Reasons For The Fast Global Growth Of Mcdonalds Marketing Essay

Reasons For The Fast Global Growth Of Mcdonalds Marketing Essay McDonalds success can be attributed to their ability to adapt their business to the diverse culture and fast pace of city life by providing quality fast food in a short period of time. Their restaurants are generally comfortable, clean and provide a variety of choices on their fast food menu. The quality of food is generally consistent and prices are low worldwide. This keeps production costs down enabling them to generate higher turnover every year. Furthermore, McDonalds expanded aggressively, opting to franchise rather than operate its new locations, providing new income and little overheads. They managed to provide a product and service to the global middle class, particularly in emerging markets like China, India, and Latin America. This gave McDonalds a massive advantage and great opportunity. By inducing the idea of going global, Kroc managed to attract the fast food market, using Franchised Restaurants, Company Operated Restaurants, and Affiliated Restaurants. To attract the local market Ray introduced a concept of localising the products, so that they will cater to all verities of the local craving. This approach increased the revenue as well as the stability of the company. Krocs strategy of making partnerships with other businesses created huge success to the company. Going in the same successful path, current management has made partnerships with companies such as Wall-mart, Sinopec, and Wall Disney to reach more customers. QUESTION TWO McDonalds needs to adapt to different cultures and conditions when it sets up business in different parts of the world. What problems might McDonalds encounter when it opens outlets in: 2.1 Countries in Eastern Europe? Eastern Europe constitutes an emerging market for most businesses. The collapse of socialism in the region in 1989 facilitated the move of countries to prepare for the participation in the capitalist market. In 1999, most Eastern European countries were working to meet the requirements for the European Community. In 2004, Czech Republic, Estonia, Hungary, Latvia, Lithuania, Poland, Slovenia and Slovakia became members of the European Union. Membership of a number of European countries in the EU prompted the flow of foreign investments into the country, increasing household income, increasing investment into the region primarily due to cheap labour compared to wages in Western Europe. There was a general trend towards the improvement of the standard of living of citizens of Eastern European countries. However, in the last two years, most Eastern European countries experienced slowed growth due to the increase in the wages of workers that discouraged investments. Nonetheless, wages are still more competitive in Eastern Europe compared to other regions in Europe. Most Eastern European countries are still in the process of completing their transformation from a controlled to a capitalist Economy. Full transition and the stability of the political and economic institutions are expected to boost economic development in these countries. Assessing the potential of a new market for expansion requires the consideration of several factors providing a comprehensive background of the environment that the expanding business firm expect to enter into. In the past unrest created an environment of uncertainty for investors. Products would have to be sourced from nearby countries creating an increase in transportation and labour costs. EU currencies did not have strong buying power, so profit earned would not be enough to sustain the operating costs of the businesses in that region. Consumption volatility could also have an effect on sales on the eastern region due to the rapid increase in income resulting in a change in consumer behaviour. Employment and wage volatility are important factors in deciding to enter a new market because minimal employment and wage volatility translates to regular income for households influencing the stability of consumption resulting to sales and revenue for business firms. The economic condition of the state affects the financial condition of consumers and their ability to purchase the goods and services offered by entering business firms. Although there is a general trend for consumption, employment and wage volatility among European countries, introducing McDonalds into the region is viable for the following reasons: First, McDonalds will develop a market by providing technological, management and marketing expertise to local entrepreneurs enabling them to establish a known restaurant in different areas that creates jobs translating into income to households due to the hiring of local employees and the purchasing of raw materials from the local farmers and businesses. 2.2 Countries in West Asia? If McDonalds was to open a new outlet in one of the West Asian countries, it would have to take a few things into consideration. McDonalds would experience resistance from the Islamic countries for selling American food and culture. Also, Muslims do not eat pork so McDonalds would have to source Halal suppliers and adjust their menu variety to accommodate them. McDonalds has modified its products to cater for local tastes, not least in countries that have special dietary laws. In Muslim countries like Malaysia, bacon is not served in McDonalds burgers or in its breakfast menu, as pork is haraam, or not permissible under Islamic dietary law. In Israel, the nature of kosher dietary laws, forbidding the mixture of meat and dairy products, means that cheeseburgers are not popular among Jewish customers; furthermore, all meat not prepared in a certain manner is considered unkosher by strict observers of the dietary laws. (Spiritus-temporis.com, 2005) 2.3 Countries in Africa? In Africa McDonalds may face various problems when trying to open up new ventures in countries like Ethiopia, Sudan and Zimbabwe. Ethiopia borders Sudan and Kenya and it is one of the largest and poorest countries in Africa. Its population consists of about 74 million people. Two major religious groups occupy Ethiopia, Muslim and Ethiopian Orthodox, with Muslim being the majority. Unfortunately Ethiopia suffers some the worlds worst droughts in history, which in turn destroys their economy. Agriculture produces 60% of exports, and 80% of total employment for the country. In order to develop a McDonalds in Ethiopia, many major factors such as location analysis, market, competition, facilities style, and menu must be considered. McDonalds already has great marketing programs and strategies in place in other foreign markets so the corporation can help with those variables. Most cultures in Ethiopia will allow consumption of red meat such as hamburgers but not of pork. The bacon used for breakfast and on certain sandwiches can be available but also substitutable with turkey bacon. The Ethiopian culture also doesnt use utensils so they will also be available but optional. Zimbabwe is another country that is filled with Political and financial turmoil over the past few years. McDonalds had indicated its interest in Zimbabwe in 1997 and wanted to open a franchise in the country in 1999 but a political storm that year, which later precipitated an unprecedented crisis that saw inflation levels soaring to record highs, forced the fast foods giant to retreat. (bizcommunity.com, 2011) QUESTION THREE 3.1 Critically discuss McDonalds Globalisation Strategy Globalisation is the integration of markets and technology to a degree never witnessed before in a way that it enables individuals, corporations and nation states to reach around the world farther, faster, deeper and cheaper than ever before. Globalisation affects the whole world in ways that may benefit some while disregarding others. Global corporations, such as McDonalds manipulate their advertising to persuade a target audience to purchase and support what I believe to be an unhealthy scheme. Not only has McDonalds changed the way people view the world, but through negative impacts such as health issues, it has also manipulated the everyday life of individuals living in a global community. The faà §ade of healthy eating posed by McDonalds is epitomised through a short TV advertisement displaying the disturbing outcomes due to reliance on quick, easy and convenient food that people pay for, not only with their wallet, but also their health. Globalisation is the outcome of mixing the concepts of localisation and globalisation-as a portmanteau, it is the coming together of the two terms in a manner which suggests that there should be a way for businesses and people to think globally, act locally (Egan, 2007). In practice, this generates business strategies and manners of communication which