Thursday, November 28, 2019

Organizational Culture and Change Management Essay Sample free essay sample

Abstraction Change is an inevitable happening. Culture is something familiar that makes people peculiarly in an organisation feel slightly unafraid. The trouble comes in seeking to accommodate alteration and civilization particularly in the event of amalgamations and acquisitions or organisations. Too frequently. the human factor is underestimated. Because of this. what benefits that are supposed to be brought by the amalgamation falls apart. Experts say that the key to successful alteration direction lies in fixing an already â€Å"change capable† environment even before something like a amalgamation happens. Communication. premeditation and a system that promotes diverseness and tolerance are advanced as valuable patterns in successful organisational and cultural change/integration direction. Organizational Culture and Change There is a cliche that says there are two things in life that are inevitable: alteration and revenue enhancements. In the organisational scene. while both can be major concerns. there is nil more complex and more ambitious than covering with alteration. We will write a custom essay sample on Organizational Culture and Change Management Essay Sample or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page Change is something that most companies. groups and organisations experience and undergo at some point. It could be through a alteration of leading. a amalgamation or merely new societal and forces issues that come with the times. For many. alteration can do rather a period of turbulence and even unease. So much so that it is non unusual that opposition to such alteration may be found from people in an organisation. There is a inquiry here of whether such opposition is fueled by personal positions on how the organisation runs things or is it a affair of misdirection and underestimate of the importance of proper cultural integrating? Should this go an issue of civilization. how can an organization’s leader assist his crew weather the alterations in a peaceable and non-threatening manner? Surveies of civilizations within an organisation came to the bow in the 1980’s ( Aaltio A ; Mills. 2002. p. 3 ) . The so sensed growing of a â€Å"internationalization† and development of multi-cultural work forces called for a direction attack that was more subjective with a position of sensitiveness to cultural differences as opposed to what were once nonsubjective direction patterns. Among these new displacements in direction emerged the impression of â€Å"mini cultures† within an organisation as proposed by â€Å"organizational pedagogues and practicians seeking more comprehensive ways of understanding organisational behaviour and management† ( p. 4 ) . The recognized definition of corporate and organisational civilization is † a set of values and beliefs and scheme that are understood and shared by members of an organisation. † ( Recardo A ; Jolly. 1997 ) It dictates what is deemed â€Å"acceptable† from subjects runing from topics of conversation to how the group is run. It can besides be considered as the â€Å"driving force† behind the behaviours. work ethic. methods and productiveness demonstrated by the members of the workforce/organization. It is besides treated as the beginning of â€Å"tried and tested† methods in covering with both internal and external issues. struggles and achievement of organisational aims ( Nahavandi A ; Malekzadeh. 1993. p. 10 ) One illustration is the repute of the Delaware house W. L. Gore and Associates in 1993. Manufacturing merchandises runing from wire and overseas telegrams to medical supplies and cloths. the company has been known for its informal organisational civilization. There is virtually no hierarchy and formal rubrics. Creativity and invention are extremely encouraged and position symbols are considered unneeded and even estranging. For a new director to demo up for work with something that can be perceived as a â€Å"status symbol† is considered â€Å"highly inappropriate† ( p. 10 ) Organizational civilization is driven by many different factors such as leading and direction manner. client demands. organisational size and so on. There are nevertheless eight major dimensions by which organisational civilization may be distinguished. These are communicating. preparation and development. criterions and awarding of wagess. determination devising. hazard taking. planning. teamwork. and assessment and execution of direction patterns. ( Recardo A ; Jolly. 