Causes fast economic development in India and China

Causes fast economic development in India and China Since 21st century, Chinas national economy has maintained a growth rate of about 10%, which is called a miracle in the history of the world economy (Cai, 2007). Indias economy has also made remarkable progress. During 2002 to 2006, the economic growth rate reached 7.8%. Since the year 2003 2004, the Indian economy has shown continuous rapid growth: from 2003 to 2007, Indias average annual economic growth rate reached 7.5%, 8.5%, 9.4% and 9.6% (Mohan, 2008). In order to analysis the causes of such fast economic development in the two countries, this essay will firstly introduce the basic framework of open system proposed by Daniel Katz and Robert L. Kahn and how understanding of this theory can instruct the development of economic development. Subsequently, this essay will analyze the key factors that spelling the increasingly rise of economy in China and India, such as the population change, the investment on fixed assets, the technology development and the institutional improvement , based on the open system theory. Finally, the essay will give a conclusion of the overall analysis. The open system theory Daniel Katz and Robert L. Kahn (1978) proposed a theory structure of open-systems theory including: inputs, transformation, outputs and recycling. Inputs contain capital, raw materials, and employees. Also, some intangible influences, such as personal rewards, satisfaction, recognition, or status. Products or services are created through the transformation process using employee, raw materials by facilities such as machine and computer. These products or services are delivered to customers. Through the recycling, the profit obtained becomes the input again to buy raw materials or pay employees. There are also some subsystems which is critical to the development of organization. Understand the organization is an open system other than a closed system can be a great help for any organization to develop through change the external environment such as improvement of the education level, technology, facilities or structure systems. Key factors for the economic development in China and India Rarick, A. C., Nickerson, I. and Olan, M. (2007, pp. 19-22) thought that the emergence of economic in China and India is because the low labor cost, however, there are some key factors spelling the economic booming of China and India. Over the past decade, China and Indias economy has undergone tremendous change, which is mainly determined by enhancement of input and transformation of an open system such as the growth of human capital (labor), basic production capacity (noted as the amount of fixed asset investment) as well as technical and institutional factors. 1. The reduction of the population. Personnel are the most important input of the open system. Wealth of population resources ensures the economic growth of China and Indias huge demand for labor. However, over-population also will burden the economic and social development. To ensure the economic development of China, early in 1978, family planning was taken as a basic national policy of China. Over the past decade, Chinas economic growth has been enjoying the dividends of the population, but population growth continues to decline (Zhang, 2008). India has the same concerns in the treatment of population problem, the family planning made population growth rate of India downward. 2. The increased investment in fixed assets. Transformation in the open system plays transfer input to output, through all kinds of tools and equipment. Hence, the fixed assets as the tools and equipment should be placed on a lot emphasis to ensure the normal operation of an organization. Understating this point, China and India increased the investments in fixed asset. Fixed asset investment is the primary means of reproduction of social fixed assets. Through the construction and purchase of fixed assets, the national economy continue to adopt advanced technology and equipment, establish new departments, and further adjust the regional distribution of economic structure and productivity to enhance the economic strength (Chen, 2009). Investment in fixed assets reflects the production capacity progress of a country in large extent, so the investment changes in fixed assets can reflect in the relationship of productivity and economic growth. Over the past decade, total investment in fi xed assets in China were 10% increase per year to maintain the state of positive growth, and GDP also showed a positive correlation, about 10% increase per year. Indias economy has maintained a 10% annual growth trend, the changes in total fixed asset investment kept positive growth of about 10% per year. 3. The development of technology. As an important input, technology is a critical factor which decides the competitiveness of an organization. Over the past decade, under the guidance of science and technology are productive forces, by taking the introduction idea of combining absorption and independent research and development, technological innovation capability of Chinas culture and practical results obtained significant improvement. Popularization of Chinas IT technology and products in some aspects and some areas have caught up and even more than developed countries. Technology development strategy transferred from the early introduction of technology to the main goal of the original innovation. Adhering to the ideas of integrated innovation and secondary innovation, many domestic enterprises have