seek to find innovative ways to blend together the use of a global communication network and scale with the desire to maintain individual areas and cultures, by means of modifying large scale organisations to suit smaller populations (Schumacher, 1967). Consider, for example, McDonalds: as an organisation, it is an incredibly large company which has put branches in many areas and across several different countries. But as they have continued to grow, there has been an increase in resistance against such large scale corporate food chains, as they are seen to ruin the character of a neighbourhood and drain it of culture, as well as provi ding food which is perceived to be substandard and unhealthy. They have therefore had to modify their business practices so as to instil practices which are more welcoming to the local populations, for example by focusing on foodstuffs which are popular amongst the local neighbourhoods and providing healthier, more upscale types of foods on their menu (Towers, 2004). Standardized and adapted approaches to communication are two dichotomous approaches to an advertising or marketing campaign which rely upon two very different methods and achieve differing results. A standardized approach to communication is based upon using the same marketing strategies and techniques regardless of where the campaign is being publicised. This would mean, for example, that the slogans and marketing materials are the same whether the global organisation is approaching a target audience in the United Kingdom or in India (DePalma 2004). A good example of this would be a company like McDonalds, whose campaign slogan Im lovin it remains the same no matter what country it is in-the slogan may be translated out of English and into the local language, but the concept and execution remain the same. The campaign was first launched in Germany in September 2003 as ich liebe es and followed in the United Kingdom and the United States soon after with Im lovin it. The benefits of a standardised marketing plan is that it is cost effective-as it does not require multiple marketing strategies to be drawn up and implemented-and that it helps to create a cohesive global branding concept (DePalma 2004). McDonalds, to continue the example, is easily recognisable the world over for the same branding concepts as any other country. McDonalds has grown from an organisation which had a few branches in the United States to an international phenomenon that has stores in nearly every country in the world. Known for reasonably priced meals with fast food and service, they have pushed even harder to become both a recognisable brand that draws customers in on the strength of their name and brand, but also to adapt to local mores and traditions in such a way to incorporate themselves into neighbourhoods in a strong fashion (Azarya, 2004). McDonalds has had a greater impetus to modify their business practices on a local scale as they are serving food products which are not always locally acceptable. In India, for example, where the Hindu religion prohibits the eating of beef, McDonalds has changed their menu to be primarily chicken and vegetable based, with several items being seasoned in similar ways to the local tradition (McDonalds India, 2010). 3.2 Explain why and how the entry stage of McDonalds was different in China in comparison with the rest of the world. McDonalds made a foray into China in 1990. In China of the 90s ancient belief systems rooted in Confucianism and Taoism were intermingling with Western ideologies, through the narrow window opened up by the Communist government at the helm. This was especially true with regards to thoughts on consumption, consumerism and brands. Although, the hurdles faced by McDonalds in China, like lack of quality supplies and distribution difficulties, were very similar to the Russian experience, it found a more accommodating and efficient bureaucracy and government in the Chinese. The Chinese government wanted to develop its fast food market and wanted McDonalds to take the risk in paving the way. Thus there was mutual interest involved and consequently, on the cultural acceptability front, McDonald did not have to labour as much as it had to in the Soviet Union where it had to stave off an ideological backlash before finding its feet. The interactions between the McDonald brand (and all that it stood for), and the Chinese cultural value system, combined to provide a synergy that resulted in some interesting developments. While in some cases McDonalds became an upholder of traditional values, while in other situations, McDonalds became an appropriate medium for consumers to explore new beliefs and ways of acting. This apparent paradox epitomized the fact that Chinese society was making a transition and elements of McDonalds value orientation were slowly being imbued by the Chinese masses. Two instances are cited to highlight this: McDonalds made a departure from the hierarchical set up of the dining experience in traditional Chinese restaurants, based on considerations of age. In McDonalds the seating arrangements were open, and everyone having equal access as to where to sit and what to order. In this case McDonalds encouraged the Chinese to make a departure from tradition. The lack of alcohol served in McDonalds led some consumers, primarily Chinese women, to embrace being able to be on a more equal footing with men while eating. In this case McDonalds upheld a traditional Chinese custom. In retrospect, in Russia, McDonalds has come a long way from the days of communism inspired anti-globalization backlash. Today, the McDonalds brand is a sign of quality for Russians, so being seen to work for it or supply to it is a highly regarded stamp of cultural approval. By investing in a strong local supply chain and teaching local producers, McDonalds has earned itself an almost unassailable position in the minds of the Soviet people who now view McDonalds as an international brand, run by local people and supplied by local people. It is little wonder that there are as many as 137 McDonalds restaurants in 37 cities with 500,000 customers a day. In a cultural milieu qualitatively different from that of the Americans, McDonalds has done remarkably well in China over the last 15 years. Analyzed from the cultural perspective, today McDonalds does not always denote Westernization in the minds of the Chinese consumers and the interactions are more subtle than that with the result th at McDonalds has absorbed elements of the traditional value system and the Chinese people have imbued elements of Western culture from McDonalds producing a powerful synergy in the process. (answers.com, 2011) QUESTION FOUR Explain some of McDonalds efforts to localize its offerings in China and describe how successful these efforts were. (operational issues) sourced local suppliers, employed local The Chinese fast food market has been booming in the last decade because of fast changing lifestyles and eating habits. The reason for this evolution is that Chinese consumers have accepted the Western-style fast food restaurants as a way of life in China. As a result, the popular American food has become a huge success story, creating a growing market for U.S. frozen potatoes. To position a product in a country, a good marketing strategy is needed. McDonalds success in China is based on a five-point strategy focused on product, price, people, promotion and place. A new trend is the introduction of the sixth P, namely profit. McDonalds also tries to improve the profitability in China. (Edward B. Colby, 2006) PRODUCT McDonalds product strategy consists of three categories. First they try to reflect the tastes and customs of the local markets by offering different kind of menus. The Chicken McNuggets in China come with the traditional BBQ, Sweet Sour, and Honey Mustard sauces, but theres also a Chilli Garlic Sauce, which is very popular in China. (Answers.com, 2007) In 2001 McDonalds Vegetable and Seafood Soup and Corn Soup were introduced. I think that these menu items were introduced because it was in line with their culture and love for foods with exotic taste. Clearly this proved to be a successful marketing strategy as it targeted the palatial needs of the Chinese people because of their ancient history and experimentation with different varieties of food. Furthermore McDonalds went on to introduce a local; version of its Dollar Menu calling it the Value Menu. This also proved a successful concept as most Chinese people are short, tiny in physique and very health conscious. The regular sized meals in the US and other parts of the world suited the BMI (Body Mass Index) height and weight of the average customer. Remember, Chinese people in general are not big eaters thus the reason for McDonalds offering a