Tobacco Prevention free essay sample

Over the past 50 years America has increased its level of knowledge towards the use of tobacco as well as enhanced its cessation techniques through the use of medication and researched programs. Despite these advancements smoking has continued to be a detrimental problem to the American public. According to the CDC, about 1,000 persons younger than 18 years of age begin smoking on a daily basis. 1 Many of the cessation programs directed at youths are still young and creating names for themselves. As a result of all the research that has been done regarding the cessation programs for youths, three effective steps have been found. First, screen for tobacco dependency within families; second, educate parents about the dangers of smoking and second hand smoke and third, counsel and the use of prescription medication. While these three techniques have been proven to be effective they are not a 100% guarantee and they dont address the major issue of actually getting the youths themselves to the programs. We will write a custom essay sample on Tobacco Prevention or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page Research has extensively documented the harms of tobacco to people, specifically youths but none of it has stopped the tobacco industry from creating advertisements intended for youths. According to the World Health Organization Tobacco companies must attract a new eneration of tobacco users to survive. The industry constantly loses customers because many current smokers quit smoking or die from tobacco-related diseases. As a result, tobacco companies develop massive marketing campaigns to entice youth to smoke and become long-term smokers. 2 To parents, teacher and politicians the youth are the future of our country, to tobacco companies; the youth are the future of their business and their needs for survival. The problem of youth smoking is one that we cannot ignore and must continue to attack. As a whole Healthcare professionals, overnment lobbyist groups, insurance companies and most important the youth themselves all must re-commit themselves to exterminate this persistent problem at hand. Out of the 4,000 chemicals found in cigarettes, nicotine is often referred to as the most dangerous one. It is not regarded as being incredible dangerous to someones health but is feared by many people because extremely addictive. When smoke is inhaled that contains nicotine, the nicotine reaches the brain in a mere six seconds. When used in small doses nicotine acts as a stimulant to the brain or a substance that raises the levels of physiological activity in the body. In large doses it acts as a depressant and hinders the current of signals in the nervous system. Those substances which we call drugs cause their effects by mimicking some substance that naturally occurs in the body or by interfering with some process which naturally goes on. Nicotine acts in the former manner, by mimicking a naturally occurring substance in the body. 3 The substance that nicotine imitates is the chemical neurotransmitter acetylcholine. Each neuron has a protein, which is called a receptor, when nicotine is inhaled they attach on to these receptors in the place of acetylcholine. When nicotine binds to these receptors, like any other drugs they cause changes in the body. The primary changes that occur in the body due to nicotine inhalation are increases in the blood pressure and heart rate. Nicotine also nas psychoactive ettects or m -altering ettect upon use. The release of dopamine during the use of nicotine is a major contributor to the drugs highly addictive qualities. Dopamine is a chemical neurotransmitter that is naturally released in the body during a pleasurable experience. The nicotine released when smoking cigarettes release dopamine leaving the smoker with the feeling of extreme leasure, resulting in the desire to feel that way often. The evil genius of this drug is that while it produces dopamine it impedes the production of monoamine oxidase, which is responsible for the natural process of breaking down dopamine. The ability for nicotine to block the production of monoamine oxidase wears off short after the end of use, this fact causes the smokers to continue to get the urge to smoke and feel heightened levels of dopamine. 4 Nicotine dependence is defined as an addiction to tobacco products caused by the drug nicotine, meaning you cant stop using the substance despite the knowledge hat is causing you harm. The united States Department of Health and Human Services have concluded that for most youths its takes 2-3 years to become nicotine dependent but as few as 100 cigarettes to become addicted. In 2010 about 2. 6 American adolescents (aged 12-17) reported using a tobacco product in the month prior to the survey. In that same year it was found that nearly 60 percent of new smokers were under the age of 18 when they first smoked a cigarette. Of smokers under the age of 18 more then 6 million will likely die prematurely from a smoking- related disease. 6 There are two primary influences that cau se adolescents to susceptible to developing nicotine dependence, the first being peer pressure. Peer pressure is a fact of life and inevitable in your childhood and adolescence. Wheatear a person is conscious or not towards the pressure the choices and behaviors peers make affect the surrounding peers. According to Phillip Morris USA youths with at least three friends who smoke are 10 times more likely pick up the habit than youths who have friends that do not smoke. 7 The other influence that causes adolescents to be more susceptible to nicotine ependence than adults is not a psychosocial factor but a biological one. There are biological differences in adults and adolescents that leave adolescents more vulnerable to nicotine addition. Much of the research done in this sector has been executed with the use of adolescent rats and adult rats for safety reasons. Adolescent rats are more susceptible to reinforcing effects of nicotine that adult rats, and take more nicotine when it is available than do adult animals. 8 An animal study done by the National Institute on Drug Abuse has reported the negative affects that acetaldehyde has on smokers, specifically adolescents. The study found that acetaldehyde, an organic chemical compound found in cigarettes dramatically increases the reinforcing properties of nicotine and may also contribute to tobacco addiction. It was also found that acetaldehyde has an age- related effect and was far more drastic in the adolescent animals brains than the adult animals. 9 In 2009 the Philadelphia Department of Health conducted a study that found the high school smoking rate was higher in Philadelphia then any other large city. The smoking rate for high school students was 3. %, the racial breakdown of those statistics were 1. % of African Americans, 3. 1% of Hispanics and 15. 6% of Caucasians. 10 There are two main contributors that lead Philadelphia to have the highest high school smoking rate; cigarettes are cheaper in Philadelphia then any other major city and the prevalence of tobacco retailers in Philadelphia, there are 27 retailers for every 1,000 youth between the ages 10-17. 11 Pennsylvania ranked 19th in the country for price of cigarettes with an average of 5. 85 per pack, about 5$ behind New York which was ranked 1st. 2 To formulate national statistics the CDC uses the data from the National Youth Tobacco Survey. The National Youth Tobacco Survey is our countries most effective way of measuring youth tobacco use. It is a school- based, self- administered questionnaire given to middle school students (6th to 8th grade) and high school students (9th- 12th grade). It has been given every 2 years since 2000 and is used by the Healthy People Foundation to keep track of the 2020 goal it has set. In 2011 the use of all types of tobacco for middle school and high school 7. 1% and 23. % respectively and the prevalence of specific cigarette use was 4. 3% for middle school students and 18. 1% for high school students. 13 The Healthy People oals for 2020 were set in 2009 when the cigarette use rate for high school students was at 19. 5%, the overall goal is to get it down to 16% by 2020. 14 In or der to reach the goals set for 2020 it is crucial that the countries cessation programs are doing their part. Research has shown that the most effective method for youths to quit smoking is a binary method, both behavioral techniques and medication use. In terms of medication use there are two types of medicinal categories, first- line and second- line. First-line medications are the ones that tend to be used first by smokers trying to quit and second-line medications are used if the irst- line medications prove inadequate. The most simplistic first-line medications are over-the-counter and come in the form of nicotine gum, patches and lozenges. The gums, patches and lozenges all offers doses of nicotine, starting with the highest dose the smoker is supposed to reduce dose over-time with the hopes of eventual nicotine independence. Nicotine Inhalers and Nicotine nasal spray are also first- line medications that work in the same way as the gum, lozenge and patch but are prescription rather then over-the-counter. Bupropion and Varenicline are two other forms of first-line medications that are also prescription. Bupropion also known as Zyban and Varenicline also known as Chantix both work to reduce the symptoms of nicotine withdrawal and reduce the urges smokers feel. The two second-line medications are Nortriptyline known as Aventyl and Clonidine known as Catapres. Aventyl is traditionally used to teat depression but has also proved successful with tobacco cessation efforts and Catapres is generally used to treat high blood pressue, but like Aventyl has shown effective in tobacco cessation. 1 5 The behavioral techniques that are used in tobacco cessation come in two forms, an intervention style and a program style. The current research efforts that have been done regarding the intervention methods of cessation are deficient. There is simply a lack of evidence- based interventions, which makes it very difficult to Judge the success as well as improve the programs. This issue was addressed with the Canadian Tobacco Control Research Initiative, which came up with the better practices model. The better practices model is based on the idea that successful solutions to complex problems must draw from both science and experience. 16 The Canadian Tobacco Control Research Initiative came out with guidelines on what ssues should be used while developing cessation interventions. As time passes with these new guidelines and more evidence based interventions occur it shouldnt ta long to specify what are the best methods for success. 6 Programs can be more accurately researched because their data is much more accessible. A cessation program can mean many different things, ranging from face to face counseling, telephone counseling, Internet counseling and group counseling. The most effective forms of counseling have been face-to-face counseling as well as group counseling. Telephone counseling is relatively new but has showed success in its short life. Rega rdless of how the counseling has been delivered the technique that has been proved to be the most effective is the problem-solving approach. The problem-solving approach asks smokers to think of times they are likely to smoke and then planning what to do to distract themselves from the urge to smoke. 17 Social support such as encouragement and caring has not surprisingly been proven effective ways to help cessation. N-O-T, Not on Tobacco is the American Lung Associations voluntary rogram for teens that want to quit smoking has proven to be successful in the past. It is the most researched, most widely used and most successful program in the United States. (YTC) N-O-T has 7 major characteristics that have made it to successful: 18 1. Allows teens to volunteer to participate 2. Includes group activities 3. Has separate activities for boys and girls 4. Uses a total health approach 5. Consists of 10 session and can be used in school and community settings 6. Is based on more then 10 years of research 7. Is proven effective, has a 21% quit rate, higher then any other program N-O-T evelops skills, confidence and support system that teenagers need in order to quit. They understand that one of the keys to quitting smoking is to have the ability to keep your life the same without the use of cigarettes. By doing this and aiding the teens in other problems other then the smoking such as controlling weight after quitting and managing stress they have been successful. While there has been success in the cessation programs there is clearly an incredible amount of room for improvement. The most effective way to drastically improve success is creating a more accessible environment to programs. Although many youth think about and attempt to quit tobacco many are unaware of or unable to access cessation services. Also, many youth do not think quitting tobacco is difficult enough to warrant professional assistance. 19 The most important thing we can do moving forward is to better recruit youth who smoke and use tobacco. Recruiting for programs such as these should be very specific and focus are the target audience. Using the data from the National Youth Tobacco Survey it can be fgured out which ethnicity has the most smokers and recruitment techniques should be in accordance ith those number . An effective way to do this would be to tap in to previous existing social networks in a community, such as a club or a sports team. While your peers can be the reason you start smoking as a result of negative pressure they can also be the reason you quit as a result of positive pressure. Offering incentives can also be a useful technique for recruitment, offering something like pizza at meetings could raise the attendance and access. Even if the child goes into the meeting with the sole intent of getting the incentive they are still exposed to cessation efforts. One last ecruitment technique can be to use other teens as recruiters. It will give a more personalized appearance and give you the feeling that you will not be alone. It is also on the shoulders of the health insurance companies and the health care system to provide access to these youths. All health insurance policies should cover any cessation program or method used by teens to quit smoking, the high prices of some medications and some counseling practices can deter youths from making an attempt to quit. It should be the standard that all health care services monitor and care for nicotine dependency. It falls on a combination of the government, healthcare systems and public health agencies to formulate a system that can effectively treat youth nicotine dependence. It is also extremely important that high schools are smoke free; the majority of youths time is spent, as schools and creating a smoke- free environment will deter smoking amongst youth. Another way to improve the current youth cessation programs in to apply adult programs to youth specifically for interventions, the most lacking in research of all methods. Due to this lack of research on youth interventions we can use what has been proven effective with adults. The United States Public Health System has provided the public specifically adults with recommendations that have proved successful. These recommendations include: It is essential that clinicians and health care delivery systems consistently identify and document tobacco use status and treat every tobacco user seen in a health care setting, Telephone quitline counseling is effective with diverse populations and has broad reach. Therefore, clinicians and health care delivery systems should both ensure patient access to quitlines and promote quitline use along with eight other proven effective recommendations. 0 As spoken about previously there are biological differences are one of the many things that vary between youth and adults. These differences could lead to a lack of success and should encourage counselors to use adult recommendations carefully. As a country we should be encouraged by the amount of success youth cessations programs have had but also motivated to continue to improve them. While it is unrealistic to think there will be a time when there are no smokers on this earth that should be our goal. We should aim for a 0% high school smoking rate because that will drive people to continue to find successful methods. If we live with the goal of a 0% smoking rate five or ten years down the road when we look at what the youth smoking is and look at its decline, it will be drastic. If you think about it in terms of a professional baseball pitcher, he goes into each game with the mindset of pitching a perfect game and works each day towards that goal. In hindsight with a more realistic mindset he can look back on his performance and see that getting 24 out of 27 men out rather then 27 out of 27 is still a success. Cessation is not an easy process and the only thing that can make it easier is a more committed effort by all parties involved.

