...Divergence and Curl of a Vector Field Recall that a vector field F on R3 can be expressed as F(x, y, z) =< F1 (x, y, z), F2 (x, y, z), F3 (x, y, z) >, where the component functions are scalar functions from R3 to R. For the sake of brevity, we will often use x to denote the vector < x, y, z > and write F(x) =< F1 (x), F2 (x), F3 (x) > or even drop the variables altogether and write F =< F1 , F2 , F3 >. Let F =< F1 , F2 , F3 > : R3 → R3 be a differentiable vector field. The divergence of F is the scalar function div F = and the curl of F is the vector field curl F = ∂F3 ∂F2 − ∂y ∂z i+ ∂F1 ∂F3 − ∂z ∂x j+ ∂F2 ∂F1 − ∂x ∂y k ∂F1 ∂F2 ∂F3 + + . ∂x ∂y ∂z Note that the divergence can be defined for any vector field F : Rn → Rn , while the curl is only defined on vector fields in 3-space. There is a nice second way to deal with these functions. Define the operator , called the “del” operator, by = ∂ ∂ ∂ i+ j+ k= ∂x ∂y ∂z ∂ ∂ ∂ , , ∂x ∂y ∂z The action of the del operator on a scalar function f : R3 → R is just the gradient: f= ∂f ∂f ∂f i+ j+ k= ∂x ∂y ∂z ∂f ∂f ∂f , , ∂x ∂y ∂z = grad(f ) The divergence and the curl of a vector field are given by the two vector products that we have: the curl is the dot product and the curl is the cross product. div(F) = ·F curl(F ) = × F. Theorem 1 Let f be a differentiable scalar function and F be a differentiable vector field on R3 . 1. curl(grad f ) = 0 or 2. div(curl F) = 0 or × ( f ) = 0. ·( × F) = 0. The Laplacian operator on a scalar function is...
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...Ted Baker is a Global clothing retailer, which was established by Ray Kelvin in Glasgow, Scotland 1988. At the start, Ted Baker sold men’s shirts. In the subsequent years, Ted Baker established itself as a global lifestyle brand that continued to develop and attain significant growth and development. Ted Baker has operations in Europe, Middle East, North America, and Australasia. Ted Baker has managed to gain a high geographical cover even in depressing economic periods. In 2014, Ted Baker had expanded into 35 countries and had expanded its range of products from a single product – men’s shirts – to womenwear, Lingerie and childrenwear among other offerings. This essay will critically evaluate the factors behind the rise and increasing globalisation of the Ted Baker retail brand. In its efforts to become a global firm, Ted Baker sought to expand its product offerings from men’s shirts specialisation to womenswear, accessories, sleepwear, and children wear (Holland, 2013). The product portfolio expansion is essential in improving the firm’s profitability as new customers are targeted across the firm’s markets. To depict the growth of the retail brand, the expansion is observed as an aspect of product development that involves selling new products to the existing markets (Lamb, Hair, and McDaniel, 2010). However, the product portfolio expansion is also supportive of a market development strategy and diversification strategy since Ted Baker further sought to sell its products (existing...
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...The Global Consumer Since the Second World War the technological advancements in transportation and communication have brought about a revolution in people’s daily lives. While the origins of globalisation are often disputed, there is no denying that through the years our day to day activities increasingly link us to other people and activities throughout the rest of the world (Surman, 2009). There has been much debate on the effects of globalisation and what businesses and consumers facing them should do. This essay will outline and discuss elements of the paradigm shift of the last thirty years starting with the call for global standardisation and lowest cost orientation for the benefit of the consumer, as expressed by Levitt (1983) in his legendary article “The Globalisation of Markets”. We will then jump forward to the twenty-first century with global brands and glocalisation supported with the following articles: Holt et al (2004) “How Global Brands Compete”, Askegaard and Kjeldgaard’s (2006) “The Glocalisation of Youth Culture” and Surman’s (2009) “The Global Consumer”. Discourse around what companies operating on the global level should and shouldn’t do always ends up being centered on the consumer. What the consumer wants/needs, what they will buy and why they buy it, what implications does buying the product have for them. Levitt (1983) states that consumers are driven by the lowest price, though accounting for the importance of quality. Products are bought in the...