smaller and cheaper variation of the original product. Due to the urbanization and overpopulated cities, China has many problems with vehicles and parking. McDonalds opened restaurants and dessert kiosks targeting pedestrians and the general working class. Secondly, McDonalds also tries to provide information about their products. In cooperation with their global nutrition team, their local business units develop and implement nutrition information, which can be found on the packaging of the products. The packaging provides information on key nutritional values in a simple and clear format, so that customers around the world can use the information to make menu choices that suit their preferences. Also other communication tools are used, such as advertising both on television as on the World Wide Web to give information about the quality of their food products. (McDonalds Corporation, 2007) Thirdly McDonalds promotes physical activity, for example their sponsorship of the Olympic Games. McDonalds history with the Olympic Movement dates back to 1968. As the Worldwide Olympic Partner and the Official Restaurant of the Olympic Games, McDonalds has served millions of athletes. With the sponsoring of the Beijing Olympic Games in 2008 McDonalds wants to continue to promote an Active Balanced Lifestyle and Olympic Spirit among Kids, Families and Adults of all ages. (Beijing 2008, 2007) This strategy gained McDonalds a lot of support and trust from the Chinese people as their campaign supported good health and physical activity. PRICE The conventional wisdom about China is that most consumers are highly sensitive to price. As a result, a decrease in burger prices is likely to be more effective than a big marketing campaign. To convince Chinese consumers coming to McDonalds, McDonalds lowered prices for its basic menu consisting of a hamburger, fries and drink from 12.50 Yuan to 10 Yuan. (Scott Hume, 2007) Across China there are a lot of differences in purchasing power. Therefore McDonalds China is also exploring menu pricing by taking into account both market and restaurant. (James A. Skinner, 2006) PEOPLE McDonalds provides employment and growth opportunities for a lot of people, more than 1.5 million worldwide. Entering the Chinese market they can give many people the opportunity to operate in their restaurants. They focus also on training and development, which is necessary to learn the required skills, to do their jobs well. McDonalds has its own learning academy, namely the Hamburger University (HU), where a leadership development program is established based on Western management practices. (McDonalds Corporation c, 2007) PLACE There are two important evolutions concerning this subject. First evolution is to open McDonalds China 24 hours a day. Presently, more than 400 restaurants of the 800 restaurants in China have provided services for 24 hours a day. In Beijing 40% of the companys stores open their business for 24 hours. In Shanghai 50% and in Guangzhou 60% have a 24-hour service. The major reason for opening 24-hour restaurants is to meet the demand by the customers, because more and more customers need the services at night because of their changing living habits. In Beijing customers actually werent eager for the night service due to the relatively cold weather there at night. This is different from the customers in the warmer southern China. (Answers.com) The McDonalds success story in China is quite evident as they opened their first 1000th McDonalds restaurant faster than any other country outside the US and is the main focus for investment in the regionà ¢Ã¢â€š ¬Ã‚ ¦ They go one further to mention that they plan to have à ¢Ã¢â€š ¬Ã‚ ¦2000 outlets in China by 2013. Clearly this is quite an achievement in country that is diverse and rich on different culture. QUESTION FIVE Discuss the challenges that McDonalds faced when entering the Chinese market and to expand its operations. You need to use the Geert Hofstedes model to compare China and the U.S. and then highlight cultural challenges that the U.S. managers must be aware of in managing McDonalds operations in China) McDonalds difficulties and challenges in China McDonalds is considered as the most successful and largest restaurant chain in the world. In 1990 McDonalds opened its first store in Shenzhen China. In 1992, McDonalds Beijing outlet was opened. There are more than 800 McDonalds outlets in China today. (answers.com, 2011) In so far as the legal aspect was concerned, there were no franchise laws that existed in China. This posed a problem about how franchises should exist or operate. Chinese people were loyal to Chinese cuisine and felt that the fast food chains did not offer much variety to suit their palate. The Chinese preferred the traditional culture of food and drink complete with colour, fragrance, flavour, and variety. To make matters worse, they also faced intense competition by its biggest rival Yum Brands i.e. KFC. Not only did McDonalds have the difficult task of adapting their business to the Chinese culture and way of life; they also had to fend off their competitors. This meant finding other ways to compete against them and attract customers by changing their product range, style and advertising. Hofstedes Cultural Dimensions: China and The United States: One of the most popular works in the study of culture is that of Geert Hofstedes (1984). Through his research and surveys he theorized that cultural and sociological differences between nations can be categorized and quantified, thereby allowing comparison of national cultures to take place. Hofstedes identified four cultural dimensions. These are: 1. Power Distance The dimension of power distance is about the extent to which power structures are hierarchical and reflect significant inequalities in power. Countries with large power distances exhibit wide inequalities in power, power that is often concentrated in relatively few hands in heavily centralized and hierarchical organizations. Individuals within such cultures view themselves as inherently unequal: subordinates are dependent on those higher up the hierarchy and accept the power of their superiors by virtue of their position in the hierarchy. All participants in the hierarchy expect their position within it to be clearly demarcated. China is considered as a large power distance country. In small power distance countries, individuals are more inclined to regard themselves as equals: rather than expecting to be told what to do, subordinates expect to be consulted and will argue a case with those higher up the organization. Respect for individuals within the organization comes from their proven capacity to perform a role rather than from the possession of a particular job title or their place in an organization. Shorter small power distances coincide with flatter organization structures. The United States is considered a country with small power distance. 2. Uncertainty Avoidance Uncertainty avoidance measures the lack of tolerance for uncertainty and ambiguity. This manifests itself in high levels of anxiety and emotion. This in turn translates into a preference for highly structured formal rules and limited tolerance for groups and individuals demonstrating deviant ideas or behaviours. 3. Individualism vs. Collectivism The individualist-collectivist dimension measures the degree to which the interests of individuals or of the group take priority. The social framework in an individualistic society is looser than that of a more collectivist society and individuals take responsibility for themselves and their immediate as opposed to extended families. Individualist societies demonstrate a greater regard for individual rights and freedoms and tend to be characterized by assertiveness and competitiveness rather than by teamwork and cooperation. China is considered a country that is collectivist. In China, it is the group (which could be the extended family, the employer or the society as a whole) that looks after the interest of individuals and gives them their sense of identity. In return from this protection, individuals offer the group loyalty and work towards the attainment of goals determined by and for the good of the group, organization or society. The United States on the other hand is a highly individualistic society. 