The Day The World Ended :: essays research papers

SONS AND LOVERS Relationships have, and always will contain many different levels. These levels can produce somewhat of a state of confusion in ones life, and have many different impacts. But when a change and a transformation takes place, one can reach a point of clarity and a new found direction. In the comparison of two novels, we see several relationships portrayed along these lines, and how the two main characters transform to find what is most sacred to them. Paul Morel is the main character in D.H. Lawrence's novel 'Sons and Lovers.'; The story charts his early life from when his parents married, and the subsequent birth of their four children. During this time, the three women who have the greatest impact on Paul's life are his mother, Miriam and Clara. Each woman displays a definite influence on Paul, but all three are shown in different times of his life. This influence goes on to shape the life of Paul. In conjunction to this, the story of 'The French Lieutenants Woman'; and the main char acter in that story, Charles, will be compared showing similarities and differences of the relationships of women in his life.   Ã‚  Ã‚  Ã‚  Ã‚  In the story 'Sons and Lovers'; from the very beginning their was a connection between Paul and his mother. It was seen that a bond was formed between the two of them, but it wasn't very strong in the beginning. The strong mother –son bond was between Paul's older brother William and his mother. Paul appeared to be jealous of this, and it wasn't until William moved away that Paul's mother noticed him. William was offered a job in London, the 'big city'; in comparison to their town. When he left, it was almost like a part of his mother had left too. She was crushed, very upset, and very unstable. It wasn't until Paul came down with an illness, and was on the boundaries of death when his mother finally really took notice in him. Paul was then nursed back to himself, and shared this same type of bond that William had shared with his mother. Mrs. Morel (the mother) lived for her children, especially William, but then Paul. As Paul grew older, his mother never su ffered alone, and neither did he. He was always there for her when she needed him, she told him all her problems, and he listened as best he could, as a child and as a man.

Negotiation and Dispute Resolution

CHAPTER ONE The Nature of Negotiation 4-2 Introduction Negotiation is something that everyone does, almost daily 4-3 Negotiations Negotiations occur for several reasons: †¢ To agree on how to share or divide a limited resource †¢ To create something new that neither party could attain on his or her own †¢ To resolve a problem or dispute between the parties 4-4 Approach to the Subject Most people think bargaining and negotiation mean the same thing; however, we will be distinctive about the way we use these two words: †¢ Bargaining: describes the competitive, win-lose situation †¢ Negotiation: refers to win-win situations such as hose that occur when parties try to find a mutually acceptable solution to a complex conflict 4-5 Three Important Themes 1. The definition of negotiation and the basic characteristics of negotiation situations 2. Interdependence, the relationship between people and groups that most often leads them to negotiate 3. Understanding the dy namics of conflict and conflict management processes which serve as a backdrop for different ways that people approach and manage negotiations 4-6 Characteristics of a Negotiation Situation †¢ There are two or more parties †¢ There is a conflict of needs and desires between two or more parties Parties negotiate because they think they can get a better deal than by simply accepting what the other side offers them †¢ Parties expect a â€Å"give-and-take† process 4-7 Characteristics of a Negotiation Situation †¢ Parties search for agreement rather than: – – – – Fight openly Capitulate Break off contact permanently Take their dispute to a third party †¢ Successful negotiation involves: – Management of tangibles (e. g. , the price or the terms of agreement) – Resolution of intangibles (the underlying psychological motivations) such as winning, losing, saving face 4-8 Interdependence In negotiation, parties need eac h other to achieve heir preferred outcomes or objectives †¢ This mutual dependency is called interdependence †¢ Interdependent goals are an important aspect of negotiation †¢ Win-lose: I win, you lose †¢ Win-win: Opportunities for both parties to gain 4-9 Interdependence †¢ Interdependent parties are characterized by interlocking goals †¢ Having interdependent goals does not mean that everyone wants or needs exactly the same thing †¢ A mix of convergent and conflicting goals characterizes many interdependent relationships 4-10 Types of Interdependence Affect Outcomes †¢ Interdependence and the structure of the situation hape processes and outcomes – Zero-sum or distributive – one winner – Non-zero-sum or integrative – a mutual gains situation 4-11 Alternatives Shape Interdependence †¢ Evaluating interdependence depends heavily on the alternatives to working together †¢ The desirability to work together is better for outcomes †¢ Best available alternative: BATNA (acronym for Best Alternative to a Negotiated Agreement) 4-12 Mutual Adjustment †¢ Continues throughout the negotiation as both parties act to influence the other †¢ One of the key causes of the changes that occur during a negotiation †¢ The effective negotiator needs to understand how eople will adjust and readjust and how the negotiations might twist and turn, based on one’s own moves and the other’s responses 4-13 Mutual Adjustment and Concession Making †¢ When one party agrees to make a change in his/her position, a concession has been made †¢ Concessions restrict the range of options †¢ When a concession is made, the bargaining range is further constrained 4-14 Two Dilemmas in Mutual Adjustment †¢ Dilemma of honesty – Concern about how much of the truth to tell the other party †¢ Dilemma of trust – Concern about how much should negotiators believe wh at the other party tells them 4-15Value Claiming and Value Creation †¢ Opportunities to â€Å"win† or share resources – Claiming value: result of zero-sum or distributive situations where the object is to gain largest piece of resource – Creating value: result of non-zero-sum or integrative situation where the object is to have both parties do well 4-16 Value Claiming and Value Creation †¢ Most actual negotiations are a combination of claiming and creating value processes – Negotiators must be able to recognize situations that require more of one approach than the other – Negotiators must be versatile in their comfort and use of both major strategic approaches Negotiator perceptions of situations tend to be biased toward seeing problems as more distributive/competitive than they really are 4-17 Value Claiming and Value Creation Value differences that exist between negotiators include: †¢ †¢ †¢ †¢ Differences in interes t Differences in judgments about the future Differences in risk tolerance Differences in time preferences 4-18 Conflict Conflict may be defined as a: â€Å"sharp disagreement or opposition† and includes â€Å"the perceived divergence of interest, or a belief that the parties' current aspirations cannot be achieved simultaneously† 4-19 Levels of Conflict Intrapersonal or intrapsychic conflict – Conflict that occurs within an individual †¢ We want an ice cream cone badly, but we know that ice cream is very fattening †¢ Interpersonal conflict – Conflict is between individuals †¢ Conflict between bosses and subordinates, spouses, siblings, roommates, etc. 4-20 Levels of Conflict †¢ Intragroup Conflict – Conflict is within a group †¢ Among team and committee members, within families, classes etc. †¢ Intergroup Conflict – Conflict can occur between organizations, warring nations, feuding families, or within splintered , fragmented communities – These negotiations are the most complex -21 Dysfunctions of Conflict 1. 2. 3. 4. 5. 6. 7. 8. Competitive, win-lose goals Misperception and bias Emotionality Decreased communication Blurred issues Rigid commitments Magnified differences, minimized similarities Escalation of conflict 4-22 Functions and Benefits of Conflict 1. Makes organizational members more aware and able to cope with problems through discussion. 