1997 ) Communication refers to the manner direction and the organization’s work force communicate. What method of communicating is most applied? One on one negotiations or memo poster? Do the members and direction portion thoughts and decide struggles in â€Å"bull sessions† or are issues and concerns more officially addressed and structured in meetings? When it comes to forces developing. the management’s committedness and attempts to supply the forces with chances for growing and development through farther instruction and preparation influence the organization’s civilization. Wagess are besides portion of the civilization as members are oriented and move along the criterions of productiveness and engagement that would deserve promotion for them. How the organisation decides on issues and buttockss hazards and subsequent action are besides dictated by the group’s civilization. Even the encouragement and disheartenment of hazards and advanced thoughts are governed by civilization. The same goes with how programs are mapped and executed every bit good as how degrees of success accomplished by squads and direction are judged. All these things are covered in the kingdom of organisational civilization. All the day-to-day things that people expect and are imbued with in their every twenty-four hours at work are all portion of their organization’s civilization. It is hence apprehensible how some members of an organisation may experience threatened and even resistant to the attack of alteration. Take for case the entry and Ascension of adult females in what may be viewed as a male-dominated corporate hierarchy. In 2005. the National Center for Educational Statistics pegged adult females in America as busying more than half the seats in the nation’s college schoolrooms and gaining more than half the MBAs ( Jandeska A ; Kraimer. 2005 ) . More than half of today’s American work force including those in what were once male dominated industries is made up of adult females. Despite this nevertheless. adult females by and large still earn less than work forces. Merely a really few adult females will most likely range top direction position and see the same professional and extrinsic success as enjoyed by their male opposite numbers. ( p. 1 ) Are adult females viewed as possible menaces that should hence be boxed out or are organisations merely traveling on the sensed laterality of the male sex that make them better leaders? While there are many theories advanced as to the causes of this peculiar province of personal businesss. there is a relentless belief that there is a â€Å"male-oriented† organisational civilization that hinders women’s advancement in the dominance towards leading. This â€Å"male† civilization may be distinguished by an organization’s penchant for â€Å"hierarchical authorization. independency. bossy leading. and top-down communication† ( Bajdo A ; Dickson. 2001 ) Surveies besides observe that in contrast to the more â€Å"independent† male-dominated and shaped organisational civilizations. those chiefly influenced by adult females are more â€Å"team oriented† and tended to stress interpersonal relationships and power sharing among the members of their organisation. ( Bajdo A ; Dickson. 2001 ) There are two ways by which an organization’s leading can impact an organization’s civilization. The first is in the choice of the organization’s cultural way every bit good as its saving. Opposing this is the more hard undertaking of pull offing the organisation in times of alteration that call for a re-assessment and displacement in the existing civilization. The latter undertaking is one which most new directors find disputing. An organisation whose members have grown used to working independently with really minimum supervising may happen it hard to accept and set to a new leading that is more bossy and involved. â€Å"Imbedded in the civilization or individuality of an organisation are guidelines that are used by members of the organisation as expressions for reading and behavior† ( Poole. 1998 ) . In the state of affairs of a more involved leader taking over a squad that has become accustomed to working on their ain. the leader’s actions may be perceived as tampering or critical of the team’s capablenesss to carry through their undertaking. Organizational and corporate amalgamations are even more hard to pull off and decide as amalgamations non merely affect the differences between a leader and a group’s bing civilization but besides a possible struggle between two bing and â€Å"proven† civilizations. On the popular telecasting show â€Å"Survivor† ( 2000 ) contestants are divided into two folks. Both folks are allotted clip to construct their cantonments. signifier confederations and schemes with other members of the same folk. Tribal members recognize and align precedences and work together towards a coal whether it’s to vote a individual off first. how to acquire the better of the rival folk. and who will be working together to make the â€Å"final three. † Both tribes Begin to develop a â€Å"culture† of their ain. Are they the blithe folk who strongly resents being told what to make or â€Å"micro-managed† by the bossiest member in their group preferring merely to speak about amusing and entertaining things? Or will they be a extremely organized folk organizing sub-groups determined by accomplishment. leading and possible part to the camp’s nutriment under the supervising of an elected or dominant tribe leader? What is common among both folks is the apprehensiveness at the inevitable folk switches and amalgamations. Here. truenesss will be tested and confederations. schemes. established cantonment environment and hierarchies will either be proven and validated or challenged and dashed to spots. Corporate and organisational amalgamations reached its extremum of popularity in the â€Å"merger mania† of the 1970’s and 80’s ( Nahavandi A ; Malekzadeh. 