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ASEAN in the Global Power Structure, 2005.
Examines the effectiveness of an Asian coalition and how much it serves the interest of the region compared to the self-interests of the United States.
13,700 words (approx. 54.8 pages), 24 sources, MLA, AU$ 400.95
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Abstract
The idea for a regional block in Asia, to a large extent, was conceptualized by the United States. U.S. President Lyndon Johnson presented the ASEAN concept as an alliance of all the free nations of the Pacific and Asia and invited the Asian countries to come together in a co-operative effort to bring about economic development of the region, promising them the U.S.'s financial assistance and support. For all intents and purposes, this is what everyone believed ASEAN would accomplish at the time, including the ASEAN member nations themselves. However, the cooperative development of the nations was only the covering for the U.S.'s real agenda: to halt the progress of Communism and use the ASEAN nations and Japan as the roadblocks:
While the goal of the ASEAN member countries has been acquiring an "Asian identity" and achieving regional economic cooperation, the objective of the United States has been largely strategic in nature.
Such reality poses a number of implications for ASEAN. On one hand, it leaves ASEAN as a pawn for the United States and its allies, making the possibility of upholding real ASEAN interests difficult in the face of a hegemon's (the United States) interests. In addition, it also renders the concept of ASEAN regionalism in question because of the massive outside influence that it is vulnerable to under U.S. "guidance."
This leaves the question of whether ASEAN is truly a Southeast Asian regional block or not. Thus, as this essay argues, ASEAN although originally intended to be an organization that upholds Asian regionalism and reduce dependence on foreign powers and markets, was intentionally used by the United States and its allies to uphold their own political and economic interests - the industrialization of Japan within a neoliberal paradigm and the expansion of U.S. ideals to counter the communist treat, among others - in Asia and the rest of the world.
In order to prove this point, the paper first provides the theoretical foundations of its thesis using the theories of Structural Power and Hegemony. The next section then provides an analysis of the roles that the U.S. and its main ally, Japan, played in the development of ASEAN and the effect of their influence in ASEAN. China's role and effect in ASEAN are also discussed. The paper then provides a historical account of the development of ASEAN to show the facts that support the case. The next section then sketches the future of ASEAN. The essay ends with concluding remarks. It includes figures and graphs.
Paper Outline:
Introduction
Theoretical Foundations of U.S. Influence in ASEAN
The Role of the US
The Role of Japan
The Role of China
Three Contesting Powers
ASEAN Evolution in the Face of a Global Power Structure
Cooperation in the State of Turmoil (1967-1984)
The Birth of ASEAN in 1967
Vietnam Policy and ASEAN
ASEAN and the Promotion of Asian Capitalism
The Cambodia Crisis
Cooperation in the Age of Growth (1985-1996)
The Plaza Accord
Flying Geese Model
Economic Cooperation
Cooperation in the Age of Crisis and Recovery (1997-2005)
The Asian Financial Crisis
The IMF in ASEAN
ASEAN+3
China: A Potential Regional Rival
Japan's Assistance Measures
Post 9-11 Security: ASEAN as a Pawn of U.S. Policy
The Future of ASEAN
The Evolution of Cooperation between ASEAN and Japan
ASEAN and the G3 Bloc
Human Rights Issues Facing ASEAN
Toward a Regional Community
Conclusion
Works Cited
From the Paper
"ASEAN was founded in 1967 to deepen economic interaction and cooperation within the region. When it was first formed, the ASEAN member nations intended it to draw them together into a unified regionalist entity that would reduce dependence on foreign powers, particularly economically. The member nations were third world countries that had up to that time relied heavily on foreign markets, and one of the goals of regionalism was to combine the resources of the countries and convert them from five individual weak entities into one strong entity capable of standing on its own."
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ASEAN in the Global Power Structure, 2005.
This paper explains the formation of ASEAN (Association of Southeast Asian Nations).