2. Promises organizational change and adaptation. 3. Strengthens relationships and heightens morale. 4. Promotes awareness of self and others. 5. Enhances personal development. 6. Encourages psychological development—it helps eople become more accurate and realistic in their self-appraisals. 7. Can be stimulating and fun. 4-23 The Dual Concerns Model 4-24 Styles of Conflict Management 1. Contending – Actors pursue own outcomes strongly, show little concern for other party obtaining their desired outcomes 2. Yielding – A ctors show little interest in whether they attain own outcomes, but are quite interested in whether the other party attains their outcomes 3. Inaction – Actors show little interest in whether they attain own outcomes, and little concern about whether the other party obtains their outcomes 4-25 Styles of Conflict Management . Problem solving – Actors show high concern in obtaining own outcomes, as well as high concern for the other party obtaining their outcomes 5. Compromising – Actors show moderate concern in obtaining own outcomes, as well as moderate concern for the other party obtaining their outcomes CHAPTER TWO Strategy and Tactics of Distributive Bargaining 4-27 Three Reasons Negotiators Should Be Familiar with Distributive Bargaining 1. Independent situations require knowing how this works in order to do well 2. Need to know how to counter the effects of the strategies 3. Every situation has the potential to require kills at the â€Å"claiming-valueâ₠¬  stage 4-28 The Distributive Bargaining Situation †¢ Goals of one party are in fundamental,direct conflict to another party †¢ Resources are fixed and limited †¢ Maximizing one’s own share of resources is the goal for both parties 4-29 The Distributive Bargaining Situation Situation includes: †¢ Starting points (initial offers) †¢ Target points †¢ Resistance points (walkaway) †¢ Alternative outcomes 4-30 The Distributive Bargaining Situation Party A – Seller Walkaway Point Initial Offer Party B – Buyer Target Point Target Point Asking Price Walkaway Point 4-31 The Role of Alternatives to aNegotiated Agreement †¢ Alternatives give the negotiator power to walk away from the negotiation – If alternatives are attractive, negotiators can: †¢ Set their goals higher †¢ Make fewer concessions – If there are no attractive alternatives: †¢ Negotiators have much less bargaining power 4-32 The Distribut ive Bargaining Situation Party A – Seller Walkaway Point Target Point Alternative Initial Offer Party B – Buyer Asking Price Alternative Target Point Walkaway Point 4-33 Fundamental Strategies †¢ Push for settlement near opponent’s resistance point †¢ Get the other party to change their resistance point If settlement range is negative, either: – Get the other side to change their resistance point – Modify your own resistance point †¢ Convince the other party that the settlement is the best possible 4-34 Keys to the Strategies The keys to implementing any of the four strategies are: †¢ Discovering the other party’s resistance point †¢ Influencing the other party’s resistance point 4-35 Tactical Tasks of Negotiators †¢ Assess outcome values and the costs of termination for the other party †¢ Manage the other party’s impressions †¢ Modify the other party’s perceptions †¢ Manipula te the actual costs of delay or termination 4-36Assess the Other Party’s Target, Resistance Point, and Costs of Terminating Negotiations †¢ Indirectly – Determine information opponent used to set: †¢ Target †¢ Resistance points †¢ Directly – Opponent reveals the information 4-37 Manage the Other Party’s Impressions †¢ Screen your behavior: – Say and do as little as possible †¢ Direct action to alter impressions – Present facts that enhance one’s position 4-38 Modify the Other Party’s Perceptions †¢ Make outcomes appear less attractive †¢ Make the cost of obtaining goals appear higher †¢ Make demands and positions appear more or less attractive to the other party – whichever uits your needs 4-39 Manipulate the Actual Costs of Delay or Termination †¢ Plan disruptive action – Raise the costs of delay to the other party †¢ Form an alliance with outsiders – Involve (or threaten to involve) other parties who can influence the outcome in your favor †¢ Schedule manipulations – One party is usually more vulnerable to delaying than the other 4-40 Positions Taken During Negotiations †¢ Opening offers – Where will you start? †¢ Opening stance – What is your attitude? †¢ Competitive? Moderate? †¢ Initial concessions – Should any be made? If so, how large? 4-41 Positions Taken During Negotiations The role of concessions – Without them, there is either capitulation or deadlock †¢ Patterns of concession making – The pattern contains valuable information †¢ Final offers (making a commitment) – â€Å"This is all I can do† 4-42 Commitments: Tactical Considerations †¢ Establishing a commitment – Three properties: †¢ Finality †¢ Specificity †¢ Consequences †¢ Preventing the other party from committing prematurely – Their co mmitment reduces your flexibility 4-43 Ways to Create a Commitment †¢ †¢ †¢ †¢ Public pronouncement Linking with an outside base Increase the prominence of demands Reinforce the threat or promise 4-44 Commitments:Tactical Considerations †¢ Ways to abandon a committed position – – – – Plan a way out Let it die silently Restate the commitment in more general terms Minimize the damage to the relationship if the other backs off 4-45 Closing the Deal †¢ †¢ †¢ †¢ †¢ Provide alternatives (2 or 3 packages) Assume the close Split the difference Exploding offers Deal sweeteners 4-46 Dealing with Typical Hardball Tactics †¢ Four main options: – Ignore them – Discuss them – Respond in kind – Co-opt the other party (befriend them) 4-47 Typical Hardball Tactics †¢ Good Cop/Bad Cop †¢ Lowball/Highball †¢ Bogey (playing up an issue of little importance) The Nibble (asking fo r a number of small concessions to) 4-48 Typical Hardball Tactics †¢ †¢ †¢ †¢ Chicken Intimidation Aggressive Behavior Snow Job (overwhelm the other party with information) 4-49 Summary Negotiators need to: †¢ Set a clear target and resistance points †¢ Understand and work to improve their BATNA †¢ Start with good opening offer †¢ Make appropriate concessions †¢ Manage the commitment process CHAPTER THREE Strategy and Tactics of Integrative Negotiation 4-51 What Makes Integrative Negotiation Different? †¢ Focus on commonalties rather than differences †¢ Address needs and interests, not positions Commit to meeting the needs of all involved parties †¢ Exchange information and ideas †¢ Invent options for mutual gain †¢ Use objective criteria to set standards 4-52 Overview of the Integrative Negotiation Process †¢ Create a free flow of information †¢ Attempt to understand the other negotiator’s real n eeds and objectives †¢ Emphasize the commonalties between the parties and minimize the differences †¢ Search for solutions that meet the goals and objectives of both sides 4-53 Key Steps in the Integrative Negotiation Process †¢ Identify and define the problem †¢ Understand the problem fully – identify interests and needs on both sides Generate alternative solutions †¢ Evaluate and select among alternatives 4-54 Claiming and Creating Value 4-55 Identify and Define the Problem †¢ Define the problem in a way that is mutually acceptable to both sides †¢ State the problem with an eye toward practicality and comprehensiveness †¢ State the problem as a goal and identify the obstacles in attaining this goal †¢ Depersonalize the problem †¢ Separate the problem definition from the search for solutions 4-56 Understand the Problem Fully— Identify Interests and Needs †¢ Interests: the underlying concerns, needs, desires, or fe ars that motivate a negotiator Substantive interests relate to key issues in the negotiation – Process interests are related to the way the dispute is settled – Relationship interests indicate that one or both parties value their relationship – Interests in principle: doing what is fair, right, acceptable, ethical may be shared by the parties 4-57 Observations on Interests †¢ There is almost always more than one †¢ Parties can have different interests at stake †¢ Often stem from deeply rooted human needs or values †¢ Can change †¢ Numerous ways to surface interests †¢ Surfacing interests is not always easy or to one’s best advantage 4-58Generate Alternative Solutions †¢ Invent options by redefining the problem set: – – – – – – – – Compromise Logroll Modify the pie Expand the pie Find a bridge solution Cut the costs for compliance Non specific compensation Subordinat ion †¢ Generate options to the problem as a given: – Brainstorming – Surveys – Electronic brainstorming 4-59 Evaluate and Select Alternatives †¢ Narrow the range of solution options †¢ Evaluate solutions on: – Quality – Objective standards – Acceptability †¢ Agree to evaluation criteria in advance †¢ Be willing to justify personal preferences †¢ Be alert to the influence of intangibles in selecting options Use subgroups to evaluate complex options 4-60 Evaluate and Select Alternatives †¢ Take time to â€Å"cool off† †¢ Explore different ways to logroll †¢ Exploit differences in expectations and risk/time preferences †¢ Keep decisions tentative and conditional until a final proposal is complete †¢ Minimize formality, record keeping until final agreements are closed 4-61 Factors That Facilitate Successful Integrative Negotiation †¢ Some common objective or goal †¢ Faith in one’s own problem-solving ability †¢ A belief in the validity of one’s own position and the other’s perspective †¢ The motivation and commitment to work together -62 Factors That Facilitate Successful Integrative Negotiation †¢ Trust †¢ Clear and accurate communication †¢ An understanding of the dynamics of integrative negotiation CHAPTER FOUR Negotiation: Strategy and Planning 4-64 Goals – The Focus That Drives Negotiation Strategy †¢ Determining goals is the first step in the negotiation process †¢ Negotiators should specify goals and objectives clearly †¢ The goals set have direct and indirect effects on the negotiator’s strategy 4-65 The Direct and Indirect Effects of Goals on Strategy †¢ Direct effects – – – – Wishes are not goals Goals are often linked to the other party’s goalsThere are limits to what goals can be Effective goals must be concrete/specific †¢ Indirect effects – Forging an ongoing relationship 4-66 Strategy versus Tactics †¢ Strategy: The overall plan to achieve one’s goals in a negotiation †¢ Tactics: Short-term, adaptive moves designed to enact or pursue broad strategies – Tactics are subordinate to strategy – Tactics are driven by strategy †¢ Planning: The â€Å"action† component of the strategy process; i. e. how will I implement the strategy? 4-67 Approaches to Strategy †¢ Unilateral: One that is made without active involvement of the other party Bilateral: One that considers the impact of the other’s strategy on one’s own 4-68 The Dual Concerns Model Avoidance: Don’t negotiate Competition: I gain, ignore relationship Collaboration: I gain, you gain, enhance relationship Accommodation: I let you win, enhance relationship 4-69 Strategic Options †¢ Per the Dual Concerns Model, choice of strategy is reflected in the answers to two questio ns: – How much concern do I have in achieving my desired outcomes at stake in the negotiation? – How much concern do I have for the current and future quality of the relationship with the other party? 4-70 The Nonengagement Strategy:Avoidance †¢ If one is able to meet one’s needs without negotiating at all, it may make sense to use an avoidance strategy †¢ It simply may not be worth the time and effort to negotiate †¢ The decision to negotiate is closely related to the desirability of available alternatives 4-71 Active-Engagement Strategies †¢ Competition – distributive, win-lose bargaining †¢ Collaboration – integrative, win-win negotiation †¢ Accommodation – involves an imbalance of outcomes (â€Å"I lose, you win†) 4-72 Key Steps to an Ideal Negotiation Process 4-73 Key Steps to an Ideal Negotiation Process †¢ Preparation – What are the goals? How will I work with the other party? †¢ R elationship building – Understanding differences and similarities – Building commitment toward a mutually beneficial set of outcomes †¢ Information gathering – Learn what you need to know about the issues 4-74 Key Steps to an Ideal Negotiation Process †¢ Information using – Assemble your case †¢ Bidding – Each party states their â€Å"opening offer† – Each party engages in â€Å"give and take† †¢ Closing the deal – Build commitment †¢ Implementing the agreement 4-75 Getting Ready to Implement the Strategy: The Planning Process †¢ Define the issues †¢ Assemble the issues and define the bargaining ix – The bargaining mix is the combined list of issues †¢ Define your interests – Why you want what you want 4-76 Getting Ready to Implement the Strategy: The Planning Process †¢ Know your limits and alternatives †¢ Set your objectives (targets) and opening bids (whe re to start) – Target is the outcome realistically expected – Opening is the best that can be achieved †¢ Assess constituents and the social context of the negotiation 4-77 The Social Context of Negotiation: â€Å"Field† Analysis 4-78 Getting Ready to Implement the Strategy: The Planning Process †¢ Analyze the other party – Why do they want what they want? How can I present my case clearly and refute the other party’s arguments? †¢ Present the issues to the other party 4-79 Information Needed to Prepare Effectively for Engaging the Other Party †¢ †¢ †¢ †¢ †¢ Resources, issues, and bargaining mix Interests and needs Walkaway point and alternative(s) Targets and opening bids Constituents, social structure, and authority to make an agreement †¢ Reputation and negotiation style †¢ Likely strategy and tactics 4-80 Getting Ready to Implement the Strategy: The Planning Process †¢ Define the protocol t o be followed in the negotiation – – – – – – – What is the agenda? Who will be there?Where will the negotiation occur? What is the time period? What might be done if the negotiation fails? How will we keep track of what is agreed to? How do we know whether we have a good agreement? 4-81 Summary on the Planning Process â€Å"†¦ planning is the most critically important activity in negotiation. † CHAPTER FIVE Perception, Cognition, and Emotion 4-83 Perception, Cognition, and Emotion in Negotiation The basic building blocks of all social encounters are: †¢ Perception †¢ Cognition – Framing – Cognitive biases †¢ Emotion 4-84 Perception Perception is: †¢ The process by which individuals connect to their environment. A â€Å"sense-making† process 4-85 The Process of Perception The process of ascribing meaning to messages and events is strongly influenced by the perceiver’s current state of mind, role, and comprehension of earlier communications People interpret their environment in order to respond appropriately The complexity of environments makes it impossible to process all of the information People develop â€Å"shortcuts† to process information and these â€Å"shortcuts† can create perceptual errors 4-86 Perceptual Distortion †¢ Four major perceptual errors: – Stereotyping – Halo effects – Selective perception – Projection 4-87Stereotyping and Halo Effects †¢ Stereotyping: – Is a very common distortion – Occurs when an individual assigns attributes to another solely on the basis of the other’s membership in a particular social or demographic category †¢ Halo effects: – Are similar to stereotypes – Occur when an individual generalizes about a variety of attributes based on the knowledge of one attribute of an individual 4-88 Selective Perception and Projection â₠¬ ¢ Selective perception: – Perpetuates stereotypes or halo effects – The perceiver singles out information that supports a prior belief but filters out contrary information †¢ Projection: Arises out of a need to protect one’s own self-concept – People assign to others the characteristics or feelings that they possess themselves 4-89 Framing †¢ Frames: – Represent the subjective mechanism through which people evaluate and make sense out of situations – Lead people to pursue or avoid subsequent actions – Focus, shape and organize the world around us – Make sense of complex realities – Define a person, event or process – Impart