What are the effect of bad parenting :: essays research papers

What ar the affects of poor parentingI always believed that you could see the effects of bad parenting, by poring over the youth of today opposed to the youth of sixty years ago. The effects of bad parenting contribute be measured in many different ways. angiotensin-converting enzyme of the things that we all forget about is lead by example. What we as adults, teach our children, is what our future generations will be as people.A nonher way you can observe the results is by looking at our prisons and jails. How many of the inmates really had an idealistic life, as opposed to the ones that had a hard time ripening up? Would their lives be any different today if for example mom hadnt worked or if dad didnt drink. Whos to say what works and what doesnt work.Kids learn by watching adults and other children do the things that they do. Youre not going to be to convincing, if you tell impressionable children not to do something when they themselves are doing what they preach not to d o. I have talked to a few people about this subject and these are some of the responses that I have gotten If your not taught at home right and wrong, how are you supposed to learn Brian twenty three and has no children, Maria thirty six, two children says You have to listen to what your children are saying, and dont talk at them finally, Ken fifty one, one son said I remember when my parents werent around if I was doing something I shouldnt have been doing, my neighbors had the right to correct my actions in place of my parents, today people turn a blind eye for threat of negative ramifications. Whether that is ferocious parents or social services, to day people just arent involved like they used to be.Some people blame the school system, their kids friends, society, television, video games, the Internet, and creation from a different culture but they never blame themselves for the poor behavior their children grow up to have. Raising children anywhere has to be a teeming time job, being a positive influence to some people just doesnt seem to mean as much to people anymore.I could go on and on about this subject, listing the reasons why and what happens when bad

Tundra swan :: essays research papers

TUNDRA SWANThe Tundra draw is the most widespread and numerous species of swan in North America. Though the Tundra Swan is broadly found in Alaska or Canada, many flocks are now beign spoted in Oregon. Tundra swans, once called whistlers, are winter visitors to Oregon. More and more are now seen in the Willamette Valley and along the Columbia River northwest of Portland.With a take flightspread to well-nigh 7 feet, males weigh around 20 lbs. Tundras vary in size from 4 to 4 1/2 ft. long. Females are slightly smaller than males. Sometimes tundras are mistaken for snow geese which are much smaller birds with black wing tips. You can certainly tell a Tundra Swan from their bill. It is all black bill with variably-sized yellow spot at base. Some swans form short, duck-like bills... but the Tundra Swan has a long, strait bill. Imature Tundra Swans have a body much grayer than an adult. Males are called cobs while females are called pens.When dwelling, Swans gather and pile up grass and mosses within nose candy yards of body of water. The resulting nest measures about 6 feet across and 12-18 inches high. This nest will support the eggs above water level and provide a lookout transport for the swans to guard against predators. During incubation, females care for the eggs while their mates stand guard nearby. The female does most of the incubation, but the male will sit on the nest while she eats. The nest varies from 2-8 rough shelled, pale yellow or creamy/ white eggs which hatch in late June. When the downy, ash-gray chicks emerge... they weigh about 180 g. They are soon able to forage for themselves. Both parents help them find suitable plant food around the peramiters of the nest. The young enter the water soon after hatching.Food for the tundra swans is largely vegetative. Their long necks equip them to reach bulbous roots which they dislodge with their feet from the bottom of the shallow ponds. Occasionally they will hightail it on farm crops. While wi ntering on the east coast, they also feed on mollusks and crustaceans. While the flock is feeding one swan stands guard to reprove of any approaching danger.To achieve flight, swans face the wind, run along the surface of water for 15 to 20 feet, flap their wings, and beat the water with their feet alternately until they have gained sufficient headway to launch into the air.

The Tatler and the Spectator :: Tatler and the Spectator Essays

During the early part of the 1700s Joseph Addison, the Tatler and Sir Richard Steele, the Spectator, came together to write The Tatler and the Spectator. through with(predicate) their hardships of life they came round understanding what others were feeling and the actions that they took. They docu workforcet five hundred and fifty-five essays that were depicted from the world around them. They used the feeling of love to show about human nature and what it did to achieve its goals. Through stories, such as Jilts and their Victims, Country Festival, For Whom the Bell Tolls, Knowledge and Time, and Reasons Addison and Steele show what they know about life and the power they had publishing it. The two men met at a young age at the Charter House School in England where from their they became the best of friends. Through their hardships they ended up going get out ways. Addison went into politics where he became a popular figure in society.(World Book Addison) Steele went to t he military where he later got knighted. In 1710 they were united when Steele asked Addison to join him in composition in the Spectator.(World Book Steele) Addison gladly excepted and the two men would go out and view the world around them. The two men would write about any occasion, but whenever they wrote they were really in depth of their feelings and thoughts. Their was one topic in particular that fashioned their writings and that was the topic of love. Love was portrayed as being good and bad throughout the writings. Love was used repetitively due to it is a constant in every bodies life and they could easily connect to the characters. Allowing others to relate to their writings helped make them popular. Addison and Steele gave love a good and bad side to show the readers that love is not cracked up to what it really stooge be. It was good in the way that it showed people having a good time together and enjoying the presence of another. It also demonstrated those relations hips that everyone dreads getting into. Love is bad in a way that in a way that it could be used as a possession, or a gold-digger. Steele himself was a god-digger and in his two marriages he had never dealt with the true meaning of love.

education Essay -- essays research papers

Education in contemporary American society is one aspect in the process of socialization in which people guide how to act correctly in society and learn specific behaviors needed to be able to go bad in todays society. In the United States schools teach what it means to be American and the traits that go along with it. For example children are taught the English language, learn the common heritage shared by all Americans, and are reiterated the basics of society. The rearing governing body also attempts to give children from different cultural backgrounds the same Anglo education. The education system also acts as an intergrator of the lower class children into the mainstream of the rest of the children. Also the education system acts as a type of screening process by finding which students are best suited for certain jobs. The education system by issuing diplomas, degrees, and other credentials, determines which student will have access to the to a greater extent financially gr atifying positions in society. In a way schools also prepare children for day-to-day work by going through the same routines everyday. The system of grades parallels the wage system in society as well. The education system in the United States is primarily used for the preparation of the young childs socialization. Prejudice refers to attitudes of aversion and hostility toward the members of a group simply because they belong to it and hence are presumed to have the objectionable qual...

Humorous Wedding Roast †The Groom’s Odd Behavior this Evening :: Wedding Toasts Roasts Speeches

Humorous Wedding Speech The Grooms Odd Behavior this Evening unspoilt afternoon Ladies and Gentlemen - My name is Ron and I am the best man. direct, you may have heard said that being a best man is like being asked to lead the troops into battle - its a great honour, but nobody really wants to do it. Well, I only agreed on the condition that it wouldnt interfere too greatly with my own enjoyment of the wedding day, in particular the free food and drink. But as it happens, Ive not been up to(p) to eat a thing all day - Ive more than made up for it on the drink front though. App arntly, my main duty is to submit you all an introduction to the groom. This part of the best mans speech is usually just an excuse to demolish the grooms good character. Now Ive thought about this and dont see any reason to break with tradition. But its actually not that easy because Larry is a nice fellow he obeys all local ordinances, he pays his taxes and he keeps the city tidy - so there is not much I stand embarrass him with. However, he does have a few quirks And if you know Larry well you will already be familiar with them. But for those of you on Pamelas side who are just getting to know him - be on the look out for the following odd behavior this evening 1. Jumping on peoples feet of course, Larry calls it dancing and if it is, hes perfected the non-rhythm method. The head looks one way the body another and the feet kick out. I can only liken it to a bad version of Riverdance. 2. Frowning during photographs although I must admit he did raise a smile when his picture was taken outside the church this morning. in all likelihood because this is the first wedding hed been to where he could walk out without putting any money on the plate. 3. Sniffing wine - if you are in his conjunction when he starts doing this be prepared for a discussion on the body, roundness, and smoothness of his tipple. When he starts saying things like multi-layered finish and lingering complexity, its time to throw off your get away. 4. Vanishing into thin air - there could be three reasons for this. Hes snuck off to watch his beloved teams first blank space game of the season.

Humorous Wedding Roast †The Groom’s Odd Behavior this Evening :: Wedding Toasts Roasts Speeches

Humorous Wedding Speech The Grooms Odd Behavior this EveningGood afternoon Ladies and Gentlemen - My agnomen is Ron and I am the best man. Now, you may have heard said that being a best man is like being asked to lead the troop into battle - its a great honour, but nobody really wants to do it. Well, I only agreed on the condition that it wouldnt interfere likewise greatly with my own enjoyment of the hook up with day, in particular the free food and drink. But as it happens, Ive not been able to eat a cut offg all day - Ive more than made up for it on the drink front though. Apparently, my main duty is to give you all an psychiatric hospital to the groom. This part of the best mans speech is usually just an excuse to demolish the grooms good character. Now Ive estimation about this and dont see any reason to break with tradition. But its actually not that easy because Larry is a nice better half he obeys all local ordinances, he pays his taxes and he keeps the city tidy - s o there is not much I can embarrass him with. However, he does have a few quirks And if you know Larry well you will already be familiar with them. But for those of you on Pamelas side who are just acquiring to know him - be on the look out for the following odd behavior this evening 1. Jumping on peoples feet of course, Larry calls it dancing and if it is, hes perfected the non-rhythm method. The head looks one way the body another and the feet kick out. I can only liken it to a bad indication of Riverdance. 2. Frowning during photographs although I must admit he did raise a smile when his picture was taken outside the church this morning. Probably because this is the first wedding hed been to where he could walk out without putting any money on the plate. 3. Sniffing wine - if you are in his company when he starts doing this be prepared for a discussion on the body, roundness, and smoothness of his tipple. When he starts saying things like multi-layered finish and lingering com plexity, its time to make your get away. 4. Vanishing into thin air - there could be three reasons for this. Hes snuck off to watch his beloved teams first home game of the season.