6,900 words (approx. 27.6 pages), 21 sources, AU$ 217.95
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Abstract
This paper discusses that the formation of ASEAN as prompted by the neoliberal paradigm and directed by the U.S. and Japan rather than by the ASEAN member nations. The author points out that, although it was established to increase regionalization in Southeast Asia, ASEAN was actually used by the U.S. to stop the spread of Communism and by Japan to provide raw materials for its manufacturing. The paper relates that the ASEAN nations were caught in the global power structure; therefore, ASEAN has benefited the superpowers more than the countries that make it up.
From the Paper
"A study of the Association of Southeast Asian Nations ASEAN provides an excellent window into the interrelationships between the United States, Japan and the ASEAN's member countries."
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The Global South and the Global North, 2007.
An analysis of the impact of globalization on the inequality between the global north and the global south.
1,402 words (approx. 5.6 pages), 8 sources, MLA, AU$ 74.95
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Abstract
This paper looks at globalization and discusses how it has exacerbated the pre-existing inequalities between the poor global south and the wealthy global north. It illustrates how globalization forces some people (predominantly in the southern regions of the planet) to work while permitting other people (predominantly individuals residing in the global north) to become wealthy.
From the Paper
"To start with, it is commonly known that powerful multinational corporations in the global north habitually take their manufacturing operations from Europe and/or America and deposit those aforementioned manufacturing operations in global south countries where they can avoid the onerous regulatory regimes, high corporate taxes, and high wage costs they associate with the north. At the same time, the movement of jobs and plants to the south has the unhappy effect of not only costing workers jobs in the north but also of reducing the south to the subordinate position of being "hewers of wood and drawers of water" for multinationals that are looking for cheap human resources that can be utilized in a working environment that is more permissive than the highly-regulated work environments of America and/or Europe. A good example of this phenomenon can be found in the IT sector where skilled U.S. workers are losing jobs to individuals overseas (Sosbe, 4) - presumably because the "cost of doing business" vis-a-vis wage expenses is lower in global south nations which do not have a strong tradition of labor activism or of government involvement in employee-employer relations."
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Globalization and Global Labour Patterns, 2005.
An analysis of the factors leading to globalization and global labour patterns.
2,700 words (approx. 10.8 pages), 10 sources, AU$ 171.95
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Abstract
This paper discusses globalization and global labour patterns. The paper argues that in a globalized world corporations are determining the labour conditions in both developed and developing countries. It suggests that the corporations are essentially making cheap, unskilled and flexible labourers.
From the Paper
"Globalization and Global Labour Patterns Globalization is one of the most controversial issues in politics and economics. In "Note on Terminalogy" David McNally defines globalization as, "The mainstream term for the new world Economy of the past twenty years" (McNally 9). How exactly has the world economy changed? While discussing the political and economic changes that have occurred over the last three decades Teeple explains, A system of highly integrated world trade was an irreversible fact by the end of the 1970s, confirmed and hastened by the new means of transportation and communications, whose increased productivity were transforming the worldwide distribution of products and hence the global conditions for valorization (Teeple 71)."
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Processes of Globalization and Shared Global Culture, 2005.
A discussion on whether the processes of globalization are producing a shared global culture.
2,028 words (approx. 8.1 pages), 4 sources, APA, AU$ 103.95
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Abstract
The paper states that it is not complicated to find some globalized places such as airline terminals, international hotels or CNN business news revealing the effects of globalization and its repercussions on our understanding of culture in the modern world. The paper relates that through the growing of global interconnections and the processes of ideas and global goods crossing national borders, cultures fuse across the globe. The paper also discusses the presence of English as an international language, and a homogenization of culture. The paper confirms that, culture is a set of values and practices characterized by its particularity, which nevertheless needs universal criteria as a reference to justify this particularity. It is also crucial to define culture as an "encompassing" concept and to keep in mind that it is difficult to know what is cultural.