meaning and significance 4-90 Types of Frames †¢ †¢ †¢ †¢ †¢ †¢ †¢ Substantive Outcome Aspiration Process Identity Characterization Loss-Gain 4-91 How Frames Work in Negotiation Negotiators can use more than one frame †¢ Mismatches in frames b etween parties are sources of conflict †¢ Parties negotiate differently depending on the frame †¢ Specific frames may be likely to be used with certain types of issues †¢ Particular types of frames may lead to particular types of agreements †¢ Parties are likely to assume a particular frame because of various factors 4-92 Interests, Rights, and Power Parties in conflict use one of three frames: †¢ Interests: people talk about their â€Å"positions† but often what is at stake is their underlying interests †¢ Rights: people may be concerned about who is right† – that is, who has legitimacy, who is correct, and what is fair †¢ Power: people may wish to resolve a conflict on the basis of who is stronger 4-93 The Frame of an Issue Changes as the Negotiation Evolves †¢ Negotiators tend to argue for stock issues or concerns that are raised every time the parties negotiate †¢ Each party attempts to make the best possible case for his or her preferred position or perspective †¢ Frames may define major shifts and transitions in a complex overall negotiation †¢ Multiple agenda items operate to shape issue development 4-94 Some Advice about Problem Framing for Negotiators Frames shape what the parties define as the key issues and how they talk about them †¢ Both parties have frames †¢ Frames are controllable, at least to some degree †¢ Conversations change and transform frames in ways negotiators may not be able to predict but may be able to control †¢ Certain frames are more likely than others to lead to certain types of processes and outcomes 4-95 Cognitive Biases in Negotiation †¢ Negotiators have a tendency to make systematic errors when they process information. These errors, collectively labeled cognitive biases, tend to impede negotiator performance. 4-96 Cognitive Biases †¢ †¢ †¢ †¢ †¢Irrational escalation of commitment Mythical fixed-pie be liefs Anchoring and adjustment Issue framing and risk Availability of information †¢ The winner’s curse †¢ Overconfidence †¢ The law of small numbers †¢ Self-serving biases †¢ Endowment effect †¢ Ignoring others’ cognitions †¢ Reactive devaluation 4-97 Irrational Escalation of Commitment and Mythical Fixed-Pie Beliefs †¢ Irrational escalation of commitment – Negotiators maintain commitment to a course of action even when that commitment constitutes irrational behavior †¢ Mythical fixed-pie beliefs – Negotiators assume that all negotiations (not just some) involve a fixed pie 4-98Anchoring and Adjustment and Issue Framing and Risk †¢ Anchoring and adjustment – The effect of the standard (anchor) against which subsequent adjustments (gains or losses) are measured – The anchor might be based on faulty or incomplete information, thus be misleading †¢ Issue framing and risk – Frames ca n lead people to seek, avoid, or be neutral about risk in decision making and negotiation 4-99 Availability of Information and the Winner’s Curse †¢ Availability of information – Operates when information that is presented in vivid or attention-getting ways becomes easy to recall. – Becomes central and critical in evaluating events and ptions †¢ The winner’s curse – The tendency to settle quickly on an item and then subsequently feel discomfort about a win that comes too easily 4-100 Overconfidence and the Law of Small Numbers †¢ Overconfidence – The tendency of negotiators to believe that their ability to be correct or accurate is greater than is actually true †¢ The law of small numbers – The tendency of people to draw conclusions from small sample sizes – The smaller sample, the greater the possibility that past lessons will be erroneously used to infer what will happen in the future 4-101 Self-Serving Bi ases and Endowment Effect †¢ Self-serving biases People often explain another person’s behavior by making attributions, either to the person or to the situation – There is a tendency to: †¢ Overestimate the role of personal or internal factors †¢ Underestimate the role of situational or external factors †¢ Endowment effect – The tendency to overvalue something you own or believe you possess 4-102 Ignoring Others’ Cognitions and Reactive Devaluation †¢ Ignoring others’ cognitions – Negotiators don’t bother to ask about the other party’s perceptions and thoughts – This leaves them to work with incomplete information, and thus produces faulty results †¢ Reactive devaluation The process of devaluing the other party’s concessions simply because the other party made them 4-103 Managing Misperceptions and Cognitive Biases in Negotiation The best advice that negotiators can follow is: †¢ Be aware of the negative aspects of these biases †¢ Discuss them in a structured manner within the team and with counterparts 4-104 Mood, Emotion, and Negotiation †¢ The distinction between mood and emotion is based on three characteristics: – Specificity – Intensity – Duration 4-105 Mood, Emotion, and Negotiation †¢ Negotiations create both positive and negative emotions †¢ Positive emotions generally have positive onsequences for negotiations – They are more likely to lead the parties toward more integrative processes – They create a positive attitude toward the other side – They promote persistence 4-106 Mood, Emotion, and Negotiation †¢ Aspects of the negotiation process can lead to positive emotions – Positive feelings result from fair procedures during negotiation – Positive feelings result from favorable social comparison 4-107 Mood, Emotion, and Negotiation †¢ Negative emotions generally h ave negative consequences for negotiations – They may lead parties to define the situation as competitive or distributive They may undermine a negotiator’s ability to analyze the situation accurately, which adversely affects individual outcomes – They may lead parties to escalate the conflict – They may lead parties to retaliate and may thwart integrative outcomes – Not all negative emotion has the same effect 4-108 Mood, Emotion, and Negotiation †¢ Aspects of the negotiation process can lead to negative emotions – Negative emotions may result from a competitive mind-set – Negative emotions may result from an impasse – Negative emotions may result from the prospect of beginning a negotiation †¢ Effects of positive and negative emotion Positive feelings may generate negative outcomes – Negative feelings may elicit beneficial outcomes †¢ Emotions can be used strategically as negotiation gambits CHAPTER SIX C ommunication 4-110 Communication in Negotiation Communication processes, both verbal and nonverbal, are critical to achieving negotiation goals and to resolving conflicts. 4-111 What is Communicated during Negotiation? †¢ †¢ †¢ †¢ Offers, counteroffers, and motives Information about alternatives Information about outcomes Social accounts – Explanations of mitigating circumstances – Explanations of exonerating circumstances Reframing explanations †¢ Communication about process 4-112 Communication in Negotiation: Three Key Questions †¢ Are negotiators consistent or adaptive? – Many negotiators prefer sticking with the familiar rather than venturing into improvisation †¢ Does it matter what is said early in the process? – What negotiators do in the first half of the process has a significant impact on their ability to generate integrative solutions with high joint gains †¢ Is more information always better? – Th ere is evidence that having more information does not automatically translate into better outcomes 4-113 How People Communicate n Negotiation †¢ Use of language operates at two levels: – Logical level (proposals, offers) – Pragmatic level (semantics, syntax, style) †¢ Use of nonverbal communication – Making eye contact – Adjusting body position – Nonverbally encouraging or discouraging what the other says 4-114 How People Communicate in Negotiation †¢ Selection of a communication channel – Communication is experienced differently when it occurs through different channels – People negotiate through a variety of communication media – by phone, in writing and increasingly through electronic