Chinese Literature Essay

1. Shang Dynasty ( close to 1700-1050 BC)Development of Chinese Writing* Historical record and archaeological evidence are present in this era. * Hieroglyphic writing ashes later evolved into ideographic and partly-ph disciplinelesstic Chinese characters. 2. Zhou Dynasty (1045-255 BC)Basic Philosophical and Religious Literature* The majuscule literary sours of philosophy and religion that became the basis for Chinese religious and social belief stem from what is c in alled the wince and Autumn Period (770-476) and the Warring States Period (475-221). * Taoism, Confucian writings, and other prominent religious and philosophical schools all emerged during these deuce periods or the so called One Hundred Schools of Thought. * They say that most of the philosophical and religious works of that time were destroyed. If there were great fictional books created, they stimulate been lost. 3. Qin Dynasty (221-206 BC)Literary Disaster and Legalism* A big philosophical and religious schoo l then was called Mohism. * An early form of Buddhism was as well as established in China at that time. * The emperor wanted to reduce and destroy the One Hundred Schools of Thought * So the Book Burning and Burial of Scholars was a literary disaster. * The Qin Dynasty standardized the create verbally Classical Language. * The Qin Emperor favored a philosophical school that was called Legalism (). 4. Han Dynasty (206 BC 220 AD)Scientific and Historical Texts* Confucian texts were rewritten and republished. Confucianism was mixed with the Legalism philosophy of Li Si. * Sima Qian wrote Historical Records that is a major history concerning the overall history of China from before the Shang Dynasty until the Han Dynasty. * The Han Dynasty era was one of the two main hotspot eras for scientific and technical advance. * Two or tercet mathematical texts showing advanced mathematics for the times were written. 5. Tang Dynasty (618-907)Early Woodblock Printing and Poetry* This eras main contribution to Chinese literature was in the poetry of Dufu, Li Bai and many other poets. 6. Song Dynasty (960-1279) Early Woodblock Printing, Travel Literature, Poetry, Scientific Texts and the Neo-Confucian Classics * Has made remarkable scientific and technical advances. * dodge of movable type which helped to spread knowledge since printed material could be published more(prenominal) quickly and cheaply. * Travel literature in which authors wrote about their trips and about heterogeneous destinations became popular perhaps because the texts could be cheaply bought. * The Confucian Classics were codified and used as test material for the entrance examination into the elite bureaucracy, advanced scientific texts and atlases were published, and important poems were written.* The Five Classics and Four Books were written in the written Classical Language which include ** Five Classics* The Book of Changes,* The Classic of Poetry,* The Record of Rites* The Classic of History, an d* The Spring and Autumn Annals* Four Books* The Analects of Confucius* The Doctrine of the Mean* The Great Learning* Analects of Confucius* .Shen Kuo (10311095) is said to have discovered the concepts of true north and magnetic declination towards the North Pole * Su Song (10201101) wrote a treatise called the Bencao Tujing with information on medicine, botany and zoology. * Song poet named Lu is belief to have written almost 10,000 poems. Su Tungpo is regarded as a great poet of the Northern Song era. Here is a stanza he wrote The daydream rounds the red mansionStoops to silk-pad doorsShines upon the sleeplessBearing no grudgewhy does the moon tend to be full when people are apart?7. Yuan Dynasty (1279-1368)Drama and Great Fictional Novels* An era whereof some historically illustrious dramatic playwrights and novelists who wrote in vernacular language. * The Yuan Zaju manner of opera was similar to their shadow plays. Perhaps the playwrights adopted the plots and the features . The music of the Zaju operas was called Yuan Qu (Yuan Music). * After the Yuan Dynasty, the operatic style developed into the Painted Faces style of Chinese opera that was popular until modern times. * Guan Hanqing is regarded as one of the top hat playwrights of the times. He wrote Midsummer Snow that was one of the most popular drama pieces. * The Romance of the Western Chamber was written by Wang Shifu. It is considered one of the best romantic dramas ever written in China. * Novels were another(prenominal) outstanding achievement of the Yuan era. 8. Ming Dynasty (1368-1644)Novels* The Journey to the West is based on the historical journey of a Buddhist to India during the Tang era to learn Buddhist teachings and bring back scriptures and information. 9. Qing Dynasty (1644-1911)Novels and Pre-modern Literature* In the 19th century, foreign literature and the West became better known. In the middle of this era, the conclusion of Chinas tetrad great classic novels was written called Dream of the Red Chamber () and near the end of the era, modernistic literature developed. * Educated Chinese had easier access to foreign literature, and they were more influenced by Western culture.Chinese Literatures1. Chinese Classical Prose* Prose writing in ancient and pre-modern China differed from poetry in that it was less rigidly structured and wasnt like verses in a song or like one of the common styles of poetry. But compared to English prose, literary prose before the year 1900 was often oft more formalized. * Classical prose can be divided into three types called * Piantiwen style or parallel prose style is more formalized style of prose writing * Guwen style is less formal and more ancient style* Vernacular style which is used in operatic dramas and in the Four Classic Novels of Chinese literature.2. Chinese Poetry* Poetry has been a favorite literary genre for thousands of years. Poetry isnt taken very seriously in the West, especially in the last two hundred years, but Chinese ancient poetry is still read and ancient Chinese poets are honored. * There are Five study Kinds of Major Ancient Poetic Styles * Shi poems are composed of galluss. They are poems of two more coupled lines. The two lines of a couplet usually rhyme and match rhythmically and complement each other tonally. Modern Mandarin only has five tones, but ancient languages usually had more, so the tonal rhythms are more often than not lost. * Ci poetry can be described as poems that have patterns of syllables and tonal patterns. In making a Ci poetry, a poet chooses words that break down a specific pattern. These patterns may have once been part of a song. But the music has been lost. There are various patterns that provided affective settings for various cause or moods.* Ge means song. Ge poems are the words to a song that can be sung. There were folk songs as well as songs composed by the literate and educated composers. * Qu is the style of music and song in the operas or Mongol Music. The songs from the operas and popular songs were a poetic style that was also popular in later eras. The poetic style is palliater of form. * Fu is the fifth major style of poetry . These are descriptive poems that contain both prose and couplets. These were popular about 1,500 years to 2,000 years ago. Often poets included rare or unusual written characters from preceding eras in their poems.* The greatest ancient poets are thought to lived in the Tang, Song, and Han eras. The following were considered to be the exemplary poets * Du Fu (712-770) liked to write in a structured form of poetry that was called Lu Shi or regulated poetry. He is thought of as one of the greatest realist poets of China. His poems reflect the hard realities of war, people dying next to rich rulers, and primitive rural life. Here is a famous couplet Behind redden doors stink wine and meatBut upon the road die frozen men.* Li Bai (701-762) liked to write in a free form poetry like that of more ancient times. This kind of poetry was called Gu Shi (). He wrote about places he visited and things he saw. He is described as a romantic poet. * Su Tungpo (1037-1101) is also called Su Shi. He is regarded as a great poet of the Northern Song era (960-1127). More than 2,000 of his poems survive. Here is a stanza he wrote The moon rounds the red mansionStoops to silk-pad doorsShines upon the sleeplessBearing no grudgeWhy does the moon tend to be full when people are apart?3. Chinese Scientific Texts* Chinese science texts give an idea of the state of knowledge in the dynastic eras. During several eras,Chinese scientists and inventors led the world in various fields. * Suan Shu Shu (Computation and song Book). It shows how to solve arithmetic problems that officials or people doing business face. * Jiuzhang Suanshu (Nine Chapter Computation Book). The book features basic algebra such as finding cube roots and square roots. proscribe numbers are also used.* Zhoubi Suan Jing (The Arithmetical Classic of the Gnomon and the Circular Paths of Heaven) about astronomical problems. It is said text has a mathematical proof for the Gougu Theorem ( a2 + b2 = c2) that is known as the Pythagorean Theorem in the West. A method of determining the distance of the sun from the earth by using a right angled triangle is described. * The assist period of rapid scientific and technological advancement was the Song era. Two men in particular stand out Shen Kuo (10311095) and Su Song (10201101) both wrote scientific treatises about their research and about various fields.4. Chinas Classic Novels* Four long fictional novels are usually thought to be the best novels in Chinese literature. And the following two novels set a standard for classical literary works.* The Romance of the Three KingdomsThe Romance of the Three Kingdoms is a semi-historical work said to be written by Luo Guan Zhong. It is historical fiction about the lives and struggles of rulers and the wars at the end of the Han Dynasty and in the Three Kingdoms Period. The novel describes the machinations, court intrigues, and the shifting alliances of the three kingdoms that emerged from the Han Empire. * peeing MarginWater Margin is about the lives and ideals of a group of characters who fought against the corrupt Song Dynasty that the Mongols conquered. It is said it was written in vernacular language by Shi Nai An. The setting of the novel is during the Northern Song Dynasty era before the northern part of the Song Empire was overrun by a northern sept and before the Mongols conquered the whole area. Water Margin is reminiscent of the story of Robin Hood. Likewise, there may have been actual outlaws, and popular legends and stories later grew. But Water Margin is probably more fictional and less historically accurate than The Romance of the Three Kingdoms * The other two novels.* Journey to the WestThe long chronicle about a fantastic journey to the west of a group that went to I ndia was written at a time that the Silk Road land routes were blocked by Mongol and Muslim countries. Perhaps one of the reasons the novel was popular was that people during the Ming era wanted to travel to the west, but they couldnt. The latter Ming Dynasty was isolationist. In the novel, a great intelligent brownie and a small band of characters protects a defenseless monk during his journey. Buddha commissioned the monk to help India that had fallen into gross sin and immorality. The monkey and other characters have magical skills. Journey to the West is thought to have been published anonymously by Wu Chengen in the 16th century though scholars have doubt about the authorship. * The Dream of the Red ChamberThe fourth major novel that made an impact on Chinese history and literature is The Dream of the Red Chamber. It was the last of the Four Classic Novels to be written. It is about the fortunes and lives of the people of two branches of a clan in the Qing Dynasty (1644-1911) era. The two families had adjacent compounds. It is apprehended because it gives a view into the lives of two ruling families of that time. One of the members of the clan was made a concubine of an emperor. But then the imperial court turned against the two families.