From the Paper
"In addition, a shared global culture is also relevant as a global dissemination of an American or Western culture. Indeed the processes of globalization are providing fuel for a cultural imperialism, that is to say a global culture liable to be a hegemonic culture. Thus the assertion of a shared global culture seems to be linked to what Friedman describes as "the increasing hegemony of particular central cultures, the diffusion of American values, consumers goods and lifestyles" (Friedman, 1994: 195). The diffusion of dominant standard icons and references such as MacDonald's, Coca-Cola leads to think about an obvious Americanization. In a word, cultures are both confronted by a global dominance of the western culture and by the practices of global capitalism. The result is probably a decrease of cultural differences: a process which undeniably worked to the advantage of the USA and others Western nations. A striking example of this tendency of cultural imperialism is the United Nations Educations Scientific and Cultural Organization's call for a "new world information and communication order" and its politics on global culture."
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Globalization and Global Survival, 2005.
This paper discusses the effects and dangers of globalization.
1,800 words (approx. 7.2 pages), 5 sources, AU$ 114.95
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Abstract
This article examines the cultural, commercial, political and environmental effects of globalization. The writer then looks at the related challenges and dangers. The writer discusses how the existence of international monopolies together with the third world sweat shops and additional factors endanger global survival. The writer further discusses that globalization's exportation of environmentally and perhaps socially unsustainable Western materialism to populous developing nations such as India and China is also worrying for the future of the planet.
From the Paper
"Evidence of increasing hegemony by an ever shrinking number of multinational conglomerates is fuelling increasing concern regarding global cultural, commercial, political and environmental effects from such inequitable distribution of power. The creation of international industrial monopolies and massive fortunes of unprecedented size, accompanied as it is by equally massive down-sizing, unemployment, environmental degradation and the exponential increase of Third World sweat shops and child labor, seems to be leading to disaster on a global scale."
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Team Structure, 2006.
This paper discusses the structure of an organization and recommends a team structure.
2,138 words (approx. 8.6 pages), 7 sources, APA, AU$ 106.95
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Abstract
In this article, the writer recommends a team structure within an organization, where employees are promoted to the position of team leader. The many benefits of the team structure are described in this paper. In describing the benefits, the writer demonstrates that the proposed structure provides for the needs of the organization. The writer describes that the structure allows for the new employees to be integrated effectively, for contract deadlines to be met, and for training to occur in an effective way where new employees can immediately contribute effectively to projects. It also provides for other needs, including providing for future human resource needs, allowing flexibility, increasing employee motivation, and providing a positive work culture. The writer concludes that this structure is effective in providing for current needs and for future needs.
Table of Contents:
Suitability of the Organization Structure
Meeting Training Needs
Planning for Future Needs
Providing for Flexibility Needs
Organizational Structure and Motivation
Promoting a Positive Work Culture
Conclusion
From the Paper
"One of the critical factors in determining an appropriate organizational structure is based on the way the organization is suddenly expanding to double its current size. This creates control issues that would not be present if the expansion was gradual. Most importantly, the new employees need to be integrated effectively in a way that allows the organization to continue to operate efficiently. In addition, it is not feasible for one manager to control the integration of so many new employees. This leads to the conclusion that a second level must be added to the hierarchy. All the designers can no longer report directly to the general manager. Instead, the general manager needs to take a more strategic position and allow other staff members to control and manage processes on a daily process. The first question to be answered is how this level of hierarchy would be best implemented.
One option for the company would be to hire someone to take on the position of general manager, with the current general manager taking on a higher level CEO position. This could also be achieved by promoting someone from within to general manager."
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Organizational Structure, 2004.
A comparison of traditional organizational structures to other types and a look at what influences an organization's structure.
1,100 words (approx. 4.4 pages), 9 sources, APA, AU$ 62.95
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Abstract
An organization?s structure is one of the key factors in whether or not an organization is operating efficiently and effectively. Yet, it is one of the more ubiquitous facets of an organization. An organization?s structure does more than just identify the chain of command; it demonstrates the values of the organization and lays out the individual?s responsibilities for the organization?s success. This paper describes the formal, or traditional, organizational structure and how it compares with other structures. In addition, it discusses how informal culture affects formal structure, as well as the role of power and politics within an organization?s culture. Finally, this paper discusses which leadership styles are most effective for traditional and informal organizational structures.