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...The current issue and full text archive of this journal is available at www.emeraldinsight.com/2046-9012.htm EJTD 36,4 Developing diverse teams to improve performance in the organizational setting 388 Katherine L. Yeager and Fredrick M. Nafukho Received 2 February 2011 Revised 18 August 2011 Accepted 7 October 2011 Department of Educational Administration and Human Resource Development, College of Education and Human Development, Texas A&M University, College Station, Texas, USA Abstract Purpose – The use of teams in organizations given the current trend toward globalization, population changes, and an aging workforce, especially in high-income countries, makes the issue of diverse team building critical. The purpose of this paper is to explore the issue of team diversity and team performance through the examination of theory and empirical research. Specifically, the paper seeks to answer the question: “How might individuals with diverse characteristics such as culture, age, work experience, educational background, aptitude and values, become successful team members?”. Design/methodology/approach – A review of theories that are pertinent to individual differences and team formation, including social identity theory, mental models, inter contact theory, social comparison theory, and chaos theory, was conducted. Team formation and diversity literature were reviewed to identify ways of developing diverse and effective teams. Findings – It is a...
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...convergence and divergence in institutional change, Sociological Theory, 28 (2), 150-166. Duerr, E.C., & Duerr, M.S., (2011) Japanese and western management approaches: is convergence occurring?, Interntaional Business & Economics Research Journal, 2 (4), 63-73. Flache, A., & Macy, M.W. (2011) Local convergence and global diversity: from interpersonal to social influence, Journal of Conflict Resolution, 55 (970), 970- 995. Gentry, W.A,. & Sparks, T.E. (2012) A Convergence/divergence perspective of leadership competencies mangers believe are most important for success in organizations: A cross-cultural multilevel analysis of 40 countries, Journal of Business and Psychology, 27 (1), 15-30. Gupta, S.F (2012) Integrating national culture measures in the context of business decision making- an initial measurement development test of a mid level model, Cross Cultural Management: An International Journal, 19 (4), 455- 505. Gupta, V., & Wang, J. (2011) Globalization and convergence-divergence debate: strategic perspectives for emerging markets, Journal of Business and Economic Research, 1 (2), 69-76. Huang, C., Mujtaba, B.D., Cavico, F.J., & Sims, R.L. (2006) Ethics and executives: a cross-cultural comparison of Japan, Taiwan, and the United States, International Business & Economic Research Journal, 5 (7), 9-22. Hofstede, G., (1983) Cultural dimensions for...
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...broad as well as deep. Once programmed, at a young age, members of a particular culture will retain this “programming” throughout their life, and often, they aspire to pass on as much of this “programming” as possible to their next generation. This is often manifested in parents’ hope that their children will marry spouses who are from the same dialect group, race and religion. Unlike an object with physical properties like dimensions of size, weight, colour and texture, culture is difficult to quantify. Hence, comparing different cultures will require a set of common yardsticks with indices the magnitude of which are represented by numerical values. Amongst the many models advanced to allow for cultural comparisons and to provide us with a better understanding of cultural differences are those from Hofstede and Trompenaars. The dimensions listed in Hofstede’s model are: “Power Distance”, “Uncertainty Avoidance”, “Individualism”, “Masculinity” and “Confucian Dynamism”. The meaning of these dimensions are somewhat intuitive except for “Masculinity” which refers to the cultures’ degree of preference for material...
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...programming is broad as well as deep. Once programmed, at a young age, members of a particular culture will retain this “programming” throughout their life, and often, they aspire to pass on as much of this “programming” as possible to their next generation. This is often manifested in parents’ hope that their children will marry spouses who are from the same dialect group, race and religion. Unlike an object with physical properties like dimensions of size, weight, colour and texture, culture is difficult to quantify. Hence, comparing different cultures will require a set of common yardsticks with indices the magnitude of which are represented by numerical values. Amongst the many models advanced to allow for cultural comparisons and to provide us with a better understanding of cultural differences are those from Hofstede and Trompenaars. The dimensions listed in Hofstede’s model are: “Power Distance”, “Uncertainty...
