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The Power of Personality in Toni Cade Bambaras The...

The Power of Personality in Toni Cade Bambara’s The Lesson Developing character is something that comes with time. I believe that there are three major things that effect how people develop their character—where they are from, which includes their financial status; how they are raised; and the character of the people that have had the most influence on their lives. Sylvia, in Toni Cade Bambara’s The Lesson, is very much influenced by all of these factors. Sylvia’s living in the slums and being poor makes her defensive and judgmental. Her parents not being around much leaves her without the attention and discipline that children need to develop to their fullest. Lastly, her friends and Miss Moore also have a great influence on how†¦show more content†¦Because Sylvia does not recognize her own faults, it would be expected that someone else might see them and correct her appropriately. The problem though, is that Sylvia’s parents are always in a la-de-da apartment up the block having a good ole time, probab ly partying. Sylvia’s parents, mentioned infrequently throughout the story, do not seem to have too much involvement with their daughter. This is represented in Sylvia’s behavior, for example, when she wants to steal Ms. Moore’s cab money and run to the bar-b-que. Although most of Sylvia’s actions are conceivably wrong, it would be inappropriate to blame her solely for her mistakes. It is impossible for any child to understand what is right or wrong if it was never defined for him/her. Sylvia was probably not disciplines growing up and so her judgment of what is right or wrong is based on her own opinions and her observations of what the other children in her neighborhood are doing. The children in the neighborhood are probably the most influential people in Sylvia’s life, since she is around them most frequently, and they are her peers. They too seem to come from the same kind of background as Sylvia—poor, defensive,Show MoreRelatedThe Epic Of Gilgamesh And The Lesson962 Words   |  4 Pagespeople entertained, but have also taught us many things with information, lessons, and morals from both nonfictional and fictional characters. With what must be a million stories that have been told, many stories would most likely share have their similarities, maybe even be the same story, unintentionally, of course. Stories like The Epic of Gilgamesh and Toni Cade Bambara’s â€Å"The Lesson†. The Epic of Gilgamesh and â€Å"The Lesson† are mainly about the main character having to deal with a higher authority

The Kraft Turn-Around Free Essays

The Oreo bicycle campaign in China was the idea of local managers, which Rosenfeld characterized as â€Å"a stroke of genius that only could have come from local managers. † She stated that local managers’ opportunities to address local conditions will be â€Å"a source of competitive advantage† for Kraft. Do you agree? I believe that Rosenfeld’s primary goal in making these statements were aimed at strengthening her strategic thrust of enabling local responsiveness by strengthening Kraft’s values of supporting front line innovation, and empowering workers at all levels. We will write a custom essay sample on The Kraft Turn-Around or any similar topic only for you Order Now The Kraft China website lists these values in these words: We inspire trust. We act like owner. We keep it simple. We are open and inclusive. We tell like it is. We lead from head and the heart. We discuss. We decide. We deliver. (1) Could the Oreo-bike-wheel idea have possibly come from some other source? Yes, but they also say that give an infinite number of monkeys an infinite number of typewriters and sooner or later, one of them will type the collected works of William Shakespeare. But if you do not have infinite resources and can’t afford to wait, using people who understand the local culture, history, habits, and trends will find something brilliant much faster than taking the infinite number of monkeys approach. Is using empowered local managers a competitive advantage? At this point in time I would say yes. But this is a time-limited advantage. More and more companies have found that expat management is not a high success percentage path. According to research by Black and Mendenhall (1990), 16% to 40% of expatriate managers terminate their overseas missions ahead of time due to poor performance or mal-adaptation. Furthermore, 50% of them are unable to return to their original positions because of poor performance (Black and Mendenhall, 1990). In addition, based on a study of more than eighty transnational corporations, researcher Tung pointed out that in more than 40 companies, 10% to 20% of expatriate managers were repatriated or dismissed due to their inability to effectively carry out assigned missions (Tung, 1982). Numerous studies have attempted to pinpoint the exact reasons for failure in order to develop solutions that counteract these problems, boosting success rates and developing strategies to avoid failure (Hall and Yeaton, 2008). In my experience, many multi- and trans- national companies put people on an expatriate assignment with little expectation other than they become acclimatized to the uniqueness of the local market. Especially in the Asia-Pacific region, I have seen many expats ‘pay their dues’ on their way up the corporate ladder, but personally view their time abroad as an extended, company paid vacation. Could it be that companies see the long term value of this cross-cultural exposure has value well beyond any immediate performance during the expat assignment? Kraft’s strategy for future global growth involves a limited number of markets and products and focuses on going only where management believes the company can win a market share. How does this strategy align with Irene Rosenfeld’s restructuring plan? The restructuring described in the text certainly does appear reflect a strategy to focus on a portfolio including fewer product categories and markets. The worldwide restructuring includes encouraging mature market growth in addition to emerging markets where larger growth may be possible. In a recent interview with the Wall Street Journal, Rosenfeld noted 2008 figures of 3% growth in Europe, 5% in the US, and 28% in emerging markets (2). The strategy includes dropping certain product/brand types/markets and replacing them with others, eg. trading Post Cereals and Cream of Wheat for a the French cereal and cookie firm Groupe Danone. REFERENCES (1) Accessed from http://www. kraftfoodscompany. com/cn/en/about/values. aspx (2) Accessed from http://online. wsj. com/ad/article/wbf-rosenfeld Black, J. S. and Mendenhall, M. 1990), Cross cultural training effectiveness: A review and theoretical framework for future research, Academy of Management Review, 15(1), 113-136. Hall, N. Yeaton, K. (2008), Expatriates: Reducing failure rates, The Journal of Corporate Accounting Finance, March/April, 75-78. Tung, R. L. (1982), Selection and training procedures of U. S. , European, and Japanese multinationals, California Management Review, 25(1), 57-71. Essentials of Business Developme nt 2, BUS5602 2nd Edition Edited on Saturday, November 24, 2012 – 6:37 PM How to cite The Kraft Turn-Around, Essay examples