A Loss for Words Book Review

A Loss for Words Book Review A Loss for Words is a book written by Lou Ann Walker that talks about things that deaf people go through in their normal everyday life. It is an autobiography about the author and narrates how the author’s experience of having deaf parents. The book is based in the modern society and seeks to express to the rest of the world how the deaf people live. This paper aims to respond to a few of the items cited by the author. Question 1 A residential school means that the child stays at the education training facility for a particular period of time e.g. a semester. The child is allowed to go back home at the end of this period. A residential school for the deaf provides the child with the appropriate care that they need. The care givers in such schools are trained personnel that have adequate experience in the field. This ensures that the children’s needs are catered for thus do not lack the basic amenities. On the other hand, it insulates them from the realities of the outside world hence does little to protect them. The author’s parents were born into families that did not understand them hence were shipped off to the Indiana School for the Deaf at a very young age (42, 45-48). From the perspective of hearing parents, this helps the child to actualize the situation that they have been born in. It thus helps the child to understand his/her surroundings and prepare them for life outside the facility. Most of these parents have no idea as to how to handle their kids hence send them off to schools where they are better catered for. Lou Anne‘s grandparents from her father’s ,Gale, side of the family sent their son to such a school as they were overwhelmed with taking care of the rest of the six siblings (56-57). Deaf parents on the other hand send their kids to such places to learn how to live with other people. The facilities insulate them from victimization from the society. The author shows how the world can be cruel when she writes about how the parent to a deaf child hired her to give the child a lecture and he later abuses the kid when she leaves the room. Question 2 Deaf people usually end up marrying deaf people due to the easy acceptance that the two/ pair have for each other. The author’s parents, for example, met through a blind date. The deaf people understand each other more easily than a couple where one can hear while the other is deaf. The probability that such a union will prosper is limited as the society’s perceptions will wear it down. The deaf couples therefore feel more comfortable with a partner who undergoes the same experiences as them (156-67). Question 3 In the book, the deaf are treated as people who are not worth anything to the society thus despised against. This is seen during the party when after the author had explained to the young man that her parents are deaf, he quickly loses interest in her. The deaf are also seen as psychologically impaired hence are not able to understand much of anything. This can be seen when the author is, as a child, is addressed by the mechanics and the parents completely ignored. The deaf people’s culture is also swept under the rag and is not considered worth much of anything. This is cited by the author when she writes that when she was born, the doctors first had to confirm that she was â€Å"normal†. The room was relieved that she could hear. The doctors did not have it in mind that the deaf parents had their own expectations (90, 102-109). The situation continues to unfold in the current world also. This is demonstrated by the fact that we are not at all interested in the deaf otherwise the learning of sign language could have been a mandatory subject in the teaching curriculum.

Composite Materials in Aerospace

Composite Materials in Aerospace Weight is everything when it comes to heavier-than-air machines, and designers have striven continuously to improve lift to weight ratios since man first took to the air. Composite materials have played a major part in weight reduction, and today there are three main types in use: carbon fiber-, glass-, and aramid- reinforced epoxy.; there are others, such as boron-reinforced (itself a composite formed on a tungsten core). Since 1987, the use of composites in aerospace has doubled every five years, and new composites regularly appear. Uses Composites are versatile, used for both structural applications and components, in all aircraft and spacecraft, from hot air balloon gondolas and gliders to passenger airliners, fighter planes, and the Space Shuttle. Applications range from complete airplanes such as the Beech Starship to wing assemblies, helicopter rotor blades, propellers, seats, and instrument enclosures. The types have different mechanical properties and are used in different areas of aircraft construction. Carbon fiber, for example, has unique fatigue  behavior  and is brittle, as Rolls-Royce discovered in the 1960s when the innovative RB211 jet engine with carbon fiber compressor blades failed catastrophically due to bird strikes. Whereas an aluminum wing has a known metal fatigue lifetime, carbon fiber is much less predictable (but dramatically improving every day), but boron works well (such as in the wing of the Advanced Tactical Fighter). Aramid fibers (Kevlar is a well-known proprietary brand owned by DuPont) are widely used in honeycomb sheet form to construct very stiff, very light bulkhead, fuel tanks, and floors. They are also used in leading- and trailing-edge wing components. In an experimental program, Boeing successfully used 1,500 composite parts to replace 11,000 metal components in a helicopter. The use of composite-based components in place of metal as part of maintenance cycles is growing rapidly in commercial and leisure aviation. Overall, carbon fiber is the most widely used composite fiber in aerospace applications. Advantages We have already touched on a few, such as weight saving, but here is a full list: Weight reduction - savings in the range of 20%-50% are often quoted.It is easy to assemble complex components using automated layup machinery and rotational molding processes.Monocoque (single-shell) molded structures deliver higher strength at a much lower weight.Mechanical properties can be tailored by lay-up design, with tapering thicknesses of reinforcing cloth and cloth orientation.Thermal stability of composites means they dont expand/contract excessively with a change in temperature (for example a 90 °F runway to -67 °F at 35,000 feet in a matter of minutes).High impact resistance - Kevlar (aramid) armor shields planes, too - for example, reducing accidental damage to the engine pylons which carry engine controls and fuel lines.High damage tolerance improves accident survivability.Galvanic - electrical - corrosion problems which would occur when two dissimilar metals are in contact (particularly in humid marine environments) are avoided. (Here non-conductive fiberglass pla ys a role.) Combination fatigue/corrosion problems are virtually eliminated. Future Outlook With ever-increasing fuel costs and environmental lobbying, commercial flying is under sustained pressure to improve performance, and weight reduction is a key factor in the equation. Beyond the day-to-day operating costs, the aircraft maintenance programs can be simplified by component count reduction and corrosion reduction. The competitive nature of the aircraft construction business ensures that any opportunity to reduce operating costs is explored and exploited wherever possible. Competition exists in the military too, with continuous pressure to increase payload and range, flight performance characteristics, and survivability, not only of airplanes but of missiles, too. Composite technology continues to advance, and the advent of new types such as basalt and carbon nanotube forms is certain to accelerate and extend composite usage. When it comes to aerospace, composite materials are here to stay.

The Role of Islamic Law in the Management of Formal and Informal Research Paper

The Role of Islamic Law in the Management of Formal and Informal Organizations in Saudi Arabia - Research Paper Example As the paper declares Saudi Arabia is ran as an Islamic Theocracy and the Quran is the basis of the countrys constitution. The country is governed by stringent Islamic law which defines every aspect of the lives of people in the Kingdom. Since Saudi Arabia was meant to be Islamic from the onset, it has rules that strictly bind both the Muslims and non-Muslims of the country. Commentators like the Human Rights Watch have criticized Saudi Arabia for using Islamic Law in a compulsory manner that sometimes causes some degree of discrimination to non-Muslims in the Kingdom. This essay outlines that although proponents like Fouad argue that the universal application of Sharia in Saudi Arabia supports to bring benefits and stability to the country, there are some human rights issues that can be raised. First of all, the law focuses more on the Muslims since they are designed with the practicing Muslim in mind (Jones). Hence, there is a limitation on the individual rights of non-Muslims. The research will include an assessment of the different frameworks and concepts that regulate the conduct of business. The study will be conducted by the critical review of secondary sources. These sources will include books, journals and other relevant materials that define

Enquiry Based Learning Essay Example | Topics and Well Written Essays - 2000 words