4. Masculinity Femininity Societies that place a high premium on assertiveness, achievement and the acquisition of material possessions are exhibiting aggressive or masculine goal behaviour. Masculine environments also favour conflict and competition in the workplace. Cultures that place a high value on social relationships, quality of life and sensitivity demonstrate passive or feminine goal behaviour. Cultures and workplaces scoring high on the femininity dimension exhibit high degrees of cooperation, negotiation and compromise. The United States can be considered as a masculine culture while China is leaning toward femininity. QUESTION SIX Where do you think the best opportunities for future growth lie for McDonalds? Why? Relations between the U.S. and China could be entering the realm of interesting times, but McDonalds seems undaunted. The fast-food giant recently announced plans to nearly double the number of Golden Arches locations in that highly coveted market. It comes as no surprise that American companies yearn for heated expansion in this populous nation. China has more than 1.3 billion people; one in five people on the planet live in China. Thats a lot of people who might want fries with that. Meanwhile, informal dining out in China is currently a $300 billion opportunity, and its expected to increase by 10% this year as the middle class in that country grows. An aggressive growth target for Chinese restaurants certainly looks like a good idea, given McDonalds 2010 plans to grow global revenue by 3% to 5%, and profit by 7% to 9%. In fact, China is the companys fastest-growing market in sales and income. As it stands now, China has 1,100 Mickey Ds. By the end of 2013, McDonalds plans to have planted 2,000 in the nation. China already represents 23% of revenue from the fast food giants Asia Pacific/Middle East/Africa segment. Lets look at McDonalds comparable-store sales by geographic region for the last several years (in constant currencies): MCD annual comparable-store sales 2009 2008 2007 Asia Pacific/Middle East/Africa 3.4% 9% 10.6% U.S. 2.6% 4% 4.5% Europe 5.2% 8.5% 7.6% *From company press releases and SEC filings. As you can see, in 2009 comps slowed down across the board, although admittedly, McDonalds faced tough comparisons in years past. Investors understandably get excited about U.S. companies that eye Chinese growth; one of the significant factors for the investment thesis for Yum Brands have been its presence in China, and its continued aggressive expansion. Last year alone, it opened more than 500 new restaurants there. Yum has more than 2,870 KFC outlets in China, and more than 450 Pizza Huts. You can see why McDonalds would be salivating to compete for some of that action. Of course, expanding into China is not without pitfalls. Although Starbucks is still waxing enthusiastic about its Chinese locations, its faced plenty of frustrating moments, including its 2007 retreat from the Forbidden City. Many U.S. companies have also had to navigate difficulties with the Chinese government and its policies, including Yahoo! and more recently Google. (www.fool.com, 2011) India may overtake China as the worlds fastest growing major economy by 2015, as the South Asian nation doubles infrastructure investment and adds six-fold more workers than its northern neighbour, Morgan Stanley said. Indias growth may accelerate to 9.5 percent between 2011 and 2015, Morgan Stanley economist Chetan Ahya said in an interview from Singapore today. Indias gross domestic product has expanded at an average 7.1 percent over the decade through the third quarter of 2009, compared with 9.1 percent in China, which surpassed Japan as the second-largest economy last quarter. (Bloomberg.com, 2011) India will surpass China, Japan and many other European countries in the current economic climate with their economic growth rate. It has one of the largest populations in the world. According to a survey by Bloomberg, the govt will invest millions of dollars to develop the countrys poor infrastructure. The creation of jobs in the manufacturing industry means that there will be an increase in consumer expenditure in the long term. McDonalds has great potential in reaching many more consumers in India because an injection of capital into the economy.

The study of behavior through organisational behavior

The study of behavior through organisational behavior Organisational behaviour is actually the study of the behaviour of people working in an organisation. In other word we can say that it is the study and understanding of individual and group behaviour and patterns of structure in order to help in raising organisational successfulness, performance and effectiveness. It is also express as the study and application of knowledge about how people, individuals and groups act in work organisation. There is a close relationship between organisational behaviour and management. We are surrounded by organisations everywhere like where we study ,do our activities, do jobs, we use them in any sense mode of communication, etc. We use thousands of organisations on regular intervals. So we can understand how organisations influenced our daily life and how much they are important. It plays a vital role in the lives of us. It is important to know how organisation function and how they exercise to the behaviour of people. It is much more significant to know interrelationship with other variables that together form the whole organisation. The behaviour of people in work organisation is being watched in terms of multi related figures concerning the individual, the group, the organisation and the environment. Achieving the effectiveness or success of an organisation is not an easy task . it can be achieved through the process of management, efforts of members of the organisation, co-ordination and organisational objectives. Relationship between the organisation and the individual is the psychological contract. The nature of expectations has an influence on the relationship between employment and behaviour in work organisation. Now a time a major challenges faces by managers is due to an increasingly global business environment. This increases the need for cross cultural approach to the study of organisational behaviour and the management of people. Because of increasingly international context, managers need to understand the impact of national culture. The management of organisation is not totally dependent on internal factors but it is also influenced by external and environmental factors. For an effective performance of work organisation, it has to respond to challenges, opportunities and limitations presented by external environment. Organisational behaviour is the concept to improve the overall productivity of an organisation by the process of explaining, predicting, maintaining, understanding and changing human behaviour. Management is a pivotal importance of modern society. It is for this reason that, no matter what thinking about management, certainly at university level, is of great relevance to management practice. So apart from the question of whether management claim that it is indispensable is really valid or not, the fact that practically every one believes it is , is what counts. {Mullin (2008)}. The 7s Models of McKinsey Strategy: the plan made to maintain and build competitive advantage over the competition. Structure: the way the organisation is structured and who reports to whom. Systems: the daily activities and procedures that staff members engage in to get the job done. Shared Values: called super ordinate goals when the model was first developed, these are the core values of the company that are evidenced in the corporate culture and the general work ethic. Style: the style of leadership adopted. Staff: the employees and their general capabilities. Skills: the actual skills and competencies of the employees working for the company. Start with your Shared Values: Are they consistent with your structure, strategy, and systems? If not, what needs to change? How well does each one support the others? Identify where changes need to be made. Do they support one another? If not, what needs to change? As you adjust and align the elements, youll need to use an iterative (and often time consuming) process of making adjustments, and then re-analyzing how that impacts other elements and their alignment. The end result of better performance will be worth it. The McKinsey 7Ss model is one that can be applied to almost any organizational or team effectiveness issue. If something within your organization or team isnt working, chances are there is inconsistency between some of the elements identified by this classic model. Once these inconsistencies are revealed, you can work to align the internal elements to make sure they are all contributing to the shared goals and values. The process of analyzing where you are right now in terms of these elements is worthwhile in and of itself. But by taking this analysis to the next level and determining the ultimate state for each of the factors, you can really move your organization or team forward. In Search of Excellence the eight themes A bias for action, active decision making getting on with it. Close to the customer learning from the people served by the