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...Diversity in the Workplace Alain Kraussman Hall Baker College Online Human Behavior Management of Organization/BUS615 December 6, 2012 Introduction Diversity is defined as “the condition of having or being composed of differing elements: variety; especially: the inclusion of different types of people (as people of different races or cultures) in a group or organization” ("diversity," 2012). These differing elements are becoming more and more prevalent in today’s society, and especially in the business world. Emigrants from every country in the world have made their way to the shores of America, and from there, to millions of companies and organizations across the nation. From the owner of the neighborhood corner store to the CEO position at Citigroup and Pfizer, foreign-born employees are giving this country a new, diverse, face. Diversity is not just of race, but of age, gender, ethnicity, religion, and disability. In every decade since 1900, the percentage of women 16 years and older in the workplace has increased, going from just 18.3 percent in 1900 to 53.6 percent in 2010 ("Women in the," 2007). The same holds true of disabled workers. In December 1976, there were roughly 2,088,242 blind and disabled workers in the United States. Growing nearly every year since, the Social Security Administration reports that as of December 2011, there are 6,996,435 blind and disabled people in the workforce ("Ssi annual statistical...
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...Participant observation is defined as first hand experience. Participant observation is a method developed by Anthropologists in the early 20th century. When Anthropologists noticed that in order to fully understand the question, “Why” in culture. Why do a certain people do this, why is that important, or why do they all do it, are just some of the questions anthropologists use participant observation. The key to participant observation is fieldwork, where the anthropologist actively lives with the people of the culture they are studying for about a year or more. Where the anthropologist goes through culture shock by leaving all their possessions at home and starting a new. This technique of studying gets the anthropologist to become one with the culture, where they participate in ceremony’s and traditions with the people as a member. So much so that they go through culture shock once they return home, because they have opened their minds to a whole new way of thinking and living. Colin M. Turnbull is an anthropologist who went to live in the Ituri Forest with a group of people called the Pygmies. The Pygmies is a culture that many people before Turnbull mistaken as uneducated and weren’t living life to the fullest because of this. Turnbull had two voyages to the Forest where in his first voyage he saw the Nkumbi ritual and was inducted as a member of the Pygmies. Two years later he went back to the forest leaving everything behind, unlike his first voyage where he believed he...
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...ETHNOCENTRISM Ethnocentrism is the tendency to believe that one's ethnic or cultural group is centrally important, and that all other groups are measured in relation to one's own. The ethnocentric individual will judge other groups relative to his or her own particular ethnic group or culture, especially with concern to language, behaviour, customs, and religion. The term ethnocentrism was coined by William G. Sumner, upon observing the tendency for people to differentiate between the in group and others. Ethnocentrism occurs when one culture or nation places itself at the top of an imagined hierarchy of cultures and nations and subsequently assigns other cultures and nations equivalent or lower value on that scale. To be fair, a system of belief in which someone doesn't consider his or her own as the right one is inherently inconsistent, for it is admitting its own falseness. With this in mind, it is important to examine the bases for our beliefs regarding other cultures and nations. The tendency to evaluate other groups according to the values and standards of one's own ethnic group, especially with the conviction that one's own ethnic group is superior to the other groups. "The fallacy of ethnocentrism is committed...
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...Creating Cultural Synergy: A Management Plan for a culturally diverse team Theresa Famolaro MGMT 615 Dr. Linda Smith 20 March 2012 Introduction This paper presents a problematic multicultural team scenario and a management plan to bring about the team’s effectiveness and success through cultural synergy. A summary of the conflict among team members sets the stage for an innovative solution, while a description of the emergence of multicultural teams in the workplace provides a context. Initially, an assessment of the cultural diversity of the team members is provided. Then, a plan to leverage the richness of culturally diverse team members working together is explored. Finally, in the event that the plan is unsuccessful, a backup plan is offered for consideration. Due to globalization, people from various cultures find themselves working with individuals from other cultures, often in an intercultural team environment. A team is an interdependent group of individuals brought together for innovation and the achievement of a specific goal (Northouse, 2010). Team cohesiveness is positively associated with openness of opinions and collaboration between team members. Disagreement within teams negatively affects team members from sharing points of view (Woerkom & Sanders, 2010). Multicultural teams are more likely to display less cohesion than teams with members that share the same culture. Cultural diversity...