1993. p. 1 ) . While most amalgamations are made with the primary end of net income devising on a firm’s â€Å"dismantling and merchandising of assets† ( p. 1 ) . some were strategic moves in footings of merchandise and market development. resource consolidation every bit good as the decrease of rival Numberss in a specific industry. Whatever the motive. amalgamations bring with it new people. policies. leading. and cultures that must be integrated carefully with the already bing system. In the same manner. the menaces and inevitable opposition from civilizations within the old system must besides be anticipated and addressed by direction peculiarly those who are new. Most of the clip. it is the civilization of the geting organisation that prevails against the one being acquired. This will find cardinal factors such as liberty. hierarchy and study devising of the members of the acquired organisation. As with the instance of â€Å"Survivor. † the â€Å"acquiring group† is translated to be the stronger and more significant folk in footings of Numberss and strengths in winning challenges. The minority. in order to last. will hold to larn to accommodate and take steps to either signifier confederations with members of the dominant bulk. In corporate and organisational amalgamations. whether the bing civilization of the acquired group is centralized or decentralized. it is normally the geting organization’s determinations. policies and civilization that will be the guiding step â€Å"regardless of what is best for the overall organization† ( Nahavandi A ; Malekzadeh. 1993. p. 50 ) . Buono ( 1992 ) states that it is common a belief among human resource ( HR ) practicians that the success or failure of amalgamations and acquisitions are extremely dependent on the relationships and group kineticss formed on both the interpersonal and intergroup degrees following the amalgamation. The consequence of amalgamations on an organization’s members is both important and variable. Besides the inevitable structural and cultural alterations. members of either organisation peculiarly the one being acquired may convey emphasis and feelings of being threatened in footings of new group and policy accommodations every bit good as possible loss of employment. These concerns may significantly impact the productiveness every bit good as the private lives of the persons concerned ( Walter. 2004. p. 104 ) . For the persons involved. these feelings can take to a sense of loss. psychosomatic troubles. and matrimonial every bit good as personal strife. Yet. what is frequently overlooked is that M/As non merely interrupt the lives of persons but necessarily destabilise the organisations involved every bit good. Inter-firm consolidations frequently precipitate lowered employee committedness and productiveness. increased dissatisfaction. high turnover. leading and power battles. and a general rise in dysfunctional behaviours such as sabotage ( Buono 1992 ) . An illustration of this is the bead in gross revenues experienced by pharmaceutical company Wellcome in 1998 after jobs surfaced in the manner their amalgamation was handled after being bought up by pharmaceutical maker giant Glaxo in 1995. â€Å"In any instance. large amalgamations are riotous and can hit morale. Wellcome’s gross revenues are said to hold been affected by jobs originating from the amalgamation of the two gross revenues forces. † ( â€Å"Patent Problems Give a. † 1996. p. 69 ) In 2002. the English newspaper Birmingham Post published a survey undertaken by accounting house Deloitte A ; Touche that named â€Å"poorly executed amalgamations and acquisitions† as the primary ground for the bead in public presentation and productiveness of about 57 % of the concerns in the United Kingdom ( â€Å"Why Amalgamations Cause Such. † 2002. p. 26 ) . A specializer in reorganisation services for Deloitte and Touche. Andrew Peters gives the undermentioned advice to concerns sing amalgamations and acquisitions: â€Å"Any main executive about to ship on a ‘bet the business’ trade needs to inquire whether his or her concern has the appetency and capableness to successfully incorporate what it has bought† ( â€Å"Why Amalgamations Cause Such. † 2002. p. 26 ) . He farther adds that excessively few concerns truly give this inquiry careful attending and idea. Peters besides says that despite the employment and advise of â€Å"highly qualified and experienced advisers† in managing amalgamations. there are still many more abstract facets that make integrating more of a â€Å"hit-and-miss matter. † that could do jobs in the integrating procedure. Peters goes on to urge that concerns come ining into amalgamations give due diligence in be aftering the direction and integrating of their several concern ( p. 26 ) . Walter ( 2004 ) urges that a treatment of the corporate civilization of both the parent and acquired houses be carefully looked into get downing with the pre-merge and acquisition meetings. He