Foraging and Nutritional Ecology of Primates in SE Asia Essay

There argon regimens of various kinds that fit the foraging and nutritional necessarily of order Primates in SE Asia, these primates in interrogatory phthisis the presents to extract carbohyd wood pussyes, proteins, vitamins, fats and minerals. We look at the impact of the environment on these primates for thither foraging and nutritional needs. We also find out systematics, their distribution, their genetics, their anatomy, their physiology, their environmental science and conservation. Some of these primates, to observe and study argon wood antelope and fossarial leaf rat.Availability of the plant species and their evolutionary muniment comes in and also cell theory is also looked at, fossil history is also looked at to some extent, and the whole work becomes interesting (Balee, 1998, 25) The foraging needs as well as the nutritional needs of primates are much varied due to the supererogatory needs of that particular primate. In most theatrical roles they need food to p rovide them with vital force for emersion, reproduction, movement and even at rest (the basal metabolic rate).Once the food is ingested it travels in look the embody of the organism or in this case the primate and once assimilated into the blood swarm it passes through a process called respiration and the energy needed for the body is obtained, Normally, when the primates are still as infants, energy is really needed for their maturement and development and as they mature their energy requirement tend to increase and thus the need for more food (Balee, 1998, p. 68) As for the wood antelope and the fossarial leaf rat they normally have a special kind of bacteria in their guts, which helps to digest cellulose.This is because all the types of food the rely on have cellulose as genius of the components and since other components are digestible, cellulose is non digestible and so the work of this special kind of bacteria comes in. The wood antelope feeds on the grasses, shrubs and bushes, which contain cellulose, and the fossarial leaf rat feeds mostly, if not exclusively on leaves of certain trees, bushes and shrubs and so they also contain cellulose. So this particular bacteria plays a precise historic role in the lives of these primates (Govbson, et el, 1998, p. 100)The extraction of carbohydrates, vitamins, fats, proteins and minerals normally occur through some other body metabolisms, which also play a very important role in the growth and energy requirements of these primates. The extracts are also used in the bone formation, in this case proteins are used for this purpose and the minerals and vitamins are used for important run shorts in the bodies of the organisms (Leyh, 2007,p. 150) In any ecological systems there is competition among organisms for space mates and food. All these things that they compete for depend in one or another with the energy available.For instance, if an organism is to overprotect an adequate space for himself, the organ ism has to fight for it and unless he is strong enough, it cannot be easy for him to take off it. It is more of the survival for the fittest and death for the unfit. further the fittest is this case can survive. When it comes to competition for mates this one also depends with the idea of having enough energy for mating with as many mates as achievable for the male, and having enough energy of bearing the pregnancy and being able to deliver in the case of the female. It is also another case of survival for the fittestAnother thing that these primates, especially of the same species must have enough and adequate food for them, those who are capable of getting food survive, while those who do not get die. This is also another good example of survival for the fittest and death for the unfit. Charles Darwin first put this forward in his theory of evolution of species (Kenzey, 1997,p. 15) Migration of the primates in doubtfulness is one important area to look at. For an organism to m igrate like in this case the wood antelope must ensure that they have eaten enough food because of the long distance, which may be required to be covered.Migration normally occurs due to climatic changes, which may lead to scarcity of food, mates and poor or savage environmental condition as such the organism is forced to migrate and look for a more favorable break through to start life a fresh. (Balee, 1998,p. 250) In this case, migration does not make it possible for the primates to start eating different foods, what happens is that they go at a place with similar foods and nutritional needs which suits them. If this idea of starting to eat different foods could be true because it would have been brought through evolution.The primates in suspense would have evolved a earthy mechanism of adapting to different forages and nutritional needs and it is the only known ways for the different mechanism to have been possible. This idea of evolution is very important in many ways, the first and most important case is this of the availability of the plant species, which provide food for the primates. Another is the cell theory, which gives elbow room for the availability of certain organelles necessity for the type of environmental or ecological situations in which these primates in question find themselves (Caro, 1998,p.341) These primates have therefore adapted certain special ways through which they use to survive in their environments. One important thing is that they have sight. This importance of sight comes handy to see their food or forages. And also being able to spot their enemies. The adaptation is evolutionary connected and the nutritive values of the forages of these primates go together with evolution. The influence of forages availability on the primates in question, on their sociality and reproduction is another crucial factor to consider.The fact that these forages are available within the environment of these primates shows that, they are influ enced a great deal on their sociality and reproduction. In the first place the population of rats tend to be higher than that of antelopes, because of some factors, which we can consider, for one the rats are littler in size and thus can occupy a smaller space with just a very large population of them. And secondly their evolutionary mechanism suits them to be many in number than the antelopes. These antelopes consume more food and therefore are graphicly fewer in number.Therefore food is a limiting factor in the population of these primates in question (Campbell, 1995,p. 120) Therefore in studying the population of these primates in question the factor of availability of forages is very important in deed. It determines the reproductive tendencies and also their presence in a given environment. Their daily habits are also affected. Their natural anatomy and physiology evolve according to available forages. This factor should always be put into consideration when dealing with system atics of these primates, if one is to be on the safe side (Caro, 1998,p.350) Apart from the availability of forages for the nutritional needs of these primates one must also consider a depth the evolutionary tendencies. These primates have body structures suitably adapted for their functions. For instance, they have legs, which help them to run, from their enemies or rather predators, and also these legs help them to reach their foods in good time. (Caro, 1998,p. 50) The nature of their energy requirements is such that they function up to the time when they are required to rest, this is where the Basal Metabolic Rate (BMR) comes in.The bodies of these primates function such that they must relax or have a rest. This is usually at right. It is common at night. As rest remains necessary and so is the regulation of the available food. The leaves are given time and room to grow and mature again. When the food becomes abundant, these primates tend to increase their population, which leads to a very high competition for food, and so there are those who die in the process especially when food becomes scarce (Campbell, 1995,p120) The food available to these primates is also connected to their evolutionary tendencies.One will find that always there will be certain kind of trees shrubs or bushes where certain primates are anchor. In this case, some species of trees, which tend to produce leaves in plenty, will found where certain primates are found. This is important because it takes to the importance of the food chain. As such certain animals will also be found there in plenty especially in this case, those animals which feed on wood antelopes like the lions, cheetahs and leopards will always be found in these environments.The case is the same with those who feed on fossarial leaf rats. (Gouldey, 2007, 200) As such the foraging and nutritional ecology of primate in South East Asia recently important and complex as it looks. The fossils found in some places always have evolutionary connections with some primates . The fossarial leaf rats have some bearing of connectivity with the domesticated rats and some animals of sink form. As for the wood antelopes they show some similarities with some animals of both lower form and higher form.The analyzed cases are very important as they contribute a lot of information to those who study the fossils and the whole field of study becomes interesting. This clearly shows that the evolutionary connection of fossils and the organisms in question is true and reliable. The primates then must have evolved in a special way, where they have teeth for chewing their food or forages their elementary canals are also highly narrow down in performing their functions.Mammologists should come up with better methods of studying the organisms in question, since there is a lot to show and inform those who are interested. In the case of the organelles of the cells, when the energy requirement is high the cell tend to have a lo t of mitochondria, which help in the respiration process. But all this is not important if the food is not available. Therefore the special way through which these primates have evolved with time to be where they are and eat what they eat shows a very interesting field of study(Caro, 1998,p. 400)As we consider more about these organisms, more information on theories should be properly compared and observed in the practicals so that the scientists or rather the mammologists should always compare with accurate and reliable information. The mammologists have always shown that the foraging and nutritional ecology of primates is an important field of study. As it provides us with some vital information concerning human beings, since human beings are also primates. Therefore the whole of these primates in question when properly studied, we tend to get some useful tips about us human beings (Balee, 1998,p.650_. The nutritional needs of these primates may be varied with that of human beings , but they all lead in the same Kingdom and Phylum, as they have a lot of similarities than differences. These similarities are due to evolution. All the same, they play a very important role in the foraging habits of these primates, which are exclusively found in South East Asia. In this case it is important to note that energy and food are both important one cannot be there without the other, in other words food is energy, and energy is food.The food chain of the primates in question in South East Asia goes on and these primates become healthy and thrive. Their habits are maintained and the value of food remains crucial. Finally, the foraging and nutritional ecology of primates in South East Asia is notably very interesting therefore a lot of money should be invested in the continuous search in this spectacular part of the world. .Bibliography Balee, W (1998), Advance in Historical bionomics Columbia University Press. New York Campbell, B (1995) Human Ecology The Story of our pl ace in Nature form Pre history to the present.Adline de Gruyter New York. Caro, T, (1998) Behavioral Ecology and conservation Biology Oxford University Press New York. Gouldey, M & Mahar, I (2007) Floods of fortune Ecology and Economy along the Amazon Columbia University. New York. Govbson, S, et el (1998) Ecology Oxford University Press. New York Kinzey, G. W (1997) New World Primates Ecology, Education and Behavior. Aldine de Gryter. New York. Leyh Jr, G (2007) Tropical Forest Ecology. A view from Basso Colorado Island. Oxford University Press. New York.