business. Autonomy and entrepreneurship fostering innovation and nurturing champions. Productivity through people treating rank and file employees as a source of quality. Hands-on, value-driven management philosophy that guides everyday practice management showing its commitment. Stick to the knitting stay with the business that you know. Simple form, lean staff some of the best companies have minimal HQ staff. Simultaneous loose-tight properties autonomy in shop-floor activities plus centralised values. Peter and Waterman identified customer satisfaction as one of the important attribute for successful growth of an organization. They suggests organizations should go close to listen and learn from people they serve. Try to provide reliable and quality service. {Mullin (2008)}. Management and leadership are two sides of a coin. Leadership is related to motivation, communication and interpersonal behavior. It influences both individual and organizational performance. Leadership in Management comprises of four basic principles namely commitment, planning, action and evaluation{Mullin (2008)}. Kotter says that successful companies do not wait for leaders to join them. They recruit and select people with leadership potential and train them to develop managerial skills{Mullin (2008)}. However, the style and approach adopted by Foxconn Technology highlight different dimensions and is still successful. Being one of the largest electronics manufacturing services organization in the world , established in 1974 at Taipei, China has 25 factories in 13 countries with 700,000 employees world wide. The organization provides one stop solution from design and manufacturing to logistic, to repair and maintenance. The five key principles of the business model include, speed, quality, technology, flexibility and cost efficiency, which has proven Foxconn sustainability. The eight C core competence include, computers, telecommunication, consumer electronics, channel business, car, digital contents, health care, CSER Investment. The principles of corporate governance values in partnership with customers, suppliers, shareholders and community. It has board of directors , who represent the individual company unit from different countries and two independent directors and Chief Executive Officer. ( Foxconn 2009). The company uses military style . Security guards beat and shout at workers. The lower rank workers are unhappy with management. The labor union is not efficient and effective . They do silly things jobs like booking tickets and are not bothered about rights of workers. Some workers are frustrated because payments are deducted with unfair reasons. Some workers work overtime up to 120 hrs in order to earn a decent living. Foxconn lost 150000 workers in past three months. Employees dont get opportunity to socialize due to over crowding at work place. In a interview with Richest chines Magazine, the companys chief Terry Gou says, he personally works 15 hours a day and expects all of his employees to work as hard as him. The CEO, Gou exhibit extremes of severity and kindness. To quote a example, in a meeting he got disappointed on hearing a unsatisfactory answer from a executive and made him to stand for 10 minutes. At the same time Mr. Gou rewards his employees by paying executive bonus es out of his own pocket. ( Global Times 2010). Recently the Foxconn global high tech industry was in news due to suicides of 13 workers. The reason behind could be extreme pressure. The death of Chao hiung raised doubt of foul play as his body was discovered with four stab wounds .Does he really committed suicide or was beaten by security guards has created an atmosphere of threat amongst workers.( POC 2010). The leadership at Foxconn appears to be autocratic and shows transactional approach. The said approach state that authority is concentrated and centralized with leader. He is sole decision maker and derives policies and the way the task has to be done. The system of reward and punishment is place. Such leadership is unlikely to work in the modern democratic world. Rajan points out that leadership styles are needed to cope with different situations. Goleman reports that most effective executives use a collection of distinct leadership styles, each in the right measure at just the right time {Mullin (2008)}. Management is an art which has scientific base and needs to be practiced in a magical and artistic way keeping in mind the politics around. The view has been supported in the research work. {Mullin (2008)}. The Citigroup Inc. is a major global financial services company based in New York and employees 260, 000 staff around the world. Due to financial industry developments and competitive issues led to massive changes and re-organization at Citigroup leading to mergers and acquisitions. There were 25% lay-of in Information system division and remaining employees were reorganized into a focus work team structure in an effort to keep high performance level ( Innerwork 2010). However it was observed that morale in remaining employees survivors was very low. Employees had very poor trust level with management, fear and uncertainty, lack of communication, poor level of team work, finger pointing, blame fixing, disorganized approach to service the business unit customers ( Innerwork 2010). Realizing the important facts, the Citi group partnered with a consultancy company Inner work to rebuild morale, productivity and customer focus. Inner work company came out with a number of solutions comprising of encouraging department to organize small leadership team, then developed integrated curriculum of self change, Team change, monthly lessons on site to for deep learning ( Innerwork 2010). Results were encouraging at the end of six month training program showing 76% increase in trust level, 32.85% increase in various measure of team effectiveness, 48% increase in open and honest communication, 75% increase in personal power/ability to respond to change, 68% increase in personal emotional mastery, 65% reduction in stress, 75% increase in commitment to the organization. There behavioral change led to 75% reduction in cycle time for software development, 33-50% increase in work team productivity ( Innerwork 2010). The intervention made by Citigroup is theoretically supported by the productivity through people. {Mullin (2008)}. The Foxconn and citigroup case studies attract attention to these two important attributes namely trust and communication required for performance. Citigroups timely intervention in the form training proved beneficial to gather trust between employees and management. The Foxconn need to put attention on transparency in communication and use policies for safety at work place and work hour limitation to avoid stress. Counseling of employees will go long way in transforming the attitude. Considering observations from Foxconn, Citigroup studies and reading various research articles and conclusion drawn by them, the role of human resource management has important role to successful performance of work organization.. The strategic use of human resources will help managers to get true values by optimally using competencies of people. The traditional view of looking at HRM ( Human Resource Management) as a department for planning human resources, recruitment, selection, induction, training, consultation with unions, development of employees, compliance to law requirements, record keeping, statistics, lessoning with government department is all set to change {Mullin (2008)}. Companies today face five critical challenges, like globalization, profitability, technology, retaining intellectual capital and the change coming over in the new millennium. The practice of HRM is getting affected by cultural diversity due to globalization, which necessitates to derive common culture and policies, which can suit changes in structure and strategies can be implemented globally. The major area of relevance to effective performance remain training and development. The basic role of a manager is to direct, develop, encourage and train subordinate people. This can help to improve knowledge, skills and change in attitude. But mind all line managers are their own human resource managers and the HRM function is a shared responsibility among top management, line managers and supervisors. The crucial activity of HRM is to judge performance of people, which can help top management to make key managerial decisions relating to allocation of duties and responsibilities, pay, empowerment and levels of supervision, promotion, training and development and career progression. However it is equally necessary to have performance management system in place with regular monitoring and feed back. The formulation of system which include qualitative or quantitative measures , frequency of monitoring and method of feed back like 360degree or upward feed back need to be discussed with the line mangers , supervisors and top management. Observations drawn from the Foxconn is just efficient but not effective. And the Citigroup case study where in emphasis was led on training indicate the HRM activities do help Organization to perform effectively. Stone from research work has identified six steps for effective management namely, Senior managers are committed to the process. Objectives are clear. Feedback is balance. Progress is reviewed. Development plans are included in the process. Managers have the right skill to support the process. This supports the discussion made about management and the factors which play critical role in effective performance of an organization. With changing nature of modern work organizations a survey undertaken by management today draws attention to the changing relationship between organization and individuals. The dispersed teams across multiple location would often work as virtual teams. The greater empowerment will led to shift of responsibility from organization to individuals. And the role of Management and there by manager will be questioned.