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...Journal of Behavioral Studies in Business Marketing to the Generations, Page 1 Marketing to the Generations Kaylene C. Williams California State University, Stanislaus Robert A. Page Southern Connecticut State University ABSTRACT Each generation has unique expectations, experiences, generational history, lifestyles, values, and demographics that influence their buying behaviors. Accordingly, many companies are reaching out to multi-generational consumers and trying to understand and gain the attention of these diverse buyers. Multi-generational marketing is the practice of appealing to the unique needs and behaviors of individuals within more than one specific generational group, with a generation being a group of individuals born and living about the same time [1]. This means that marketers need to understand the six U.S. generations: Pre-Depression Generation, Depression Generation, Baby Boomers, Generation X, Generation Y, and Generation Z. When a marketer factors in the different characteristics and behaviors of the generations, it should be easier to build relationships, gain trust, and close business. [2, 3] As such, an understanding of multigenerational marketing is very important to the marketer. The purpose of this paper is to describe briefly the U.S. generations in terms of the times in which they grew up as well as the characteristics, lifestyles, and attitudes of the group. However, the primary focus of the paper is to describe various marketing...
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... 2012 Abstract This report is addressed to the senior management team of the following issues: what host foreign countries could face a result of expansion; cultural barriers and diversity issues; diversity in the international arena; description of two political and economic issues due to global expansion and methods addressed to them; and the importance and implications of each item in PPQ Parts expansion plans to Germany and Japan. UNIT INDIVIDUAL PROJECT PPQ Parts has determined that for the company to expand globally over the next several years, its managers must be properly trained in multiculturalism and diversity management. PPQ Parts executives must be aware of any political and economic concerns that may arise during the expansion. A few issues that could arise from the host foreign country as a result of the expansion are as follows: * Political risks-dealing with profits cause of the drastic changes in a country’s business environment. * Social risks-can cause riots and demonstrations due to abrupt changes in how a company does business in that country. * Economic risks-mismanagement by the country’s government (AIU, 2012). The cultural barriers and diversity issues that are commonly encountered by international/multinational (MNC) and global organizations are social, cultural, economic, legal, and political differences; quotas; tariffs; and subsidies (AIU, 2012). Diversity has become an important topic in the international arena due to...
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...Culture Shock The first thing I would have done to prepare myself from the culture shock is study the Yanomamo. I would have studied their way of life, what they ate, how they dressed, their language, mannerisms, and every detail I can get. If however, I don’t have that information handy, I would have at least asked the guide a few questions before entering the area where the people are living. A culture shock is really hard to prepare for, unless one has studied about it beforehand or else it wouldn’t be a shock at all. Witnessing firsthand my ancestor culture, the Filipino culture, was a big deal when I was a young. Since I was raised in America at the age of two, and learned American culture and language through my schooling, I never associated with my Filipino culture other than through my parents, which even they are much “Americanized.” When my relatives from the Philippines, they seemed like normal people until they cooked food I personally found appalling. My relatives cooked and ate dinuguan and balut. Dinuguan is pig blood stew, and balut is a baby duck egg. I was very shocked they ate this food, which I never heard or eaten. My parents ate it before but have never cooked it and put it on my plate, so it was obviously something I assumed my parents didn’t particularly like eating. I learned my lesson that maybe I should research the Filipino culture before I judge. Just as they were shocked about my “Americanized” attitude, I was shocked with what they ate. I believe...
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...Leading Intergenerational Teams Workspace demographics now span four generations. A twenty-something hired this year can expect to find that they working with colleagues who are older than they are by fifty or more years. The reason for this is primarily due to labor shortages for trained personnel in many industries. In addition, many older workers are now delaying retirement due for economic or other reasons. Many of the baby boomer generation can now be expected to delay retirement into their seventies. (Randstad USA) As you will learn, an inter-generational workforce provides many opportunities and challenges. While generational differences can and do lead to frustration, conflicts and poor morale, they do not have to. This section of the handbook will help you to better understand effective methods for leading and working with intergenerational teams. You will see that the differences brought to the mix by different generations can lead to increased productivity, creativity and success. In addition, you will understand the programs and benefits offered to enhance and optimize the benefits of maintaining an inter-generational workforce. Defining the Generations In an article published in the Journal for Quality and Participation, Gesell provides the following definitions of the generations. The Silent Generation. Born between 1925 and 1945, this group values hard work, conformity, dedication, sacrifice and patience. They are comfortable with delayed recognition...
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