Marketing Strategies Of Tomato Farmers

Marketing Strategies Of Tomato Farmers He got the Teachers Certificate at Mount Mary Training College; Somanya in 1998. He successfully earned a Diploma in French Studies Diplome Universitaire dEtudes Franà §aises DUEF at, University of Abomey; Calavi, Bà ©nin in 2007. He further studied at the Kwame Nkrumah University of Science and Technology (KNUST), Kumasi and attained B.A. (Honours), French and Sociology and Social Work in 2008. He enrolled again in the Kwame Nkrumah University of Science and Technology (KNUST) Business School and studied Master of Business Administration (MBA) Marketing 2011. He has taught in many schools including Botokrom D/C JSS, Grace D/C JSS both in the Brong Ahafo Region, Infant Jesus at Ayeduase, Kumasi. He served as a Research and Teaching Assistant in the Department of Modern Languages of KNUST. He is currently teaching French and English at Jachie Pramso SHS. Keywords: Marketing strategies, Tomato farmers, Liberalized economy. Abstract This study was conducted in connection with the Master of Business Administration (MBA) dissertation at Kwame Nkrumah University of Science and Technology-Kumasi, Ghana. Purpose: In the mist of intense trade liberalization and globalization when localization and protectionist policies are discouraged, this study sought to find out the role of formal marketing strategies and technology in sustaining increased profitability of tomato farmers in Ghana. Methodology/Approach: Empirical research was conducted by collecting both primary and secondary information from a sample of 450 tomato farmers, traders and tomato factory personnel. The data from tomato farmers, traders and the tomato factory were accessed through questionnaires and an in-depth interview. Findings: Formal marketing strategies and technology are complementary factors in the determination of the profitability level of tomato farmers. Farmers who well combine formal marketing strategies with technology are successful. Technology without formal marketing strategies or the vice versa negatively affect tomato farmers profitability. Tomato farmers should adopt formal marketing strategies and apply the latest technology. Introduction There is a plethora of literature on marketing strategies that accentuates the imperativeness of marketing functions in organizations. As a result, marketing practices of Small and Medium-sized Enterprise (SMEs), Large and Multinational Companies as well as Not-for-profit Organizations have interested researchers in our recent era. In recent years there have been signs of substantial research interest in marketing practices of SMEs (Sengupta, 2006). Most of these studies have indicated the role of marketing to be critical in the sustainability of the small firms (Sengupta, 2006). Marketing strategies are extremely vital to organisations corporate goals of achieving high revenue. Given that a firms survival depends on its capacity to create value, and value is defined by customers (Day, 1990), marketing makes a fundamental contribution to long-term business success. However, businesses that concern themselves with rigorous evaluation of marketing results are in the minority (Ambler, 2000). Researchers widely agree that marketing in small firms differ from that of their larger counterparts (Fillis, 2002; Gilmore et al., 2001; Hill, 2001a; Coviello et al., 2000). Small firm marketing has been characterised as haphazard, informal, loose, unstructured, spontaneous, reactive, as well as conforming to industry norms (Gilmore et al., 2001). Stokes (2000) adds that in small firms, marketing is used for the needs of the moment and only little attention is paid to plans, strategies and analysis. However, this is in contrast of marketing in large firms, which is seen as formal, planned and well structured. One reason for this difference is that small firms have certain limitations. Compared to their larger counterparts, small enterprises have limited resources related to finance, time and marketing knowledge (Gilmore et al., 2001). Consequently, complex theories and sophisticated processes seem to be inappropriate in small enterprises (Hogarth-Scott et al., 1996). Despite the differences, it has been noted that the basic marketing concepts, such as segmentation, customer orientation, targeting, positioning and seeking for competitive advantage apply to small as well as to large enterprises (Hogarth-Scott et al., 1996). According to Rolle (2006), in the light of the incidence of huge post harvest losses in Africa and new challenges faced under trade liberalization and globalization, serious efforts are needed to reduce post harvest losses, especially of fruits and vegetables. This would include linking operations and actors involved more closely and systematically, modernizing marketing infrastructure and technologies, capacity building of individual actors, and strengthening the policy or institutional settings for better marketing. Obviously, post harvest management determines food quality and safety, competitiveness in the market, and the profits earned by producers. The post harvest management of fruits and vegetables in most developing countries in the sub-region is however, far from satisfactory. The major constraints include inefficient handling and transportation; poor technologies for storage, processing, and packaging; involvement of too many diverse actors; and poor infrastructure (Rolle, 2006). Definition Most scholars on the theme of marketing strategy attempt defining it with broad encompassing concepts and statements. Baker (1978) considers it as being a broad means of achieving given aims. While Luck and Ferrell (1979) simply define it as being fundamental means and schemes. Kotler (1976) thinks it is the grand design to achieve objectives. Some of the definitions of marketing strategy by some scholars are based on marketing concepts such as the marketing mix, the product life cycle, market share and competition and positioning. Foxall (1981) defines marketing strategy as being an indication of how each element of the marketing mix will be used to achieve the marketing objectives. Chang and Campo-Flores (1980) proposed product strategy, the distribution strategy, sales promotion strategy and pricing strategy. While Jain (1981) agrees with them, Udell (1968) simplifies marketing strategy as price and non-price strategies. Kotler (1965) and Baker (1978) outline that; the marketing s trategy for a particular product needs should be modified as the product moves through the various stages of its PLC. Bloom and Kotler (1975) explain the issues involved in marketing strategy to be linked to the market share base. They suggest that a company can identify its optimal market share given a particular set of conditions. Once identified, it needs a strategy to achieve the optimum. In line with Buzzell, Gale and Sultan (1979), they agree that a company can choose to build, maintain or even reduce market share alternatively labelled as building, holding and harvesting. Another approach from the literature in the explanation of marketing strategy is the utilisation of the concept of positioning. Wind and Claycamp (1976) explain a products position as its overall situation in the market relative to its sales, market share and profitability. Positioning is the selection of a marketing from a range of alternatives (Cravens, 1975 ). Segmentation as a Marketing Strategy Some researchers consider skilful segmentation as marketing strategies and as such convince marketers to apply them. The goal is to find several homogeneous groups that differ maximally across one another. They suggest segmentation options and techniques. Dickson and Ginter (1987) convincingly argue that the demand functions should be the theoretical basis for segment definition. They add that other bases for identifying or defining segments will be useful only to the extent that they correspond empirically to these demand functions and lead to identification of the true market segments. Thus, the choice of segmentation variables and the relationship of these variables to the differences in demand functions determine how successfully distinct segments are found. Relationship Marketing as a Marketing Strategy Grà ¶nroos (1983 and 1980) develops the customer relationship life-cycle model, originally called the marketing circle, to cover the long-term