The Caucasus, Madagascar and Caribbean Islands: Biodiversity Hotspots

Biodiversity hotspots The Caucasus The Caucasus hotspot, historically interpreted as the argona of land between the Black and Caspian seas, covers a total atomic number 18a of 580,000 km. Located at a biological crossroads, species from Central and Northern Europe, Central Asia, the Middle East and North Africa mingles here with endemics found nowhere else. One of the most biologically full regions on Earth, the Caucasus is among the planets 25 most diverse and endangered hotspots. The Caucasus is one of WWFs Global 200 ecoregions identified as globally bully for biodiversity.The Caucasus has also been named a large herbivore hotspot by WWFs Large Herbivore Initiative. Eleven species of large herbivores, as well up as five large carnivores, are found over a relatively small area to be endemic. The 2002 IUCN Red List identifies 50 species of globally threatened animals and one ready in the Caucasus. Among the IUCN species, 18 have restricted ranges or are endemics. The Caucasus Mountains harbor a wealth of utmostly sought after medical and decorative plants, as well as a commodious endemism of plant communities. picSpanning the borders of six countries, the Caucasus hotspot is a globally significant center of cultural diversity, where a multitude of heathen groups, languages and religions intermingle over a relatively small area. Close cooperation across borders will be required for conservation of unique and threatened ecosystems, while dowry to foster peace and understanding in an ethnically diverse region with a history of contrasting political and religious views. The Caucasus is a hotspot of plant and animal species diversity and endemism important for the conservation of biodiversity on a global scale.High levels of landscape diversity in the Caucasus are largely the result of acme variability in the region. The unique geology and terrain, consisting of three major mountain chains sepa positiond by valleys and plains, permit a variety of differ ent microclimate, soil and vegetive conditions. Climatic conditions are very diverse, with precipitation ranging from more than 4,000 mm per year in the south occidental Caucasus to less than 200 mm a year in deserts in the eastern Caucasus. These wide ranges of climatic conditions are a key factor that makes this area such a biologically important area.The Caribbean islands pic The Caribbean Islands Biodiversity Hotspot is exceptionally important for global biodiversity conservation, due to high levels of species endemism and threat. The Caribbean is home to approximately 11,000 plants species, of which 72% are endemic to the region. The vertebrates are also characterized by passing high levels of endemism 100% of 189 amphibian species, 95% of 520 reptile species, 74% of 69 mammal species and 26% of 564 species birds are unique to the Caribbean Islands.In terms of endemism at the genus (biological classification of living organisms) ranking level, it ranks third among the macro cosms 34 Biodiversity Hotspots with 205 plants and 65 vertebrate genera endemic to the islands. Species restricted to the Caribbean Islands Biodiversity Hotspot represent 2. 6% of the worlds 300,000 plants species and 3. 5% of the worlds 27,298 vertebrate species). The high level of biological diversity in the Caribbean is due to several factors. During the early Cretaceous (120 to cxl million years b. ), a chain of volcanic islands (called Proto-Antilles) began to emerge along the eastern edge of the Caribbean Plate in the Pacific Ocean. The plate drifted eastward dowery as a stepping-stone route exchange of terrestrial organisms between two previously separated regions. By the Eocene era (58 million years a. c), the core of the great Antilles achieved their present positions. The Lesser Antilles are the active remnants of an ancient volcanic chain, and are younger than the Greater Antilles.Several islands have particularly rugged and mountainous landscapes separated by large st retches of sea, which resulted in the isolation of populations. The Caribbean has suffered from high levels of habitat loss since the arrival of Europeans in the 1490s. This destruction has reduced the hotspots original estimated 229,549km2 of natural vegetation to just 22,955km2(or just 10%). The loss of native habitat combined with other threat factors, such as introduced (alien invasive) species, has resulted in severe and widespread adulteration of the Caribbeans unique biodiversity.Currently, 755 plants and vertebrate species are at risk of extinction, making the region one of the biodiversity hotspots holding the most globally threatened species. Madagascar pic Madagascar is an island off the seashore of Africa which is known to have some of the worlds most interesting animals. It has a land area of 600,461 km?. About 80 percent of the species found in Madagascar see nowhere else on the planet. Madagascar is the forth largest island in the world and broke away from the main land about 160 million years ago. Therefore, the hotspot is a living object lesson of species evolution in isolation.Despite close proximity to Africa, the islands do not share any of the typical animal groups of nearby Africa, making Madagascar home to a vast variety of endemic species. The island contains 5% of animal and plant species on Earth, with 80% endemic to the island. Madagascar is thought to have 11,600 endemic species of plant, 57 threatened endemic birds and 51 threatened endemic mammals. 18,482km of the island is protected land. Western areas of the island consist of dry savannah with deserts found in central regions. The eastern side of Madagascar facing the Indian Ocean is tropical rainforest with a high level of rainfall.The island is also host to several high mountain ecosystems. These biomes each support contrasting species, line drawing the contrasting ecoregions in Madagascar. Madagascar and the surrounding islands have a total of eight plant families, four bi rd families, and five primate families that live nowhere else on Earth. Madagascar has more than 50 lemur species which are comm still associated with the island and are the focal point for conservation. The carnivorous fossa is another example of an endemic species as well as six Baobab species (huge trees with wide stumps).There are so many species endemic to Madagascar that some ecologists have called it the eighth continent. Many of these species, such as the fossa, are now considered to be an endangered species, with only about 2,500 mature fossa individuals in existence. Tenrecs, a family of small omnivorous mammals, primarily find their home on Madagascar, with 30 species found only there, and just 3 on the African mainland. There are numerous other species endemic to Madagascar, including 14 unique rodents, 15 species of bat, various chameleons and geckos, over a hundred birds, and hundreds of beetles and other insects.Conservation efforts must proceed aggressively to preser ve this unique Madagascar fauna. Specific locations in Madagascar which are renowned for high biodiversity are situated on the eastern coast which is mainly tropical rainforest. These areas have year-round warmth and receive a lot of rainfall. Interestingly, the soils in the rainforest are poor because most of the biomes nutrients are locked up in the vegetation. In terms of flagship species in Madagascar, Baobabs are considered to be flagship trees for landscape conservation in western Madagascar, unique and individual features to the island landscape.Madagascar has seven of the worlds eight Baobab tree species, six of them endemic to the island. Another endemic flagship plant to the island is the travelers tree or palm, pollinated by the islands flagship vertebrate species, the lemurs. The tomato frog is a flagship amphibian of Madagascar, found only in a small corner of northeastern Madagascar. Threats to biodiversity Of the 10,000 plants native to Madagascar, 90% are found nowhe re else in the world. Madagascars varied fauna and flora are endangered by human activity, as a third of its native vegetation has disappeared since the 1970s, and only 18% remains intact.However, there are several national parks which have been established to help protect many of the endemic species. Extensive deforestation has taken place in parts of the country, reducing certain forest habitat and applying pressure to some endangered species. Madagascar has a population growth rate of approximately 3%, therefore, with a growing population, more of the islands endemic species become at risk due to the increase in human activity and development.

Hiv And Aids In Africa Health And Social Care Essay

While there is no remedy, drug interventions after part widen the lives of tidy sum with back up. It can be pr horizontalted by a committedness to impoverishment decrease, betterments in instruction, health c atomic number 18, nutrition and sanitation. aid is treatable and preventable and is under control in developed counties, but non in Africa.Background on AfricaMany of us know that Africa is a hapless, hungering state, but non much more(prenominal)(prenominal). The legion states of Africa have been inundated with warfare for old ages which has left it extremely hapless. In fact, the one-year income is $ 400 $ 700. It is out of the inquiry for a individual to be able to afford intervention.The bigger issue seen by the African authorities is famishment and has been the overpowering job long earlier sanction appeared. Therefore AIDS instruction is non ranked high on their precedence list. It is estimated that bar plans reach less than one in five of those who need them ( K aiser asylum ) .Increasing demand for wellness attention services is overpowering. At the same clip, they are losing big Numberss of wellness attention workers to AIDS. In some African states, it is estimated that AIDS causes up to one half of all deceases among employees in the public wellness sector, . ( Kaiser Foundation ) .The African civilization besides plays a function in doing the war on human immunodeficiency virus more hard. Multiple sex spouses are expected as portion of cultural look, ( Cichocki, 2007 ) , which increases transmittal because the parties are incognizant they are human immunodeficiency virus infected.Summary on AIDSAIDS is an infection that is caused by the human immunodeficiency virus ( human immunodeficiency virus ) , which destroys the organic structure s immune system.AIDS can be acquired in a batch of different ways and finally leads to decease. A few of the ways are world injected with used acerate leafs, infected blood transfusions, uncherished s ex, and tactual sensation with a individual s blood who has AIDS. In add-on, a female upraise can infect her babe while pregnant, during exerciseing through butt on with female parent s blood or organic structure fluids, and after birth through chest eating.All of the belles-lettres points to the sub-Saharan in Africa as being the most devastated by the disease with more than 75 % of deceases were AIDS related in 2007, ( Africa Action ) . The impact on adult females is even higher. Women repre displace more than half ( 59 % ) of all grownups populating with HIV/AIDS, ( Kaiser Foundation ) . This is in portion because of the cultural outlooks of multiple sex spouses and their low socioeconomic position. A study from the United Nations says that AIDS will kill half of all 15 twelvemonth olds in Zimbabwe, Botswana, and South Africa by 2012 if something is non done shortly, ( Cichocki, 2007 ) . Some of the literature estimates that in twenty old ages the population in countrie s of Africa could diminish by half.The impact on life anticipation is change by reversaling the additions made during the live century. By 2010, life anticipations in several highly-affected states could drop to under 40 old ages, good below what they would hold been without HIV/AIDS and even below degrees they had reached in the pre-AIDS epoch, ( Kaiser Foundation ) .Impact of AIDSAdvantages of chest eating in destitute states, such as Africa, are significant. However, these advantages must be balanced against the hazard of go throughing HIV to the babes through chest milk if the female parents have the virus unluckily the bulk of female parents do nt cognize that they are infected. In some countries of Africa, more than 30 per centum of female parents have HIV.If an HIV positive adult female takes no preventive drugs and breastfeeds so the opportunity of her babe going infected is just or so 20-45 % . Modern drugs are extremely effectual at forestalling HIV transmittal duri ng gestation, labour and bringing. When combined with other intercessions including expression eating, a complete sieve of intervention can cut the hazard of transmittal to below 2 % . Even where resources are limited, a individual dosage of medical specialty disposed(p) to fuss and pamper can cut the hazard in half. Testing is the first measure in forestalling HIV transmittal. Rapid HIV mental testing provide consequences in 15 proceedingss and supply information that allow preventive steps during childbearing such as cesarian subdivision and non interrupting the female parent s H2O. However, supplying proving and drug intervention to everyone who needs it requires more clip and preparation than is presently available in most states. ( Avert )Childs are being left as orphans because their parents are deceasing from AIDS. Even more astonishing is the fact that many of these kids will besides decease from AIDS. Often both of the parents are HIV positive in Africa. As a consequence , more kids have been orphaned by AIDS in Africa than anyplace else. As parents die and kids are sent to relations for attention and upbringing the family dissolves. AIDS strips households of their assets and income earners, doing the hapless poorer. ( Avert ) . Significant injury and adversity occur for kids affected by HIV and AIDS. The pandemic non that causes kids to lose their parents but sometimes their childhood every bit good. As parents and household members become unbalanced, kids take on more duty to gain an income, bring forth nutrient, and attention for household members. It is harder for these kids to entree equal nutrition, basic wellness attention, lodging and vesture. Fewer households have the money to direct their kids to schooltime.As projections of the figure of AIDS orphans rise, there are treatments of an addition demand for institutional attention for kids. However this solution is non merely expensive but besides damaging to the kids. Institutionalisation shops up jobs for society, which is sick equipped to get by with an inflow of immature grownups who have non been socialised in the community in which they have to populate.In the last decennary, there has been a dramatic addition in the figure of immature kids who have died because of HIV/AIDS transmitted to them by their parents. The uneducated are four times more likely to believe that there is no manner to avoid AIDS and three times more likely to be incognizant that the virus can be transmitted from female parent to child.Hardest hit by HIV/AIDS is the on the job age population. The loss of these workers in bend affects Africa s ability to react to the epidemic.AIDS claims the lives of instructors and contributes to serious instructor deficits in several African states. The instruction sector has been weakened through its impact on school attending and registration among kids affected by HIV/AIDS. Teacher shortages in African states have resulted as AIDS claims lives.Global Ai dFunding which is being provided is non plenty. Experts topographic point the address of incorporating the epidemic to be about $ 4 billion, ( Cichocki, 2007 ) . There are four chief support watercourses the US authorities initiated President s Plan for requirement AIDS Relief ( PEPFAR ) the United Nations bureau called the Global Fund to contend AIDS the private sector and domestic disbursement. The US provides about half of the support for the battle against AIDS through PEPFAR. But PEPFAR is under-funded, and it merely provides support to 12 states in Africa, go forthing three-fourthss of the continent out of the image. It is being revised to extinguish the accentuate on sexual abstention and spread outing the usage of generic drugs. The Global Fund is criticized for taking excessively long for the money to make the people that need it. The Bill and Melinda Gates Foundation have provided the most significant of private contributions to the Global Fund.DecisionThere is an AIDS epidemic in Africa, specifically in the Sub-Saharan country and it is clearly non anyplace near to going under control. The chief ground seems to be that Africans are holding unprotected sex. Many people are non educated about the menace of AIDS so they have unprotected sex. It makes sense they do non believe AIDS exists and therefore, do non take steps to protect themselves from the disease. In add-on, the infirmaries are deficient and reuse acerate leafs and do non hold medical equipment to test blood for disease which consequences in septic blood transfusions.The epidemic can be helped if people receive instruction and medical intervention. Drugs demand to be available for everyone who has AIDS. The support to assist is going more focussed on what needs to be done so that AIDS can shortly be brought under control. The people need to be better educated about AIDS and what it can make to them. An full coevals is being devastated by the depredations of this disease.