{Mullin (2008)}. Factors Some more factors to determine the effective performance of work organisation are organisational structure, motivation and reward, objectives/goals/missions, values, team working, diversity. Organisational Structure Organisations always prefers formal structure that is why organisations manage with responsibilities. They create the formal structure which helps the organisation to achieve their desired goals. and most of the times these formal structures set out on paper in the form of organisational charts. The organisations which is based on day to day reality they develops informal structure between the members. Informal structure can be different from that which they set out on paper. In todays world managers need to learn and work with both formal and informal organisational structures. The flexibility should be there in managers than they can realise that the elements of the informal structure may be formalised. When managers take the elements from informal structures and modified them into formal structures then this may lead to high level of motivation for the staff which is involved in that organisation. The structure of an organisation not only affects productivity and economic capacity but also the morale and job satisfaction of its members. The overall successfulness of the organisation is influenced by sound structural design and by the behaviour of people working in that organisation. It is so significant to remember relationship between structure and the realities of organisational behaviour. The organisational structures which supports the retail fashion industry are heavily focused on two main tasks making reliable predictions about design trends and achieving cost reduction in the production process. Unlike other companies who design and order their ranges of clothing in advance, Zara makes only what is selling at the moment. if the designs sells good it increase the production if not then they stop producing it ,the company has not lost much as volume of remaindered items is small. Motivation And Reward The motivation is some driving force within individuals by which they do efforts to achieve some objective in order to fulfil their needs or expectations. When people are motivated and rewarded in the organisation than they put extra efforts to achieve their goals. With the motivation and reward policy adopting in an organisation will helps in effecting the successful performance of work organisation. Mission/Objectives/Goals Organisation never sets the objectives but people in an organisation sets the objectives. They are established by the people either individually or by the number of individual co-opera tingly. Like a group of senior management agree on certain desired course of action that may then announced as an organisational objective. The setting objectives is an integral part of the process of management and necessary aspect in almost each and every organisation. Objectives can be set out either in general terms or it may be in more specific terms. General objectives are ascertained by the top level of management. Specific objectives are given with in span of general objectives and usually have more cleared areas of applications and time limits. The objectives of an organisations are the reasons behind their existence. The objective is something which an organisation is striving to achieve. Just objectives can be controlled but the clear defined objectives will help in communications and also h elp in reducing misunderstandings and provide more explained criteria for obtaining work organisation performance. Organization need to be efficient in doing the right things with utilize the resources in optimum way and should be effective in doing the right things relating to organizational objectives. The output in the form of increased net earnings, delivery of service, good results in focus areas, customer satisfaction, changes adapted according to the demands and expectations of external environment which is ultimately perceived as performance. Values And Team Work Task/work is a team based based activity and teams and groups are an important feature of human behaviour and work organisation. Members have to be co-ordinate to carried out the work. Good team work helps in raising the level of morale and work organisation performance. There is a tendency for teams and groups to be used interchangeably. Whereas all teams are groups , it doesnt essentially follow that all groups are teams. Groups or teams develop their own style of values and norms of behaviour. There are two forms of groups at work one is formal and another is informal. Formal group is the part of the organisation structure . it is deliberately planned and formed by management to do their respective tasks and achieve organisational goals. Informal groups are based on personal relationship and develop irrespective of formal structure. Informal groups are hired to satisfy members psychological and social needs. Groups are created for a number of reasons relating to performance of wor k and social processes. Individuals can form into teams and groups for a number of reasons relating to both work performance and social processes in both sense formal and informal. The managers main concern is that members in that teams and groups should co-ordinate. The factors that effect team cohesiveness can be considered under the broad headings of membership, environment of work, organisational and team development and maturity. There are potential disadvantages of strong, cohesive teams and the manger should attempt to prevent unconstructive intergroup rivalry. However, intergroup conflict may be deliberately promote as a means of building stronger with in team cohesiveness. Self-Managed Teams Organisations are facing hard competition in the global market and are sure to face increasing battles in the future. To position themselves for growth in the coming times, many organizations are making the alteration to an empowered personnel. In an empowering atmosphere, those adjoining to the job are given the duties to make decisions regarding their own work and their own customers. Implementing self-managed teams is a step towards achieving an empowered society. Details the five necessary steps for successful team implementation including: the six-step process for designing teams, adopting team selection systems, addressing new training needs, initiating leadership transitions and changing roles, and rewarding team rather than individual performance. Self-managing teams are also known as self-directing work teams, represent a innovatory approach to the mode work is organised and performed. Instead of organising work based on the traditional Taylor model reducing a process to in dividual steps work becomes restructured around whole processes. There must be interdependence and joint responsibility for outputs if there is to be a self-directed work team. Whereas the traditional system reduces the required skill at every level of work, producing boredom in the bottom-level jobs, the new system integrates the needs of the people with the work to be done and those closest to the jobs help design the job. In the RL Wolfe case study: Implementing Self managed Teams for example, it states how well self created teams are used to create successful organisations and how well it is being implemented throughout the organisation. In 2003 as stated in this case, when RL Wolfe purchased Moon Plastics a small, family-owned custom plastics manufacturer in Corpus Christi Amasi (director of production and Engineering