channels or virtual negotiations Social bandwidth distinguishes one communication channel from another. †¢ the ability of a channel to carry and convey subtle social and relational cues from sender to receiver 4-115 How to I mprove Communication in Negotiation Three main techniques: 1. The use of questions 2. Listening 3. Role reversal 4-116 How to Improve Communication in Negotiation †¢ Use of questions: two basic categories – Manageable questions †¢ cause attention or prepare the other person’s thinking for further questions: – â€Å"May I ask you a question? † †¢ getting information – â€Å"How much will this cost? † †¢ generating thoughts â€Å"Do you have any suggestions for improving this? † 4-117 How to Improve Communication in Negotiation †¢ Use of questions: two basic categories – Unmanageable questions †¢ cause difficulty – â€Å"Where did you get that dumb idea? † †¢ give information – â€Å"Didn’t you know we couldn’t afford this? † †¢ bring the discussion to a false conclusion – â€Å"Don’t you think we have talked about this enough? † 4-118 How to Improve Communication in Negotiation †¢ Listening: three major forms 1. Passive listening: Receiving the message while providing no feedback to the sender 2. Acknowledgment: Receivers nod their heads, maintain eye ontact, or interject responses 3. Active listening: Receivers restate or paraphrase the sender’s message in their own language 4-119 How to Improve Communication in Negotiation †¢ Role reversal – – Negotiators understand the other party’s positions by actively arguing these positions until the other party is convinced that he or she is understood Impact and success of the role-reversal technique †¢ Research suggests that role reversal is a useful tool for improving communication and the accurate understanding and appreciation of the other party’s position 4-120 Special Communication Considerations at the Close of Negotiations Avoiding fatal mistakes – Keeping track of what you expect to happen – Systematically guarding yourself against self-serving expectations – Reviewing the lessons from feedback for similar decisions in the future †¢ Achieving closure – Avoid surrendering important information needlessly – Refrain from making â€Å"dumb remarks† CHAPTER SEVEN Finding and Using Negotiation Power 4-122 Why Is Power Important to Negotiators? Seeking power in negotiation arises from one of two perceptions: 1. The negotiator believes he or she currently has less power than the other party. 2. The negotiator believes he or she needs more power than the other party. -123 A Definition of Power †¢ â€Å"an actor†¦has power in a given situation (situational power) to the degree that he can satisfy the purposes (goals, desires, or wants) that he is attempting to fulfill in that situation† †¢ Two perspectives on power: – Power used to dominate and control the other– â€Å"power over† – Power used to work together with the other–â€Å"power with† 4-124 Major Sources of Power – How People Acquire Power †¢ †¢ †¢ †¢ †¢ Informational sources of power Personal sources of power Power based on position in an organization Relationship-based sources of power Contextual sources of power 4-125 Informational Sources of Power Information is the most common source of power – Derived from the negotiator’s ability to assemble and organize data to support his or her position, arguments, or desired outcomes – A tool to challenge the other party’s position or desired outcomes, or to undermine the effectiveness of the other’s negotiating arguments 4-126 Power Based on Personality and Individual Differences †¢ Personal orientation †¢ Cognitive orientation – Ideologies about power †¢ Motivational orientation – Specific motives to use power †¢ Disposition and skills – Orientation t o cooperation/competition †¢ Moral orientation – Philosophical orientation to power use -127 Power Based on Position in an Organization Two major sources of power in an organization: †¢ Legitimate power which is grounded in the title, duties, and responsibilities of a job description and â€Å"level† within an organization hierarchy †¢ Power based on the control of resources associated with that position 4-128 Power Based on Position in an Organization Two major sources of power in an organization: †¢ Legitimate power is derived from occupying a particular job, office, or position in an organizational hierarchy – Power resides in the title and responsibilities of the job itself and the â€Å"legitimacy† of the office holder Legitimate power is the foundation of our social structure and may be acquired by birth, election or appointment or promotion 4-129 Power Based on Resource Control †¢ People who control resources have the capac ity to give them to someone who will do what they want, and withhold them (or take them away) from someone who doesn’t do what they want. 4-130 Power Based on Resource Control †¢ Some of the most important resources: – – – – – – – Money Supplies Human capital Time Equipment Critical services Interpersonal support 4-131 Power Based on Relationships †¢ Goal interdependence – How parties view their goals †¢ Referent power Based on an appeal to common experiences, common past, common fate, or membership in the same groups. †¢ Networks – Power is derived from whatever flows through that particular location in the structure (usually information and resources) 4-132 An Organization Hierarchy 4-133 An Organizational Network Isolated Dyad Star Gatekeeper Liaison External Environment Linking Pin Isolate 4-134 Power Based on Relationships †¢ Key aspects of networks: – Tie strength †¢ An i ndication of the strength or quality of relationships with others – Tie content †¢ The resource that passes along the tie with the other person – Network structure The overall set of relationships within a social system 4-135 Power Based on Relationships Aspects of network structure that determine power include: †¢ †¢ †¢ †¢ †¢ Centrality Criticality and relevance Flexibility Visibility Membership in a coalition 4-136 Contextual Sources of Power Power is based in the context, situation or environment in which negotiations take place. †¢ BATNAs – An alternative deal that a negotiator might pursue if she or he does not come to agreement with the current other party †¢ Culture – Often contains implicit â€Å"rules† about use of power †¢ Agents, constituencies and external audiences All these parties can become actively involved in pressuring others 4-137 Dealing with Others Who Have More Power †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ Never do an all-or-nothing deal Make the other party smaller Make yourself bigger Build momentum through doing deals in sequence Use the power of competition to leverage power Constrain yourself Good information is always a source of power Ask many questions to gain more information Do what you can to manage the process CHAPTER EIGHT Ethics in Negotiation 4-139 What Do We Mean by Ethics and Why Do They Matter in Negotiation? Ethics: †¢ Are broadly applied social standards for what is right r wrong in a particular situation, or a process for setting those standards †¢ Grow out of particular philosophies which – Define the nature of the world in which we live – Prescribe rules for living together 4-140 Resolving Moral Problems 4-141 Questions of Ethical Conduct that Arise in Negotiation †¢ Using ethically ambiguous tactics: It’s (mostly) all about the truth †¢ Identifying ethically ambig uous tactics and attitudes toward their use – What ethically ambiguous tactics are there? – Is it all right to use ethically ambiguous tactics? 4-142 Questions of Ethical Conduct that Arise in Negotiation †¢ Deception by omission versus commission

Martin Luther Essay

