Essay --

Tyler Brown Mrs. Hunt English 11 11 March 2014 Biomedical Engineering A career and tech. high school is a type of schooling that when a student graduates gives that pupil a trade degree in that scholars certain area of study along with that learners high school diploma. This is different from a normal high school because a student graduates with a degree that enables a scholar to go straight into that pupil’s field of study. For example if a learner is studying biotech the student will learn how to use the tools used in everyday labs like micro and serological pipets. One fields of study that the biotech program trains the students to do is biomedical engineering. In order to become a biomedical engineer undergraduate’s need years of schooling, and understanding of the growth in industry, once the technician has the job that engineer must adapt to the job or the job will sweep the operator under the rug. Looking at the history of this industry it has only grown sense it was first introduced. This is because societies are always sick and everyone wants to get better, which is where Biomedical Engineering comes in. The scientists work constantly to construct new medical devices; some of these devices include critical time instruments like a defibrillators or a disorder that is permanent like a pace maker. In both cases without them many people would not make it out of a hospital. There is one issues with the biomedical industry, as time goes on engineers are constantly pressured to come up with the next great device but they are limited by what has already been made. What this means is Engineers can only be as good as the equipment that is presented to them. A pro to this is that in return the engineers are paid fairly well and get ... ...uire engineers to have a higher degree of education, like if they want to work as the head technician the requirement goes from a bachelor’s to a master’s degree. Every year that the engineers work they are required to do certain tests to make sure that they are proficient with the equipment that they use in there labs. Work Cited â€Å"Biomedical engineer.† Career information center. Ed. Mary bonk. 9th ed. Vol. 6, Detroit: Macmillan Reference USA. Student Resources in Context. Web. 3 Feb. 2014. Bureau of labor statistic, U. S. department of labor, â€Å"occupational outlook handbook†, 2014 -2015 Ed, Biomedical Engineers. Web. 24 Feb. 2014. "Biomedical engineering." The Gale Encyclopedia of Science. Ed. K. Lee Lerner and Brenda Wilmoth Lerner. 4th ed. Detroit: Gale, 2008. Student Resources in Context. Web. 12 Mar. 2014.