taken great progress in innovation, and some companies changed the business model from low-cost, low value-added Made in China to the high prices, high value-added global manufacturing strategy, and achieved good economic results. As can be seen, technical progress provided a great deal of power for Chinas sustained economic growth. For India, each government of India have attached great importance to the technological development, the government has developed a series of policies to promote scientific and technological progress and established comprehensive technology management system. Over the past decade, advances in science and technology achievements in India have attracted worldwide attention. The degree of internationalization of Indias cutting-edge personnel training, software development, international service outsourcing and bio-medicine has improved; the national resources investments focus on in space, nuclear energy and remote sensing. Information technology and biotechnology has become Indias two knowledge-based industries. For example, Indian Central Government formulated a national drug policy, and these drugs policy played an important role in p romoting the Indian pharmaceutical industry. Currently, the Indian pharmaceutical industry accounts for 8% share of global production, and the output value of share is 1.8%. Indias economic development in the past decade shows the development of Indias technology strength has played a significant role in promoting economic growth (Pradhan, 2006). 4. Institutional improvement. Institutions, laws and regulations are proponents in the open system, which possess great impact on the development of an organization. In other words, improving or reforming these items can develop the economic development. In the new century, China put forward the scientific development concept to guide economic development, and took a series of new Institutional innovation around scientific development. Chinas economic system, the changing approach to the ongoing adjustment of the world economy and domestic economic situation, successfully promoted the emancipation and development of productive forces. Chinas economic system reform is one of the fundamental driving forces of economic growth. India launched a liberalization, marketization, globalization and privatization as the characteristics of the new economic policy, that is, relaxing the restrictions on private economic development, accelerating the reform of state-owned economy, changing from a p lanned to market, implementing market economic development model. India has started a comprehensive economic reform, reform involved foreign trade system, industrial policy, and finance fields. The series of institutional change caused by the implementation of this line became the important promoter to advance Indias economy continues to change for the better. Conclusion A good understanding and application of open system can be greatly helpful for the development of economy. Considering the external environment influences and each sector of the open system can markedly affect the whole open system and further exert an impact on the economic development, China and India improved a lot in the input and transformation sectors of an open system. Aside from the labor source, that is, the low cost labor forces mentioned in Rarick, A. C., Nickerson, I. and Olan, M. (2007, pp. 19-22), as supplement of the Raricks research, the key factors that make the astonishing economic development of China and India are analyzed and proposed, containing: the reduction of population, the increased investment in fixed assets, the great development of technology and the institutional improvement and reformation. The abovementioned factors as well as the labor source are all critical to ensure the economic development in China and India, making them on the top list of count ries with most fast economic growth rate.

Analysis and Comparison of Iranian and American Management; the Cultural Dimensions and Values Essay

This report is aimed to represent a brief description of the Iranian management values today and compare the results with a developed country like Unites State. First it will give a description of some of the characteristics of Iran management and culture, then it is tried to categorize these characteristic base on Hofstede’s Dimensions (1980) (power distance, avoiding uncertainty, masculinity/femininity, individualism/collectivism) and Flower’s dimensions, Flower 1975, (tribalistic, egocentric, conformist, manipulative, sociocentric, existential). In the next step will be presenting of relative information about United State and at the end the comparison between the results. Most parts of this report is focused on Iran management. IRAN The name ‘‘Iran’’ was used as early as the third century BC by a ruler who described his empire as Iran-shahr and himself as the ‘‘King of Kings’’. The country is highly diverse from every point of view, especially in topography and climate. The population of Iran is estimated at some 70 million, 12 million of which live in the capital Tehran and its suburbs. The official language of Iran is Persian (Farsi) which is an Indo-European language derived from Sanskrit. The country has one of the world’s most diverse ethnic groups ever assembled in one country: Persian (56 per cent), Turk (Azari) (24 per cent), Gilaki (8 per cent), Kurd (8 per cent), Lur, Baluch, Arab and Turkaman. The religious groups are Shiite Muslim, Sunni Muslim, Zoroastrian, Jewish, Christian and Bahaii. At the present, Iran is an