nature of the establishment and evolution of the relationship between a firm and its customers. According to Grà ¶nroos (1989 and1990), to establish, maintain, and enhance relationships with customers and other partners at a profit, so that the objectives of the parties involved are met is relationship marketing. This is achieved by a mutual exchange and fulfilment of promises. Such relationships are usually but not necessarily always long-term. Establishing a relationship, for example with a customer, can be divided into two parts: to attract the customer and to build the relationship with that customer so that the economic goals of that relationship are achieved. Berry and Parasuraman (1991) propose that: Relationship marketing concerns attracting, developing, and retaining customer relationships. Gummesson (1994) proposes that: Relationship marketing (RM) is marketing seen as relationships, networks, and interaction. Sheth (1994) defines relationship marketing as: The understanding, explanation, and management of the ongoing collaborative business relationship between suppliers and customers. Sheth and Parvatiyar (1995) view relationship marketing as: Attempts to involve and integrate customers, suppliers, and other infrastructural partners into a firms developmental and marketing activities. An integral element of the relationship marketing approach is the promise concept which has been strongly emphasized by Calonius (1988). According to him, the responsibilities of marketing do not only, or predominantly, include giving promises and thus persuading customers as passive counterparts in the marketplace to act in a given way. A firm that is preoccupied with giving promises may attract new customers and initially build relationships. However, if promises are not kept, the evolving relationship cannot be maintained and enhanced. Fulfilling promises that have been given is equally important as a means of achieving customer satisfaction, retention of the customer base, and long-term profitability. However, some of the scholars have a different perspective of marketing strategy extending its boundaries to affect departments and units of the business. For instance, marketing strategy is viewed as a mechanism that not only guides the SBU in its relationships with its environment, but also influences and shapes its internal structures, processes, and operations (Hambrick, 1980; Miles and Snow, 1978). The Business Dictionary defines marketing strategy as a written plan (usually a part of the overall corporate plan) which combines product development, promotion, distribution, and pricing approach, identifies the firms marketing goals, and explains how they will be achieved within a stated timeframe. Various articles analyze marketing strategies of organisations (e.g. Shaw and Wong 1996; McBurnie and Clutterbuck 1987; Hooley and Lynch 1985; Lai et al. 1992; Siu 2000; and Siu and Liu 2005). Nonetheless, the majority of research concentrates on large firms and few on farmers especially tomato farmers. There are some pertinent questions that need further research. Our investigation sets out to analyze the marketing strategies of tomato farmers in the liberalized economy of Ghana. The specific objectives of study of our study are to: assess the marketing strategies of tomato farmers; establish the viability of the tomato farming; evaluate the impact of technology on profitability in tomato farming. The research also attempts to seek answers to the following questions. What marketing strategies are pursued by tomato farmers? How viable and is tomato farming? What is the impact of technology on profitability in tomato farming? The article is grouped into four main parts. The first part contains introduction including background of the study, the problem statement, objectives of the study and research questions. The relevant literature review and hypotheses are shown in the next section. Method adopted for the study, data and hypotheses testing are found in the third portion of the article. The last segment of the article covers findings, conclusions, and implications for business marketing practice. Literature and hypothesis Least successful Most successful Formal Marketing strategies without technology Formal Marketing strategies with technology Informal marketing strategies and lack of Technology Technology without formal marketing strategies Least successful Figure 1 Conceptual framework marketing strategy and technology diamond Figure 1 above describes a model of marketing skills with technology being complementary variables for the success of marketing tomatoes. Thus, H1 Formal Marketing strategies with technology will positively affect tomato farmers profitability. H2 Technology without formal marketing strategies will negatively affect tomato farmers profitability. H3 Informal marketing strategies (head vending, open market display vocal announcement etc.) and lack of Technology will negatively affect tomato farmers profitability. H4 Formal Marketing strategies without technology will negatively affect tomato farmers profitability. In part as a consequence of structural adjustment, import quotas in Ghana were abolished in 1992 and tariffs for imported agricultural produce have been reduced to 20 percent. As a result, tomato paste imports into Ghana amounted to over 78,000 tons of paste per year of which 12,000 tons were exported after they were repackaged. This suggests domestic tomato paste consumption in Ghana of around 66,000 tons in 2007. Available figures indicate that from 1991 to 2002 the quantity of imported tomato paste rose from 3,600 tonnes to 24,077 tonnes. In addition the value of tomato paste imports also rose from US$5.3 million to US$17.5 million over the same period (Meenakshi, 2006). (Trusty Foods Limited) TFL has alleged that importers use under-invoicing to compete in the Ghanaian tomato paste market and this enables them to command a larger market share. Available evidence suggests that so dramatic has this rise been that Ghana currently ranks second as a destination for imported tomato pas te (Meenakshi, 2006). The import surge has been such that trigger volumes were breached in 2000 and 2002. Major exporters of tomato paste to Ghana from 1999 to 2003 have been Italy (36%), China (16%), USA (8%), Spain (7%), Turkey (7%), Greece (6%), Portugal (5%) and Chile (5%). The quantity of imported tomato paste rose from 3,209 tonnes in 1998 to 24,077 tonnes in 2002. As a result, the potential growth of the domestic tomato sector has been hampered. Elizabeth and Shashi (2010) however think the local industry cannot satisfy the demand for tomatoes. At current market prices for tomato, domestically produced paste typically will not be competitive with imported paste from the EU and China (Elizabeth and Shashi 2010). They find out that Ghana has neither sufficient supply of fresh tomatoes, nor sufficient processing capacity even if production of fresh tomato increased, to supply the market at current demand. Ghana has a total processing capacity of 1200 tons of fresh tomato per day (500 tons at Trusty Foods and Northern Star, and 200 tons at Afrique Link Ltd in Wenchi). They conclude that Ghana would not be able to produce locally all the tomato paste that is currently imported for domestic consumption, using the three existing large processors. Boateng (2011) finds that Ghanas tomato industry has expressed concern about developments in the import of tomatoes and tomato paste. The National Tomato Traders Association (NTTA) has alleged tomato imports from neighbouring Burkina Faso in particular pose a threat to their livelihoods. Morris and Brady (2004) found that many small farmers, increasing profitability may result from the development of non-traditional agricultural enterprises, non-traditional crops, markets, and/or adding value to products may be the key in todays agriculture. Thus the production of different crops, and/or improving some foods, from simply marketing them raw to preparing them in different forms, and therefore adding value to them, appears to be a promising alternative for many growers. In the agricultural sector adding value can contribute to farmers maximisation of their produce, both in quantitative as well as in qualitative terms, while at the same time they benefit commercially. Not agreeing entirely with earlier researchers, Born and Bachmann (2006), realise that adding value to farm produce, while not a panacea to cure existing food-related challenges, can provide some relief, either directly or indirectly to many farmers. In commercial terms, adding value can take place at farmers markets, where farm operators can avoid middlemen and maximise their sales (Kirwan, 2004 and Abel et al., 1999). In this regard, Brunori and Rossi (2000,) found that in some communities, selling directly to consumers allows farmers to employ more family labour and increase the value-added on the farm. Along these lines, Born and Bachmann (2006) indicate that there has been a tremendous growth in adding value to raw agricultural products, and that value-added products can make a positive contribution to the community (Born and Bachmann, 2006). The process of adding-value to foods can be as simple as packaging lettuce or other foods, however, many other forms exist: food processing and marketing (Falk, 2002), distributing, cooking, combining, churning, culturing, grinding, or labelling (Born and Bachmann, 2006). Adding value to foods can increase food variety, as well as food availability, particularly when fruit, vegetables and other food leftovers that otherwise would be discarded are further processed into conserves, pickles, sauces and many other varieties of food products. Fulton (2003) explains that increasingly, farmers are creating producer alliances with other growers and investing in value-added business activities as a marketing strategy. In the study of Hee and Jae-Eun (2011) they found that organic food retailers develop effective marketing strategies emphasizing ecological beauty or product safety to satisfy the values of potential consumers. The study also suggests that these retailers try to change consumers perceptions of higher prices to affordable prices using marketing strategies (e.g. discount, advertisement, new product development), which make consumers believe that they are capable to buy organic personal care products. Organic personal care product retailers attract potential consumers by displaying their products near the organic food sections at a grocery store. Organic personal care product retailers develop combine management activities called co-marketing with organic food product retailers. In addition, food networks is another strategy. Renting et al (2003), realise that some UK supermarkets buy and add value to fresh produce bought from farmers, including in the preparations of fresh salads and pies (Fearne and Hughes, 1999). In this process, consumers are introduced to local produce and presented with the products transformation into meals for their convenience and delight. Despite these proactive efforts by some supermarkets, such as in improving quality and safety standards, or in purchase integration and consolidation (Reardon et al., 2003; Weatherspoon and Reardon, 2003), large supermarkets have also contributed to major negative impacts among small, independent food growers. For example, in some cases supermarkets presence has resulted in the exclusion of small farms (Reardon et al., 2003; Weatherspoon and Reardon, 2003), squeezing and threatening the very existence of this group of food producers. With regard to promotion, print media like teen magazines as well as magazines dealing with sports or animals, represent an appropriate communication channel for directly addressing juveniles (Angelika and Ulrich, 2011). In comparison to the communication channel; television, print media mainly have the advantage of being more affordable (Dammler et al., 2000) for producers of organic products as many of these are small- or medium-sized companies. In general, print media only reach smaller groups of people and their stimulus is less intensive. However, it can be applied efficiently to systematically address target groups with high involvement for particular topics (Dammler et al., 2000). In order to enhance a positive image of organic products furthermore, testimonials, such as celebrities from music, movies, television or sports represent relevant persons of identification were utilized in ads (Blackwell et al., 2006). Communication measures should increasingly encompass those channels that attract customers: chat rooms, weblogs and podcasts. Communication with juveniles is seen as one of the most promising and challenging marketing measures of the future in order to increase their involvement in organic food (Niessen, 2010). In countries with successful domestic tomato processing, the fresh and processed markets may be fully integrated or fully or partially separate. In the US, the fresh and processed markets are completely separate and so tomatoes for each can be considered as separate commodities (Allen 2008). Tomatoes for processing typically have a higher percentage of soluble solids and are grown under contract between growers and processors. This market can be characterised by extremely high yields and low prices. In contrast, fresh tomatoes are sold on the open market and prices are higher (USDA 2009). For example, in 2007, farmers in California were paid as little as 3 cents per pound of processing tomatoes, while nearby heirloom tomatoes were selling for $2.50 per pound at the farm gate (Allen 2008). However, in most developed tomato sectors, tomatoes for processing and the fresh market are somewhat integrated (USDA 2009). For example, in Turkey, tomatoes for processing tend to be grown on small farms with 80% involving contracts between the farmer and the processor prior to planting. In Mexico, most of the countrys processing tomato production is in Sinaloa and so is spatially separated. However, product moves between fresh and processed markets according to relative prices (Cook and Calvin 2005). Pricing Strategies According to Pitt et al. (1997) price management includes a large number of decisions. Firms make decisions regarding price objectives, overall price strategy, structural questions regarding product line and market segment price differentials, the employment of various types of price promotions and discounts, and the establishment of specific price levels for individual products and services. An observation of pricing decisions in many companies in markets and countries around the world suggests that a firms pricing actions have at least four key underlying dimensions. The first of these is the extent to which pricing decisions are cost-based versus market-based. Cost-based pricing finds management placing far more emphasis on covering its own costs than on other determinants of price (e.g. demand conditions, competitive market structures, company marketing strategy, etc.). It typically involves a reliance on some sort of cost-plus, keystone, or target return formula. Market-based pricing is more customer-centred; wherein the principal purpose of price is to reflect the amount of value the customer is getting from the firms total product and/or service offering (Pitt et al, 1997). The second component is concerned with whether pricing is more risk-averse or risk-assumptive. Risk-averse pricing represents a conservative approach. Prices are modified only when absolutely necessary, price levels are kept in close proximity to those of competitors, and the price structure is kept as simple as possible. The main characteristic of the pricing strategy is a reluctance to rock the boat. Risk-assumptive pricing finds managers employing pricing schemes that are more novel, untested, and that have the potential of producing losses in revenue to the firm. However, there is a calculable probability of greater payoff should they succeed (Pitt et al, 1997). Again according to Pitt et al. (1997) the third component emphasizes whether a firms pricing is done in a more reactive or proactive manner. Reactive pricing involves mimicking the price moves of competitors, adjusting prices only after a change in regulations or a new technological breakthrough that radically affects costs, and so forth. Proactive pricing describes the firm that takes a leadership role not only in changing price, but in being the first to introduce new pricing structures and payment schemes. It also reflects more aggressiveness in pricing, as well as speed or quickness in adjusting prices to reflect new opportunities. The fourth underlying component is the extent to which management emphasizes standardization versus flexibility in