stresses that whatever benefits may be brought by the meeting and acquisition procedure ( M A ; A ) are straight linked with successful human interactions. He farther states that it is critical to find whether the most important alterations and possible opposition are â€Å"functional. societal. or rooted in other causes that need to be clearly established in the pre M A ; A stage† ( p. 104 ) . Such step will let senior directors to find and map out possible integrating attacks every bit good as determine possible spreads and jobs when the amalgamation pushes through. There are three of import things that must be kept in head by the transacting parties in finding integrating attacks harmonizing to Walter. These are â€Å"the extent of the cultural spread. the chief intent of the merger/acquisition. and the operating environment of the acquired house or amalgamation spouse. † Walter cautiousnesss that should in the pre-M A ; A phase treatments reveal a cultural spread that is excessively broad. it may be wiser and more prudent to reconsider the dealing. ( p. 104 ) One illustration of the hazards of late planning and underestimate of cultural integrating is the failed amalgamation and acquisition between Hewlett Packard and Apollo Systems in the 1980’s. When engineering elephantine Hewlett-Packard acquired Apollo Systems in 1989. it was a move applauded by industry critics and assessors mentioning the â€Å"perfect fit† of merchandises. concern schemes and consumer bases. It was heralded to be a ‘win-win-win† state of affairs for stockholders. clients and employees. Yet two old ages subsequently. the merged company suffered jobs and merchandise holds brought by troubles in incorporating two entirely different corporate civilizations in add-on to their geographical and physical distance of about 3. 000 stat mis. Feelingss between HP and Apollo forces besides mounted following the surrender surrender of Apollo system’s CEO Thomas Vanderslice and SVP-CFO Richard Bond. With direction and integrating in HP’s custodies. they put out a directive that merely added to the struggle and misgiving between the HP and Apollo forces. † . . . of the 500 headquarters-based employees at the Apollo division. about 150 people hold places that are non usually needed in a merchandise division. HP will seek to put these persons elsewhere within the company. Those who can’t be placed will go forth the company with a lower limit of three months’ salary and other rupture benefits† ( Hewlett-Packard. 1989 ) . ( Legare. 1998 ) With its impulse lost. Apollo finally lost its prima place to Sun Microsystems. Executives from Hewlett Packard were forced to profess that they had underestimated the troubles and effects of incorporating two really different organisations and civilizations ( Legare. 1998 ) . In her article â€Å"The Change-Capable Organization. † ( 2003 ) direction writer and president of the McLagan International Patricia McLagan says that transforming an organisation to be â€Å"change-capable† is every bit simple as using frontward believing and promoting a civilization of invention and trust. McLagan cites several qualities that were common among companies who had an â€Å"inbuilt capacity for alteration. † These are a nexus between the present and future. active support for betterment and alteration. diverseness in squads. advanced thought and attacks. shelter discovery. the integrating of engineering and a deep trust in and among its members ( McLagan. 2003 ) . McLagan farther suggests that alternatively of furthering divisions and restrictions in sidelong communicating among groups. companies should set up environments that encourage the sharing of thoughts and uninterrupted acquisition. This would do sense as there are many different sentiments and ways of believing on issues that an organisation may confront. Such environment will besides do it easier and more fluid for the debut and integrating of new people and thoughts into the organisation. Management plays a cardinal function in the passage and integrating of organisational civilizations. Surveies show that unlike civilizations do non needfully ensue in negative environments. Breu ( 2001 ) posits that a leading manner that promotes tolerance of cultural foibles will be echoed down the line in the organization’s membership/workforce. Such will cut down the potency for struggles and further an environment supportive of alteration ( Breu. 2001. p. 28 ) . Schweiger. Csiszar. and Napier ( 1993 ) back up the thought that alternatively of implementing alteration. human resource contrivers and alteration directors should advance a civilization of credence of differences. They posit that while the thought of â€Å"novation† and development of a new combined civilization may look nice. it will meet troubles merely because it requires people to accommodate and alter. The less intervention direction does the better the opportunities for accommodation and tolerance among the merged civilizations. They besides suggest that directors tasked with commanding passages and alterations act as take a more proactive attack in pointing and circulating information about the amalgamation and its possible deductions to the work force. Making so will significantly cut down the emphasis already being experienced by the affected organisation members/employees who more frequently than non. hold to trust on outside beginnings for information about the amalgamation therefore emphasizing themselves out even more on uncorroborated and frequently bad information ( Schweiger. Csiszar A ; Napier. 