Islamic republic, ruled according to a constitution providing for executive, legislative and judicial branches. The political system comprises both elected and un-elected institutions. Iran’s economy is a mixture of central planning, state ownership of oil, large enterprises, village agriculture, small-scale private trading and service ventures. All large industries and the majority of medium-scale enterprises are run by the public institutions particularly the foundations which were set up during the revolution. These entities own some 20 per cent of the country’s assets, and contribute 10 per cent of GDP (Khajehpour, 2000), however, they are generally mismanaged. Management in Iran Iranian management today is interesting firstly because the country is slowly opening up to the West after two decades of ignorance on the part of Westerners as to sides of life in Iran other than the political and religious aspects. Up till quite recently, the political discourse was dominated by the belligerent official language and images of mobs demonstrating in the streets against â€Å"the devils in the West†. Now after twenty years of austere clerical regime, the reform movement is gradually gaining momentum, especially among young people who have not known life before the Revolution. Secondly Iranian management is interesting because most people confound Iranians with Arabs, believing that what they learn about Arab countries is also valid for Iran, and this obviously is a misunderstanding. We begin our discussion with bringing some insights into Iranian society and its culture. Based on Hofstede’s findings (1980) Iran is classified in near Eastern cluster including Turkey and Greece. A more recent research found that Iran is part of the South Asian cultural cluster consisting of such countries as India, Thailand and Malaysia (Javidan and Dastmalchian, 2003). For a newcomer these findings may seem very different from the image of Iran as a predominant Islamic/Middle-Eastern country which is often confused with its neighbours. The point is that as a country situated in the Middle East, Iran has many commonalities with its neighbour Muslim countries; however, due to its unique historical, linguistic and racial identities it has a different and unique culture. Collectivism A very fundamental issue in every society is the priority given to interests of individuals versus those of collectivity. Hofstede (1980) views an individualistic society as one in which beliefs and behaviours are determined by the individual; whereas in a collectivistic society the attitudes are determined by loyalty towards one’s group. The manifestations of collectivism and social networking are very common in Iranian management. Personal connections and informal channels seem more practical, whereas formal systems, official institutions and procedures are considered less efficient and even bothering. As a direct result, Iranian society tends to perate rather on the basis of personal relationships among people, than on the basis of impersonal and mechanised institutions. The use of informal channels may imply bending rules and taking advantages to which one is not formally entitled. The popular Persian term for this practice and other forms of nepotism and favouritism is Partibazi, which is a common practice in Iranian organizations. For instance, it would not be unusual for Iranian managers to hire a relative or acquaintance for a job vacancy, even though they could easily employ a more competent but unknown worker. Collectivism has also a significant influence on the communication. An outcome of collectivism is the implicit and high-context communication in Iranian culture. Iranians from an early age learn to be careful about what they say and are advised to use an indirect language for expressing their intentions (Javidan and Dastmalchian, 2003). Persian language and literature are full of nuances and metaphors which should be interpreted in their context and cannot be taken at face value. A particular and very common form of indirect language in Iranian culture is Taarof which can be translated literally as politeness, but has a much more profound significance. In fact, Taarof implies a wide range of complicated and highly polite expressions/behaviours, which should not be interpreted literally. This kind of context-bound communication is very common in Iranian organizations in both written and oral forms. Power distance This orientation concerns the extent to which the less powerful members of a society expect and accept that power is distributed unequally. This orientation concerns the extent to which the less powerful members of a society expect and accept that power is distributed unequally. Results from Yeganeh and Zhan(2007) about ‘‘hierarchy’’ reflect the high degree of hierarchical distance among Iranian managers. Hofstede (1980) considers these characteristic as power distance in his research. The antecedents of this high hierarchical distance are deeply rooted in many aspects of Iranian mythology, history, politics, religion and family structure. Manifestations of high degree of hierarchical distance are various and numerous in Iranian management. A very clear example is the over-centralization of the capital Tehran. Despite the diversity and largeness of country, all administrative bodies and decision-makings are concentrated in the capital and other provinces should obey the resolutions. Other examples include top-down management, authoritarian decision-making (Javidan and Dastmalchian, 2003) and hierarchical structure of reward