at RL Wolfe) had seen an opportunity to implement self-managed teams at the new plant. He had been interested in self created teams for several years, since taking a business school executive education course on workforce motivation and team structures. Amasi had been intrigued by reports of 30% to 40% improvements in productivity and quality for SDT-run units, when compared with traditional manufacturing facilities, and returns on investment more than three times the industry average. Those reports had come from a variety of industries -food and beverage, consumer goods but Amasi f elt he saw evidence that he could use the SDT model to drive high productivity in a plastic pipe manufacturing plant. High productivity, in his view, was 95% or more of design capacity. Wolfes two other plastic pipe manufacturing plants were running at 65%-70% of design capacity. Amasis first step had been to gain the board of directors approval to approach the worker union and offer a long-sought concession in health care coverage to clear the path for what became known as the Corpus Christi experiment. The new plant would not be unionized; in contrast to Wolfes other two plants. His second step had been to lure 35-year-old Jay Winslow from Wolfes top competitor to become plant manager. Individual Differences and Diversity Diversity challenges many traditional stereotypes and organisation needs to manage diversity ina manner that benefits the well being of all staff members . one of the most important aspects of managing diversity is that of gender equality and the participation of men and women in the work organisation. Conclusion and Recommendation There is multiple of variables which invade on any organisation and which shows the complicated nature of the study of work organisational effectiveness . Organisations needs to be efficient, effective, adaptable and give attention to innovation . One important approach of interdependent organisational variable to organising is McKinsey 7-s framework. Gratton refers six tenets of the democratic leadership organisation in which win-win approach relationship for both the individual and the organisation. The main factor in organisational effectiveness is the successful management of new inventions means innovation and change the concept of the learning organisation. A radical approach to organisational change and restructuring involves a fundamental rethinking of business processes. There is continues demand for managerial development as an internal part of the organisational development . Concentration needs to be given to learning, training, performance review , planning and career pr ogression. Management growth should be seen as a on going process and involves formal programmes of on going professional growth and management accepting responsibility for self growth. There is a wide variety of interconnected individual team, group, organisational and environmental influences on behaviour in work organisation. Work organisation can be analysed in terms of open systems framework, group work, teamwork and leadership. The role of management ,management style and effectiveness, profile of organisational characteristics, contribution of the human resource management (HRM) function ,key areas of performance and results, design of organisation structure, organisational control systems, planned organisation change, organisational culture and climate. A programme of organisation audit involves a review of the operations of the organisation as whole. In addition to anxiety for the current position of the work organisation, concentration should be given to its future growth and success. The driving force behind the successful 21st century work organisation will be its manpower( we people). Learning Outcomes: This assignment really has given me the chance to bring my academic knowledge to practical implementation and thoughts involved in obtaining my views has really broadened my knowledge, skills, horizon and this will further help me in my management career. This report has given me great learning towards organisational behaviour. If in my academic life I will get a chance I will definitely do a deep study in this area either by my some case coursework or dissertation and reading of books in relation to this.

Graduation Speech: Carry On! :: Graduation Speech, Commencement Address

I will open with a quote, "a failure is not someone who tries and fails, but rather someone who fails and gives up." I started my freshmen year of high school at East High. From the start I struggled to complete my school work. Low motivation was the major factor that eventually led to me failing english, math, science, physical education, you name it I failed it. As I began to lose more credits and fail more courses my self esteem plummeted along with my motivation. By my sophomore year I felt like a major failure and as such I wanted desperately to drop out of high school. With the little motivation I had left and tremendous support from my mother I continued school for another year. As my junior year wore on however it became apparent that I was falling in short in my courses once again. My failures seemed have stacked up all through high school and I was now left to face a pile of failings a mile high. In a last ditch effort I consulted my high school councilor and discussed what options I had to finished school. After careful consideration I decided that Winema was the option for me. I was wrong if I thought that Winema was just a means of getting my diploma. It goes fare beyond academic instruction only. Winema, I learned, is a place where you form friendships that contribute to your educational learning as well as to the development of your identity. Through the use of traditional and alternative teaching styles the school brings communication, art, and critical thinking into what could be the dry facts of curriculum. When I arrived for my first day at the high school I realized how very diverse we are as a student body. Even at a glance it is obvious that we come from all walks of life, all ages, and all colors. We each have different beliefs and religious affiliations, but we all have one thing in common. We are not failures. In spite of our disappointment at times or just the need to make a change we trudged on in order to get our high school diplomas. We relied on our friends and family and on each other to get through the tough times at Winema. When life was just not going well, and getting to school seemed like a monumental task, we persisted by continuing to attend and plowing the road that led to our diploma.

Comparing the Oedipus of Sophocles and Senaca :: comparison compare contrast essays

Comparing the Oedipus of Sophocles and Senaca         The myth of Oedipus is one of a man brought down by forces aligning against him. Over the years, different playwrights have interpreted his character in various fashions. In Sophocles’ Oedipus the King, Oedipus is a man who is blind to the path on which his questions take him and exemplifies the typical tyrannical leader in ancient times; in Senaca’s Oedipus, it is the fear of his questions that give Oedipus a greater depth of character, a depth he must overcome if he is to survive his ordeal. Sophocles creates a character of extreme wrath and ferocity to deal with the source of the blight on the city. He curses out the killer of King Laius, the killer who has brought the blight. "Upon the murderer I invoke this curse – whether he is one man and all unknown or one of many – may he wear out if life in misery and doom! If with my knowledge he lives at my hearth I pray that I myself feel my curse. On you I lay my charge to fulfill all of this for me, for the God, and for this land of our destroyed and blighted, by the God forsaken (Soph. O.T. 245-254)." When it is suggested that Oedipus himself could be the source of the plague, his anger emerges in full force. "(Truth has strength,) but not for you (Teiresias); it has no strength for you because you are blind in mind and ears as well as in your eyes (Soph. O.T. 370-371)." The Oedipus of Senaca’s play is not nearly so rash. He seems to dread what will come from his exploration into the death of Laius, even though the condition of his city is just as terrible as that of Sophocles’. "I shudder, wondering which way fate will steer. My shaky mood could waver either way. When joys and griefs so close together lie, the mind is doubtful. How much should one see? How much is best to know? I’m dubious (Sen. Oed. 204-208)." This Oedipus even has thoughts that the plague might have something to do with him, that his rule might be the pollution that has descended upon the city (Sen. Oed. 40). It is this anxiety that Seneca wishes to bring out in his play, one of the emotion s that are the downfall of man.