Martin Luther was born in 1483 in Germany. Although he was brought up in a catholic faith, he changed his faith by starting a new Christian movement that was against the teachings of Catholicism, which was consequently named as Lutheran. He taught as a theology lecturer, hence a professional in theology and he was a preacher as well. His parents Hans Luder mother Margarethe were catholic believers, therefore as soon as he was born; he got baptism on the following day which was St. Martin of Tours day of feast. He had brothers and sisters; however, two of his brothers passed way as a result of a plague. Jacob who had tight bonds with Martin lived on to old age. Martin’s father rented copper mines and smelters and he also worked as a spokesperson in the local council. Besides he wanted the best for his son; he aspired that Martin would be a lawyer . Martin began his early school life in 1497 at Mansfield, Magdeburg and Eisenach in that order; where he learnt Latin. When he was seventeen years of age he was a student at the University of Erfurt and by the year 1505, he had completed his postgraduate studies and was awarded a masters degree. Since his father wanted him to be a lawyer, he went ahead and registered for the law school however, he never pursued the course to completion since according to him law was ambiguous. Instead he preferred to study more on theology and philosophy and was fascinated by former philosophers like William of Ockham, Aristotle and Gabriel Biel. Nonetheless, he was more drawn to lecturers who taught on not laying trust on anyone including the philosophers unless the claims they state could be approved through familiarity. Because of this reason, Martin concluded that knowledge in philosophy could not help people get close to God because it merely emphasized on reasoning; which is valid when applied to people and organizations but not God. According to Luther, people could only acknowledge who God is by understanding the scriptures. From here, his quest for scripture understanding began. Later in 1505, Martin Luther abandoned his studies and joined the catholic monastery. Luther’s life as a monk was constituted by refraining from food, pilgrimage, declaration of his sins before a priest for forgiveness and praying for lengthy periods. The life at the monastery wasn’t easy at all; the monks spent less time in bed and they had to work hard in order to sustain community members. He confesses that his commitment to the church as a monk was not delighting to God; rather it made him aware of how sinful he was. Furthermore, the period within which he served as a monk gave a different perception of Jesus Christ in his life; the Christian life at the monastery was like a detention center that harassed innocent people, yet Jesus is â€Å"a Savior and a comforter†. Nevertheless, the monastery hardship transformed Luther as he found more time to know the Bible. Afterward, it was contemplated by Johann von Staupitz that Luther required to do something else so that his quest for the scripture could be disrupted. Accordingly, after his priestly ordination, he proceeded as a theology lecturer of Wittenberg University. By 1509, Luther had received two degrees; one in Biblical studies and the other in sentences. After three years, he graduated as a doctor in theology thereby becoming a member of the senate in the faculty of theology in the University of Wittenberg . The controversial issues regarding Catholicism began in 1517 when Martin Luther wrote the 95 theses. The theses focused on the indulgences that were sold in the church. Since the pope wanted funds to put up the St. Peter’s church in Rome, pardoning of sins was granted on condition that the sinner paid money. In other instances, one could purchase pardon for sins that he or she expects to commit. This spurred concern in Martin Luther because as he had read in the scripture, deliverance is freely given; whereas in Rome, salvation was an article of trade that could be traded between two partners- a sinner and the priest. Besides, more indulgences were sold so that those souls that were in purgatory could be released. Moreover, according to the Roman Catholic Theology it was believed that faith is not enough to justify a human being unless it is accompanied by deeds, for instance participating in works of charity and giving the church financial contributions . Luther objected the issue of indulgences that were being sold; consequently, he drafted a note to the archbishops of Magdeburg and Mainz; this note is what was later referred to as the 95 theses. A copy of the note he wrote to the archbishop was put on the door of Castle Church. According to Luther, the absolution and forgiveness of sins based on indulgences was wrong and deceptive. Within a short time the theses were converted to German, because they were written in Latin; after which they were printed and reproduced to make many copies. Accordingly, the reprinted theses were extensively distributed to various parts within Germany. Between 1510 and 1520, he spent his time in teaching the New Testament books including the Psalms. Even as he studied the Holy Scriptures, he came to realize that justification was a very significant aspect in salvation. That God acknowledges a sinner and makes him righteous when he believes the scripture; also God saves sinners because of grace. Luther proceeded to preach about justification, how it came from God’s only and faith as a present for humanity from God. The Roman papal authority took a period of three years to act in response to Luther’s writings despite the fact that the theses had been distributed at a faster rate. The Archbishop of Mainz and Magdeburg whom the letter was addressed to preferred not to answer Luther, but rather identified heretical phrases then sent the letter to Rome. Pope Leo X overlooked the letter believing that it was not a grievous issue; to him Luther was only drunk and after sometime he would get back to his senses. However, the perception was wrong: Country’s such as England, Italy and France were reading the theses by 1519. Furthermore, he wrote and published commentaries Psalms and Galatians, even though he had to work under protection. By 1520, he had published three books that are considered to be the most excellent among his works- â€Å"On the Babylonian Captivity of the Church, On the Freedom of A Christian and To the Nobility of the German Nation. The Pope came to rethink of Luther’s thesis in 1519 and ordered him to give details of his theses which he did in a synopsis. As a result, Luther was called to meet the Pope in Rome so that he could give a detailed justification to his writings. Nonetheless, Luther went to Rome but as it was arranged by Frederick the Wise, he met Cardinal Thomas Cajetan who was a legate to the pope Nevertheless, the pope went ahead and wrote to Luther in a writing termed as â€Å"papal bull Exsurge Domine† cautioning him to denounce the theses he had written as well as subsections within the books that he had written, in a period of sixty days; failure of which would result in him getting suspended from the catholic community. Conversely, Luther burnt the papal bull and the other manuscripts, an action he later justified in his writings- Assertions Concerning All Articles as well as Why the Pope and His Recent Book Are Burned. Following this, Luther was suspended out of the Roman Catholic community in 1521 by the Pope. Later in April, 1521, Luther was presented before the Diet of Worms, a gathering of the Roman Empire authorities in Worms, Rhine. It was required of him to confirm if he was the author of the theses and the other books he had written, an issue he readily confirmed. However, in answering whether he supported the writings, he agreed after one day having discussed with friends and prayed. Accordingly, in May 1521, Luther was declared a heretic and his writings were banned. In addition, no one was permitted to provide neither shelter nor food as this would amount to punishment. Luther by the help of the Elector of Saxony, Fredrick III, stayed separate away from people in the Castle of Wartburg for about eleven months under the name Junker Jorg. It is during this period that he interpreted the New Testament, initially in Greek to German . When he went back to Wittenberg in March 1522, Luther continued to preach and many people were drawn to his sermons. He revised the church doctrines and assisted in reinstating peace and unity within the nation. The new church doctrines were based on faith, grace and scripture alone. Instead of the seven sacraments that exist in the Roman Catholic, only two sacraments were recognized- baptism and the Holy Communion. Lutheranism did not advocate for celibacy, however, no one was forced to marry. The first Lutheran declaration of faith, otherwise referred to as the Augsburg Confession, was read before the Holy Roman Emperor, Charles V in 1530. The reformed church decided to name the new church as Lutheran in honor of Luther. Luther married Katharina who was initially a nun but defected. He passed away in 1546, in Eisleben after having been ill . Bibliography Collinson, P. (2004): The Reformation: a history, ISBN 0679643230, 9780679643234, Modern Library. Doak, R. S. (2006): Pope Leo X: Opponent of the Reformation, ISBN 0756515947, 9780756515942, Compass Point Books. Edwards, M. U. (March, 2000): Martin Luther: Exploring His Life and Times, 1483-1546. The Christian Century, Vol. 117. Fairchild, M. (2009): Martin Luther Bibliography. Retrieved on 13th April, 2009, from: http://christianity. about. com/od/lutherandenomination/a/martinlutherbio_2. htm Marius, R. (1999): Martin Luther: the Christian between God and death, 3rd Edition, ISBN 0674550900, 9780674550902, Harvard University Press. The Columbia Encyclopedia (2007): Luther, Martin, Sixth Edition, 2007.