systems. For instance, there is considerable gap between compensation packages intended for people working at the top of organization and those working at entry levels. Managers consider it normal that people at higher levels have more privileges than those at lower levels. An outcome of hierarchical distance, combined with effects of collectivism and family-orientation is the dominance of paternalism in Iranian organizations, which is encouraged also by Islamic virtues. Schramm-Nielsen and Faradonbeh (2002) reported that Iranian employees expected superiors to help them in a variety of issues such as financial problems, wedding expenses, purchasing of new homes, illness in the family, education of children and even marital disputes. Past-orientation Results from Yeganeh and Zhan (2007) indicate Iranian managers tend to be past- rather than future-oriented. The orientation toward past may be crystallized in honouring indigenous managerial styles and their underlying foundations. After the revolution of 1979, there was much emphasis on substitution of modern/western management by traditional/Islamic work-related principles. Therefore, Iranian executives were urged to realign their managerial styles and practices to religious, social and political values of revolutionary ideology. Not surprisingly, most of these managerial styles were not based on rationality and progress, but on old-fashioned and obsolete views which were not efficient and practical. The past orientation can be manifested also in terms of neglecting plans or setting short-time horizon and also relative high uncertainty avoidance. High uncertainty avoidance means that members of the society feel uncomfortable with uncertainty and ambiguity and thus support beliefs that promise certainty and conformity. Activity orientation (being versus doing) According to Yeganeh and Zhan(2007) , ‘‘Activity Orientation’’ corresponds to masculinity dimension as described by Hofstede (1980). It is argued that in a ‘‘Doing’’ culture, people tend to view work activities as core to their existence, and they attach much importance to achievement and hard work. In contrast, in ‘‘Being’’ cultures peace of mind is cherished and emphasis is placed on immediate and unplanned actions. In reality, it is possible to witness demonstration of both ‘‘Being’’ and ‘‘Doing’’ orientations in Iranian society. For instance, a good deal of Persian literature is devoted to peace of mind, pleasure and frugality. Moreover, affected by Islamic culture, Iranians tend to view the world as an ephemeral step which does not worth hard work and which should be considered as a transitional phase toward eternal life and salvation. While these manifestations correspond to ‘‘Being’’ orientation, Iranians are known also for ‘‘Masculine’’ qualities such as individual achiever (Javidan and Dastmalchian, 2003), militant, hard-working and efficient. Bargaining Whereas doing business always means trying to negotiate the best deal in terms of price and related conditions anywhere in the world, this does not normally in the Western world extend to everyday little purchases. The bargaining represents a tradition that goes back thousands of years. According to this tradition the choice of dealer or business relation is an important one. The tradition is also that you bargain with your usual suppliers. The Western custom of shopping around for the best price and the best conditions is not well accepted. The obvious reason is that it breaks with the golden rule of trust. It takes time to build up a relationship based on trust, and so you need to have a long-term strategy and a lot of patience. Uncertainty avoidance High uncertainty avoidance means that members of a society feel uncomfortable with uncertainty and ambiguity and thus support beliefs that promise certainty and conformity (Daft 2003). According to Ali and Amirshahi (2002) results, the primary values of Iranian Managers are conformist. Flower’s dimensions Based on a research by Alishahi (2002) which was conducted through istributing twenty-two hundred questionnaires to a random sample of Iranian managers, the primary values of Iranian managers are conformist, sociocentric. Indeed, the outer-directed values (conformist, sociocentric, and tribalistic) are relatively dominant. This result may have its roots in the political and cultural reality. Since the Islamic revolution, Islamic values have been propagated. The emphasis has been on achievement and human dignity and on societal causes, rather than on personal material gains, in alleviating internal problems. Both dimensions reinforce conformity and sociocentric attitudes without discounting the existential outlook and personal growth. The Islamic regime constantly reminds the public about the outside threat and the need to sacrifice personal gains for the sake of society. In addition, the core philosophy of the regime is that the poor and unfortunate segments of the society must have access to political and economic opportunities. It should be mentioned too that the current Islamic regime condones both conformity and sociocentric outlooks. In an era of transition, managers may seek to avoid uncertainty by going along with the public pronouncements of the regime. Nevertheless, certain values differ across some variables, such as size of organization, ownership, managerial position, and father’s occupation. For example, manipulative managers were found in larger organizations and in the private sector. A typical manipulative manager relies on building a network of friends and supporters, and on