Enquiry Based Learning - Essay Example other sources. The group members were to meet in the next meeting with every member having researched enough /her area of allocation. The next meeting to be held on Monday of the coming week and all members left for the field. The main objective of the study is to identify the treatment measures of fatigue and the treatment strategies. It would also be important to hear from the patients of the causes of the disorder though it had already been covered in class. Presentation: Gertrude: have you noticed that most fatigue patients are women Or is that its women report the defect more frequently than men Debbie: I think more women report the disorder than men and in most cases reported the women are aged between 40 - 50 years. It does not get better with bed rest but gets worse with increased mental and physical activity. Petrina: (starting on the computer) most patients are reported to have had an infection such as flu, viral infection and after a long time of a lot of stress. Debbie: some cases have also been recorded after an of infection of the nervous system, lack of iron in the blood and low blood sugar, Gertrude: What are the main causes of the disease Maybe there are underlying causes which affect Mrs. White which we do not know. Debbie: Good idea, understand the cause will help in the treatment of other patients. Petrina: Gertrude, you wanted to go and join your fellow students; maybe you should go and see what is going on the main ward as we find more information for you. Gertrude: (leaving hurriedly) let me interact with the patients. I'll like to know more about their condition. Debbie: I hope we will find the right diagnosis for Mrs. White; she has...In general enquiry based learning avoids the spoon feeding kind of teaching experienced during lectures and reading lists but rather allows students to try theory they have learnt in class by themselves. The tutor takes a back seat and is only there to guide rather than dictate, the students split into groups and go to learn in they see best for them. The group members were to meet in the next meeting with every member having researched enough /her area of allocation. The next meeting to be held on Monday of the coming week and all members left for the field. The main objective of the study is to identify the treatment measures of fatigue and the treatment strategies. It would also be important to hear from the patients of the causes of the disorder though it had already been covered in class. Debbie: I think more women report the disorder than men and in most cases reported the women are aged between 40 - 50 years. It does not get better with bed rest but gets worse with increased mental and physical activity. Gertrude : really the disease seems to be complex I know now some causes which I had never imagined of before like lack of proper functioning of the immune system for example in cases of rheumatoid arthritis and lupus and changes in the production levels of hormones produced mainly by the adrenal glands and the pituitary glands. Petrina: (walking into the visitors waiting r

Print versus Online Journalism Essay Example for Free

Print versus Online Journalism Essay In almost any part of the world, the journalists are the people who deliver to us the daily news, significant events, updates, celebrity scoops, and other bits of information. Traditionally, journalists obtain their news through extensive research, interviews, and leg work among others. After hours, days, or even weeks of research, journalists then write and craft their pieces which eventually land on the front page of the newspapers. This sequence of actions is called print journalism.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   However, due to the rise of technology, people are now able to publish stories and articles on the Internet. Life stories, opinions, and other information can be aired and accessed by people through websites such as blog sites and social networking sites, among others. This new form of posting information resulted in what is now known as online journalism.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Print and online journalism are both similar and different from each other in a lot of ways. There basic point of similarity is that they both contain information that is accessible by the public. This information may include daily news stories, sports updates, business news, health news.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   However, the main difference between the two is that in print journalism, these stories are published in broadsheet newspapers, magazines, and tabloids, among others, while in online journalism, the news and other information is basically published solely in websites. Usually, the information given by both forms of journalism may be accessed through subscriptions. However, certain newspapers, such as the New York Times, can be accessed online for free.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Moreover, compared to print journalism, online information is easily accessed. People simply have to connect to the Internet and view the web page that contains their desired information. On the other hand, printed information in the newspapers and magazines are bought in stores and magazine stands.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   However, possibly the most important difference between the two is how journalism is practiced. The practice of conventional journalism, without a doubt, requires critical analysis, logical thinking, mastery or knowledge of grammar, and most of all, commitment to the truth. This is usually the case with people who are involved in print journalism, most especially, the ones writing for established and highly credible newspapers.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   On the other hand, in online journalism, except perhaps for the websites of major dailies, most websites are not edited and proofread properly which results in erroneous or inaccurate information and grammatically incorrect sentences or phrases.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   In short, the most important and most notable difference between the two is that online journalism lacks that true essence journalism per se as compared to print journalism where people know and have possibly mastered the fundamentals such as grammar, style, and logical construction.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Moreover, a majority of people involved in online journalism are not actually journalists by profession. These so-called â€Å"online journalists† may not have undergone proper training so technically they do not have the authority and capability that print journalists have.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Over-all, it can be said that online journalism is not journalism at all and is only a term that spawned from the boom of technology as compared to print journalism which follows traditional practices of   journalism.

A Students Reaction to Used Car Websites :: Sell Websites Buy Web Sites

A Student's Reaction to Used Car Websites Getting a used car instead of a new car is becoming a trend in America today. People do not want to spend money for new cars cause of the fact that cars’ values diminish significantly. This is exactly what my friend thought when he bought his used Acura CL 2.3 Coupe 2D for 13,500 dollars last years from a local dealer. Now the question is whether the price he paid really makes sense considering the current options and conditions of the car. Unfortunately, my friend didn’t even do any research before he bought this car. Thus, he bought this car with a relatively higher price than the price that he actually could have. Based on some of the used cars sales websites like kbb.com or edmunds.com which will be discussed later, he can actually buy that car for 12,585 (kbb.com), or 12,233 (edmunds.com). Inspired by my friend’s experience, I did some study on websites that can help you to negotiate for a used car like a pro. I come up with these two websites that I mentioned earlier—kbb.com and edmunds.com. Both these websites have their advantages and disadvantages. Later in the discussion, I will present all the features of each websites, and compare both websites. The question about which websites is better again depends on the user’s needs. The first website that will be evaluated is the kbb.com. This website which was created by Mike Kelley in 1981 is an online version of the standard Kelly Blue Book guidelines for all used cars. Why this website is trusted by a lot of people has a long history dated back to 1918 when Les Kelly, the Pioneer of this service, created the Kelly Blue Book. The background of the existence of the Kelly Blue Book will not be discussed too much since it is beyond the scope of this paper. However, this online version makes it much easier for people to browse through the internet and find out about the appropriate price they can bargain for with the local dealers or with the private owners. How so? This question can be simply answered by the user friendliness of the website itself. The graphic is simple, and the features are well organized so that it is easy for people to go from one feature to another.

Business Law I Case Study Arthur Andersen Llp V. United States

Arthur Andersen LLP v. United States The parties: In Arthur Andersen LLP v. United States, the plaintiff was the United States. The United States was also the Appellee. Arthur Andersen is the defendant as well as the appellant. The history: Arthur Andersen was found guilty at the jury trial. The U. S. Court of Appeals for the Fifth Circuit also affirmed him guilty. The U. S. Supreme Court reversed Andersen’s convictions due to â€Å"flawed jury instructions. † The facts: Arthur Anderson formed a crisis-response team shortly after the Wall Street Journal had suggested the issues at Enron.The company kept encouraging the employees to follow Andersen’s document retention policy and Odom stated that â€Å"If [documents are] destroyed in the course of [the] normal policy and litigation is filed the next day, that’s great†¦ We’ve followed our own policy, and whatever there was that might have been of interest to somebody is gone and irretrievable. à ¢â‚¬  As Enron went under the heat of informal to formal investigation with requests for documentation, the company kept encouraging its employees to follow the â€Å"policy. It wasn’t until the SEC served Enron and Andersen with subpoenas for records that they told their employees to stop shredding and the game was over. The plaintiff’s theory: The jury and Court of Appeals found that the above actions made the petitioner guilty of violating Title 18 of the United States Code that provides criminal sanctions for those who obstruct justice. They believed he intentionally had the knowledge of what was going on and intentionally destroyed the documents that proved the scandal to be true.The defendant’s theory: Arthur Anderson believed that he was only following his company’s policy by ensuring it was being followed. He did not violate a law because once he was served the subpoena, the document shredding halted immediately. The legal issue: Did Arthur Ande rson violate Title 18 of the United States Code by knowingly persuading his employees to shred documents with intent to impair the availability of those documents for use in an official proceeding?The holding of the court: No. Andersen’s conviction could not stand due to the flawed jury instructions. Therefore, the conviction was reversed by the U. S. Supreme Court. Personal opinion: I do not believe this case was correctly decided. However, there was not enough evidence to convict him. The Supreme Court ruled the right decision based on the books. It is obviously clear that the Arthur Andersen was a smart man. Once he got tick in his ear that there might be trouble, he quickly found a way to legally protect himself and the company. I find it interesting how persistent they were with the document policy. However, regardless of the perception it gives off, Andersen technically did not violate any laws according to the court. If he was guilty, no one would ever know. I’m sure if the subpoena would have been served sooner, there would have been a different outcome. But, this is only my opinion and it would not stand in the court system.

Culture, Goal-Oriented Communication (Leadership)