pricing. Standardization is reflected in a tendency to charge a universal price for ones product or service regardless of the user, the buying situation, or environmental (including competitive) contingencies. Flexibility, alternatively, finds the company varying prices based on segment or user elasticity, time and place of purchase, as well as in response to opportunities for product or service unbundling or bundling, and anticipated or actual moves by competitors, among other factors (Pitt et al, 1997). There may well be other underlying dimensions which characterize a firms pricing behaviour, (e.g. an ethical dimension, although ethics in pricing are not all that well-defined). These dimensions above clearly interact with each other. Thus, being more proactive with ones pricing actions may entail greater risk. The success of firms in virtually all industries is increasingly dependent on their ability to engage in pricing that is market-based, risk-assumptive, proactive, and flexible. We refer to this combination of elements as entrepreneurial pricing (Pitt et al, 1997). Methods The descriptive study was adopted for the purpose of this research. Empirical data in the form of both quantitative and qualitative data was gathered. Tomato farmers whether large scale or subsistence farmers were the target because they produce the tomatoes for consumers and supply the industry with the chief raw material, (tomatoes). Their marketing tactics and level of technology were assessed through questionnaires. Wholesale buyers and sellers (the market queens) form part of the tomato industry because they purchase from the farmers (production unit) and sell to retailers who are in contact with individual consumers. Data from them made the study complete. The Northern Star Tomato Company Limited (NSTC) has a stake in the industry because it also buys tomatoes from the farmers to process them into paste. Information from them also made the findings of the study complete and unbiased. Though very difficult to estimate as the 2010 population and housing census were inaccessible at the time of this research, according to the 2000 census, the region had a population of 920, 089 making it the ninth most populous region in Ghana (Ghana Statistical Service 2000). The major occupations in the region were; agriculture and related workers (66.4%), production and transport equipment workers (14.7%), sales workers, (9.6%), service workers (4.0%) and professional, technical and related workers (3.8%). In all the districts, agriculture and related workers are the single largest occupation. Approximately 611,000 people were farmers. It was difficult to determine the number of tomato farmers from this population. The researchers sampled 260 tomato farmers, 60 tomato traders and 10 workers at the Northern Star Tomato Company Limited (NSTC). Convenience sampling was appropriate for the tomato farmers, wholesale buyers and sellers (the market queens) and the retailers while both convenience and purposive sampling was adopted for the top management of Northern Star Tomato Company Limited (NSTC). Purposive sampling provided us with in-dept information sought after. Thus the top management of the Northern Star Tomato Company Limited (NSTC) was targeted with purposive sampling while the workers sampled conveniently. Research Instruments Apart from questionnaires that gathered data from the tomato farmers, wholesale buyers and seller (the market queens) and retailers, semi-structured in-depth interview was suitable for the workers of Northern Star Tomato Company Limited (NSTC). Literature review also deeply explored into the marketing strategies of the tomato industry in the Upper East Region of Ghana. Both open and closed ended questions form the questionnaires. There were two different sets of questionnaires for the farmers, the wholesale buyers and sellers. The first part of the questions generally boarded on demographics of tomato farmers and traders. The last two sections sought to measure the marketing skills and level of technology of the farmers. These were interviewer administered because many of the respondents were illiterates. Questions were even interpreted in to the language understood by the respondents. On the other hand, those who were able to read and answer the questions were self-administered. Likert scale was adapted to measure opinions on Marketing strategies and level of technology of tomato farmers. Thus opinions were measured with 5-point scales ranging from 1 (total disagreement) to 5 (total agreement). For the management of the Northern Star Tomato Company Limited (NSTC), an in-depth interview was appropriate as this enabled the researchers to probe deep for rich data. With an interview guide and the 5-point scales ranging from 1 (total disagreement) to 5 (total agreement), data collected with this tool was effective and successful. The target population was served with introductory letters from the Department marketing and Corporate Strategy Kwame Nkrumah University of Science and Technology (KNUST). This and the professional approach by the researchers, assured respondents of their confidentiality. Averagely, detail data was willingly given for the success of the study. Marketing strategies- market research, segmentation, targeting, positioning, relationship marketing IMC tools: advertising, promotion, public relations, internet marketing etc. Technology- modern farming implements and practices (fertilizers, weed killers irrigation facilities etc), haulage, processing and storage. Explanation of Measurement Item Marketing strategies: MS1: Conducting marketing research periodically increases profitability. MS2: Segmentation, targeting and positioning are successful marketing strategies. MS3: Relationship marketing everlasting business relationship with customers. MS4: International marketing strategies increase market share. The four Ps in marketing: 4Ps 1: Enhanced product quality has preferential advantage. 4Ps 2: Pricing policies determine the purch

Othello †It Ranks High or Low? :: Othello essays

Othello – It Ranks High or Low?  Ã‚        Ã‚   William Shakespeare’s tragic drama Othello has been given high marks by some critics and low marks by others. Let us elaborate on this problem in this essay.    In the volume Shakespeare and Tragedy John Bayley explains why the modern audience feels so exasperated when viewing this play:    But Othello is not freed by this sense of his own situation: he has been caught in it as if in a snare. And instead of being freed by the hero’s consciousness of things, and sharing it with him, we are forced to stand outside Othello’s delusion. The play grips us in its own artifice of incomprehension. And for most onlookers, nowadays, the sensation seems to be more exasperating than it is either thrilling or painful. (200-201)    The feeling of exasperation on the part of the audience is not universal. Lily B. Campbell in Shakespeare’s Tragic Heroes explains the factor that made Othello significant among the tragedies of its time:    The Moor goes to the task of killing his wife in the name of justice;    Thy bed, lust-stain’d, shall with lust’s blood be spotted.    And in the second scene, the scene of the murder, he cries again as he looks upon the sleeping Desdemona and kisses her:    Oh, balmy breath, thou dost almost persuade Justice to break her sword!    It is this insistence upon the passion which makes men try to take the place of God, and by private revenge execute the laws of God that makes Othello significant in the tragedy of its time. Othello sees his acts as the expression of justice, worked out in the most perfect balance of deed and punishment. (172)    If the justice aspect of private revenge gave the play popularity then, what gives it fame today? Othello would appear to have a beauty about it which is hard to match – thus ranking the play high. Helen Gardner in â€Å"Othello: A Tragedy of Beauty and Fortune† touches on this beauty which enables this play to stand above the other tragedies of the Bard:    Among the tragedies of Shakespeare Othello is supreme in one quality: beauty. Much of its poetry, in imagery, perfection of phrase, and steadiness of rhythm, soaring yet firm, enchants the sensuous imagination. This kind of beauty Othello shares with Romeo and Juliet and Antony and Cleopatra; it is a corollary of the theme which it shares with them.