careful political manoeuvres. Large corporations in Iran were public or had been nationalized after the revolution. Both have experienced profound restructuring in terms of power distribution and economic partnership. Perhaps this situation created opportunities for a new allegiance to seize power and gain influence. Sociocentric value is found among lower-level managers and those with peasant, working class, and clergy origins. Those with working and lower class origins, therefore, may have developed an awareness of the enormous social differences, and may nurture the feeling of belonging to â€Å"social classes† that have little or nothing in common with upper social classes. Perhaps this in turn creates a commitment to humanistic and community causes and strengthens the desire for a just society. United State management American culture is characterized by high individualism with loosely knit social frameworks. In individualistic societies, people are supposed to take care of themselves and their immediate families. Since individualism is high in the United States, work and accomplishments are viewed as person-centred. Thus, issues of individual meritocracy and perceptions of fairness are likely to be more pronounced among American employees. Materialism, according to Abdu K. (2004), conveys the idea that being affluent, prosperous and rich should be encouraged and suggests that a certain product or service will make the user well off. However, the simplistic approach, like in the USA, conveys the â€Å"just enough idea,† which emphasizes ego needs and self-actualization, rather than just material comfort. Pluralism refers to the degree to which national culture fosters simultaneous coexistence of different ethnic groups with strong identities. In a low pluralism culture, minority groups are completely absorbed by the dominant culture. The minority groups either completely replace their identities with those of the dominant culture, or retain weaker cultural linkages with the dominant cultural group. High pluralism on the other hand characterizes simultaneous coexistence of diverse ethnic groups with strong identities. Both Iranian and American culture is non-pluralistic or ethnocentric. Ethnocentrism means that people have a tendency to regard their own culture as superior and to downgrade other cultures. In both countries cultural differences are unified into a coherent, universal work culture. Diverse groups are absorbed into the mainstream work culture to create uniform work norms, beliefs and values. In such a non-pluralistic culture, minority communities have weak identities and legitimacy. Thus, the in-group–out-group ideology may not be as prominent in non-pluralistic cultures as in pluralistic culture. Rather than compete with minority cultures, the dominant culture aims at absorbing the minority cultures. Ethnocentrism within a country makes it difficult for foreign firms to operate. Based on a research by Alishahi (2002), prevailing dominant values in the U. S. are, (egocentric, manipulative, and existential; 60% inner-directed). United state is characterized by low power distance a relatively high tolerance for uncertainty and emphasizes shared power and authority, with team members working on a variety of problems without formal guidelines, rules, and structure. Many workers in Iran expect organizations to be hierarchy.

Homosexualiy and the Catholic Church Essay - 1568 Words

Homosexualiy and the Catholic Church For us in Scotland homosexuality is one of the most prominent issues in Church and society today. Gay-rights advocates and activists are pushing a strong political agenda from the left#8212;job benefits for domestic partners, civil recognition for gay marriages, the right to bear ones own children via reproductive technologies, equal access to adoption, anti-discrimination statutes. At the same time, the government has changed legislation regarding the teaching about homosexuality in Schools. Sir Elton John made a public attack on Scotlands Cardinal Thomas Winning, accusing him of ignorance regarding homosexuality. Writing in the June issue of the Spectator, the flamboyant performer said†¦show more content†¦In brief, evidence indicates that being homosexual#8212;that is, experiencing an exclusive or predominant sexual attraction toward persons of the same sex#8212;is most often an experience that is discovered, not freely chosen . With the onset of puberty, and its associated hormonal changes, every adolescent boy and girl begins to discover sexual attractions, desires, fantasies and feelings. For the majority of people, this attraction is primarily focused toward members of the opposite sex. Thus, their orientation is termed heterosexual. But for a relatively small but significant percentage of the population, homosexual persons, this attraction or orientation is primarily toward their own gender. Bisexual persons seem to be somewhat equally drawn to members of both sexes. While having a homosexual (or even a bisexual) orientation is not typical, it is not in itself morally wrong or sinful. Since in most cases it is discerned or discovered, not freely chosen, it is not automatically blameworthy . Thus the Church has taken a fairly benign or accepting stance toward homosexual persons#8212;who discover their desires and inclinations (i.e., orientation) toward same-sex sexual activity. Yet the Church has consistently taught that to act on these inclinations, particularly to engage in homosexual

Essay Will Bury Scenario - 1481 Words

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