Culture, Goal-Oriented Communication (Leadership), and A Fast Growing Organization: the case of Samsung Electronics Hur, Chulboo, Professor Emeritus, Myongji University, Seoul, Korea and Adjunct Professor of Business Management, Yanbian University of Science and Technology, Yianji, Jilin, China Mobile phone 010-9872-7492, e-mail: [email  protected] com and [email  protected] ac. kr Summary In response to the globalization and rapid economic growth of China, the Korean economy has transformed itself.A few Korean firms, spearheaded by Samsung Electronics, have successfully driven the economy, even if the Korean economy has difficulty in the ‘nut cracker’ situation. The success of Samsung Electronics has been attributed to the strategies of ‘selection and concentration,’ ‘successful restructuring following the IMF crisis,’ ‘long-term vision and unprecedented risk-taking strategy,’ ‘speed management,’ ‘world class brain management’ and ‘successful benchmarking of both Japanese and American management,’ among others. But in regard to Samsung’s strategies, cogent questions need to be examined. Associated essay: Pragmatism Over PrincipleFor example, would any Korean firm be able to apply the same strategies as used by Samsung Electronics, and produce the same success? No one could confidently say yes to this question. Samsung Electronics has dramatically achieved a successful transformation between 1987 and 1999. We argue that this is the result of Mr. Lee, Kun Hee (the ex-CEO of Samsung Group)’s strategic learning leadership and its resultant paradigm shift, and that this can be applied to the emergence phenomenon of complexity theory that provides the momentum of evolution of the corporate cultural and/or core competence.The paper explores the dynamic process of this phenomenon. 1 1. Introduction: Korean Economy and Samsung Electronics After three decades of rapid industrial growth, in itself a dramatic transformation from the poverty-stricken agricultural economy of 1961, the Korean industries became exposed to the predicament of borderless competition as well as the threat of the formidable super-speed chaser, the Chinese economy.In the time between Korea’s acceptance as a member of the WTO in 1992 and the IMF Control of the Korean Economy in December 1997, pessimism was high among the Korean leading circles regarding the future of the Korean firms and the economy. Nut Cracker Theory of the Korean Economy (Maekyung Booze Allen & Hamilton Report, July 1997) Japan 10. 22 2. 8845, 4,029, 3. 5696 Korea 1 1 1 1 China 2. 35, 5. 7994, 6. 09, 5. 8399 2000 World Bank estimated GDP ratio in black color 2007 IMF estimated GDP ratio in Red color 2007 US CIA estimated PPP adjusted GDP ratio in blue color 2000 World Bank estimated PPP adjusted GDP ratio in violet color The figures have been corrected in this diagram from the author’s 2004 article But miraculously, the Korean economy has partly escaped the â€Å"nut cracker situation,† thanks to a few large firms spearheaded by Samsung Electronics. For example, three Korean firms were selected in the Fortune 100 companies in 2006. They were Samsung Electronics, LG, and Hyundai Motors. But this year, Samsung Electronics was listed as the only Korean firm with US$92. 26 billion in sales in the Forbes 100. It 2 is ranked 6th among Asian firms, following Toyota, PetroChina, Mitsubishi, UF Financial, and Bank of China.Samsung electronics ranked 3rd in the Info Tech 100, in the 2007 Businessweek scoreboard, following AT&T and Hewlett Packard. Four Chaebol groups were responsible for 48% of the country’s exports, 49% of the Seoul stock market, and 42% of GDP based on sales in 2004. And in 2008,10 major export products from Chaebol groups account for 61. 1% of the nation’s total export (ChoongAng Daily, Feb. , 6, 2008). The Korean Economy Pulled by 4 Chaebol Groups ChoongAng Daily, April 29, 2004 The major Korean firms exhibiting global competitiveness are centered on the following industries: semiconductors/ TFT-LCD, mobile phones, petrochemical roducts, shipbuilding and small- and medium-sized automobiles. Businessweek (July, 2007), in cooperation with the English Interbrand Co. , reported that 3 Korean firms were included in the 100 global top brands value. They are Samsung Electronics, (21 th place); Hyundai 72nd place); and LG Electronics (97th place). Samsung’s brand value increased 4% from the previous year’s 15 billion dollars to 16. 4 billion dollars, but lost one place in ranking. Businessweek reported that Samsung Electronics is 3rd in Asia, after Toyota and Honda.Samsung is superb in LCD and high capacity memory chips, but suffered loss because it failed to enter into the low price cellular phone market in the year 2006. Hyundai Motors attained success by jumping to 72nd position from 2005’s 80th through explicit brand strategies and aggressive strategies in the overseas market, and thus 3 became the 8th global auto maker. LG also ascended 14% by improving brand value of 400 million dollars. USA captu red 1st through 5th places, and registered 52 firms: Germany, 10; France 9, Japan, 8; England 6; Swiss 4; Korea, 3; and Finland, Italy.Sweden, Spain, and Bermuda each listed 1 firm in the 100 brand powers. BusinessWeek July 2007, based on the Interbrand Co. , England Research data. 2007 Businessweek Top 100 Global Brands Scoreboard 2007 2006 Change Brand Name 2007 Coca-Cola Microsoft IBM GE Nokia Toyota Intel Honda Samsung E. Sony Hyundai Brand Value $m 2007 65,324 58,709 57,091 51,569 33,696 32,070 30,954 17,998 16,853 12,907 4,453 Brand Value $m 2006 67,000 56,926 56,201 48,907 30,131 27,941 32,319 17,049 16,169 11,695 4,078 Parent Company Coca-Cola Microsoft IBM GE Nokia Toyota Intel Honda Motor Samsung Sony Hyundai Motor MatsushitaBrand Brand in Rank Rank 1 2 3 4 5 6 7 19 21 25 72 1 2 3 4 6 7 5 19 20 26 75 Country Rank 0 0 0 0 1 1 -2 0 -1 1 3 U. S. U. S. U. S. U. S. FINLAND JAPAN U. S. JAPAN S. KOREA JAPAN S. KOREA 78 77 -1 Panasonic 4,135 3,977 electric Industrial JAPAN 92 97 9 8 92 94 90 0 -3 -8 Lexus LG Nissan 3,354 3,100 3,072 3,070 3,010 3,108 Toyota Motor LG Nissan Motor JAPAN S. KOREA JAPAN Three years earlier in 2004, Businessweek (August 9~16, 2004) listed only Samsung Electronics as the sole Korean firm in the list of 100 global brands, and also placed the firm in 4th place in the global top 5 brands (world ranking was 21st).The Weekly also published a special edition on the Samsung brand (November 29, 2004) and reported that Samsung’s competitive edge came from cost reduction through innovation and world class industrial designers who enabled the firm to capture five world class 4 design prizes in 2004. The firm had also won over 100 design prizes between 2000 and 2004. Samsung Electronics ran her own innovative design institute, and its designers took lectures directly from IDEO, the top class US design company, and from faculty members of a US design school located in Pasadena, California.The number of the firm’s designers increas ed from 170 in 2000 to 480 in 2004, accordingly. In the following table, the 2008 Forbes global 2000 big companies are reclassified according to country. Reflecting unfavorable world trade, there are signs of setback for the firms of traditional trading countries like Korea and Japan in profit ratio, but one can notice an increase in the number of firms in oil exporting countries and BRIC countries. For example, in terms of sales volume, Japan had 87 firms and South Korea had 24 firms in the 2007 Fortune 500, as oppose to France’s 38, Germany’s 37, and Great Britain’s 33 firms. 008 Forbes 100, 500 and 2000 Large Companies* Countries USA France Germany Great Britain Japan China Swiss Canada Spain Italy Netherland Brazil Australia Belgium South Korea Russia Norway Finland Luxemberg Panama 100, 500, 2,000 29, 165, 590 9, 32, 67 9, 26, 59 8, 34, 120 7, 47, 260 5+1, 12+7, 70+39** 5, 11, 37 4, 20, 59 3, 13, 28 3, 10, 37 3, 10, 24 3, 7, 34 2, 12, 50 2, 3, 12 1, 12, 52 1, 9, 29 1, 5, 14 1, 3, 12 1, 1, 8 1, 1, 2 Class I II III 5 Sweden India Taiwan Singapore Ireland Bermuda South Africa Mexico Turkey Austria Greece Saudi Arabia Portugal Denmark Thailand Israel Cayman Islands Czech Republic 0, 10, 29 0. , 48 0, 4, 41 0, 4, 18 0, 4, 10 0, 3, 25 0. 3, 17 0, 3, 16 0, 3, 14 0, 3, 13 0, 3, 12 0, 2, 11 0, 2, 10 0, 2, 9 0, 1, 14 0. 1, 10 0, 1, 4 0, 1, 1 IV 6 Malaysia United Arab Emirates Kuwait Chile Indonesia Iceland Poland Qatar Egypt New Zealand Hungary Parkistan Philippines Peru Columbia Morocco Barain Jordan Liberia Channel Islands 0, 0, 15 0, 0, 11 0, 0, 7 0, 0, 7 0, 0, 5 0, 0, 4 0, 0, 4 0, 0, 4 0, 0, 3 0. 0, 2 0. 0, 2 0, 0, 2 0, 0, 2 0, 0, 2 0, 0, 2 0, 0, 2 0, 0, 2 0, 0, 1 0, 0, 1 0, 0, 1 V *The global 2000 by Forbes. com, April 2, The Forbes 500 and 2000 figures include Forbes 100 and 500 figures respectively. *The Hong Kong figures were added to the Chinese figures. Samsung Electronics has maintained its position as a leader in semiconductors for 12 years after seizing first place in the global memory semiconductor chip sector with the introduction of the first 256-megabyte D RAM chip in 1994. The firm has been the world leader in the 8 hitec products such as D RAM, 28. 7%; S Ram, 33. 3%; Flash Memory, 30. 7%; TFT-LCD, 20. 5%; Display Driver Chips; 20. 5%; Monitor, 15. 2%; digital TV sets, 10. 6%; and Mobile Phones, 14. 3% (2 nd place after Nokia, beating Motolora in 2006). The Group, in total, has 25 world best products.The firm has also been the number one exporter in Korea for 12 years since 1994. In 2004, Samsung Electronics has recorded W110 trillion in accumulated sales and W29 trillion in profits, clearing all the loss accumulated since 1973 when the firm first entered the semiconductor industry. In the entire semiconductor industry, including non-memory chip sectors, the firm is the world's second largest chip producer following Intel, the 7 world leader. The Samsung Group contributes 21% of the nation’s expor ts; 20% of the entire stock market; and in sales volume, 18% of the country’s GDP.As of 2005, Samsung has 23,000 researchers with over 2,400 doctoral degree holders spending an annual research fund of 4. 7 billion dollars. In 2000, Samsung ranked 6th in U. S. A. patent right applications. During 2005 and 2006, Samsung placed 5th. and aspires to be in the top 3 by the year 2007. (Lee, Chae Yoon, 2006) Samsung Electronics’ revenue was over 92. 26 billion dollars last year, but the firm recorded a 10. 3 billion dollar net profit in 2004, the 7th largest position among 9 world 10 billionaire firms. This surprised many Japanese opinion leaders, recalling the imilar phenomenon in 1999-2001, when a spectacular performance of net profit amounted to 120 billion won from semiconductors and mobile phones, at a time when almost all world leaders of semiconductor manufacturers recorded red ink (with the exception of GE, IBM, and Nokia. ) A bad period for chip producers worldwide, m any leading semiconductor manufacturers closed down their production lines. The number of worldwide semiconductor manufacturers has declined from 22 in 1998 to 12 since 2004, including such famous IT leaders like Toshiba, Motorola, and Fujitsu.Samsung Electronics faced some difficulty in mobile phones in 2006, but it improved in 2007, as there were some progress in the mobile communication services. Samsung Electronics agreed to begin 3rd generation WiBro commercial services across the United States on a nationwide basis with the service provider Sprint and Nextel, starting in 2008. WiBro is a wireless high-speed Internet technology that enables the transmission of data anytime, anywhere, even within vehicles moving faster than 100 kilometers (62 miles) per hour or on mountaintops.The connection speed is even faster than a fixed-line Internet connection. In addition, Samsung Electronics has recently announced the development of the 4th generation WiBro technology which is expected t o operate five times faster than the presently available 3rd generation WiBro system. Korea's WiBro technology, also known as mobile WiMAX, is the result of three decades of continuous research. As it was solely developed in Korea, it is potentially far more lucrative than CDMA had been. The project was a product of collaboration between the Samsung Electronic research team and the governmental research lab 8 nder the governmental policy led by Minister Chin, Dae Jae, former President