From the Paper
"Combining divisional and functional structures is the design of a matrix structure. (Harris & Raviv, 2002) Unlike a traditional structure, the matrix structure is not typically utilized for the entire organization. Organizational members that are part of the matrix usually have a central base they function from, but have the flexibility to work with other groups or on special projects, as the organization?s needs demand."
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The Matrix Structure, 2004.
An analysis of the advantages and disadvantages of using the matrix structure to manage projects.
2,893 words (approx. 11.6 pages), 11 sources, MLA, AU$ 137.95
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Abstract
This paper evaluates the use of the matrix structure to manage projects. It commences with a brief discussion on the two extreme forms of organizational structure, namely, the functional and the project team. It then goes into the evolution of the matrix structure as a fundamental structure in project management. It also discusses the differing forms of matrices and analyzes the advantages of the matrix over the two extreme forms of organizational structure in order to identify those instances in which a particular structure should be used. It also attempts to determine how the matrix disadvantages may be overcome.
From the Paper
"The very nature of the matrix organisation promotes cost saving in terms of shared balanced use of resources to individual projects. This approach allows for greater control in scheduling and prioritising to optimise total system performance, rather than to achieve the goals of one project at the expense of others (Mantel et al 2003, p197). The project will also have access to the primary administrative units of the parent organisation, ensuring a consistency in procedures, policies, and practices. Mantel et al (2003, p197) identifies this practice as ?tending to foster project credibility in the administration of the parent organisation?."
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Nature amd Structure Of Business Organizations, 1999.
Examines past, present and future paradigms. Discusses bureacracy, information-based business, strategy-structure-systems management, hierarchical structure and downsizing.
1,575 words (approx. 6.3 pages), 6 sources, AU$ 89.95
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Abstract
The future of the business organization has been analyzed by a number of theorists in recent years as they look to the beginning of a new century and a new millennium. Many find that the organization of the future will involve less bureaucracy and more small-scale community based structures, and they find evidence of this in companies that today are developing smaller-scale structures and work units with a higher degree of autonomy than would be expected in a hierarchical organization.
From the Paper
"INTRODUCTION
The future of the business organization has been analyzed by a number of theorists in recent years as they look to the beginning of a new century and a new millennium. Many find that the organization of the future will involve less bureaucracy and more small-scale community based structures, and they find evidence of this in companies that today are developing smaller-scale structures and work units with a higher degree of autonomy than would be expected in a hierarchical organization. Developing this new structure will involve shifts not only in structure but in ways of thinking about problems, opportunities, and strategies. An examination of some of the issues will lead to a consideration of what must be done to create this organization of the future."
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The Multinational Corporate Structure, 2005.
This paper evaluates the multinational corporate structure in the face of the internet's enormous potential for extending a corporation's presence throughout the world.
3,355 words (approx. 13.4 pages), 6 sources, MLA, AU$ 153.95
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Abstract
This paper explains that the trend toward establishing an internet presence is becoming more and more popular as companies move to position themselves to compete more efficiently on a national and international basis as demonstrated recently by the merger between America Online and Time Life. The author points out that the flexibility provided by the internet for marketing goods and services makes it the perfect tool for the multi-national corporation because tele-conferencing, facsimile machines and e-mail practically eliminate the need for a company to invest in the physical presence of their employees in another country. The paper concludes that the combination of corporations into mega-corporation structures, which compete on a global basis through the internet and with other telecommunications technology, will provide a "synergistic" effect by giving these mega-corporations the resources to accomplish much more than their components could accomplish individually.
Table of Contents
Introduction
What is a Multi-National Corporation?