The Jungle

It is an elemental odor, raw and crude; it is rich, almost rancid, sensual and strong. â€Å"| Meat packing industry makes the reader disgusted from the detail of the odor| Parallelism| â€Å"It is a sound, a sound made up of ten thousand little sounds. You scarcely noticed it at first-it sunk into your consciousness, a vague disturbance, a trouble. 1`7| This quote has to do with immigration and giving the character a more humanistic view to the reader| pathos| â€Å"Relentless, remorseless, it was; all his protests, his screams, were nothing to it–it did its cruel will with him, as if his wishes, his feelings, had simply no existence at all; it cut his throat and watched him gasp out his life. â€Å"| This gives the reader an idea of how he felt about being an immigrant| Parallelism| â€Å"The orchestral uproar sound like fairy music† pg. | Adds a picture and sound in the readers mind| Simile| â€Å"Some hold each other tightly some at a cautious distance† p g. 8| Immigrant- Makes the reader feel sympathetic toward the characters| Anaphora| â€Å"his demon are driving him. † pg 5| The reader gets an insight into the characters mind| Metaphor| â€Å"Little one,† he said, in a low voice, â€Å"do not worry – it will not matter to us. We will pay them all somehow. I will work harder. † 21| Immigration- This gives a lot of sympathy to the characters| Polysyndeton| â€Å"Soil draining into it† pg 27| Talks about the meat packing industry| Alliteration | The scars would never heal if he did not quit† pg 69| This quote gets sympathy from the reader and expresses the work ethics| Ethos| Hour after hour, day after day, year after year naked little fingers in the unheated cellar† pg 63| It describes the poor conditions of the meat packing industry to the reader| Parallelism| â€Å"The first family had been germans† 57| This takes away from the complexity of what the audience is reading| Simple sentence| â€Å"†¦brought around the corner was water and doctored with formaldehyde besides? 67| This gives the reader a awful vicious angry thought/ image| Rhetor. | So from the top to bottom the place is simply a seething cauldron of jealousies and hatreds; there is no loyalty or decency anywhere about it, there is no place in it where a man counted for anything against a dollar. † 55| It makes the characters seem very hurt and sad which allows the audience to be more inticed| Polysyndeton| â€Å"He ever missed a meeting however†| Shows how dedicated the workers were| Simple sent| â€Å"He had been in jail for three days and had disappeared† 58| Shows what new things the immigrants have turned to based on the working conditions| Polysyndeton| â€Å"One bitter Febuary morning the little boy lay down and rolled in agony. † 71| The characters seem miserable and adds an image to the audience of how cold and poor they were| Imagery/pathos| â€Å" An d so she raised her hands† 69| Shows how desperate for help the immigrants were. Simple sentence| â€Å"And, for this, at the end of the week, he will carry home three dollars to his family, being his pay at the rate of five cents per hour-just about his proper share of the million and three quarters of children who are now engaged in earning their livings in the United States. † 6| This show how desperate the immigrants were and how little they were payed which adds sympathy. | Logos| â€Å"This is no fairy story and no joke; the meat will be shoveled into carts and the man who did the shoveling will not trouble to lift out a rat even when he saw one.Pg 103| Shows the unsanitary conditions of the industry by supriseing the reader saying they would take rats| Imagery| â€Å"To Jurgis this man's whole presence reeked of the crime he had committed; the touch of his body was madness to him-it set every nerve of him a-tremble, it aroused all the demon in his soul. â€Å" 15| It reapeats the fact that jurgis has a â€Å"demon in his soul† which reinforces the readers thought | Repitition| â€Å"They were beaten; they had lost the game, they were swept aside.It was not less tragic because it was so sordid, because that it had to do with wages and grocery bills and rents. They had dreamed of freedom; of a chance to look about them and learn something; to be decent and clean, to | The poor wages that workers receive allow them to not afford very many things which give s the reader a clear message of the character. | Asyndeton| â€Å"My God- let me die, let me die! 164| This shows the reader how miserable the character is to the point of wanting death| Repitition| â€Å"He was of no consequence he was flung aside, like a bit of trash, the carcus of some dead animal† 147| Explains that the characters were treated like dead animals and gets the characters sympathy| Simile| they brought him food and drink-why, in the name of heaven, if they must punish him, did they not put his family in jail and leave him outside-why could they find no better way to punish him than to leave three weak women and six helpless children to starve and freeze? 6| Gives the main character a very bleak situation which allows the reader to see the punishments and how poorly they and families were treated| Rhetorical question| â€Å"He has no wit to trace back the social crime to its far sources-he could not say that it is the thing men have called â€Å"the system† that is crushing him to the earth; that it is the packers, his masters, who has dealt their brutal will to him from the seat of justice. â€Å"| This quote explains how unfairly immigrants were treated by the gov. Polysyndeton| â€Å"We having been borrowing and begging to keep alive and there is nothing more we can do† 165| They have just given up which allows the audience to root for them| Alliteration| â€Å"Jurgis has discovered drink† 128| Foreshadows jur gis battle with alcohol| Simple sentence| â€Å"You would have done well to think about them before you commited the assault,’ said the judge,dryly, as he turned to look at the next prisoner. † 154| This shows the small bit of importance immigrants had in society. | asyndeton| The word rang through him like the sound of a bell, echoing in the far depths of him, making forgotten chords to vibrate, old shadowy fears to stir-fears of the dark, fears of the void, fears of annihilation. She was dead! She was dead! â€Å"| It uses imagery to explain how awful he felt also repeated the last part to make It stick to the reader. | Asyndeton repetition| â€Å"Only think that he had been a countryman all his life; and for three long years he had never seen a country sight nor heard a country sound! | Shows how deprived the character have been during this time| Exclimation| â€Å"Ah what agony is that, what despair, when the tomb of memory is rent open and the ghosts of his old life come forth to scourge him! â€Å"| It uses this to show the reader of how he feels. | Metaphor| â€Å"They are trying to save their souls-and who but a fool could fail to see that all that is the matter with their souls is that they has not been able to get a decent existence for their bodies? â€Å"| By asking a question it makes the reader think and ponder| Question| â€Å"This last was a great blessing. | The return of the coat causes the reader to oreshadow whats next| Simple sent| â€Å"†The gray dawn came