Economic Problems

Major economic problems in the Philippines are very similar to the economic problems in other underdeveloped countries. Some of the major pinpointed problems are the import-export imbalance, causing those who specialize in trade and make their living off of imported and exported goods to lose money. The imbalance causes families that are forced to survive off of this small income to wonder if they are going to eat the next week or not. One week there are plenty of orders to keep a family and company afloat; the next, there are no orders, causing the family and companies to suffer.Decline of the Philippine peso, which is the value of the money in the Philippines. The lack of business versus the amount of pesos in the small country simply do not add up. In order for families to purchase anything in the Philippines, they have to have several hundred pesos to equal the value of what ever it is they are attempting to purchase. The pesos are equal to less than that of the Mexican peso. Rel iance on remittances. This is when the companies in the Phillips attempt to sell and distribute goods over seas, with other workers from the countries.The Filipinos work in a different country and forward monies back to the homeland, where the company is based out of. This prevents the countries – the foreign and home – from taking out excessive taxes and fees for importing and exporting goods. These are just some of the major problems concerning the Philippines. More information on this country can be found at www. buzzle. com. Individuals continue to suffer daily, and struggle throughout daily life. There are several charities set up through the United States in an attempt to assist these families that desperately need help with simple survival skills. Economic Problems Major economic problems in the Philippines are very similar to the economic problems in other underdeveloped countries. Some of the major pinpointed problems are the import-export imbalance, causing those who specialize in trade and make their living off of imported and exported goods to lose money. The imbalance causes families that are forced to survive off of this small income to wonder if they are going to eat the next week or not.One week there are plenty of orders to keep a family and company afloat; the next, there are no orders, causing the family and companies to suffer. Decline of the Philippine peso, which is the value of the money in the Philippines. The lack of business versus the amount of pesos in the small country simply do not add up. In order for families to purchase anything in the Philippines, they have to have several hundred pesos to equal the value of what ever it is they are attempting to purchase.The pesos are equal to less than that of the Mexican peso. Reli ance on remittances. This is when the companies in the Phillips attempt to sell and distribute goods over seas, with other workers from the countries. The Filipinos work in a different country and forward monies back to the homeland, where the company is based out of. This prevents the countries – the foreign and home – from taking out excessive taxes and fees for importing and exporting goods.These are just some of the major problems concerning the Philippines. More information on this country can be found at www. buzzle. com. Individuals continue to suffer daily, and struggle throughout daily life. There are several charities set up through the United States in an attempt to assist these families that desperately need help with simple survival skills. For more information, please see:www. reference. com

Fast Spread of Vulgarity through the Internet into the Innocent Minds Assignment

Fast Spread of Vulgarity through the Internet into the Innocent Minds of the Adolescents - Assignment Example The people obtain a study guide, health and fitness tips, devise, share and revise business plans, and minutely observe the changes taking place within their social and natural environment. Hence, from getting information related to personal, domestic, corporate and amusement activities to chatting with the distant friends, and from reading articles of one’s own choice and interest to watching the latest models of automobiles, cell-phones, clothes and furniture are sought out from the internet. Moreover, the scholars, researchers, writers, poets, scientists, architects, lawyers, and intellectuals also have obtained the opportunity of getting and sending material related to their profession and interest by using the same platform. Thus, the internet has got the status of an inevitable product that fascinates and satisfies the individuals belonging to every age group, socioeconomic status, gender, ethnic-racial group and profession. Somehow, instead of taking positive and constr uctive benefit out of this great invention, the nefarious people have included and inserted pornography and filthy material challenging the very moral values, ethics and decency have been followed and observed by humanity for centuries; almost the same is the case with a mobile phone. Though the cell phone was simply invented to send and receive important information of very urgent matter, yet the people have started misusing it by spreading startling news and appalling issues, which should have no concern with the mobile phone. It is the need of the hour to take immediate steps to combat with the very threat in order to eradicate the fast spread of pornography. The authorities should apply blockages to all the sites that contain the words and addresses related to sex and nudity. There must be a ban on the development of the sites that are damaging the moral and ethical values of our society. Though pornography through the internet certainly affects all strata of society, yet it is the most fatal thing particularly for the adolescents, which are the future builders of our society and nation. The authorities should impose banishments on the recording and developing of nude movies so that the young generation could be protected from the mental and physical bankruptcy. The internet and communications regulatory authorities should take urgent steps to prohibit the selling of pornographic material, including video films, CDs, cassettes, books and periodicals, watching of which is swiftly and constantly making the youth the addict of sexual activities, deviant behavior and perversion. The age of puberty and majority for purchasing tobacco, wine, liquor, sex enhancing pills and condoms as well as for joining and attending the clubs should be declared to be 21 years, instead of 18 years, so that sexual excesses and perversions could be mitigated to a great extent. The reports reveal that the grandfathers, uncles, neighbors and stepfathers are involved into forced sex and rape with the minor girls and even boys, which not only are destroying the very fabrics of family and blood relations but are also inviting the complete ruination of the young generation. The law enforcing agencies must announce severe punishments and sentences to the culprits too to save the innocent children from going astray as well as from becoming the victim of rape and incest.