Fahrenheit Essay

But Ray Bradburys Fahrenheit 451 staunchly contrasts these other writings rather than presenting some omniscient tale admonishing its auditory sense of the dangers of regime hierarchy, Bradbury uses satire to criticize primarily emerging trends in clubhouse, providing an account that deems them equally as harrowing and dangerous as some authoritarian disposal activity, although he does include a limited number of strands involving an anti-government theme. This unique aspect of Fahrenheit 451 has earned the attention of critics and supporters alike.Unlike other novels produced during this time period, Bradbury protested a society exploitation increasingly centered around materialistic comforts and desires and less around the pursuit of intellect. Bradbury did not simply express his concerns about the degradation of intellect even he encrypted his message in the layers of a complex tale. Written upon every page of the novel is a fragment of information that plays a larger sect ion than superficially understood.Themes involving the value of imagination, the authority of peers, freedom of speech, and the struggle between individualism and conformity emerge once the novel is more than ostensibly examined. In a time period during which everyone felt that Big Brother existed only to suppress the freedoms of humanity, it became easy to obturate that people possess that same power it became easy to forget that when a society loses the ability to think independently, exploitation is inevitable. Rather than making thoughts and conclusions, you be simply told what to think.The firemen of Fahrenheit 451 metaphorically represent the closest thing to government control in the entire book. Bradbury uses firemen for this particular metaphor because as firemen, they are expected to protect and accommodate the needs of people in danger they are literally the lifesavers of society. Yet in Fahrenheit 451, they set fire to what is good, knowledge and people alike. On the f ront porch where she had come to weigh them quietly with her eyes, her quietness a condemnation, the woman stood motionless. Beatty flicked the switch to spark the kerosene. (Fahrenheit 451) The firemen burned her.This intense contrast between what is expected of firemen in the real world and how the firemen act in Bradburys fabricate world emphasizes the importance of their role in the book. The television installers still install televisions, and people still drive too fast, but the firemen no longer eat fires, they ignite them, and that is something notable. Equally as notable, the firemen do not set the fires because they are forced to do so they set fires because they believe it is right. They are the enforcement of censorship.They are the transfer of the government. They are the embodiment of evil. Yet the firemen are willing. As spectators to the atrocious society that Bradbury depicts, we cannot help but cringe as the old woman is burned to death, or as the city is finall y destroyed. We cannot understand why the firemen are so eager to commit such heinous crimes until we understand what Bradburys futuristic society really depicts. It depicts a society composed of puppets that cannot think but only comprehend. The firemen believe it is right to destroy books because that is what Beatty, the fire chief, tells them.They do not ask why, they do not object, they monotonously carry out the task at hand. Well, its a job just like any other. Good work with dozens of variety. Monday, we burn Miller Tuesday, Tolstoy Wednesday, Walt Whitman Friday, Faulkner and Saturday and Sunday, Schopenhauer and Sartre. We burn them to ashes and then burn the ashes. Thats our official motto. Guy Montag, the main character, only confirms the notion that the firemen believe it is their duty to burn books, when he provides the reader with a cheery description of his occupation.Also in this riveting effigy of his career, Bradbury has included irony by naming each street late r on revered authors, adding a sense of pathetic humor to Montags situation, while reinforcing a theme of intellectual degradation. Bradburys point in having the firemen burn books on their own accord and not on anothers behalf is to emphasize the conclusion that this is a book written about society and its people, not the government that runs it. This is especially important because this part of the book is often misinterpreted.Until the book is examined on a deeper level, Fahrenheit 451 appears to be a story about government censorship, and how the government can force people to stop reading by slowly outlawing certain books until no books are allowed at all. Bradbury explicitly stated in a LA Weekly News interview, Fahrenheit 451 is not a story about government censorship.