Trends in Multi-National Corporate Structure
Disadvantages of Multi-National Corporate Structure
Summary
The Internet Revolution and Multinational Marketing
Advantages of Telecommunications for the Multi-National Corporation Conclusion
From the Paper
"An example of the key problem according to this report is that of Intel's foreign operations in certain countries. Intel will lose "35 cents on the dollar to U.S. taxes, money that could be spent on critical research, while a Japanese competitor keeps the entire dollar. It doesn't take a rocket scientist to figure out who's going to win that battle, Perlman said." Other corporations ,which are calling for changes in the tax code to create a level global playing field, include Caterpillar Inc., a major player in the multinational heavy equipment market and newly merged with automaker Daimler Chrysler Corp. and Swiss-based engineering company ABB Inc. Caterpillar feels its global competitiveness is being adversely affected by U.S. tax laws. "If we are to maintain our philosophy of build it here and sell it there, we need a modern tax policy that is consistent with our global focus," said Robin Beran, assistant treasurer at Caterpillar. The companies targeted for improvement the complexity of the U.S. code, the need to treat the 15-country European Union as one entity and the double income taxation triggered by many operations abroad despite U.S. credits for taxes paid to foreign countries."
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Capital Structure, 2006.
An overview of different theories of capital structure.
2,698 words (approx. 10.8 pages), 6 sources, APA, AU$ 129.95
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Abstract
This paper presents an overview of several different theories of corporate capital structure, focusing particularly on the differences between the traditionalist view of capital structure and the Modigliani-Miller view. The paper points out that there are two major differences between the traditionalist view of corporate capital structure and the Modigliani-Miller view, explaining that the first difference lay in the traditional view's contention that the value and cost of capital of a firm is interrelated to its capital structure, whereas the Modigliani-Miller view contends that they are independent of each other. The paper next explains that the second major difference is that the Modigliani-Miller view indicates a linear relationship between shareholder rate of return and firm leverage, which means that at low levels of debt the cost of equity increases faster under the Modigliani-Miller theorem than it does under the traditional View. The paper also takes a look at several other modern theories of corporate capital structure and investigates how these theories differ from the Modigliani-Miller view.
From the Paper
"Generally the capital structure of a company is much influenced by the practical influences like managerial shareholdings, corporate strategy and taxation. The investment strategy by firms necessitates managers to explore the methods of financing new investment. The managers practice three main preferences: utilization of retained earnings, borrowing through debt instruments or issue of new shares. Thus the retained earnings, debt and equity constitute the three primary ingredients of the capital structure of the firm. The first two ingredients show ownership by shareholders and the second ingredient shows ownership by means of debt holders. The financing policy, capital structure and firms ownership are inextricably linked in representing the ways the economic agents form and alter their asset acquisition behavior via firms and capital markets and impact their income levels and returns to asset holdings in the form of capital gains, dividends or direct remuneration,. (Company Financing, Capital Structure, and Ownership: A Survey and Implications for Developing Economies)"
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PepsiCo's Organizational Structure, 2008.
An analysis of the effective and efficient model of organizational structure and management within PepsiCo.
899 words (approx. 3.6 pages), 6 sources, MLA, AU$ 50.95
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Abstract
This paper discusses PepsiCo's organizational structure and describes how it has used this structure effectively in the past. It describes how their organizational structure is solid enough to manage its massive food and drink empire. It also looks at the way in which PepsiCo's organizational structure is dynamic enough to take advantage of new opportunities, such as emerging markets, resource availability and acquisitions.
From the Paper
"When it comes to physical assets there are three ways PepsiCo's dynamic structure can be of benefit. First, PepsiCo has the ability to bring their white collar job openings to where the talent is rather than recruiting employees to come to them. PepsiCo has recently taken advantage of this ability in Chicago. As Julie Johnsson and Greg Hinz (2005) write, "After losing thousands of white-collar jobs during the last recession, downtown Chicago is seeing a resurgence in brain power as big companies open splashy offices designed to attract professionals in their 20s and 30s who don't want to trek to the burbs" (p. 1). The resurgence Johnson and Hinz are talking about includes PepsiCo moving its Gatorade Sports Science Institute from Texas to Chicago. By doing this PepsiCo is taking advantage of an abundant professional workforce and underutilized, therefore affordable, office space."