Japanese-American Internment Essay Example | Topics and Well Written Essays - 1750 words

Japanese-American Internment - Essay Example The Hawaiian sugar industry attracted many Japanese immigrants in the area in the 1870s and 1880s. By 1900, majority of the Japanese immigrants living in US were concentrated in Hawaii where their work force was much sought by both the farm owners and industries owners. Japanese were primarily hard working than whites, and since the payments depended on the amount of work done, they were better placed than the whites. Their outstanding reputation spread and overtook the whites substantially. The whites saw the Japanese as formidable competitors, and their presence was a threat to them. The Japanese grew more powerful, and in 1941, they attacked the Pearl Harbor; an act that marked a significant traumatic landmark in Japanese-American history (Niiya 11). This attack brought about relocation and internment of the Japanese by the angry anti Japanese community. Japanese-American immigration Japanese migration is significantly attributed to the establishment of sugar plantations in Hawaii . These sugar plantations required massive number of workers throughout the entire process of cultivation, harvesting and processing in the industries. This establishment called for many laborers and importing them was the most convenient way of getting cheap labor. In 1850s, plantation owners imported many Chinese to work in their farms and offered them meager salaries. By 1865, the Chinese immigrants started to drift away from these jobs slowly until there were no more enough laborers in the farms. With the shifting of Chinese to other better jobs, the Hawaiians foreign minister decided to seek laborers elsewhere. This decision compelled the migration of Japanese to Hawaii to replace the Chinese who had quit working in the farms. In 1868, the first ship carrying Japanese immigrants arrived with 148 people in whom 141 were men, 6 were women, and two were children (Hanel 7). The working conditions were harsh and upon the termination of the contract; thus, some went back claiming tha t they were treated with so much cruelty. However, the remaining Japanese were the beginning of Japanese-American citizens at the time. The Chinese exclusion act, which was passed in 1882, prohibited further migration of Chinese and paved way for further Japanese immigration. In the preceding years, Japan and Hawaii signed a contract that allowed whites to import Japanese laborers. More and more Japanese immigrants occupied Hawaii and a group of Japanese ancestry arose. The native born Japanese by 1910 had grown up to one third of the total Hawaii’s population. By 1930, the native born Japanese in Hawaii was numerous and exceeded those born in Japan by a great percentage. They continued to work hard in the farms, and their skills consequently outweighed that of Native Americans bringing a stiff competition. Through their efforts, they were finally able to purchase their own lands, and this challenged the Native Americans who perceived them as a threat. Factors that contribute d to Japanese-Americans internment The internment of Japanese was marked by the attack on Pearl Harbor in 1941. The attack sprouted a historical landmark amongst American Japanese (Chin 5). Retaliation by the anti Japanese ran high and brought their internment. This was a painful moment for the Japanese and thousands of them died in the process. Shortly after the attack, President Franklin D. Roosevelt authorized an order, to designate military boundaries within the US. Although the order was not targeted at anybody, it became the basis for

Macro and Microeconomics Essay Example | Topics and Well Written Essays - 1000 words

Macro and Microeconomics - Essay Example The exchange rate is 5.5francs/dollar meaning that one dollar is equivalent to 5.5 francs. Therefore, a Chrysler Neon costing 14,300 dollars will have the frank price calculate below: 1dollar = 5.5 francs 14,300 dollars= Franc price of Neon Using the principle of cross-multiplication, Price of Chrysler Neon = (14,300 dollars x 5.5 francs)/1dollar = 78,650 francs Question three Given that the franc depreciates by 9% and the initial exchange rate was 5.5 francs/dollar, the franc price of the shirt and dollar price of Chrysler Neon will be affected by the depreciation. If the franc depreciates by 9% from its previous dollar value, the dollar price of the shirt will also change as depicted in the following calculations. Depreciation = 9% Taking the original exchange rate, 5.5 francs/dollar, to be 100%, then the value after depreciation must be higher than the initial value by exactly the same amount as depreciation. New value = (100 + 9) % = 109% Therefore, the new exchange rate = (109/1 00) x 5.5 francs/dollar = 5.995 francs/dollar Hence, the new price of the shirt = (220 francs x 1 dollar)/5.995 = 37 dollars. ... The reason is that as the products become cheaper, the domestic and foreign demand of the products will increase. As currency devaluation increases competitiveness, demand for the country’s export increases, resulting in an increase in aggregate demand. According to macroeconomic principles, an increase in aggregate demand will cause an increase in GDP (Boyes & Melvin, 2011, pg.273). On another monetary perspective, France receipt from foreigners might increase due to currency devaluation and exceed the outgoing payments hence leading to an improved balance of payments. The fact that increased supply of foreign money leads to low supply of domestic currency highlights that an upward pressure will be placed on the domestic currency. Together with expensive imports due to currency devaluation, this pressure results in high price levels as well as higher GDP and employment levels. On the other hand, the depreciation in French franc will decrease the aggregate demand in United Sta tes. The currency devaluation means that the dollar will be stronger against the franc. As a result, the US imports from France will increase as the products in the country become cheaper. Comparatively, US products will be expensive and unpopular in the domestic and foreign markets. Aggregate demand which is dependent on price levels will decrease as more people will be opting to buy from France (Boyes & Melvin, 2011, pg.273). In the meantime, the gross domestic production will decrease as demand decreases. In addition, the franc depreciation will lead to a fixed exchange rate that is lower than the equilibrium exchange rate. This makes it cheaper for Americans to buy French goods and expensive for French people to