant to share their experiences of violence as we have created a social stigma in which men are not to express such emotional feelings and so the violence goes unreported. Violence against women then, may contribute to the reason as to why women are the largest single group affected by depression. Another social cause of depression among both men and women but specifically women is low socioeconomic standing. The higher prevalence of depression among women can be associated with their socioeconomic position, stress processes and role of social support (Warrell, 2012). Reports continue to show that women that live in poverty or with a love economic status show higher rates of depression than women who live in a higher economic standing. The stress of struggling economically can often times play a big role in the emotional toll it takes on a person, specifically women. A reason why women are at a higher risk of depression and suffering long-term is that they are exposed to greater amounts of stress (Warrell, 2012). Women often have responsibilities both at work and within the home as they are often stereotyped as the ‘house-wife’, responsible for most of the duties within the home. Socioeconomic status and the struggle for women to deal with major stressors that relate contribute to the high rate of depression among women. Society has created many stereotypes around gender and how males and females should act. Men are seen as the powerful, dominant type who should have the control and the power within society. Men who show emotions and express feelings associated with the female stereotypes are often looked down upon. Women are seen as the emotional, fragile beings that are emotional and as a result are inferior to men. Although we are working as a society to break down these stereotypes, they are still prevalent and we must find ways to cope with them. Looking specifically at depression, women often feel as though they are inferior to men and that they are unequal within society; this may contribute to feelings of depression. There are many ways for the issue of depression to be addressed. One of the most important ways for this issue to be addressed is for it to be talked about and have fewer stigmas attached to it. Many people view depression and mental illness as a negative thing and therefore much stigma comes attached to the diagnoses of depression. Men, who already have a hard time going to get help when they need it, are even less likely to reach out for help if they will be labeled as weak and treated differently if their condition becomes public knowledge. As mentioned above, if society would take a step back and not put so much emphasis on hegemonic masculinities and make it more socially acceptable for men to show emotion and not have negative repercussions when coming to terms with their mental illness, more men would feel comfortable speaking out about their illness and hopefully actively seek treatment. One way that this stigma is approached is how Bell Canada has created a campaign to help eliminate the stigma attached to depression and mental illness. They offer some interesting statistics that are quite troubling in regards to the problem of mental health and its funding: mental health does not receive the funding relative to the need because mental illness represents 15% of health care troubles; however, they only receive 5% of funding. Another startling statistic provided was that only one-third of Canadians who need mental health services actually receive them. (http://letstalk. bell. ca). Another initiative that has been created to help spread awareness about mental health issues is the Canadian Population Health Initiative. This initiative has seen very positive outcomes in how mental health is treated, promoted and viewed in Canadian society. Many new initiatives and policies have been created in the past 20 years to help address the issues that are faced in the public sector of mental health. Some of the positive changes that have been made include: The creation of the Mental Health Promotion Unit in 1995 to promote health public policy for mental health, in 1996 a new holistic definition of mental health was created to demonstrate that mental health is a â€Å"multi-faceted nature of health and moved beyond disease-oriented understandings† (Ottawa: CIHI, 2009) and in 2007 the creation of the Mental Health Commission of Canada that was to help people living with mental illness get treatment as well as promote positive mental health promotion across the nation (Ottawa: CIHI, 2009). By the creation of these old and new initiatives and policies, there is more attention being given to the issue of mental health and a reduction of the stigma attached to it. Education is the best way to understand something and if the country is educated on the issues, they will be less likely to rely on old stereotypes to categorize people who suffer from mental illness. I believe that depression is a major issue present within society and we must find ways to break down the gender stereotypes in order for both males and females to feel comfortable talking about it. I believe that it is important to look at how we can address this issue as women are suffering at a higher rate than men while men are suffering in silence, without help from anyone. Depression must be viewed as an illness that is okay to talk about and okay to get help for. Depression is common in society and no one is ever alone when dealing with depression and the feelings associated with it. It is scary to think that two thirds of people suffering are not receiving any help. People suffering need not be ashamed of what they are going through and should be eager to seek the proper treatment when needed. As a society, we must break away from the gender stereotypes associated with gender and understand that depression is an illness that both men and women suffer from. We need to continue to use campaigns and initiatives to show people that they are not alone and that it is nothing to be ashamed of. Women are at a higher rate of experiencing depression as they are affected differently by social causes that are present within our society. In recent times, we have been trying to put to rest the idea that men are superior to women as every human being should be considered equal and capable of doing the same things within society. If everyone is considered as equal, it may lead to a decrease in violence against women and people of color may not feel oppressed by other members of society. If this is possible, women’s risk of experiencing depression may decrease and it may no longer be viewed as a women’s illness. It can be concluded that although men and women both suffer from depression and feel some of the same emotions, the way they experiencing depression differs greatly due to the social causes we see in society today. Bibliography References Canadian Institute of Health Information, Improving the Health of Canadians: Exploring Positive Mental Health (Ottawa: CIHI, 2009). Canadian Women’s Foundation, The facts about violence against women. 2012. Retrieved on November 20th, 2012 from http://www. canadianwomen. org/facts-about-violence Culbertson, F. (1997). Depression and Gender; an international review. American Psychology, 25-35. K. , B. B. (2012). Diagnosis and treatment rates for depression in older adults have grown overtime, with medication edging out therapy. AHRQ Research Activities, (379), 21-22. Logan, J. , Skopp, N. A. , Karch, D. , Reger, M. A. , Gahm, G. A. (2012). Characteristics of Suicides Among US Army Active Duty Personnel in 17 US States From 2005 to 2007. American Journal Of Public Health, 102S40-4. doi:10. 2105/AJPH. 2011. 300481 Mayo Clinic Staff. (2010). Depression in women: Understanding the gender gap. Mayo Foundation for medical Education and Research, 1-3. Nolen-Hoeksema, S. , Larson, J. , Grayson, C. (1999). Explaining the gender difference in depressive symptoms. Social Psychology. 77(5): 1061-72. Payne, S. , Doyal, L. (2010). Re-visiting gender justice in health and health care. In E. Kuhlman, and E. Annadale (Eds. ), The Palgrave handbook of gender and healthcare (pp. 21-35). Hampshire: Palgrave MacMillan. Smith, M. , Jaffe, J. (2012). Depression in Women: Causes, Symptoms and Treatment. The Help Guide. Waller, E. 2012) Socioeconomic Position and Major Mental Disorders. Oxford University Press. Retrieved on November 19th, 2012 from: http://epirev. oxfordjournals. org/content/26/1/53. full Weiss et Al. (1999). Childhood sexual abuse as a risk factor for depression in women. American Psychiatry, 816-28. World Health Organization, Mental Health: Gender and women’s mental health. 2012. Retrieved on November 20th, 2012 from: http://www. who. int/mental_health/prevention /genderwomen/en/ Zartaloudi, A. (2011). What is men’s experience of depression? Health Science Journal, 182-187. How to cite Women and Depression, Essay examples