Fourth Amendment Exceptions :: essays research papers

The Fourth Amendment to the Constitution states that people have the right â€Å"to be secure in their persons, houses, papers, and effects, against unreasonable searches and seizures,† but the issue at hand here is whether this also applies to the searches of open fields and of objects in plain view and whether the fourth amendment provides protection over these as well. In order to reaffirm the courts’ decision on this matter I will be relating their decisions in the cases of Oliver v. United States (1984), and California v. Greenwood (1988) which deal directly with the question of whether a person can have reasonable expectations of privacy as provided for in the fourth amendment with regards to objects in an open field or in plain view.   Ã‚  Ã‚  Ã‚  Ã‚  The differentiation between open fields and private property must be made before one can proceed to form an opinion regarding the constitutionality of a warrantless search of an open field. Oliver v. United States is a case in which police officers, acting on reports from neighbors that a patch of marijuana was being cultivated on the Oliver farm, entered on to private property ignoring â€Å"No Trespassing† signs, and on to a secluded open portion of the Oliver property without a warrant, discovered the marijuana patch and then arrested Oliver without an arrest warrant. The Maine Judicial Court held that â€Å"No Trespassing† signs posted around the Oliver property â€Å"evinced a reasonable expectation of privacy,† and therefore the court held that the â€Å"open fields† doctrine was not applicable to the Oliver case.   Ã‚  Ã‚  Ã‚  Ã‚  Upon hearing the case, the Supreme Court argues that the special protections accorded by the fourth amendment do not extend to open fields. â€Å"Open fields do not provide the setting for those intimate activities that the Amendment is intended to shelter from government interference or surveillance.† The court refers to the case of Hester v. United States (1924) which set the precedent for â€Å"open field cases† and interprets that case to imply that â€Å"an individual may not legitimately demand privacy for activities conducted out of doors in fields, except in the area immediately surrounding the home.† The patch of marijuana being no where near the Oliver home, and in an open field, regardless of its visibility from public access, left the court affirming Oliver v. United States, and reversing the case of Thornton v. Maine, and in essence reaffirming that

Examples from placement

Whilst on my placement, there was a girl starting school full time; named Megan. Megan was why and reluctant to Interact with the other children, I noticed this and sat down next to her. To make her feel more secure, I tried talking to her In a calm voice. When listening to her, I was showing Interest In what she was saying, by positive facial expressions I made sure I gave enough time for Megan to think about her answer and if she answered correctly, I praised her to effectively boost her self-esteem and make her feel valued.However, she asked to participate in an activity that wasn't available, I calmly said in a slow voice â€Å"you are not allowed to do that†. When she kept asking, I reinforced my previous statement, to help her understand the boundaries expected of her. After she told me what games she enjoyed, I asked if she wanted to join in with the other children. Whilst asking her, I showed her pictures of the activities. Megan asked toxin the play-doe group, so I se tup an area for her.I introduced Megan to some of the other children, so she would feel more comfortable and welcome within the group.. Throughout the day, I was making sure Mean's needs were being met, for example asking her If she needed the toilet. I felt Like Megan was at an age, where she can Independently ask for the toilet, but to be safe I asked anyway. I needed to make sure that when asking her. I spoke clearly, so she could fully understand what I was asking and she could reply appropriately.I also, needed to make sure that she knew where things were, so she felt confident going herself. So I didn't lower Mean's self-esteem, I spoke to her in an assertive tone, if I had spoken to her in an aggressive manner it would have made her feel uncomfortable talking to me. For example â€Å"Can you please help the other children clean up? During my placement, there was a three year old girl, named Victoria. Victoria and family had just moved from Russia. Her parents could speak lit tle English and Victoria none.Very shy and reluctantly, she sat in the corner, playing by herself. I decided to have 1-1 time with her, and try to build a trusting relationship. I knew she was shy because she turned her body away from me and wouldn't make eye contact with me. Violator was obviously upset leaving her parents and feeling left out from the other children. In order for Victoria to understand me I spoke In basic minting to the picture of the sandpit, because she didn't understand English and it made it easier for her to understand which activities I was saying.When I gain some for her trust, she started using eye contact and more body language. By rubbing her eyes, I sat down with her and slowly and calmly asked what was wrong. She looked at me and said â€Å"tired†. I had to have her explain to me in more detail, so I showed her pictures of a bed and of possible activities she would enjoy. I made sure that I gave her enough time to reply, without interrupting and waiting patiently, or this could sibyl lower her self-confidence.She regained eye contact and pointed to the jigsaw puzzle. I taught Victoria a few basic words in English, by pointing to the object and waiting for her to repeat the word after me in English. When she repeated the word, I made sure I had positive facial expressions and body language, and praised her when she said it correctly. It was important that I used non-verbal communication, because it would affect her emotionally, by boosting her self- confidence and self-esteem and she would comfortable talking to me.If I made no effort to acknowledge she didn't know English, this would lower her self-esteem and make her feel isolated within the setting, because she wouldn't feel comfortable coming to talk to me and make her feel like she couldn't trust me. This means, she would have trouble communicating and interacting with the other children, and she wouldn't be able to tell me any problems she has; because of the lack of trust. To build our relationship further, in return, Victoria can teach me some words/phrases in Russian. This will allow us to have conversations in her language and she can feel more comfortable.

How Can the American Legal System

How can the American legal system, which is so devoted to protecting individual rights, justify itself morally if it jeopardizes, through its own rules, the right of law-abiding citizens to personal peace and security? Although this is a very tough subject and every one in the United States will disagree with this question but I will start out by asking it anyway â€Å" Is there any case in which the American law should put the law above the protection of its citizens? † I found that I will have to answer this question with a hard NO! Because the American government has been sworn to the duty of protecting the itizens of the United States. To answer the question for this essay I am going to refer to the 9/11/01 attacks against the United States as a whole. The United States is a free country for any one whom wants to pursue their happiness and to own their own property or even go to school if they want. That is how this started we the people of the United States allowed those people to come over here to pursue their goals in life so they chose to go to flight school just so they would be able to use it against us (the United States). The death toll of the attacks was 2,995, including the 19 hijackers.The overwhelming majority of casualties were civilians, including nationals of over 70 countries. In addition, there is at least one secondary death – one person was ruled by a medical examiner to have died from lung disease due to exposure to dust from the World Trade Center's collapse. (1) Now this is nothing about the billions of dollars in damage that was done to our nation. But this does go to show you that if the American government and legal system denies the people of our far United States this is just some of what other countries feel they would be able to do.To deny the people of the United States their peace and security can and does go unanswered for by the government. Although the government or American legal system may feel that this is justified by denying the people their peace and security but what of the feeling they would get without the feelings of peace and security. No I don't feel that the American law system can justify itself what so ever for the act of denying the people their peace and security.When the American law system starts to feel that they can take our peace and security from us for the sake of protecting individual rights then this country ust doesn't stand a chance against the countries whom wish do do us hard. So I say that no the American law system can not justify itself in morally or any other way when it comes to the people's feelings of peace and security personal or otherwise. With out the feelings of peace and security then the people would feel out of control and therefore the country would be out of control and any one that wanted to would be able to come over here and hurt our country in any way they feel fit.Reference: http://en. wikipedia. org/wiki/September_11_attacks