1993 ) . Management adviser and writer Ronald Sims ( 2002 ) states that while it is good pattern for directors to maintain an oculus on the touchable elements of their organisation such as policies. construction. engineerings and economic sciences. it will be even better if they besides pay close attending on the more abstract steps of organisational success ( p. 221 ) . These intangibles include squad kineticss. working relationships. leading manners. communicating and single personalities within a squad. Directors who are more cognizant the internal qualities of their organisation will happen it easier to judge possible troubles at the happening of alteration and accordingly be able to map out appropriate schemes to turn to these ( pp. 222 ) . Decision The key to most successful companies and organisations lie in its people. One may use the most modern methods of direction and buy the most technologically advanced equipment. Without the cooperation and attempts of people in the work force nevertheless. these will wholly be for naught. The thoughts and advice cited in the many books. surveies and articles the research worker have consulted for this paper can be simplified in one sentence: neer underestimate the importance of consciousness and planning in managing alteration. people and corporate/organizational civilization. One can non fault employees or members of a group to acquire used to a certain manner or norm. It is nevertheless the director or group leader’s occupation to believe of the possibilities that may come the organization’s manner. In most of the instances cited. the major defect encountered is when directors try to turn to the job of civilization and forces integrating after the merge has been done. Good leaders must be able to expect alteration in all its signifiers be it through the major structural alterations that come with amalgamations or alterations in the market and environment in which the company/ organisation maps. It is besides common and the research worker believes reasonable advice to advance a work environment that exercises tolerance of single and cultural differences instead than wholly impose new constructs and attitudes on an already immune and wary organisation. The thought therefore is that alternatively of anticipating and enforcing complete â€Å"change. † it might be better and even more realistic to travel for accommodation and via media between the differing cultures/organizations. The opposition encountered in incorporate organisations is both inevitable and should be expected. Besides the uncomfortableness at lost acquaintance. there are other stressors such as different policies and criterions to be adhered to. menace of retrenchment. and possible interpersonal struggles among the incorporate workers. Geting companies must be reminded that it is the people at the organisation they are seeking to purchase into that have made it what it is. Due regard and attending to their demands and concerns are non merely proper. but besides indispensable for a successful integrating of forces. Directors and human resource forces must be able to expect and set in topographic point orientation and organisational duologue to assist workers do informed accommodations every bit good as afford them the chance to straight clear up any concerns they may hold. Cultures and alteration are really complex and frequently hard to accommodate. However with premeditation. good planning and leading. consciousness and due diligence in paying attending to worker’s/organizational member concerns. accommodation is non impossible to accomplish. Mentions Aaltio. I. A ; Mills. A. J. ( Eds. ) . ( 2002 ) .Gender. Identity. and the Culture of Organizations. London: Routledge. Retrieved November 25. 2007. from Questia database: hypertext transfer protocol: //www. questia. com/PM. qst? a=o A ; d=108200426 Bajdo. L. M. . A ; Dickson. M. W. ( 2001 ) . Percepts of Organizational Culture and Women’s Advancement in Organizations: A Cross-cultural Examination. 399+ . Retrieved November 25. 2007. from Questia database: hypertext transfer protocol: //www. questia. com/PM. qst? a=o A ; d=5000948956 Breu. K. ( 2001 ) . The Role and Relevance of Management Cultures in the Organizational Transformation Process.International Studies of Management A ; Organization. 31( 2 ) . 28. Retrieved November 25. 2007. from Questia database: hypertext transfer protocol: //www. questia. com/PM. qst? a=o A ; d=5001041615 Buono. A. F. ( 1992 ) . Intervening in the Middle: Coping Schemes in Amalgamations and Acquisitions.Human Resource Planning. 15( 2 ) . 19+ . Retrieved November 25. 