of Samsung Electronics, all under the influence of Samsung corporate culture, exemplified by: â€Å"look for our next lines of business, ten years ahead †¦Ã¢â‚¬  The story of Korea's advance in telecommunications began in the 1970s, when the mechanical national telephone system reached a saturation point. To resolve the problem, the Korean government decided in 1976 to develop Korea's own time division exchange, or TDX, a form of electronic operator. With 1,060 researchers working on the project , Korea became the 10th country in the world to develop her own TDX.At the helm of this project, part of his national development plans, was Park, Jung-hee. President Park, Jung-hee, a self-educated economist, was the nation’s top class expert on the history of Japanese modernization since Meiji Restoration (1869). He laid the ground of the Korean industrial development in 1961, following the Japanese track. He also indirectly influenced the growth of the Korean Chaebuls and their technological development/learning processes. In 1989, the Korean government developed the TDX-10, together with the governmental research intitutes, the researchers in the Chaebol groups, and from the universities.The outcome was a more sophisticated digital operator system, and as a result, Korea could afford to export the technology, although only a half of the parts used in the TDX were locally produced. However, all stages of the TDX-10, from design to software, were devised and produced in Kor ea. Samsung Electronics played a major part in the developmental procecess, but we must also note that Samsung alone started to build up global capabilities of semiconductor manufacturing all by herself as early as 1973. The foundation of Korea's subsequent success in mobile phones was laid in 993, when Korea became the first country in the world to commercialize the code division multiple access technology, or CDMA, conceptually developed in the laboratory level by a small U. S. firm, Qualcomm. Unlike the time division multiple access, or TDMA, system used in Europe, which assigned a specific frequency for each user, CDMA allowed multiple subscribers to a single frequency. The CDMA was adopted by Korea because of low connection error compared to other technology in the Korean situation of high population density, of mountainous areas and multiple concentrations of high rise building blocks. Expectations were high with the hope that the Korean firms would turn huge profits from the Korean’s share of CDMA technology improvement, as countries such as China, India, and Brazil decided to adopt the system. But with Qualcomm demanding high royalty payments on CDMA source technology, its price competitiveness soon eroded. (The Korean firms have paid over 1 trillion won or $1 billion in royalty payments to Qualcomm, the CDMA source technology holder up to date. )Moreover, Europe looked to nurture her own telecommunications companies with the development of the Global System for Mobile Communication, or GSM. The adoption of this updated version of TDMA meant Korean firms were further handicapped because the Korean firms were not able to sell CDMA technology to one of the world's biggest cellular phone markets. In short, Korea found success by copying foreign telecommunications technology in the 1980s; and by the 1990s, Korea was commercializing foreign developed technology but still had a long way to go until technological independence. (ChoongAng Daily Aug. 10, 2006)Future of Samsung Technological Capabilities: In close coordination with Government, Chaebol, and university research instututes, Korea developed a new generation of mobile phone wireless Internet technology. WiBro system, the new technology, is leading the rest of the world by years ahead. It is accepted as one of the standards by the World electronic organizations. Samsung Electronics has made trial-runs with Brazil, Venezuela, Croatia, and Saudi Arabia, and has begun entry into the US market, while telecommunication companies in Japan, Britain, France, and Italy, are showing keen interest in the technology.WiBro shall be the fourth generation technology, if the CDMA technology used today is considered as the third generation. According to the agreement with Sprint, the US partner, Samsung Electronics will provide base stations, handsets, and chipsets. About 100 small- and medium-sized business firms will participate as well. Samsung estimates that the deal will produce 33 t rillion won and create 270,000 new jobs. (ChoongAng Daily Aug. 9, 2006) Samsung Electronics has made successive technological breakthroughs, most recently in the world's first 50-gigabit NAND flash memory chip, employing a new method called the charge trap flash, or CTF.The firm is a world leader today in LCD TV, 10 mobile phone parts, and various memory chips. The CFT technology provides the foundation for entering the tera-bit [1,000-gigabit] age after 2010. Dr. Hwang, Chang-kyu, president in charge of Samsung Electronics R & D Division added that Samsung's semiconductor division was different from its competitors in terms of its dual investment in facilities as well as in research and development. â€Å"This year, we spent 2. 8 trillion won ($2. 9 billion) on semiconductor research and development.For CTF technology, we started to develop it five years ago and created an independent developing team three years ago. We have 30 to 40 of these development teams, so imagine what kin d of developments we can achieve in 5 to 10 years,† he said. He had rosy predictions for the DRAM and graphic DDR DRAM markets, saying they were diversifying and could lead to a supply shortage. â€Å"Even now, Samsung is only able to meet 70 percent of the demand. Prices shall be good until 2009,† he said. â€Å"Samsung currently occupies 50 to 60 percent of the graphic DDR market and will provide 100 percent of the chips for the Nintendo game players,† he added.Samsung Electronics developed the first 256-megabit NAND flash memory in 1999, and ever since, the company has doubled the capacity of its semiconductor on a yearly basis. The industry has even dubbed this phenomenon as â€Å"Hwang's Law,† an allusion to Moore's Law, which states that the processing power of chips will double every 18 months. NAND flash memory chips are mostly used to store data in small devices such as digital cameras and music players. The chip Samsung presented was made using 4 0nano technology; last year, chips were made using 50-nano technology. The difference allows more semiconductors to be produced from each wafer.Forty nanometers is 3,000 times thinner than a human hair. It is expected that the new NANO chip would create new Flash memory chip demand worth $60. 6 billion by the year 2016 when the technology becomes fully commercial in 2008 2. Previous Research works on the Samsung Transformation Samsung Electronic’s evolution from a fledgling company within a developing nation to a powerhouse global leader and technological innovator has attracted much attention from academicians and journalists, and as a result, numerous articles have documented the transformation, mostly from Samsung in-house researchers, journalists, and some 1 Japanese observers and scholars, as well as a few Korean scholars. Senior researcher Chang, SangSoo from Samsung Economic Research Institute (SERI, August, 2005) observed that the Samsung Group has gone through four s tages of growth in an accelerated pace, owing to the superb leadership of the CEO and the inspiring corporate culture in which the upper management work under a shared value system, exemplified by: â€Å"a single mind towards a single goal. † His four growth stages are as follows: 1) Inauguration of the enterprise and foundation of the system between 1938 to late 1950’s: Included in this period were the turmoil and confusion of the Liberation (1945), the Independence (1948), and the Korean War (1950 -1953). Samsung has started the first Japanese-style public new employee recruit examination in Korean history as early as in 1957. (Recruitment of recent college graduates based on general examinations—in effect, an IQ test. ) (2) Growth from a small- and medium-sized firm to one of the large firms in Korea. It had elements of the early stages of a business group.It was the period of General Park, Chung-hee’s Military Coup and the launching of successive five -year economic development plans between late ‘50’s to mid ‘60’s. (3) Ascendance to the Korean top enterprise between late ‘60’s to late ‘80’s. This period includes the 6th Five-Year Economic Development Plan and the 1988 Seoul Olympic Games. (4) Ascendance to the global top Enterprise between late ‘80’s to now. This period started with the transfer of the leadership from the first generation group chairmanship to the second generation group chairmanship, thereby marking â€Å"new management. There were crises, rising from the Korean WTO participation, and turmoil caused by the IMF crisis, as well as the 2002 Korea-Japan World Cup. Chang believes that the quantum leap resulted from the superb human resources management and the overall strategies of the Samsung group. Samsung Electronics, the forerunner of the Samsung group, has gone through a paradigm shift of personnel management in the following ways: 1. 2. Growth s trategy based on mass production and economy of scale centering on seniority pay system until 1996. Survival strategies under IMF crisis–employing a merit system of individually 12 ifferentiated salaries between 1998 and 1999. 3. Core competence based personnel administration of up-grading overseas personnel and team based compensation system adopting profit sharing and stock option programs between 2000 and 2002. 4. Further strengthening of the core competence based personnel administration aiming at solidifying the pool of the global top grade human resources. And the evolution of the human resources management has been reinforced by: (1) The regional expert system for the employees to get on-the-spot training for one year. Over 2800 persons have gone through the program between 1990 and 2004. 2) Through Samsung MBA program since 1995, the firm conferred the master degree to some 460 persons. The program is divided into Socio-MBA and Techno-MBA programs. (3) Under the overs eas genius program, over 100 full scholarship grants were awarded to top 5% level students enrolled in India, China, and Russian top universities since 1995. (4) An in-house semiconductor college was established for 30 graduates with BS degrees, 20 graduates with masters degrees, and 3 graduates with doctoral degrees. (5) An in-house manufacturing technology college was set up for the retraining of 100 overseas engineers. 