Hyundai Case Study

Asia Paci? c Business Re picture Vol. 12, No. 2, 131147, April 2006 globalization and engagement Relations in the Korean gondola persistence The Case of the Hyundai go beau monde in Korea, Canada and India RUSSELL D. LANSBURY*, SEUNG-HO KWON** & CHUNGSOK SUH *University of Sydney, **School of International Business, University of New South Wales, University of New South Wales ABSTRACT Examination is do of the complex interactions surrounded by world(a)isation and art relations as re? ected in the operations of the Hyundai Motor Company (HMC) in Korea, Canada and India.After the closure of its short-lived attempt to manufacture cars for the normality American foodstuff from Canada, the HMC relaunched its globalization dodging in India in 1998. An examination of Hyundais experience in two countries suggests that use of goods and services relations is li satisfactory(predicate) to cut across to be an evolving blend of guild-speci? c policies and locally-based practic es. KEY WORDS Globalization, attention, partnerships, betrothal relations, issue constitutions, Korea, Canada, India Introduction The effects of globalization on employee relations argon widely debated.One view is that globalization has created pressures for convergence surrounded by different national settings, particularly as multinational enterp rises extend their manufacturing and other operations across a variety of countries. Alternatively, it is argued that at national-level institutional arrangements play an all important(p) role in creating divergence amidst mesh relations in different countries. As a consequence, globalization is non likely to add to universal convergence of national patterns of employee relations.A third view rejects the simple convergence/divergence dichotomy and argues that in that location are complex interactions mingled with global and national (or local) forces which shape the outcome of employee relations (Lansbury, 2002). The Korea n motorcarmobile industry offers an opportunity to analyse this debate as it pursues a strategy of globalization and begins the process of expanding return beyond Korea and building protrudets in other parts of the world. Correspondence Address Professor Russell Lansbury, Faculty of Economics and Business, University of Sydney, NSW 2006, Australia.Email r. emailprotected usyd. edu. au 1360-2381 Print/1743-792X Online/06/020131-17 q 2006 Taylor & Francis inside 10. 1080/13602380500532180 132 R. D. Lansbury et al. Globalization of the Korean auto industry has occurred in a very short power point of time. It began as a repair industry for vehicles released during and after the Korean War in the early 1950s. The ? rst assembly ingraft in 1955 had an annual capacity of 1,500 units. When the Korean government launched the ? st Five Year Economic Development proposal in 1962, it introduced the Automobile diligence Protection Law and began to promote the auto sector as a key element in emerging Korean manufacturing industry. However, the ? edging Korean auto sector experienced uncertainty and ? uctuations during the 1960s. The Saenara Motor Company was established in 1962 under a proficient alliance with Nissan, exclusively due to shortage of foreign ex permute went bankrupt and was managen over by the Shinjin Motor Company which was allied to Toyota.Shinjin assembled the Corona in a have intercourse knock-down (CKD) form of occupation, whilst the Hyundai Motor Company began takings of the Cortina in a technical alliance with Ford. The Korean government inform a fix plan in 1970 under which the counterpoise of local content in passenger cars was supposed to emergence from 38 per cent in 1970 to 100 per cent by 1972. However, the localization rate barely reached 50 per cent by 1972. A rapid halt of growth occurred in the Korean auto industry during the period 1972 82.The government announced A Long Term Plan to Promote the Automobile Industry in 1974 which had three study(ip) targets to discover a localization rate of 85 per cent by 1975 a target of 80 per cent of domestic sales to be in the small car segments below engine capacity of 1500 cc and an export target of 75,000 units by 1981. By the end of the 1970s, the Korean industry had three local producers Hyundai, Kia (which had taken over Asia Motors) and Daewoo (which had list little Shinjin Motors).However, a global economic recession in late 1979 runed in a severe excess capacity for manufactured vehicles and the Korean government announced a Decree to consolidate the Automobile Industry in 1980. The plan inevitable that small passenger cars would be produced solely by Hyundai and Daewoo that Kia would concentrate on small to medium commercial vehicles and that sole(prenominal) buses and large trucks would be open to competition. This resulted in a substantial contraction of the industry and, by 1983, vehicle production had declined to the levels of 1979.However, p roduction grew steadily again during the mid to late 1980s and grow substantially in the 1990s (see Table 1). The 1980s and 1990s were a period of mass production as all three major companies built up their annual capacities and began aggressively to export Table 1. Korean automobile production and exports for selected age takings (000s) 1976 1981 1986 1991 1996 2001 Domestic Sales, % Exports, % 49 133 601 1,497 2,812 2,946 97. 5 81. 3 49. 1 73. 9 57. 0 49. 1 2. 5 18. 7 50. 9 26. 1 43. 0 50. 9Source Korean Auto Manufacturers Association, Statistical Reports ( heterogeneous long time). Globalization & Employment in Korea 133 Table 2. Comparison of production and sales by Korean and lacquerese automotive companies for selected years (%) 1992 Korea Japan Overseas Production Domestic Production Domestic Sales Overseas Sales 3 97 Overseas Production Domestic Production Domestic Sales Overseas Sales 1995 4 96 25 75 73 27 61 39 35 65 55 45 64 36 Source Li Song (1998) The transit of G lobalization of the Korean Automobile Industry, Economics and Management Analysis, 181 utomobiles, particularly to North American and Europe. By the mid 1980s, more than(prenominal)(prenominal) than 50 per cent of total production was exported. A comparing of production and sales by Korean and Japanese auto companies in the early to mid 1990s is shown in Table 2. In 1992, the size of the Japanese domestic market was ? ve times big than that in Korea. During the early 1990s, however, the Japanese auto industry began to restructure in response to economic circumstances. By 1995, Japanese companies produced about 35 per cent of its global production through subsidiaries outside Japan.Their globalization strategy concentrated on expanding overseas production and coordinating comp peerless(prenominal)nts suppliers among various global production centres. In 1995, the proportion of exports to total domestic production in Korea was sympathetic to that in Japan. Yet the globalization of the Korean auto industry foc apply mainly on export domestically produced vehicles until the mid 1990s. Although overseas production began to increase in the late 1990s, the proportion was belt up rather small and most production continued to take place in Korea.The duration of the globalization process among Korean auto companies has been shorter than their Japanese counterparts. The Korean auto sector adopted a similar strategy to the Japanese of entering foreign markets at the lower approach end and then moving upwards. However, in contrast to the Japanese who began by exporting to less climb uped countries, Korean auto companies exported ? rst to the developed economies of the European Union and North America and then to less developed countries in Asia. The Korean companies have encountered dif? ulties in developing extensive supply chains and global materials management unavoidable for a mature global production system, which have been hallmarks of the successful Japan ese auto companies. Most of the important management decisions are still made in the head of? ce in Korea and relocation of complete production systems overseas is still in the early stages. Furthermore, since the economic crisis of the late 1990s, Hyundai is the sole survivor of the three former major auto companies in Korea. Hence, the focus is on the experience of Hyundai as it seeks to ecome a global manufacturer with assembly poses in other countries. 134 R. D. Lansbury et al. Although there is an emerging literature about global automobile manufacturing by the USA, Japan and European companies, and their employee relations (see Boyer, 1998 Lewchuck et al. , 2001), little attention has been paid to Korean auto manufacturers which have besides been seeking to establish an international presence (Hill and Lee, 1998 Kochan et al. , 1997 Kwon and ODonnell, 2000). Examination is made of the experience of the Hyundai Motor Company (HMC) in establishing overseas plants, as part of i ts globalization strategy.It seeks to answer the question to what extent has the Hyundai Motor Company (HMC) applied Korean approaches to employee relations, or adapted to local custom and practices in their overseas plants? HMC provides an interesting case as it has embarked on a long-term strategy of becoming one of the worlds largest auto companies by expanding into modernistic markets and establishing plants outside Korea. In order to achieve this goal, HMC has sought to develop effective and appropriate employee relations strategies for managing its employees in its overseas plants.HMCs ? rst venture abroad was in the mid 1980s, when it established an assembly plant in Quebec, Canada. However, this was an unsuccessful operation and HMC closed the plant in 1993. HMC began operations in India in 1998 in an attempt to re-establish its credentials as a global automobile manufacturer. A major issue, which it has confronted, is the management of push in India, where unions have be en very active in seeking membership and bargain rights in the auto industry, particularly with foreign-owned companies. MethodologyThe primary research approach used in this study was ethnographic, and utilized proportional case studies of employment relations policies and practices of the Hyundai Motor Company in Korea and India. Similar methodologies have been used by Frenkel (1983), Kalleberg (1990) and Oliver and Wilkinson (1989). The researchers undertook several ? eld trips to visit Hyundais assembly plants in Chennai (India) as well as in Seoul (Korea), over a three year period from 1999 to 2001. Interviews were conducted with managers and workers in these plants development a semi-structured interview schedule.Documentary material was too collected and analysed from the Hyundai Company in both countries in order to compare the of? cial community policies on employment relations with the prevailing practices at the plant level. Given the fact that Hyundai had closed its assembly plant in Quebec in 1993, the researchers had to rely on interviews with former employees and managers, direct located elsewhere in the Hyundai Motor Company, as well as previously published accounts. Fortunately, an extensive study of the Quebec plant had been undertaken and published by Gregory bluish green (1995).In his study, Teal noted that turn there was a managerial discourse of participation and spreading of power in the Quebec plant the gap between this discourse and the real diffusion of power was such that a sizable minority of employees did not comply with managerial marks (1995 p. 85). Teals ethnographic study of the Hyundai assembly plant in Quebec provided a rich source of comparative data for the study of the Hyundai plant in Chennai. Globalization & Employment in Korea 135 Background to the Hyundai Motor Company (HMC)The Hyundai business group is one of Koreas oldest and most successful familyowned conglomerates known as chaebol (Steers et al. , 1989) . In 1997, the Hyundai business group had over 60 subsidiary companies, more than 200,000 employees and accounted for approximately 18 per cent of Koreas Gross Domestic Product. In 2000, the Hyundai Motor Company (HMC) and its subsidiaries were forced to separate from the Hyundai group as a result of government policies designed to reduce the size and in? uence of the chaebols.The Hyundai conglomerate was established by its founder, Chung Ju-Yung, in 1946 as an auto repair shop. This small business expanded into a construction defend connection in 1947 with the establishment of the Hyundai Engineering and Construction Company (HECC). During the Korean War (195053) with government support, the Hyundai business group expanded into a number of other areas of activity such as ship-building and heavy machinery. These are key industries which enabled Hyundai to diversify into related businesses, expand in size and maximize economies of surpass and scope.The Hyundai Motor Company (HMC) began in 1968 as a complete knock down (CKD) assembler under an agreement with the Ford Motor Company. In 1976, HMC produced its ? rst originally-designed model, the Pony, using a low cost strategy with more than 90 per cent of its parts being sourced locally. Other new models followed and HMC entered the US market in 1986 with the competitively low-priced Excel. During the late 1980s, however, the international auto industry experienced huge restructuring due to oversupply, excessive production capacity and intense global competition (see Womack et al. 1990). This gave rise to a number of strategic alliances between various auto companies via mergers and business partnerships. These were initiated to achieve economies of scale and to enhance the enlarged companies competitive positions in the international auto market. This was one reason whey HMC formed a strategic alliance with Mitsubishi in Canada. Studies of the Korean chaebol have tended to describe them as having similar ch aracteristics to the zaibatsu in pre wink World War Japan large, diversi? ed, usually family-owned and managed conglomerates (Amsden, 1989).The Japanese colonization of Korea, which lasted from the early 1900s to the end of the Second World War, resulted in the establishment of a number of institutions and practices derived from Japan and which in? uenced the way in which companies were developed and managed. The chaebol, like the zaibatsu, have used a variety of means to foster worker identi? cation with and dependence on the company (Janelli & Yim, 1993). Hyundai, for example, used the dormitory system (originally established by Japanese enterprises in the textile industry) to allow close supervision and control over predominantly unsalted workers (Cho, 1999).This was accompanied by hiring and readying schemes as well as paternalistic welfare systems to foster dependency among the workers. Most chaebol also used the moral sight of the founder to elicit worker compliance by pro moting the concept that the good of the nation was based on the companys performance. The founder of Hyundai, Chung Ju-Yung, regularly exhorted his employees to spread over the Hyundai spirit. Independent unions were not tolerated and were banned by the government until the late 1980s (Kearney, 1991).Yet worker dissatisfaction with both the paternalism of the chaebol and authoritarianism of the state gradually built up to breaking point and contri anded 136 R. D. Lansbury et al. to major industrial disputes and civil unrest resulting in the democratization of Korea in 1987 (Choi, 1989 Ogle, 1990). Development of employment relations policies and practices at HMC were strongly in? uenced by the business partnership with the Mitsubishi Motor Company (MMC) which involved not only technical cooperation alone also management development. MMC was actively involved in the design of the ? st wide of the mark automobile manufacturing systems at HMC. MMC made a strategic investment in HMC equal to 10 per cent of HMCs total capitalization. MMC also entered into an enhanced technological cooperation agreement to supply various parts such as engines, axles and chassis components. The ? rst model which HMC developed was based on the Mitsubishi Lancer. Elements of MMCs system of labour management approach were utilized by HMC in order to enhance productivity and reduce production costs. These included caliber control techniques and vocation design which sought to more effectively utilize workers.Professional engineers became central to the control of production operations and supervisors were given strict control over workers on the assembly-line. The kind resource policies practised by HMC during its formative stage comprised two basic characteristics. First, a strict dual labour market created a division between managerial and production workers. HMC applied different selection criteria for each of these groups of employees. Second, a seniority system of promotion