2007. from Questia database: hypertext transfer protocol: //www. questia. com/PM. qst? a=o A ; d=5000163641 Burnett. M. ( Producer ) . ( 2000 ) .Survivor. Los Angeles. California: CBS Boradcasting Inc. . Jandeska. K. E. . A ; Kraimer. M. L. ( 2005 ) . Women’s Percepts of Organizational Culture. Work Attitudes and Role-Modeling Behaviors.Journal of Managerial Issues. 17( 4 ) . 461+ . Retrieved November 25. 2007. from Questia database: hypertext transfer protocol: //www. questia. com/PM. qst? a=o A ; d=5011758609 Legare. T. L. ( 1998 ) . The Human Side of Mergers and Acquisitions: Understanding and Managing Human Resource Integration Issues.Human Resource Planning. 21( 1 ) . 32+ . Retrieved November 25. 2007. from Questia database: hypertext transfer protocol: //www. questia. com/PM. qst? a=o A ; d=5001349767 Mclagan. P. ( 2001. October ) . Claim Your Change Power.T A ; D.55. 58. Retrieved November 25. 2007. from Questia database: hypertext transfer protocol: //www. questia. com/PM. qst? a=o A ; d=5002425015 Mclagan. P. A. ( 2002. December ) . Success with Change.T A ; D.56. 44+ . Retrieved November 25. 2007. from Questia database: hypertext transfer protocol: //www. questia. com/PM. qst? a=o A ; d=5002507270 Mclagan. P. A. ( 2003. January ) . The Change-Capable Organization.T A ; D.57. 50+ . Retrieved November 25. 2007. from Questia database: hypertext transfer protocol: //www. questia. com/PM. qst? a=o A ; d=5002512351 Nahavandi. A. . A ; Malekzadeh. A. R. ( 1993 ) .Organizational Culture in the Management of Amalgamations. Westport. Connecticut: Quorum Books. Retrieved November 25. 2007. from Questia database: hypertext transfer protocol: //www. questia. com/PM. qst? a=o A ; d=27225611 Patent Problems Give a Headache to Glaxo. ( 1996. March 7 ) .The Daily Mail ( London. England ). p. 69. Retrieved November 25. 2007. from Questia database: hypertext transfer protocol: //www. questia. com/PM. qst? a=o A ; d=5003232399 Poole. P. P. ( 1998 ) . Wordss and Deeds of Organizational Change.Journal of Managerial Issues. 10( 1 ) . 45+ . Retrieved November 25. 2007. from Questia database: hypertext transfer protocol: //www. questia. com/PM. qst? a=o A ; d=5001333462 Recardo. R. . A ; Jolly. J. ( 1997 ) . Organizational Culture and Teams.SAMAdvanced Management Journal. 62( 2 ) . 4+ . Retrieved November 25. 2007. from Questia database: hypertext transfer protocol: //www. questia. com/PM. qst? a=o A ; d=5001526066 Schweiger. D. M. . Csiszar. E. N. . A ; Napier. N. K. ( 1993 ) . Implementing International Mergers and Acquisitions.Human Resource Planning. 16( 1 ) . 53+ . Retrieved November 25. 2007. from Questia database: hypertext transfer protocol: //www. questia. com/PM. qst? a=o A ; d=5000256369 Sims. R. R. ( Ed. ) . ( 2002 ) .Changing the Way We Manage Change. Westport. Connecticut: Quorum Books. Retrieved November 25. 2007. from Questia database: hypertext transfer protocol: //www. questia. com/PM. qst? a=o A ; d=101319837 Walter. I. ( 2004 ) .Amalgamations and Acquisitions in Banking and Finance: What Works. What Fails. and Why. New York: Oxford University Press. Retrieved November 25. 2007. from Questia database: hypertext transfer protocol: //www. questia. com/PM. qst? a=o A ; d=106208352 Why Amalgamations Cause Such Headaches. ( 2002. March 15 ) .The Birmingham Post ( England ). p. 26. Retrieved November 25. 2007. from Questia database: hypertext transfer protocol: //www. questia. com/PM. qst? a=o A ; d=5006342307

Sunday, November 24, 2019

Media in the Ivory Coast

Media in the Ivory Coast Free Online Research Papers Part 1: Country Background The Rà ©publique de Cà ´te dIvoire, also known as the Ivory Coast, is a country in West Africa bordering Liberia and Guinea to the west, Mali and Burkina Faso to the north, Ghana to the east, and the Gulf of Guinea to the south. The location now known as the Ivory Coast was made a protectorate of France during the era of imperialism by a treaty in the 1840’s, and became a French colony in 1893. The country gained its independence in 1960, at which point it was led by Fà ©lix Houphouà «t-Boigny until 1993. During these years, the country was closely tied with its’ West African neighbors economically and politically, but also maintained trade with the Western world, furthering the nations economic development. However, since the end of Houphouà «t-Boigny’s rule the countries stability has been in serious decline, brought on by a number of coups vying for power. Following the takeover by two militia groups in 1999 and 2001 that served to replace the preexisting political powers, the country has been subject to a civil war since 2002. Today, the government is identified as a republic with strong executive power embodied by the president, President Gbagbo. The nation’s current state of unrest has greatly hampered its economic development and social and political stability, and the violent state of the country poses a serious threat for those wishing to do business with the Ivory Coast. Part 2: Country Profile Population: According to UN census data in 2005, Cà ´te dIvoire has a population of 17.1 million individuals. According to data in 2003, 43.6% of the population is female. The largest city in the country is Abidjan, which is the center for