6) Five to six week courses for the functional expertise educational programs were set up to provide training for some 700 specialists in the fields of finance, planning, procurement, marketing, and personnel administration. Autographic writer Hong, Ha Sang (2005) sketched 16 Samsung top managers, both in Korean and Japanese. He emphasized, similar to the opinions of many Japanese journalists, that the troika leading the Samsung transformation consisted of (1) Chaiman Lee, Kun Hee, (2) a group of professional managers, and (3) the Center for Structural Realignment. Cho, Tu Sup, Professor of Yokohama National University and former Professor of Nagoya University in Japan with Yoon, Chong-sup, his Ph. D. student and a researcher of SERI, wrote a book in Japan titled, â€Å"Samsung strategy to technological capability – technological learning process towards global business,† based on Yoon’s dissertation 13 (2004). Their research is centered on a single business entity, an organic cluster comprised of four Samsung companies. They are: Samsung Electronics, Samsung SDI, Samsung Corning, and Samsung Electricity.And their classification of the technological learning process includes the following four stages: (1) Absorption stage: It took place in the early 1970’s in a declining industry of black and white TVs, tuners, cathodes, tubes, DY and FBT. Samsung relied on a simple assembly line technology of joint venture partners, such as Sanyo, NEC, and Corning. But Samsung also intensified its technological absorption, having i ts engineers attempt to reverse-engineer beyond the level of formal technological cooperation by penetrating into the tacit knowledge behind the explicit knowledge.The firm implemented strategies of producing the parts domestically rather than simply relying on the importation of parts from partner companies. Samsung Electronics also established the vertical integration of the electronic products, even starting to export black and white TV sets to Japan on OEM basis. Depended on the Japanese technology. (2) Emulation stage: It started in the late 70’s as it evolved into color TV set assembly. Samsung had developed some level of maturity in technological capability through reverse-engineering. And as a result, Samsung could take ver some of the decision power of the joint ventures. (3) Improvement stage: It took place in ‘80’s, a rapid growth stage for Samsung technology in the area of large size flat panel TV including large size CPT, CTD, and CRT. Samsung became self-sufficient in designing numerous models and developed mass production technology. The firm could export plants and compete with overseas manufactures of color TV sets with its own R&D division. Samsung diversified its products including the development of an overseas sales network. (4) Innovation stage. The ‘90’s and beyond marks the development of high efinition TV and digital TV. Samsung solely developed TVs of an original concept, such as thin TV sets. Samsung could enjoy the freedom of cross licensing, strategic alliance, and it could export products on her own brand, through her own network of overseas production bases. The book does not deal with semiconductor technology capability building, because Samsung had to build the capability all alone, as no advanced nations were willing to provide assistance in the sensitive area. However, the corporate culture of strategic 14 learning has been preserved and documented. When Korean technological and ducational cap abilities were poorer in comparison to that of advanced nations, Samsung’s intense in-house higher educational system continued to benchmark themselves against the GE in-house educational system, and Lee, Kun Hee’s â€Å"genius management† provided many effective solutions. Professor Kim Shin proposed a strategic model of Samsung in comparison with Toyota Motors. (June, 2003. Japan Korea Association of International Management, Tokyo. ) Samsung Electronics World rank 3rd in IT, Fortune ranking 115th and Financial Times, 67 2002 records th Toyota Motors 3rd in Auto, Fortune ranking 10 h Sales, 40. 5 billion; Net profit 7. 25 bil. (Won) 14. 5% of total South Korean export Sales, 16 billion; Net profit, 1. 4 bil (Yen) Management strength Superior adaptation motivation human to resources, change, high speedy work Positive adaptation to change, Rational management based on strong community spirit JIT inventory management Unique management concept Digital convergence Production mode Production of multiple products in small quantity Production of multiple products in small quantity Japan is in trouble but Toyota is an exception Corporate image Digital best StrategyGlobal HRM, increase the number of the world best products and social Globalization, Concentration on and sustained cost reduction R&D friendliness Chang, Se-Jin (2008) also compares Sony and Samsung, the winners of both analogue electronics and digital electronics centering on strategies and HRM. Journalist/writer Lee, Chae Yoon (2006) compared Samsung and Toyota in a similar manner: He observed that Toyota benchmarked Ford to overcome the adverse productivity rate of 8 to 1 as early as 1935, and again in 1949, and, in that process, Toyota developed what is known as the Toyota Production System, or Just In Time 5 (JIT) and Kanbang system (zero inventory), all contributing to the â€Å"Toyota Way. † He also observed that since 1987, Samsung has benchmarked GE and Toyota in the de velopment of world best products, speedy decision making, and R&D and Market strategies. A senior consultant and an expert on the Korean industry, Midarai Hizami ( ) from the Nomura Research Institute of Japan observed that the strength of the Korean business system reform lies in the efficacy of the Samsung Electronics’ decision making mechanism, which was lacking in the Japanese firms. (2005) He observed that Mr.Lee Kun Hee, in power, was making important decisions, and the system of external board members and board of directors was nominal in the corporate governance. He summarized that the uniqueness of Samsung Electronics was due to (1) the corporate chairman’s unique ability for judgment and leadership, (2) existence of a corporate strategic center called the Center of Structural Realignment, (3) delegation of power to professional managers and their compensation system, and (4) business projects based on strategic marketing viewpoint. Finally Midarai proposed th at the Japanese company reform planners had to be mindful of the Samsung system.A business consultant and Chairman of Japan Debate Association, Kitaoka, Doshiaki (? ), published a book titled â€Å"I am afraid of Samsung† documenting a year long debate series on the threat of Samsung and how the Japanese firms could roll back. He concluded that Mr. Lee Kun Hee was a genius, who had an exceptional gift in both technology and management, and who would concentrate solely on long-range strategic research to command outstanding think tanks and watch dogs called the Strategic Realignment Center and the Samsung Economic Research Institute.He also argued that, with Mr. Lee’s long-range strategic view, swift decision making, and enormous scale of resources allocation, Samsung could have overrun all the world top class giants of the Japanese electronic firms when the IT bubble collapsed in 2002. He felt that the Japanese CEOs were handicapped because they would stay in their po sitions for a relatively short term (2-3 years), while Mr. Lee, Kun Hee could stay in his office for life, thereby able to formulate long-range strategies for Samsung.He argued that the Koreans were so dogged that they were posing a potential threat to the future of the Japanese firms’. 16 Hasekawa, Tanashi ( ), management professor of Kyotokakuen University, contributed an article to Nikkei Business Monthly Magazine and commented that the Samsung quantum jump from Korea’s best to global leader was dependent solely on Mr. Lee Kun Hee’s leadership. (July 11, 2006) He observed that when the global IT bubble collapsed in 2000, Samsung surpassed the poorly performing Japanese electronic firms including Sony, and became a global IT power.In the process, Mr. Lee’s â€Å"New Management† became the leading vehicle of the transformation process. According to Dr. Hasekawa, ex-CEO Lee Kun Hee. lead the Samsung innovation even before the Korean economy was cru shed by the 1997 liquidity crisis, by taking the shareholders seriously, putting emphases on the transparency of management and accounting, personnel management based on ability, and the introduction of an annual salary system. In addition, he observed that the Center for Strategic Realignment, in cooperation with Mr.Lee Kun Hee and the professional managers, played key roles in information gathering, sense-making, and planning in an organic manner to effectively operate the overall business. An example can be found in the merging of the semiconductor and telecommunication business units. The decision to select and concentrate on three major areas, namely electricity-electronics, finance-trading, and service, has provided the basis for the Samsung jump into a position of global power. 3. DiscussionThe points of Chang, Sang Soo’s (SERI, August, 2005) four stages of growth, the jump from the Korean top to the global top based on the superb leadership of ex-CEO Lee Kun Hee and t he superb corporate culture of upper managements’ shared value, exemplified by â€Å"a single mind towards a single goal,† is well understood in a post facto analysis. But his proposal of a superb human resources management, outstanding educational system, and retraining systems can be better understood as an end result of the strategic means rather than as the actual cause of the transformation.After all, most of the leading global firms of Japan, USA, and Korea share similar characteristics with Samsung. Nonetheless, it is possible that Samsung has simply benchmarked itself against these rival companies, surpassing them even, in regards to these specific factors. Although Chang, Sang Soo’s proposal could be understood as a occurrence of novelty, with a serendiptious effect resulting from its organizational development techniques. However, Samsung’s transformation has not been a transient phenomenon. 7 In fact, Kim, Chang and Lee,s comparson of strategei s and HRM is not sufficient to explain the rapid change processes of Samsung. And many writers make a point to emphasize the rapid and timely decisions made by Lee, Kun Hee in regards to the speedy growth process, as well the leadership undeterred by outside inteference. Samsung, at its inception under the leadership of Mr. Lee, Byung Chul (founder and the first CEO of the Group), had been an ardent follower of Japanese Management. Mr.Lee received his education from Waseda University in Japan before WWII, and was famous for his annual â€Å"Tokyo Conceptualization:† He would stay in Tokyo at the beginning of every year in order to learn firsthand the forecasts of the coming year as made by Japanese journalists and economists through TV and mass communication media. He also had a Japanese girl friend in Tokyo. Also, he carefully studied the Japanese government’s new year economic plans and new year strategies for major Japanese corporations.He would personally follow th rough this information with Japanese experts and leading Japanese businessman friends. He, then, would collect necessary books and articles and return to Korea to encourage his top managers to read the material before formulating each year’s strategies and planning for the entire Samsung group. In addition, they also examined the forecasts made by the Korean experts. Mr. Lee, Byung Chul was not only the first generation CEO for Samsung but also one of the pioneers of the contemporary businessmen of Korea.Partly we can state that Samsung Group is an outcome of the Korean government’s modernization effort to transform the economy from one of the world’s poorest agricultural economy to an advanced industrial economy under President Park, Jung Hee between 1961 to 1979. However Samsung had been a forerunner of a small group of successful large corporations who quickly grew to keep pace with the rapid growth of the national economy. It was well known that President Pa rk, Jung Hee, the architect of the Korean economic miracle, had thoroughly studied and became one of the Korean op level experts on the Japanese industrialization history since the Meiji Restoration. But General Park was not particularly favorable towards Samsung from the beginning of May 16, 1961, the date of his military coup d’etat. Rather he was hostile, in the early days of coup, toward all the Chaebol or rich men because of his concept of socialistic and Confucian justice, at the time, reflecting the general sentiment of Korea and the ever critical Korean mass communication. General Park’s economic development policy was greatly influenced by socialistically oriented economist Park, 18Hi Bum, the then dean of Commerce College, Seoul National University, and they agreed to mobilize capital from the rich families including the Chinese restaurant owners in Korea. Furthermore, the Military Government staged a currency reform with disastrous results. The event provide d Mr. Lee, Byung Chul from Samsung Group momentum to stage a personal confrontation with General Park (who then was elected to the Presidency of Korea) in 1963, and persuaded President Park with a plan of industrialization of import substituting, export oriented growth policy, and the normalization with Japan.Lee, Byung Chul contributed an article on the same idea of Korean economic development plan to Hankuk Daily Newspaper in Seoul, then, owned and operated by Deputy Prime Minister of Economy, Chang, Ki Yung. In the earlier phase of Korean industrialization, there was serious debate among the scholars and policy makers of Korea, with forceful arguments that Korea should build agriculture first before industrialization, because Korea had no basis of industrialization at all.These models were available in Taiwan and Denmark. And Denmark