up and crept into the attic† 181| It uses symbolism to show how jurgis is feeling| Personification| â€Å"There was a rainbow in the sky and another in his breast.. the time he came home from jail.. 191| It contrast totally different feelings he has without actually saying it to the reader| juxtaposition| â€Å"It was to good to last though.. like most things in this hard world. † 172| This allows the reader to assume something bad will happen a gain| Foreshadow| â€Å"I haven’t got it, I haven’t got it,† 168| This forces that the situation is tense. Repitition| â€Å"To the man who consisted of doing one thing all day†¦ adventure! † 191| Brings the reader back to the meat industry working structure. | Exclimation| â€Å"All of these agencies of corruption were banded together, and leagued in blood brotherhood with the politician and the police; more often than not they were one and the same person,–the police captain would own the brothel he pretended to raid, and the politician would open his headquarters in his saloon. | This shows the reader how against the government was to immigrants| Pathos| â€Å"There is one kind of prison where the man is behind bars, and everything that he desires is outside; and there is another kind where things are behind bars, and the man is outside. â€Å"| It describes the life of the character and how he feels trapped| Parallelism| â€Å"When peo ple are starving and they have anything with a price, I guess you ought to sell it, I say. I guess you realize it now when it's too late. | This is not talking about selling some thing but more about what they have learned| symbolism| â€Å"The sentences of this man were to Jurgis like the crashing of thunder in his soul; a flood of emotion surged up in him-all his old hopes and longings, his old griefs and rages and despairs. â€Å"| Shows the reader how one character relates to another| simile| â€Å"In a society dominated by the fact of commercial competition, money is necessarily the test of prowess, and wastefulness the sole criterion of power. | Tells the reader what the main goal of meat packing industry was| Polysyndeton| Chicago will be ours! Chicago will be ours! CHICAGO WILL BE OURS! â€Å"| The passion the characters have uplifts the reader| Repition| â€Å"It struck fear to his heart. †278| This sentence really hits the reader as a strong sentence about the c haracters| Simple sentence| â€Å"What sort of man was he? † 280| Asking what time of person other people are makes the reader question themselves| Rhetorical ? | â€Å".. ad somehow expected his own family,that he loved; and now this sudden horrible discover, Marija a whore and Elibieta and the children living off her shame! † 259| When the character comes to a realization so does the reader| Exclamation| Jurgis had come in conflict with one of the creatures of the jungle whose powers were much greater then his own and he has been worsted in the combat to drag himself away† 260| This puts an idea in at the vantage point of jurgis which allows the reader to feel what he is feeling| Alliteration| I cannot rest. I can not be silent† 281| The character is tired of living this life and gets sympathy from the audience| repitition| To you workingmen! 282| Shares the passion of the speaker with the audience. | Exclamation. | â€Å"The human race lives and dies fo r them! † 285†| | | â€Å"A mighty giant†¦Ã¢â‚¬  286| Talking about the labor force, easier to comprehend. | Metaphor| â€Å"Why should they not all sit In silence? 288| Forces reader to answer questions| Rhetorical question| â€Å"With what was called the â€Å"iron law of wages†Ã¢â‚¬  291| Gives a different name to socialism| ethos| â€Å"and break the conspiracy of silence of the capital press†293| Talks about socialism related to that point in time for reader to get a setting| Personification| â€Å"Labor was there hog,and the public was their hog and they themselves†¦Ã¢â‚¬ 296| Audience sees the work forces manipulation| Personification| â€Å"†¦Into his stomach was simply playing a game with his life† 297| When eating meat packed food your putting your life at risk| metaphor| â€Å"simply the difference between civilization and savagery†298| Contrasts both things. | Parallelism| â€Å"was a squat man, with broad sh oulders and a florid face, decorated with gray side whiskers† 297| Gives the reader a view of billy hinds. | Imagery| â€Å"Do you think a man could make up a thing like that in his head? † 302| Contrast opposite things| antithesis| â€Å"made him somewhat as impatient as a teacher. †305| The audience sees how he feels/relatable | simile| â€Å"that was â€Å"paternalism†Ã¢â‚¬ ¦Ã¢â‚¬ Paternalism†306| Forces the idea to stick in the heads of the audience throughout the page | Repatition. | â€Å"he he prince of Mercy and Love† 314| Shows characteristics| Imagery| After the revolution, all the intellectual, artistic and spiritual activities of men† 316| describes| anysyndeton| â€Å"I don’t know, but if he does I shall know he is a knave† 322| Depicts the views of characters upon other characters in the book. | parallelism| â€Å"Socialism! Socialism! † 330| Show the enthusiasm and push for socialism the people had t oward socialism| Repitition/ Exclamation| â€Å"His jaw fell loose and a deadly pallor fell over his face. †| Shows the fear jurgis had while seeing his boss. | imagery| â€Å"he was in the sight of the open door†¦Ã¢â‚¬  332| Juris’desperation to be free nut also for the reader to see not just being free from the cops| polysyndeton|

Business Ethical Decisions in HRM - Free Essay Example

Sample details Pages: 8 Words: 2498 Downloads: 8 Date added: 2017/06/26 Category Ethics Essay Type Case study Did you like this example? In the course of conducting staffing functions, the management of any business often has many decisions to make. The management staffing function entails advertising jobs, interviewing, and selecting people for the jobs, managers sometimes have to make decisions that leave them in a dilemma regarding what is best for the various stakeholders at hand. This paper will review business ethical decisions involved in human resource management. Normally, there are many schools of thought that managers may subscribe to in order to settle on important decisions. The deontological ethics school of thought states that an action is ethical as long as it follows the laid down regulations. Most organizations are bound by state and federal laws and are expected to act within the confines of such laws. Utilitarian ethics, on the other hand states that ethical actions are those that maximize good in a given situation (Caldwell et al., 11). A business has various stakeholders at any one time. There are employees, shareholders, the government, customers, and suppliers. Each time a decision has to be made, there is need to take into considerations the interests of each category. This paper will explore some of the issues managers encounter to ensure that the companys image is preserved. When advertising for positions that are vacant in the organization, the management has to decide on what information to include and what to leave out. The content is quite important because it determines the pool of applicants. The organization can decide to be factual, whereby it