most of the countries economic activity and host to over twenty percent of the nation’s total population. However, the capital city is Yamoussoukro, which has less than 300,000 inhabitants. Language: French is the official language of the Ivory Coast, although there are additionally over ten native languages spoken. Each native language represents the first language of less than fifteen percent of the population, expressing a wide range in culture. However, most individuals in the country speak more than one language. Religion: 63% of the country subscribes to a variety of localized African religions. Islam is the most widespread singular religion, hosting 25% of the population. Approximately 12% of the population reports being Christian. Economic Industries: The economy of the Ivory Coast functions primarily on agricultural exports, representing nearly a third of the gross domestic product. The primary exports of the nation are cocoa beans, coffee, cotton, palm oil, and bananas. The economy is currently severely threatened by the violent state of the nation, which discourages foreign traders thereby limiting exportation. An additional 20% of the GDP is comprised by industrial services, including food and beverage manufacturing, wood products, oil refining, automotive assembly, and textile production. The labor force accounts for the remainder of the economy, with over 60% of the population providing physical labor to support the large agricultural industries. Income: The gross national income was estimated at only $840 U.S.D. per capita according to World Bank data in 2006. Additionally, a significant portion of the population, approximately 37%, is below the poverty line, and 13% of the population suffers from unemployment. The GNP of the country was approximately $15.3 billion in 2005, just below Cameroon, Iraq, and Latvia, placing it in the top third of the world’s countries. Life Expectancy: Men have a life expectancy of only 45 years, with women expected to live only marginally longer, with an average life expectancy of 47 years. This suggests a lack of medical resources and social services. Literacy: The literacy rate is just over fifty percent, indicating a lack of educational opportunities. Part 3: Media Investigation Publications: The Ivory Coast has nine primary daily publications. Of the nine, one is state-owned, one is owned by the ruling party, one is run by the opposition, and the other six are privately funded. It is important to note that Notre Voie, the paper that is funded by the ruling party, has the largest daily circulation. Television: Television service is provided by Radiodiffusion Television Ivoirenne, or RTI, which is state-run. There are no private TV stations, although rebel groups have gained the ability use state-owned TV facilities in certain areas for their own broadcasts. Radio: Radio is the Ivory Coast’s most popular medium for media. There are a total of only seven radio stations that are broadcasted throughout the majority of the country. While the majority of stations are state-owned and run by RTI, there are also non-commercial radio stations that are run more locally by church groups as well as by UN peacekeepers. News Agency: The Agence Ivoirenne de Presse, which is the equivalent of the United States’ Associate Press and is required to regulate the legitimacy of the news being produced, is state-owned, suggesting possible censorship and government biases. Internet/ Telephones: Two Internet service providers: Africaonline and Aviso, with only 1.5% of the population estimated to be Internet users as of 2005. Only 328,000 main line telephones in 2003, although at the time there were over one million cellular phone users. Today there are over four million cell phone users. Part 4: Media Analysis The Ivory Coast was ranked 98th on the most recent list put out by the international World Press Index. This free press index ranking is up 41 places from the previous year. This rise in ranking was particularly shocking to me, especially considering many of the testimonies of journalists I encountered during my investigation. For example, the Paris-based group Reporters Without Borders recently described the Ivory Coast as â€Å"one of Africa’s most dangerous countries for both local and foreign media,† which is largely based on the threat of violent actions from both rebel and state-run military forces. This testimony is evidenced by occurrences such as that in 2004, at which point the government used media under its’ control, specifically the RTI, to enable them in their struggle against rebel forces. The close ties between media and the government is further solidified by the fact that in 2006, members of the Young Patriots militia, who are loyal to Pre sident Gbagbo, invaded RTI headquarters in order to gain more control over the output of information in the media. Although these events occurred several years ago, as recently as 2007 the local UN peacekeepers expressed reports of a â€Å"growing number of inflammatory articles in the press,† providing propaganda for the groups in power. The UN peacekeepers also reported an increasing number of