The Main Arguments of Evolution Theory

International Management Prof. dr. Niels Noorderhaven Lecture 1 Agenda †¢ †¢ †¢ 1. 2. 3. Introduction and organizational matters Does â€Å"international† still matter? Conceptual foundations of international business strategy (1) †¢ †¢ Case: Honda in the USA Literature: Textbook chapter 1 (pp 13-33 + 59-62) Team Lectures Niels Noorderhaven Cases Fons Naus Ana Aranda Gutierrez Zhengyu Li Teaching strategy Complementarity of lectures – readings †¢ Individual case participation †¢ Each lecture, one or several cases from the book will be expanded to put the theory into practice †¢ Importance of research articles Grading †¢ 70% MC exam – See Study manual for correction formula †¢ Exam dates December 13, 2012 and April 12, 2013 †¢ 30% 2 Interactive lectures – individual participation †¢ Interactive lectures grades of 2010 and 2011 can be transferred Book †¢ http://www. cambridge. rg/features/manag ement/verbeke/ Does â€Å"international† still matter? 7 Transportation & communication costs fall 17 September 2012 8 Tariffs fall, anti-dumping measures rise anti- 17 September 2012 9 Globalization Theory: †¢ Linguistic, trade and cultural barriers become less important †¢ ‘Stateless’ MNCs †¢ Within MNCs worldwide diffusion of technologies, knowledge and information Convergence of world economies 17 September 2012 10 Why is nationality important to people? Individual identity and social identity †¢ Three processes of social identity formation: †¢ social categorization †¢ social comparison †¢ social identification †¢ (Self-)categorization: what is the salient category? 17 September 2012 11 Why is nationality important to people? †¢ Positive stereotyping of â€Å"in-group†, negative stereotyping of â€Å"out-group† †¢ Nationality differences are particularly salient when people have no common history †¢ Nationality then becomes a source for one’s own identity and for the ascribed identity of the other 7 September 2012 12 Does â€Å"international† still matter? Yes, because †¦. †¢ Cultural , institutional and language differences persist †¢ Leading to differences in (business) decision making †¢ Nationality forms an important basis for social categorization processes †¢ Leading to shortcuts like cultural attribution and stereotyping With the effect that doing business across borders is different than domestic business 13 Conceptual foundations of international business strategy 4 Definition of international business strategy International business strategy means effectively and efficiently matching a multinational enterprise’s (MNE’s) internal strengths (relative to competitors) with the opportunities and challenges found in geographically dispersed environments that cross international borders. Such matching is a precond ition to creating value and satisfying stakeholder goals, both domestically and internationally. 15 TABLE OF CONTENTS (1) Introduction and overview of the book’s framework †¢ Part one: Core concepts (1) Conceptual foundations of international business strategy (2) The critical role of firm-specific advantages (3) The nature of home country location advantages (4) The problem with host country location advantages (5) Combining firm-specific advantages and location advantages in an MNE network 16 TABLE OF CONTENTS (2) †¢ Part two: Functional issues (6) (7) (8) (9) (10) International innovation International sourcing and production International finance International marketing Managing managers in the multinational enterprise 7 TABLE OF CONTENTS (3) †¢ Part three: Dynamics of global strategy (11) Entry mode dynamics 1: foreign distributors (12) Entry mode dynamics 2: strategic alliance partners (13) Entry mode dynamics 3: mergers and acquisitions (14) The role of emerging economies (15a) International strategies of corporate social responsibility (15b) International strategies of environmental sustainability 18 The seven concepts of the unifying framework †¢ †¢ †¢ †¢ †¢ †¢ Internationally transferable (or non-location bound) firmspecific advantages (FSAs) Non-transferable (or location-bound) FSAs Location advantages Investment in – and value creation through – recombination Complementary resources of external actors Bounded rationality Bounded reliability The MNE’s unique resource base †¢ Physical resources (natural resources, buildings, plant equipment). †¢ Financial resources (equity and loan capital) †¢ Human resources (individuals and teams, entrepreneurial and operational skills). Upstream knowledge (sourcing knowledge, product and process-related technological knowledge). †¢ Downstream knowledge (marketing, sales, distribution and after sales service). †¢ Admin istrative knowledge (organizational structure, culture and systems). †¢ Reputational resources (brand names, reputation for honest business dealings). International transferability of FSAs? †¢ Paradox: If the FSA consists of easily codifiable knowledge (i. e. , if it can be articulated explicitly, as in a handbook or blueprint), then it can be cheaply transferred abroad, but it can also be easily imitated by other firms.Though expensive and time-consuming to transfer tacit knowledge across borders, the benefit to the MNE is that this knowledge is also difficult to imitate. It is often a key source of competitive advantage when doing business abroad. Some FSAs are not transferable abroad: location-bound locationFSAs (1) Four main types: †¢ Stand-alone resources linked to location advantages (privileged retail locations). †¢ Local marketing knowledge and reputational resources, such as brand names (may not be applicable to a host country context, or valued to the s ame extent). Local best practices (i. e. routines), such as incentive systems or buyer-supplier relations (may not work abroad). †¢ Domestic recombination capability (may not work in foreign markets – e. g. , because co-location of resources is needed). Some FSAs are not transferable abroad: location-bound locationFSAs (2) †¢ Even if transferability of the relevant resources were technically possible, this does not mean potential for profitable deployment, i. e. the resource bundles that may be transferable from a technical perspective (e. g. , the way n which a product is marketed at home), do not constitute an FSA abroad. Location advantages †¢ Entire set of strengths of a location, and accessible by firms in that location. †¢ Should always be assessed relative to the strengths of other locations. †¢ Instrumental to FSAs Motivations for foreign expansion †¢ Natural resource seeking – Verbeke: physical, financial or human resources †¢ Market seeking †¢ Strategic resource seeking – e. g. , knowledge, finance †¢ Efficiency seeking – E. g. , low labor cost Case: Honda in the USA Background Prior to 1970s exports of motorcycles and cars †¢ Drivers of foreign production: – Rising value of the yen against US$ – Fear of import restrictions – The Clean Air Act in the US – First oil crisis †¢ Motivation for expansion (natural resource, market, strategic resource, efficiency seeking? ) Honda’s approach †¢ After four-year decision process Honda of America Manufacturing established in Marysville, Ohio, in 1978 †¢ Top priority: attain Japanese-level quality and efficiency – – – – – Selection of employees Training program Fly in managers and workers from Japan Develop lean supplier network Upgrade supplier quality level 1980: start production of cars †¢ Present: 9 production plants in USA Honda’s FSAs †¢ Non-location bound FSAs: – – – – – – – Know-how four-strike engines with optimal power-to-weight ratio Management principles Quality systems Employee selection processes Training and knowledge transfer routines Manufacturing expertise Supplier management approach †¢ †¢ Location-bound FSAs in the host country: – High demand for specific products Resource recombination: – – – Use four-strike engines in many products (motorcycles, small cars, generators, †¦) Design and manufacturing skills + knowledge of consumer preferences in USA Melding existing and new resources through management exchange program Exploit new capabilities worldwide Complementary resources of external actors †¢ Opportunity to study American way of production at Ford †¢ Extensive use of American experts and consultants (especially for selecting location) †¢ Critical role of suppliers Bounded rationality issues lack of knowledge local conditions †¢ Suppliers’ lack of familiarity with Honda †¢ New employees lack of familiarity with â€Å"The Honda Way† Bounded reliability issues †¢ Moral hazard/adverse selection employees †¢ American managers have local priorities Deliberate strategy? Agenda for next lecture 1. 2. 3. 4. Four types of MNEs Recombination Bounded rationality & reliability Firm-specific advantages (FSAs) †¢ Cases: 3M & IKEA †¢ Literature: Textbook chapter 1 (pp 33-76) + chapter 2 NB: Class will be in SZ 31

Portrayal Of The American Girls Professional Baseball League

For decades, sports films in American have established connections between movies and American values, with each sports film providing a different perspective and more depth to different values. With the frequent ties of historical context, movies draw upon real athletes, situations, and struggles. The historical context further represents social and cultural beliefs during the time of the movie’s setting, helping to portray the past. This paper will discuss several American values identified throughout the movies viewed, whether its progress, freedom, or equality. Through a fictional portrayal of the All American Girls Professional Baseball League with women fighting for their rights to promote progress in world where a woman’s role was to care for the house; the emotional fight for equality with a desegregated school fighting to play football as one; an underdog finding personal success in a sport that said he was not good enough, and a cross country team success prov ides a better future. Sports films tell a compelling story and leave the audience with a message based on different American values by exploring controversial and historical issues and reestablishing the values and beliefs that reward the hard work and dedication of the underdog. Many sports films provide a progressive shift of a situation emphasizing an individual or groups determination to change the mindset of traditional values. 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