will state the job title, the job description, as well as the terms and conditions of service. This ideally would be the most ethical thing to do. In fact, employment law would view this as the right thing to do. An organization that see this as the moral thing to do is following deontological ethics (Caldwell et al., 11). On other occasions, ethical issues arise when conflicts occur between employees an d managers ought to interfere (Fallon and McConnell). However, in other cases, the organization would want to attract a pool of very talented people to apply for the post. The organization could go beyond the information and include perhaps untrue or exaggerated information regarding the terms of service there. Deontological ethics evaluates actions according to their nature as opposed to their outcomes. This would therefore be considered unethical (Caldwell et al., 11). However, utilitarian ethics could see this as moral because the company would be trying to maximize its own good by attracting talented employees. When searching for people to fill management positions, companies are always seeking to get the best people as long as they can afford to reward them competitively. Research shows that management and leadership are important variables in determining the level of success that a particular company can and will attain. The practice of headhunting has therefore come up whereby a company approaches a person, and offers them the job. In most cases, the person being sourced is already working somewhere else. The chance of career progression is what convinces them to leave their current job and join even a competitor company (Caldwell et al., 2011). There are many ethical questions that surround the issue of headhunting but some people insist there is no ethical question at hand. First, when a company approaches an employee and offers them a job, they are likely to be distracted from what they are tasked with currently. This may affect their productivity although most of them are experienced professionals and most people think that such an offer should not affect their output. Questions abound on whether it is right to approach an employee without telling their employer. Defenders of head-hunting argue that notifying the employers is not necessary because organizations do not own their employees. As such, employees are free to sample career progres sion offers that are available to them (Cavanagh, Moberg and Velasquez 405). The main opponents of headhunting on ethical basis argue that it has negative effects on smaller companies. Smaller companies may not have the financial power to offer the same rewards that bigger companies can afford to give employees. Smaller companies therefore will keep losing their best talent because they cannot pay them competitively. This situation stifles their chances to grow at a fast rate. However, it can also be argued from a deontological point of view that there is no law that expressly outlaws headhunting. In fact, legislating against their practice would be interfering with the labor market (Fontrodona and Sison 36). The issue of availing training opportunities for employees has led to a sort of pull and push for the management and employees as stakeholders. Training gives a chance for employees to become more skilled and competitive in the labor market. On the other hand, training ca n be quite expensive for a company especially when there is no tangible change to the productivity of the company. Therefore, balancing of these two interests is a tough job for management. The ethics question is whether it is right for an organization to try to minimize spending on training when there are training opportunities available for its employees (Caldwell et al., 10). à ¢Ã¢â€š ¬Ã…“As the marketplace for products has grown more complex and the products themselves more sophisticated, buyers have become more dependent on salespersons to know their products and to tell the truth about them(Marketing and the disclosure of information, pg255). How to maximize our benefits and while satisfying our customers has always been a conflict problem. We want to train our salesperson to make profit for the company as much as they could, but a win for the company cannot stand long. That can make the shareholders happy in the short-run but we will lose our profit in the long-run busi ness activity. What if the customers find out the product we sell to them is not what they really needed but simply an expensive model with some functions which they will never use. So we have to spend some money to train our salesperson make à ¢Ã¢â€š ¬Ã…“lessà ¢Ã¢â€š ¬Ã‚  money in order to maintain our goodwill and keep our customers continuing to trust us. A win-win situation is what we are looking for. Sometimes it is important for an organization to look out for its best interests because it is supposed to be a profit making entity in the first place. Training opportunities are perhaps limitless and a company can spend as much as it wants on training (Runnels et al., 10). However, it is always necessary to quantify the benefits that accrue to the company because of the spending on training. When these benefits cannot be identified, management will face a hard time explaining to shareholders why funds were appropriated to a particular program whose benefits are unquantifi able. Such use of shareholdersà ¢Ã¢â€š ¬Ã¢â€ž ¢ funds may be unethical because the managers would be breaching their fiduciary duty to the shareholders. Proponents of spending on training argue that employees are important people in the company and determine the success or failure of the company. Therefore, employers owe their employees some level of loyalty. They should help employees take advantage of training opportunities that could come in handy in their current positions and in future as well. Failing to pay for training opportunities available for employees is almost similar to curtailing their career progression (Caldwell et al., 2011). Whenever a company intends to fill a vacant position, it can do so by hiring a person from outside the company or promote a person from outside the company to hold the position. Normally, a person from outside the company is obviously more experienced and has probably excelled at a similar position. On the other hand, a person promoted from within the company has only his potential to show and the company has to give them time to grow and perform at that position (Runnels et al., 4). The question here is what it the most ethical path to follow for a company seeking to recruit for a vacant position. When a company hires externally, it is mostly trying to ensure that its productivity is not jeopardized by having an inexperienced person doing the job. This is quite understandable when the position involved determines the productivity and competitiveness of a company. However, the question here is whether it is right for a company to overlook the potential of other employees within the company. Such an action many even prove counter-productive because internal employees will feel that the company does not have confidence in their abilities to deliver at the highest competitive level (Runnels et al., 3). The organization