violent attacks on publications. This information does not seem to validate any indications of positive steps towards the production of unbiased media. Based on my investigation of the nation known as the Ivory Coast, it is clear that there is a close link between government forces and the media. Not only are the radio, television, and newspapers state-run, but even peacekeepers have had to take a claim in the media in order to gain any semblance of an effective voice within the community. In 2005, the peacekeepers were able to launch their own radio station in Abidjan, although it did not have broad enough range to reach the entire nation. Even church groups have had to succumb to the media game being played by the government, opting to fund their own radio stations in order to provide some sense of hope for citizens in opposition of the forces in charge. In dissecting the media in Cà ´te dIvoire, I tried to keep an open-mind before passing judgment on the state of affairs. I was initially impressed by the website of the Ivory Coast’s largest circulating newspaper, Notre Voie. The website provided a variety of local articles in English, which I hoped would prove to present an unbiased form of media. However, once I discovered that Notre Voie was state-owned, I began to recognize a pattern in the nature of articles presented; none of the articles provided any opposition to President Gbagbo, nor did they even address the current state of disarray caused by the ongoing civil war. In fact, the themes of the news stories were very localized, and tried to put a positive slant on what was occurring throughout the country. Overall, I think the shape of the media in the Ivory Coast is a product of a variety of influences. The ongoing state of political unrest as caused political parties to enlist propaganda as a strategy for increasing support. This sort of output from the media has served to further the division between groups, causing it to be deemed â€Å"hate media,† and has recently been present in a large number of African nations such as Rwanda who have struggled with similar issues with infrastructure. It seems to me that these unsteady political circumstances translate to corruption within the media, with no authorities working to ensure an unbiased presentation of the news because state-run media sources receive pressure from parties in power to present a specific point of view. Additionally, I believe that the widespread poverty throughout the country further inhibits the local freedom of press. My findings of limited internet access and low literacy rates suggest a lack of social mobility that may correlate with people’s inability to demand truth from local media forces. It is clear that the powers in charge have not accepted the responsibility to place value on a high standard of media, and therefore it is the role of the citizens to pursue such freedoms. Because local citizens have not been able to express these wishes, perhaps it is at this point that Western influences must intervene. Although Western influence has been hampered in the Ivory Coast by civil war, our global awareness of the situation in the country provides grounds for intervention. 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Thursday, November 21, 2019

A Case Study of A War Or Military Conflict Essay

A Case Study of A War Or Military Conflict - Essay Example The Middle East also continues to be characterized by authoritarian regimes that have an uneasy relationship with the West and the culture of modernization that it purportedly represents. Mirjam E. Sorli, Nils Petter Gleditsch, and Havard Strand report in their article â€Å"Why Is There so Much Conflict in the Middle East?† that resource abundance can be as significant a factor in causes of conflict as resource scarcity. They mention that high resource states can witness a slow growth in their economy as compared to resource-poor states1. Research like the rentier state theory has also found that resource-abundant states develop authoritarian power structures2. The Iraq – Kuwait conflict is an interesting case study that can be studied in the light of the concerns stated above. Iraq invaded Kuwait on August 2, 1990, declaring Kuwait to be Iraq's nineteenth province. Andrew T. Parasiliti in an article titled â€Å"The Causes and Timing of Iraq's Wars: A Power Cycle Assessment† states that it was from the 1970s that Iraq started to assert itself in the Middle East. Its power peaked in the 1980s and then fell into a relative decline as compared to S audi Arabia and Kuwait which gained in power. At the time of its decision to invade Kuwait, Parasiliti estimates that Iraq was conscious of her decline as well as her thwarted ambitions for Arab leadership. Parasiliti contends that contrary to perceived opinions about Iraq emerging more powerful after the Iraq – Iran War, the Iraqi regime was conscious of its gradual decline in regional politics. The war against Iran was initiated by Saddam Hussein partly because revolutionary Iran infringed in Iraq's domestic affairs by supporting Islamic and Kurdish groups that opposed the regime of Saddam Hussein.