educated agricultural economist Yoo, Dal Young and Max Weber economist Choe, Moon Whan, both from SNU, who were in turn personally tutoring Presiden t Park, who would later formulate Saemaul movement to change the Korean farmers’ culture, in the manner of McClelland’s achievement motivation education from Harvard, in order to develop an agricultural economy without much material investment. Since Mr.Lee, Byung Chul and President Park, Jung Hee’s meeting, President Park decided to take Mr. Lee, Byung Chul’s Japanese style of the â€Å"industrialization first policy† with a Weberian push, in addition to his all-out effort on the export oriented industrialization projects and thereby attained the ‘Han River miracle’. But in the process, he delayed the ever mounting public desire for democratization and ended his life tragically in October 24, 1979, with his famous last words, â€Å"spat upon my tomb later. After a few years of trial and effort, President Park’s economic plan was more or less settled around the US educated econometrician Nam, Duk Woo, an engineer oriented burea ucrat Oh, Won Chul, along with the use of the history of Japanese industrialization as the main textbook after normalization with Japan in the mid ‘60’s. Also, his policy line did not deviate much from Samsung’s first CEO Lee, Byung Chul’s 9 original 1963 proposal. Along the same line of thought, Hong, Ha Sang’s (2005) sketching of Samsung’s top professional managers can also be taken as providing the necessary condition for the transformation because all leading OECD global corporations have plenty of top level professional managers similar to Samsung’s â€Å"genius management. But the genius does not automatically yield global management. Anyway, Mr. Lee, Kun Hee, in a way, has adopted American style management on top of his inherited Japanese style management with a Korean color, by recruiting global scale top managers with engineering backgrounds, which is rare in traditional Korean managers unless the founders also have engineeri ng backgrounds.Because of business closely linked to the governmental economic development plan at the same time to deal with every level of governmental Confucian feudalistic heritage, most of the top managers from large corporations have consisted of economists and lawyers to cope with the governmental or pseudo governmental interference and for lobbying purposes. Mr.Lee, Kun Hee maintained groups of lawyers and economists, but he stepped aside from the Korean conventional practice and recruited professional top managers from a combined elite of engineering and business specialties and encouraged them to break away from their traditional conservative bureaucrat nutshells and exhibit their high level entrepreneurship of experimentation including a certain a latitude of failure toleranceNikkei Business weekly magazine, (July 14, 2006) maintained that â€Å"Samsung power originates from passion and solidarity,† and this was the very aspect that was missing in the Japanese firm . It was pointed out in the article that the strength of Samsung human resources management can be found in the strength of regional expert development program to strengthen Samsung marketing in strategic regions such as China and India, as well as in the potential growth markets, like France and Italy.The missing link was not fully described in the article regarding the â€Å"passion and solidarity† behind the superb HRM. The question remains: What makes the top managers and employees deeply moved with this burning passion? A Korean diplomat, who was stationed in Japan for a long time, wrote a very persuasive book in Japanese, contrasting the two different cultures of Korea and Japan: Park, Seun Moo, ‘Sunbi’ (humanity scholar-poet-politician) and ‘Samurai’ (sword man-scholar-politician), 20 Tokai University, Japan (2004).One aspect of contrast can be seen between emotive idealism and cool headed pragmatism. And there are some scholars and businessme n in Korea who can harness the Korean passion and emotive energy into the productive Korean style business management: Lee, Myun-woo, â€Å"Create W theory of Korea, 1969† (as oppose to McGregor’s X theory and Y theory and Okuchi’s Z theory or Americanized Japanese theory) and Lee, Chang-woo, â€Å"Han Management, 1992† (Harness Long suppressed emotion, Han, 1994) Chin, Dae-jae, â€Å"Manage Passion, 2006† The secret also lies in the American style competitive compensation system.In the words of Mr. Lee: â€Å"The incentive system is the greatest invention of the century, turning the tide favorably for capitalism, vis-a-vis socialism† where the top managers’ annual income is roughly several times higher than that of the comparable top managers in Korea, and the system runs down throughout the Samsung system to the very bottom. Cho, Tu Sup and Yoon, Chong Sup’s joint work narrates the learning and maturity process of Samsungâ₠¬â„¢s technological capability. The work is descriptive of the past track, but it is limited in causal analysis.However, the strategy of technological capacity has been the core of the Samsung organizational learning in the age of globalization, â€Å"the first comer takes all. † â€Å"There is no place for the second comers,†-all translated into the catch phrase—increase the number of the world best products. Also, Samsung observers do not fail to mention the golden triangle of Mr. Lee, Kun Hee, the Center for Structural Realignment, and the outstanding abilities of elite top management groups, as the source of the Samsung transformation from the Korea best to the global best.But Japanese observers tend to put more emphasis on the outstanding leadership of ex CEO Lee, Kun Hee. There are at least three books published by a group of Korean journalists and a writer. They are â€Å"Samsung Rising: Why Samsung Electronics is Strong,† (2002, Hankuk Economic Da ily) â€Å"Lee, Kun Hee,† by Hong, Ha Sung (2003, Hankuk Economic Daily), covering the period immediately after the Samsung Spectacular Performance between 1999 – 2002, and a slightly critical autobiography by Kang, Jung Man, titled â€Å"Lee, Kun Hee’s Era,† reflecting increasing criticism of Mr.Lee because of a †no union policy† and a suspected immoral deal in the process regarding his property inheritance for his son, etc. (2005, Personality and Thought) 21 What has Samsung achieved in the process of organizational transformation that made a paradigm shift to facilitate an essential part of the Korean-style management? In other words, what kind of model or models could be applied to explain the transformation processes of Samsung Electronics and Samsung Group? There are at least three models, which can explain the change process of Samsung.These are: Strategy models such as R&D strategy and core competence models. Organizational theory mode ls such as HRM, leadership, learning and culture Knowledge management model But each of these models can only provide a partial explanation of the dynamic processes of organizational transformation within the Samsung Group. Strategy models: R&D strategy and core competence model: There is the effect of equifinality, one of the concepts of General Systems Theory and/or contemporary complexity theory) in most of the successful firms’ strategies and outcomes.All the global leaders have similar strategies in the large framework of aspiration towards global leadership. The question is, how does one attain them. Almost every Chebol group with better technological leadership adopted a similar strategy when South Korea signed the WTO membership in 1992, but only Samsung has reached the goal(s). The simple contrast cannot explain the dynamics behind the quantum leap of Samsung from a developing nation status to the advanced nation status of Sony, Erickson, and Motorola, the establishe d leaders of the industrialized countries.Samsung can be better compared to the NEC case of 1980’s vis-a-vis GTE. C. K Prabalad and Gary Hamel (Harvard Business Review, 1990) observed that top executives will be judged on their ability to identify, cultivate, and exploit core competencies that make growth possible. And Mr. Lee is the right person in that capacity for Samsung. GTE 1980 Sale 1988 Sale $9. 98 billion $16. 48 billion NEC $3. 8 billion $21. 89 billion 22 In 1988, GTE has become a telephone operating company with a position in defense and lighting.GTE has divested Sylvania TV and Telenet and put switching, transmission, and digital PABX into joint ventures. In the same year NEC has emerged as a world leader in semiconductors, consolidated a position in mobile telephones, facsimiles, laptop and mainframe computers. As early as in 1970, NEC communicated her strategic intent of computer and communication convergence (C&C) both internally and externally. The NECâ€℠¢s strategy has been adopted by most South Korean firms as the Government proclaimed in 1983, the 1st year of the Korean Information Age.Samsung Group has concentrated her whole effort towards the strategic intent of â€Å"world best† and â€Å"increase number of world best products. † It’s organizational culture is simplified in this precise catch phrase and readily communicated to every corner of the system. According to the authors Prahalad and Hamet, The most powerful way to prevail in the global competition in the ‘80’s were top executives’ ability to restructure, de-clutter, and de-layer their corporation, but in the ‘90’s on, they will be judged on their ability to identify, cultivate, and exploit the core competencies that make growth possible.And this was exactly what Mr. Lee did since the beginning of his chairmanship. Samsung’s successful transformation in the last decade or more can be explained from successful organizational change and innovation model and/or leadership model and/or strategy of core competence building model and/or knowledge management model and more. But it can be enveloped into organizational learning, centering on transformation of organizational culture and cultivation of core competence. Some observers attested that Jack Welch started from restructuring to reform of organizational culture, but Mr.Lee went the other way around because the very unfavorable Korean socio-cultural environment and the 1997 IMF crisis have facilitated the process. Now under Mr. Lee, Kun Hee the leadership of the new Korean management style is a blend of both Japanese and American styles of external labor market and differential compensation and no life long employment, with the element of Silicon Valley’s revolutionary spirit. And it is also actively benchmarked by many Korean firms, as observed by Professor Lee Byung Chul (2002).There are indications that Japan, too, is groping rel uctantly towards a new model. 