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Mammalian Social Structure and Cooperation, 2003.
A look at the intricate details of social structure and methods of cooperation in primates, dolphins, and wolves.
4,106 words (approx. 16.4 pages), 21 sources, MLA, AU$ 177.95
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Abstract
This paper examines how the social structures of primates, dolphins, and wolves are complex societies composed of sexual and foraging factors. It looks at how primates vary by species in regard to which mode of group structure they incorporate, but all are based on the process of reproduction. It examines how dolphins exist in cooperative pods, with all members equally contributing to a hunt. It shows how wolves have a strict hierarchy with dominant leaders and hunt as an efficient group.
Outline
Abstract
Introduction
Primate Social Structure
Dolphin Social Structure
Wolf Social Structure
Wolf Teamwork
Dolphin Teamwork
Primate Teamwork
Conclusion
From the Paper
"Wolves live in cooperative breeding packs or family units of five to ten or as many as thirty individuals (Wolflore.com 2003). Pack to pack interactions are rare due to large, well defined territories. These interactions are often aggressive and violent when they occur. A pack is an extended family where every individual understands their position in the hierarchy. The highest ranking members, often the most senior mating pair, are called the alpha wolves. Other members will frequently surround him, howling and sticking muzzles in his face to reaffirm attachment and define the group. This dominant male keeps the pack emotionally centered (Fuller 2003). The next step down is the beta wolf, with both a male and female."
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Organizational Structure and Behavior, 2002.
A discussion of the need for good organizational structure and behavior in order to make organizations run successfully.
2,811 words (approx. 11.2 pages), 10 sources, MLA, AU$ 134.95
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Abstract
This paper examines how due to changes in the corporate sector in America, CEOs need to adopt and implement new and better organizational tools to not only make their operations smooth and successful but also manage the overall structure and behavior properly. Organizational structure refers to the way management is organized in a firm and the way responsibilities and duties are assigned to various levels of employees. It evaluates how we need to understand that organizational culture, structure and behavior are inter-related terms where each depend on the other and how it is extremely important to understand that firms differ from each other on the basis of their culture and structure. It shows how change should be more in the form of new strategies and better policies and how if the leadership manages to introduce some new plans and policies, which are accepted by the staff, there would be an air of hope and people would be willing to work harder.
From the Paper
"In short when the organizations are unable to perform well on a consistent basis, the reasons go deeper than the conditions of the market apparent on the surface. Thus it is extremely important for the company to find out where it is going wrong and how improvement measures can be introduced. The things can usually be improved only after the company has made an honest assessment of its problems. Once the problems have been identified and their gravity accurately assessed, the company can focus its attention on introducing appropriate changes."
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Organizational Structure of Large Corporations, 2004.
This paper discusses that, as a business grows, it must adjust its structure to its strategy and to the time it takes to bring its product to the market.
1,715 words (approx. 6.9 pages), 12 sources, APA, AU$ 89.95
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Abstract
This paper states that effective management of any organization is a function of keeping track of the details. The author uses examples from General Motors, which has developed a successful multiple division structure, and U.S.Steel, which has failed to adapt to the demand for faster product delivery. The paper concludes that, if the structure of the information flow required to keep the company current on all the details of their business is slowed by an obsolete business structure, the company must change its structure.
From the Paper
"Parent-subsidiary relationships have been extensively researched over the years, and the central issue remains one of control which can be defined as "regulating the activities within an organization so that they are in accord with the expectations established in policies, plans and targets". Under the hierarchy model which focuses on a top-down authority structure, control is primarily 'bureaucratic' (Baliga & Jaeger 1984]. The hierarchy model attempts to minimize lateral linkages between divisions or subsidiaries primarily because they create complexity over the increasing layers of bureaucratic controls."
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