could, in fact suffer high employee turnover rates. Telling employees that they are no longe r needed at a company is perhaps the most difficult task a human resource manager is expected to do. Many situations can lead to a company having to let go of an employee. A restructuring of the company could lead to some position being scrapped, while a drop in demand could also force a company to rationalize their staff numbers. In such situations, the company is pursuing what is best for its survival and this cannot be considered unethical. In addition, as long as the rationalization in done in a legal manner, an organization cannot be considered unethical under deontological thinking (Runnels et al., 6). However, when looked at from the perspective of the employees, organizations can be seen as cold and uncaring. Firing of employees often leaves households without incomes and this could lead to lower standards of living and even poverty where an employee cannot find another job in the long-term. Organizations are supposed to consider this and probably do more when letting emp loyees leave. For example, the organization could offer training opportunities for employees before letting them go so that they have more chances of finding jobs. The other option would be to negotiate employment opportunities at partner or affiliate companies (Caldwell et al., 4). Managers ought to consider the numerous conflicting interests as presented in this research essay. The decisions ought to be considered when managing and making decisions concerning issues reliant on human resources. For instance, employers are supposed to avail training opportunities and still control operational costs. It is best for a company to identify the ethical standard that it will adhere to for purposes of consistency in decision-making. This will help future managers of the organization understand the thinking behind certain actions. Work Citied Caldwell, C., Truong, D. X., Linh, P. T., Tuan, A. Strategic human resource management as ethical stewardship. Journal of Business Ethics, 9 8(1), 171-182. 2011 Cavanagh, G, F, D, J Moberg and M Velasquez. Making business ethics practical. . Business Ethics Quaterly (1995): 399-418. Fallon, L, F and C, R McConnell. Human resource management in health care: principles and practice. Sudbury, MA: Jones and Bartlett, 2007. Fontrodona, J and A.J,G Sison. The nature of the firm, Agency theory and shareholder theory : a critique from philosophical anthropology. Journal of Business Ethics (2006): 33-42. Runnels, V., LabontÃÆ' ©, R., Packer, C. Reflections on the ethics of recruiting foreign-trained human resources for health. Human resources for health, 9(2), e1-e11.2011 Arnold, Beachamp Bowie. à ¢Ã¢â€š ¬Ã…“Ethical Theory and Businessà ¢Ã¢â€š ¬Ã‚ ,Marketing and the disclosure of information, pg255. Annotated Bibliography Caldwell, C., Truong, D. X., Linh, P. T., Tuan, A. Strategic human resource management as ethical stewardship. Journal of Business Ethics, 98(1), 171-182. 2011 The authors exp lain what they feel is the role of a human resource manager in helping an organization become more ethical. For example, they explain some of the ethical questions that managers are faced with on a daily basis including training budgets and recruitment options. They explain how each of these decisions can be used to set a precedence that will set the organization on a path of more ethical existence. Cavanagh, G, F, D, J Moberg and M Velasquez. Making business ethics practical. . Business Ethics Quaterly (1995): 399-418. The author offers an overview of the ethical theory roles in the business. The authors state that business ethics ought to focus on norms. They offer an ethical literature concerning the ethics that should be employed in the business. It offers an overview of the recruiting processes developing countries and the ethical issues tangled in such processes by the management. Through the methods employed in staffing in such developing countries, one perceives the et hical issues used. It provides recommendations of how organizations may tangle business ethics and practices to steer to the success of the firm. Fallon, L, F and C, R McConnell. Human resource management in health care: principles and practice. Sudbury, MA: Jones and Bartlett, 2007. The book offers an outline concerning practice skills on how ethics should be applied in the business. The authors introduce the audience to human resource agencies including the manner they ensure fairness and ethics are employed in the business strategies. The book by Caldwell and others provides an overview regarding the dilemmas that managers encounter due to their responsibilities and conflicts deriving from responsibilities of employees as well. It provides an overview on the manner in which the human resource agencies can recognize conflicts in business environments and offer opportunities of minimizing the conflicts. It presents an analysis of the ethical matters that individuals encounter while undertaking their roles in the business. It provides an overview of ethical stewardship that organization management and leadership requires. The authors offer a clear understanding concerning human resource originating from the scattered responsibilities of employees and centralized activities. Fontrodona, J and A.J,G Sison. The nature of the firm, Agency theory and shareholder theory : a critique from philosophical anthropology. Journal of Business Ethics (2006): 33-42. The authors offer a standard account concerning the nature of the businesses. It makes an analysis, which is highly dependent on explanations that are coupled with the inputs from the human agency theories. It also includes the conflicting interests with the shareholders and employees in the business. The article present a critique in the light of personality as well as common good postulates. It displays just how personality and shared good values create a basis that not only houses business ethics im proved but also similarly gives a more convincing accepting of business as a whole. Runnels, V., LabontÃÆ' ©, R., Packer, C. Reflections on the ethics of recruiting foreign- trained human resources for health. Human resources for health, 9(2), e1-e11.2011 In this paper, the authors explore the ethical questions that arise from the practice of rich countries tapping the medical personnel from poor countries. The question is whether such practices hinder poor countries from attaining their goals in terms of healthcare provision. They also explore the question whether the medical personnel market should be allowed to operate like any other free market. The arguments given here are quite applicable in other fields of human resource management. Arnold, Beachamp Bowie. à ¢Ã¢â€š ¬Ã…“Ethical Theory and Businessà ¢Ã¢â€š ¬Ã‚ , Marketing and the disclosure of information, pg255 In the sales section of this chapter, the authors listed the customer trust issue in current bu siness world. How to train our employee to maintain our goodwill and make the customer satisfied should be a consideration for the human resources department Don’t waste time! Our writers will create an original "Business Ethical Decisions in HRM" essay for you Create order