23 After all, many aspects of the Japanese cultural model can be considered as a reflection of globally small firms in the stage of rapid growth, rather than the uniqueness of the culture. A new approach is recommended to tap â€Å"culture† holistically and longitudinally instead of by simple snapshot of two firms for better causal explanation as practiced by political scientists, communication scientists, and sociologists relying on secondary sources of data too. Samsung leadership under Mr.Lee has gone through a systematic, dynamic, organic and nonlinear process of leadership of strategic or targeted organizational learning centering on core competence building. In the global arena, prevailing firms are mutually inspired by a competitive mutual benchmarking process among the world best firms. And it is observed that, of late, Samsung and Toyota are mutually benchmarking. (Lee, Chae Yun, 2006) Recently, Mr. Lee stated, in the presidential meetin g of Samsung corporations, â€Å"we don’t need top executives who are copying someone else’s ideas and strategies†. As many of our products are in the leading positions in the global market, we lost the target to benchmark or imitate. Samsung must strive towards a unique and differentiated creative management. † â€Å"With negotiation on FTA with U. S. A. for an accelerated domestic market opening and with China making a big stride in the global market, we are faced with both crises and opportunities. We must discover and cultivate a creative management system and creative personnel. † (Hankyung Economic daily, June 28, 2006) As many observers have attested, Samsung Electronic has the elements of GE and Toyota.It is natural that any firm among the global leaders would attempt to benchmark the best practices for the best performing companies. But one should not overlook the fact that there is an organic approach in the Samsung word â€Å"fusion. â⠂¬  Technological capability advancement, strategies of marketing and finance, and the process to convert into market taste of design are simultaneously used to break through the barriers of bureaucracy, or the tyranny of the small business unit, as written by Prabalad and Hamel (1990). Bureaucracy is the greatest invention of the Industrial Revolution.The founding fathers of economics and sociology, Adam Smith and Max Weber, respectively, described the merits in an elaborated manner: specialization and division of labor. How to retain the merits of the system and at the same time reduce the inherent problems of delay and red tape? In 1992, Mr. Lee was awarded the Korean Management Prize 24 of the Year at Korea University by the largest Korean business professor’s academy, The Korean Association of Business Administration. In his acceptance speech, Mr. Lee said in a slow and hesitant voice, â€Å"I was once approached by a Japanese engineer at Kimpo Airport.He said that Sam sung Electronic developed a high quality DRAM no sooner than the time when the Japanese rivaling company announced its own development. Our production was 6 months delayed by Samsung’s inner paperwork. So, for the next time, I assembled every concerned party so that we could announce the next generation chip simultaneously with the world big leaders, and eventually we beat them. † This was exactly the way how the late President Park handled the problems by regularly holding the Blue House Expanded Presidential Export Expansion meetings.Quite a few Japanese specialists on Samsung have observed that Samsung’s strength lies in the fact that Lee, Kun Hee’s term of office is indefinite, allowing him a free hand to delve into long range opportunities and strategic visions, while the Japanese CEO’s term of office lasts only 2-3 years, on average. This reminds us of the similar observations made by American scholars in the ‘70’s and ‘80â €™s. The Japanese CEOs were obligated to satisfy the major shareholders, the bank, whereas the American CEOs had to satisfy shareholders every year.However one should take note of the Samsung golden triangle in terms of its dynamics. Kang, Woo-ran, SERI (2006) conducted a survey to find that the Korean firms with Owner CEO- Professional managers combination out-achieved, as compared with Professional CEO only model or Owner CEO only model between 1986 and 2004. Michael Porter (1996 2004) suggested that the often acclaimed strategy of Japanese management was nothing but operational effectiveness. The Japanese businessman quickly caught up with the American businessman in a relatively short time span, between the 1960’s and 1980’s.In the process, Japanese firms exhibited core competence and accompanying Japanese best practices. They were recaptured by the American scholars in the form of new management theories: Total quality management, 6 sigma management, MIS netwo rk linked inventory-delivery systems, lean management and restructuring, knowledge management, benchmarking, organizational learning, to name a few. So the Japanese firm’s comparative advantages have been shared by many global firms in a slightly differentiated manner. 25 4.Culture, Goal Oriented Communication (Leadership) and A Fast Growing Organization, Samsung Electronics Samsung Electronics’, the centerpiece of the Samsung group, market value was only 420,680 million won in 1987 when ex CEO Lee, Kun Hee assumed the chairmanship. Ten years later in 1997, it was 3,996,909. 66 million won or roughly 950% increase. That is not bad. But from that time on, there has been a steep ascending of the market value of 12,179% increase of 91,671,138. 128 million won in 2007. One would naturally be tempted to ask, â€Å"What happened to the leadership of the first 10 years with ex-chairrman Lee, Kun Hee? Sams u ng Electro nics Market V alu e (1,000w o n) 12 0,00 0,0 00,0 00 10 0 ,00 0,0 00,0 00 80 ,00 0,00 0,0 00 60 ,00 0,00 0,0 00 40 ,00 0,00 0,0 00 20 ,00 0,00 0,0 00 Name 1980 1981 1982 1983 1984 1985 1986 1987 1988 1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 Name Samsung Electronics Market Value (Unit 1,000 won equals roughly 1 to 1. 30 US Dollars) 1983 63,350,000 1989 1,640,470,000 1984 76,950,000 1990 1,318,439,793 1985 137,500,000 1991 1,328,438,858 1980 41,440,000 1986 308,000,000 1992 1,587,069,540 1987 981 59,500,000 1988 1982 64,400,000 420,680,000 1993 1,020,330,990 1994 6,272,521,240 3,013,541,426 1995 9,052,186,755 2001 44,932,513,615 2006 1996 3,579,480,030 2002 51,542,526,788 2007 1997 3,996,909,660 2003 73,785,248,588 1998 10,918,438,172 2004 73,174,129,278 1999 44,086,251,261 2005 108,281,475,740 2000 25,544,557,299 26 2006 0 101,254,538,541 91,671,138,128 Key Figures Representing Changes in Samsung Group in 20 Years Unit Sales Trillion Won 1987 17 2006 152 Ratio 8. 9 Profit Tax Before 0. 27 14. 2 52 . 8 Market Value 1 140 140Export 9 663 73. 7 Brand Value 100 dollars million None 169 (2007) N/A Number of Employees 10,000 men 16 25 1. 6 Source: Samsung Greoup PA Office Materials, Feb. , 2008. Scanning through the observervations made of Samsung Electronics’ rapid growth, one factor clearly emerges–the ex-CEO Lee, Kun Hee’s leadership as the success factor including his bold and swift large scale investment decisions at key junctures: When there was a debate over DRAM and SRAM, it was Lee, Kun Hee’s decision concerning DRAM, difficult to develop, but with he promise of a greater potential market. And the decision turned out to be a very wise one. When Samsung started to build Kiheung semiconductor lines, it was completed in 6 months while similar lines would take one year and a half in the overseas cases. Chang, Sang Soo (2005) observed that Samsung Group has gone through 4 stages of growth in an accelerated pace based on superb leadership of ex-CEO Le e Kun Hee and superb corporate culture of upper managements’ shared value: â€Å"a single mind towards a single goal. It indicates that Samsung’s global technological capability development has been possible due to the transformation of corporate culture as one of the pillars of Samsung global competence. So the leadership in transforming the Samsung culture and core competence by Lee Kun Hee has created the paradigm shift. 27 To understand Lee Kun Hee’s leadership, the comparison of first and second generation corporate culture is in order. Over the years, Mr. Lee, Byung Chul an ardent Japan learner had shaped Samsung as a rational bureaucratic model under a fragile and protective Korean economy.Korea did not have any capital, so the government obtained good quality loans and grants from the USA, West Germany, Japan, and World economic organizations, and in turn provided loans to selected Korean firms under the condition that the firms use the funds to set up industries within the guideline of the Government Plans. The interest rates were at international level, but the Korean market bank loan rate was several times higher under the high inflation rate, and thus the economic developmental loans were highly covetous in Korea.And this is one of the sources of the blame on the Chaebol and rich families receiving the governmental special favor, or the politician-capitalists corruption suspicion to date. Having neither technological nor managerial capabilities, most Korean firms exploited the cheap labor from the agricultural sector, at the same time attempting to build scale economy as sources of international competition emphasizing quantity in light industry and new and primitive petro-chemical and heavy industry. And Mr. Lee, Kun Hee emphasized quality over quantity in his first statement soon after his chairmanship inauguration.Against such backdrops, Chang, Sang Soo compared the first generation and second generation corporate culture a s follows: Change of Samsung Core Values First Generation Corporate Culture (1938-1987) (1988 – 1993. 3) Second Generation Corporate Culture 1993. 3- to date Second Founding Father’s Doctrine(1993) Dedicate to the human society through the best Founding Father’s Doctrine (1973) Contribute to nation through business Put priority on human resources Seek rationality Samsung Spirit (1984) Creativity High ethical standard Be Number one in the nation Perfectionism Co-prosper anpower, technology and the best services Samsung Spirit (1993) Co-prosper with customers Challenge to the world Create future Core Value (2005) Priority on human resources Aspire to be the best Leader of change Righteous business management 28 Co-prosper Principles of Management (2006) Stick to principles of law and ethics Maintain clean corporate culture Principles of Business Management Respect customers, stockholders and employees Respect environment, safety and health Fulfill social responsib ility as a corporate citizenFrom the chart, we can examine the Samsung aspiration to be the leader of the industrial age in the first generation founding father’s culture of rational bureaucracy, and the transformation of the second founding father’s culture as the leader of the globalization and digital and/or knowledge economy. In a similar vein, reporters from DongA Daily Newspaper depicted the change of corporate culture as follows: Change of Samsung Corporate Culture Past Minimizes Risk Taking New InvestmentPresent Put Emphasis on Taking a New opportunity Failure Decides after a Through Internal Decision Making Down Power Strong Management Management Management Staff Step Aside from the Operational Staff Decision Control size Delegated Decision First recognizing Investigation Culture Staff of Making while Financial System is Retained Conservative Emphasizes Process Rationality in Every Detail DongA Daily Newspaper, June 4, 2004 Image Evaluation Emphasizes Speed Em phasizes the Outcome Mr. Lee, Kun Hee has received thorough CEO training from his father for 21 years before taking over the position.He and his father-in-law, a lawyer and owner of ChoongAng Mass Communication, were ever present at his father’s staff meeting, usually during lunch hours. He could not retire from his office until he personally confirmed that his father was in bed. Mr. Lee, Byung Chul had chosen Mr. Lee Kun 29 Hee, the third son, against the conventional Korean tradition of passing the reins onto the eldest son, because the first son had a grave disagreement with his father. The second son was talented in business, but Mr.Lee Kun Hee was more futuristically oriented, even forcefully starting his own hi-tech venture in the early days when Korean technology was at an infantile stage.. Leadership Styles Compared: Mr. Lee, Kun Hee went through CEO training from his father, but his leadership style is so different from his father, though sharing some similarities. M r. Lee, Byung Chul emphasized the importance of personnel management and human resources, and he also mentioned that 80% of management dealt with the question of how to manage persons.He personally participated in the recruitment process in examination problems and personnel interviews, and at times, personally selected topics for group discussion in the screening process. Mr. Lee, Kun Hee expanded the inner labor market of selection and promotion systems to open system for the external labor market in recruiting outstanding personnel and managers. His father, a strict time keeper, who enjoyed talking, was concerned with every detail of the Business operation. His father practiced regular walks around management and was strict in awarding prizes and punishment for the subordinates.In contrast, Mr. Lee, Kun Hee is a good listener and often repeatedly asked, â€Å"why? why? why? † He rarely came to his office in the company building and mostly delegated his authority to his pro fessional top managers, and confined himself mostly in his electronic fortress called Seungjiwon, modeled after Microsoft CEO Bill Gates’ work place/residence, and developed long range visions of strategies for Samsung, specializing in a comprehensive and long range gatekeeper role. His organizational management has a flavor of human touch. He is a night worker and his sleeping hours are irregular.Although he confined himself in Seungjiwon, he gets instantaneous high qu