wa s developed in order to strengthen the hierarchal structure of the internal labour market and to educe short-term labour turnover. Years of service was an important criteria for mesh increases and promotion. As HMC expanded its production and hired more employees, however, it adopted what was termed an Open Recruitment System (ORS) in an attempt to attract more university graduates and develop a professional management hierarchy. The ORS was also used to introduce more formal systems of recruitment for production workers which would enhance the quality of recruits to the production area. However, the dual labour market system remained and was even strengthened deep down HMC.Table 3 summarizes the criteria by which management and production employees were recruited. However, HMC argued that their approach to recruitment was transformed from one which relied on personal contracts or connections to one which was based on heading selection criteria. As Kwon and ODonnell (1999 2000) have shown, workers in HMC appeared to be more compliant than those in other parts of the Hyundai group until the mid 1980s. Part of the history may be the comparatively secure employment conditions Table 3. Recruitment practices at the Hyundai Motor Company during the 1990s Management employeesResponsibility Target Groups Assessment Process Production employees Group planning of? ce University graduates Written exam (e. g. wording skills) University degree Interviews by senior management and personnel management Personnel surgical incision at plant level High School leavers Test for relevant skills High School results Interviews by department head and personnel staff Globalization & Employment in Korea 137 at HMC, although some have argued that HMC workers witnessed the failure of strikes elsewhere and were more acquiescent about their conditions of employment (Bae, 1987).Furthermore, management in HMC and the Hyundai Heavy Industry group also used various means to oppose the ri se of an independent union movement, including physical violence, intimidation and the establishment of complaint in company unions. However, following reforms to labour legislation in the 1990s, HMC was forced to negotiate with unions over yield and conditions. The HMC trade union also became a central force in the formation of the KCTU as the national peak council for the independent trade union movement.One of the main constitution responses by HMC to the emergence of a more martial men and trade union movement during the 1980s was the implementation of an extensive welfare system. Welfare expenditure by HMC increased from 286 zillion won in 1986 to 857 billion won in 1990. Welfare bene? ts which had been limited to management were extended to production workers in the late 1980s. Various cultural programmes were organized in conjunction with training programmes and other activities in an attempt to build a unitarist philosophy of allegiance to the ? m and reduce the anti-ma nagement sentiments of many workers. Unions made the melioratement of welfare systems a major bargaining issue, particularly in the context of an inadequate state welfare system in Korea. The unions achieved the establishment of joint project teams with management to oversee a range of welfare programmes, such as the Employee Housing Construction Implementation Committee to build houses for workers. Scholarships were also obtained for children of workers by the unions in negotiation with management. Wages were the qualified of vigorous negotiation between unions and management rom the late 1980s onwards. Wages at HMC increased by 20 per cent in 1987, 30 per cent in 1988 and 28 per cent in 1989 compared with only 6 per cent between 1982 and 1986. It was not only the amount of pursues which were the subject of bargaining with the unions but also the profits structure at HMC. As shown in Table 4, the unions achieved increased allowances, bonuses and superannuation paid by HMC to it s members. Hence unions were able to gallop the range of issues for negotiation with HMC from the late1980s and made considerable gains during the 1990s.In terms of the broad range of human resource policies and practices, however, HMC has continued to use various means in an confinement to promote a convergence Table 4. The structure of remuneration at the Hyundai Motor Company during the 1990s Types of Remuneration Components Monthly wages Normal ? xed wage Other ? xed and variable allowances Performance-based pay Productivity-related pay Bonuses Superannuation Value-added remuneration Other forms of remuneration 138 R. D. Lansbury et al. Table 5. Comparison between employment relations practices adopted by the Hyundai Motor Company in the three plants in Korea, Canada and IndiaHuman resource policies and practices Korea Canada India Selection of employees based on performance-related criteria Training programmes which reinforce company norms such as loyalty and team spirit Empl oyee involvement in some aspects of decision-making at plant level Industrial relations Successful avoidance of collective agreements with unions Flexible wages system linked to productivity and/or performance criteria inner(a) tire Market Arrangements High status specialty between workers and managers at plant level Opportunities for promotion from the shop ? or to higher level positions at heart the plant Yes Yes Yes Yes No Yes No Yes No No No Yes No Yes Yes Yes No Yes No Yes No of interests between employees and management, while seeking to maintain control and authority over the workforce. The HMC union has been able to resist some of the managements initiatives to change wages and working conditions, but HMC continues to control the basis on which selection and training of employees is conducted and there is still a strong degree of status differentiation between management and workforce. This is re? cted in large differences between wages, bene? ts and conditions of work between HMC employees at the shop ? oor level compared with those in the ranks of management. Some key employment relations practices are set out in Table 5 and a comparison is made between those that prevail in Korea compared with plants in Canada and India. Hyundais flummox in Canada In cooperation with Mitsubishi, HMC opened its ? rst overseas plant in Quebec, Canada, in 1985, in order to assemble the medium-sized front wheel drive Sonata model. The objective was to pro? from HMCs initial success in Canada in 1984, with the Pony, when HMC became the largest auto importer in the country. Sales to Canada accounted for 30 per cent of HMCs total production that year. By establishing a presence in North America, HMC sought to boost its sales and avoid the imposition of import quotas. HMC acquired a 400 acre green? eld order near the Canadian town of Bromont in Quebec for the token payment of one Canadian dollar and received $Canadian 110 million in delivers from the Canadian federa l and provincial governments as part of HMCs total investment of $Canadian 325 million.In addition, the Quebec Department of labour gave a $Canadian 7. 3 million grant to HMC to assist with training the workforce over a three year period. HMC built both a paint and a press shop to increase North American content (an important criterion for exporting to the USA) as well as because of problems in gaining components from Korea due to labour problems Globalization & Employment in Korea 139 and strikes at HMCs Ulsan plant. Yet, when the plant was ? ally closed in 1993, one of the major contributing factors was ascribed to HMCs failure to manage successfully relations with its Canadian managers and employees (Teal, 1995). An analysis of HMCs experience in Canada offers some useful insights into the way in which the company sought to manage its workforce in North America. This is examined in go steady to two key areas human resource and industrial relations policies and practices. The dat a on which the account Hyundais experience in Canada is based is from a study of the Quebec plant by Teal (1995).More information was collected from HMC employees who had worked in the Canadian plant. Human Resource Policies and Practices The hiring policy of HMC in Canada was based on selecting employees who would commit with the company and its objectives. The selection process was lengthy and complex, with candidates spending four days being interviewed, tested for hand eye coordination and subjected to personality tests. The key selection criteria for likely employees were that they would be willing and able to do repetitive, monotonous work on an assembly line, as well as work in a team.The company explicitly sought younger workers, around 22 years of age, with little or no experience in the auto industry. Hyundai sought to socialize new employees in a way that promoted identi? cation with the company. All production workers were called technicians and each employee was refer red to as a member. All company employees wore the same uniform, irrespective of whether they were managers or shop-? oor workers. in that respect was one cafeteria and one parking lot for all Hyundai employees.thither was a wide range of sports and leisure activities designed to build team spirit and company value orientational code among all employees. The training programmes for new employees emphasized loyalty, motivation and team spirit. Some employees were sent to Hyundais production centre in Ulsan, South Korea. However, the organization of team work in the Quebec plant was different from Ulsan. The work teams in Canada were less hierarchical and authoritarian than in Korea, team members were encouraged to discuss any problems and there appeared to be great telephone circuit rotation within the teams.There was also a Direct Communication System in the Quebec plant which was not present in Ulsan. Each team elected its own representative to a departmental perpetration. Tea m representatives from each department met regularly, with management playing an observer role at most meetings. There was also a health and safety committee to which workers elected their own representatives. During 1991 there were more than 50 meetings of Direct Communication committees at which more than 400 topics were discussed. Yet management found it dif? ult to satisfy the demands and expectations among employees. In 1991 there were nearly 160 complaints by workers concerning health and safety issues, of which only 100 were replyd. Industrial Relations A major concern of HMC was to avoid unionization of the plant in Quebec. The Canadian Auto Workers Union (CAWU) devoted considerable organizational 140 R. D. Lansbury et al. and ? nancial resources to attempting to organize the plant, without success, although by the time the plant closed in 1993, the union claimed to have achieved a growing level of support among the workforce.While much of the emphasis by Hyundai managemen t was on more subtle means of union avoidance, by developing strong identi? cation of workers with the company, a number of employees who were thought to be sympathetic to or organizing on behalf of the union were suspended, transferred or dismissed. The union brought cases of alleged unfair dismissal before the Quebec Government Labour Commission and was successful in achieving an out-of-court settlement for a worker who had been dismissed in 1990.However, the union did not succeed in gaining a collective bargaining agreement to cover workers at the site. One of the devices used to prevent unionization of the plant was the formation of a pro-company, anti-union committee among the employees called the Silent Majority. It was formed in 1991 to dissuade employees from joining the union. The committee distributed pamphlets which alleged that if the plant became unionized, workers would lose money in union dues and their jobs would be insecure.The committee claimed that while workers w ere being laid off in other Canadian plants, which were unionized, Hyundai had hired new employees, opened a press shop and provided a high degree of job security. It also charged that the union was more pertain with protecting the jobs of workers in the big three auto plants in Ontario where it had a large membership, rather than at the Hyundai plant. But faced with the depressed economic clime in Quebec and the disappointing sales of the Hyundai Sonata in Canada and the USA, Hyundai introduced a reduced work week for all employees and ? ally shut the plant in September 1993. Internal Labour Market Arrangements Distinctions between managerial and production workers were minimized in terms of status differentials within the plant (such as dining facilities), and workers were encouraged to embark in decision-making at the level of team or work group. Yet the work itself remained organized along Taylorist principles, with a strong division of tasks and demarcations between various job functions. Workers complained that even though they were supposed to be involved in a team-based approach to management, they were subject to speed-up and work intensi? ation without consultation. They also claimed that Hyundai actively discouraged union membership by workers and refused to engage in collective bargaining. Hence, employee involvement in decision-making was highly restricted and had little daze on the internal labour market arrangements. Yet there existed greater opportunities for promotion of workers in production and other functions to higher level positions in the Canadian plant compared with similar plants in Korea and India. Experience of Hyundai Motor Company in IndiaIn 1996, ? ve years after the closure of the Quebec plant, HMC established a 100 per cent owned subsidiary, the Hyundai Motor Company of India (HMI), Globalization & Employment in Korea 141 to manufacture cars in India. It represented an investment of more than US$ 450 million. Construction of a plant with the capacity to produce 120,000 passenger cars per year was perfect in Chennai, Southern India, in 1999. By May 2000, the Chennai plant was producing 100,000 vehicles a year and had captured 14 per cent of the Indian market.HMI produced two models in Chennai Santro (999 cc) and Accent (1,499 cc), both of which achieved approximately one quarter of their respective market segments during the ? rst four months of 2000. HMI began its operation in Chennai with a workforce of 1,400 operating in a one swop production system in October 1998. By January 2001, the workforce had increased to 3,000 workers and a three-shift operation. It had become one of the fastest growing auto manufacturers in India and shared the lead with Ford of India in its respective market segments. It is dif? ult to make a direct comparison between Chennai and the Quebec plant as Chennai was larger and produced two models or else of one. Nevertheless, HMI followed some policies similar to both the Ko rean and Canadian plants and also implemented HR policies and practices which emphasized selection procedures and training programmes designed to ensure that new employees are strongly integrated with the organization. However, due to lower labour costs in India, there was more reliance on labour-intensive methods and less use of mechanization than in Canada or Korean plants.Given the lower levels of education and skill among the Indian workforce, compared with Korea or Canada, there was a much greater presence of Korean managers and technical advisers in Chennai, particularly during the ? rst year of operation. The lines of demarcation between different segments of the workforce were also greater in the Indian plant and there was a more hierarchical structure in the Indian company. Some of these practices re? ected local norms in Indian work culture and industry.The experience of the Hyundai Motor Company in India is analysed with regard to three areas human resource policies and practices, industrial relations and the internal labour market arrangements. Human Resource Policies and Practices HMI used a variety of HR policies and procedures to align the attitudes of its employees with the corporate culture. Training programmes within HMI re? ected the paternalistic nature within the company and emphasized the development of a strong work ethic among the employees. New recruits were given two-day basic orientation training before being allocated to a speci? c department.Most of the initial work skills are taught on the production line. There followed a job rotation programme which exposed workers to other parts of the plant operations. As Chennai is a mass production plant, most of the jobs were fragmented into relatively simple, repetitive tasks and there was a highly detailed division of labour. Much of the training beyond basic skills development was used to promote employee loyalty and develop harmony at the workplace in order to avoid internal con? ict. Workers were also encouraged to participate in productivity campaigns, employee suggestion schemes and quality control systems.There was a Supervisor Development Programme to enhance the skills of ? rst line managers. At executive level, there was a Management Development Programme to improve 142 R. D. Lansbury et al. the capacity of managers to think strategically, manage their time effectively and improve work methods and quality. The majority of workers at the Chennai plant were employed at trainee level for the ? rst three years and it was anticipated that some of these would leave the company after three years (when the traineeship ended) in search of better wages and conditions.By maintaining high turnover at this level, HMI could keep wages down and retain a group of low-paid trainees who were not permitted to join unions and could provide a buffer should demand fall and the workforce need to be quickly reduced. In effect, the trainee position was a de facto short-term contra ct job, although some workers did receive promotion at the end of the trainee period. Nevertheless, promotion procedures were slow and were aimed at cost minimization, although employees with exceptional performance could receive rapid promotion.In general, it could take up to 20 years or more for production workers to rise to the highest level in their employment structure. There was a system of performance appraisal which varied according to the level of the position. When applied to the non-executive groups the emphasis of the appraisal system was on behavioural criteria such as discipline, attitudes to work, cooperation, punctuality and attendance. The system led to some con? icts between production workers and management, although it was supposed to enhance competition between workers to achieve the highest performance ratings.Wages policy was the most critical factor in enabling HMI to achieve a cost effective approach to labour management. HMIs goal was to minimize labour co sts while providing management with considerable ? exibility to link allowances to productivity improvements. The total wage package comprised four key elements a base level amount, a cost of living component, house rental allowance, a ? exibility allowance and a mixture of sundry other minor components (including travel, childrens education, provident fund and so on ).There was considerable variation in the ratio of different components depending on an individuals position in the hierarchy. Hence, the base component of total salary varied from 60 per cent for managers to 30 per cent for production workers. According to HMI, this system helped to promote employee loyalty to the company. The wages of HMI employees were adjusted annually through increments paid in April and the wage structure was reviewed every three years. During 2000, HMI came under pressure from its workforce to increase wages, and a 20 per cent increase was granted to trainees and junior technicians.The wage leve ls for trainees and junior technical employees at HMI compared favourably with other multinational auto companies in the same area, but were superior to Indian companies in the auto components sector. However, by having the vast majority of their employees at trainee level, HMI was able to contain its wage costs. The wages and salaries differentials between executive and non-executive employees remained fairly constant over the ? rst few years of HMIs operation in Chennai, with executives receiving approximately six times that of production workers. However, it was dif? ult to gain accurate information about senior executive salaries paid by HMI. Anecdotal evidence from HMI and other automobile producers in India suggested that the foreign-owned companies shared information about wage Globalization & Employment in Korea 143 levels and generally maintained comparability so that they were not competing against each other in this regard. Hence, the variations between multinational aut o companies operating within the Chennai area were minimal. However, there were signi? cant wage differences between the component suppliers (mainly local Indian ? ms) and the foreign-owned assembly companies. Furthermore, wage levels in the Chennai area were generally lower than those in the northern industrial zones of India as they had been industrialized for less time and were still catching up to their northern counterparts. Industrial Relations HMI has been strongly in? uenced by the experience of HMC in Korea. From the mid 1980s, with the emergence of militant unionism, HMC experienced considerable industrial con? ict at its plants in Korea. There was a great deal of external intervention in an attempt to resolve con? cts at HMC, with varying degrees of success. Experience in Korea conditioned attitudes among the senior managers at HMI. One of the principal reasons why HMC chose to locate its plants near Chennai in the southeasterly of India, was that unions were not as well organized as in some other parts of India. The trade union movement is well established in India and is closely linked with socialist politics. The Indian Industrial Relations Act provides a range of rights for workers and unions. The Act guarantees freedom of association and allows for multiple unions in workplaces.It also seeks to facilitate third party intervention in the workplace to resolve industrial disputes. In 2000, trade unions were organized in 24 of the 28 major car manufacturers in India, although not in foreign-owned or joint ventures, including Ford, Volvo, Toyota and HMI. There were two major strikes in the auto sector during the late 1990s. One was a strike over wages and compensation issues at the Ascot-Faridabad plant and lasted 70 days. The other was at Hindustan Motors over factory conditions and wages and was 30 days in duration (Bhaktavatsala, 1992). During the ? st two years of HMIs operations in India, there were no successful organizing efforts by unions o r industrial disputes at the Chennai plant. Yet, as the plant became more established and HMIs market share and pro? tability increased, production workers increasingly raised complaints about labour intensi? cation, low wages and limited opportunities for promotion. However, as the trainee workers comprise half of the workforce at HMI, and were not permitted to join a union or participate in industrial disputes, HMI management was able to resist union pressures.Another source of tension within the Chennai plant occurred between Korean managers dispatched to India from HMC in Korea, and local Indian management. An important contributing factor related to the management style displayed by some of the Koreans which the Indians felt was unsympathetic to prevailing customs and practices in India. They complained that their Korean counterparts frequently communicated with each other in the Korean language which excluded Indians from the decision-making process.For their part, a number of Korean managers claimed that the Indians lacked a strong work ethic and therefore had to be more strictly supervised in order to achieve the required levels of productivity. 144 R. D. Lansbury et al. The Koreans also argued that the class system interfered with the ef? cient operation of the plant because some Indian workers were appointed by Indian managers to positions in accordance with their caste position rather than on the basis of merit. The Indian management system was regarded as unduly paternalistic by some of the Korean managers.HMI established a Works Committee, with the objective of resolving con? icts and differences at the workplace without involving unions. The works committee comprised equal representation from both management and production workers. The Committee met periodic and provided a forum in which disagreements over wages and conditions could be discussed and resolved. However, in the absence of a trade union, employees had little bargaining power in rega rd to management and the Committee had no means of enforcing its decisions. HMI management tended to use the Committee as a means for disseminating its policies among the workforce.The Committee did not have any legal power to set wages or working conditions. While HMI has remained union-free and had not experienced any major industrial dispute, strikes occurred among component suppliers which were Korean joint ventures with HMI, including Donghee, Pyungbuang, Hwasung and Samrib. The disputes concerned wages, job security and welfare issues. The strikes had adverse effects on HMIs production ef? ciency as many of the companies had a monopoly supplier relationship with HMI. The resolution of these disputes often required direct intervention by HMI. Internal Labour Market ArrangementsFrom the initial establishment of the Chennai plant, HMI adopted a dual internal labour market, which differentiated between managerial and production employees in relation to wages, promotion and welfare facilities. Initially, there were two classes of employees executive and non-executive. In the executive group there were 11 categories while in the non-executive group there were 14 positions. Within the ? rst year of production, however, the total number of employees increased from 1,503 to 2,320 and there was pressure from the workforce to provide greater wage differentials based on quali? ations. Accordingly, the number of categories in the non-executive ranks was increased from 14 to 18 and two new classi? cations of junior engineer were introduced. The expansion in the number of layers within the non-executive group reduced some of the discontent about the limited status differentials in the organizational hierarchy. However, HMI placed restrictions on the number of promotions of workers to higher level categories. This is an important factor in the management of labour within the plant because, as mentioned previously, trainees have only temporary employment status for the ? st three years and are not permitted to join unions. Hence, their opportunities to gain advancement are limited. During the ? rst year of operation, almost all senior decision-making positions at HMI were held by Koreans dispatched from HMC. The Korean managers not only were heads of division, with righteousness for all key activities in HMI, but also some were placed at operational level to provide support and advice to middle level Indian managers and to coordinate management activities.As the number Globalization & Employment in Korea 145 of total employees increased during the ? rst two years of operation, the ratio of Koreans to Indians in the plant changed from 119 to 146. However, most key roles remained under the control of Koreans. In the production division, the ratio of Koreans to Indians underwent more signi? cant change, from a ratio of 126 in 1998 to 1172 in 2000. This was in keeping with HMIs policy of becoming less reliant on Korean managers at plant level. Discuss ionThe comparison of HMCs operations in three countries demonstrates that there are complex interactions between globalization pressures towards a uniform approach to employment relations across various countries and divergent tendencies at the local level in each country. Although HMC sought to carefully select employers at its plant in Canada who would identify with the companys objectives and follow its procedures, the Canadian workers were willing to challenge management decisions and to exercise their rights on issues such as health and safety.This was despite the fact that the Canadian Auto Workers Union was unsuccessful in gaining collective bargaining coverage of the Bromont plant. Although HMC were able to remain non-union, they had a divided workforce and were not able to implement the full range of Hyundai-style human resource policies and practices as planned. Although the closure of the Canadian operation was primarily due to disappointing sales of the Sonata model, poo r employee relations were also a contributing factor to Hyundais failure in Canada.The Indian operations marked an important attempt by Hyundai to relaunch its globalization strategy and demonstrate that it could successfully manufacture and sell overseas-made Hyundai vehicles outside Korea. The employee relations practices which Hyundai implemented in India were more like traditional Korean approaches and appeared to represent a retreat from some of the more progressive ideas which were attempted in Canada such as a ? atter hierarchical structure and greater employee participation in decision-making (albeit limited in scope).But the Indian plant was more labour intensive and had lower labour costs, which is similar to the earlier stages of auto production in Korea. Unlike the current situation in Korea, where HMC is required to negotiate with the union movement (due to both its organizational strength and changes in legislation), Hyundai has so far been able to avoid unionization in India. It remains to be seen whether the widespread nature of unionization in the Indian auto industry and political pressures in India may force Hyundai to abandon its policy of union avoidance.An pick strategy, pursued by some other foreign auto companies in India has been to recognize or foster enterprise unions, which may be more conjunctive than industry-wide unions. Implications As has been noted in other studies of auto companies, which established transplants outside their home country, there is a strong tendency towards hybridization both in terms of production methods as well as employment relations. This has been observed in the case of Japanese companies which have 146 R. D. Lansbury et al. established plants in the United States (see Cutcher-Gershenfeld et al. 1998), but it has also occurred with US auto companies in Canada (Lewchuck et al. , 2001) and European auto companies which have opened plants in other parts of the world (see Boyer et al. , 1998). It would a ppear, from the current study, that a similar tendency is occurring within the Hyundai Motor Company as they seek to re-start their overseas production activities in India. A more diversi? ed employee relations strategy, which takes into account the demands of local employees and their unions, may be required if Hyundai is to continue to develop an effective global production system.For its global ambitions to be realized, Hyundai will require a much greater proportion of its manufacturing to be undertaken outside Korea, the development of global supply chains and global coordination of production, marketing and technology development. The experience of Hyundai in Canada and India suggests that employee relations are likely to be an evolving blend of company-speci? c policies and locally-based practices, depending on the context in which Hyundai is operating. ConclusionsThe experience of the Hyundai Motor Company in India illustrates the complexity of the impact of globalization str ategies on employment relations. It supports the hypothesis that there are dynamic interactions between global and local forces, which shape employment relations when a multinational enterprise establishes a production facility in a country outside its home base. Hyundai has applied some of its human resources policies from Korea to India, such as training programmes to reinforce employee loyalty to the company, but it has provided fewer opportunities for employees to be promoted from the shop ? or to higher-level positions within the plant. This has caused resentment among some of the Indian employees who feel that they have limited career prospects in the company. Hyundai has also successfully avoided unionization despite the fact that unions have collective agreements with most local automobile producers in India. It remains to be seen whether the Indian unions will be able to apply pressure successfully to the company to bargain collectively or persuade the government to require Hyundai to negotiate with the union over the wages and conditions of its employees.Acknowledgements The authors worry to acknowledge the Australian look Council (ARC) for their award of an ARC Discovery Grant for this research project and the helpful comments of the reviewers and editors. References Amsden, A. (1989) Asias Next Giant South Korea and lately Industrialization (New York Oxford University Press). Bae, K. H. (1987) Automobile Workers in Korea (Seoul Seoul National University Press). Bhaktavatsala, R. C. (1992) The Indian automobile industry patterns of expansion, entry and performance, Management, Journal, 5(2), pp. 7 111. Globalization & Employment in Korea 147 Boyer, R. (1998) Hybridization and models of production Geography, history and theory, in R. Boyer, E. Cherron, U. Jurgens & S. 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