Strategic Direction For Joint Operations - 1477 Words

Today’s security environment is volatile, uncertain, complex and ambiguous (VUCA). The challenges presented by globalization, emerging powers as well as the continuing threat of terrorism indicate the future security environment will continue to gain complexity. Adding to this complexity is the challenge of increasingly constrained fiscal resources. To protect U.S. National Security interests in this complex and constrained environment, Joint Force 2025 (JF-2025) requires four core capabilities, it must be agile, adaptable, survivable and integrated. This essay discusses the key strategic direction for JF-2025, the capabilities required of the Joint Force, each member services and the inherent associated risks. The Capstone Concept for†¦show more content†¦The National Military Strategy of the United States articulates several specific challenges to U.S. National Security interests that will confront JF-2025. Russian aggression toward its neighbors and defiance of international standards of behavior threatens stability in Europe. Iranian nuclear ambitions and support of terror menaces the Middle East. North Korea is a threat to U.S. Asian allies Japan and the Republic of Korea. The emerging power of China offers both opportunity in the form of greater economic cooperation but also challenges as they expand their military capabilities, threaten Taiwan and make unreasonable claims on the South China Sea. Finally, violent extremist organizations (VEOs) such as ISIS and al-Qaida continue to degrade regional stability and threaten U.S. interests. The emergence of near-peer competitors like China and Russia and the threat of rouge regional powers like Iran and North Korea continue to make inter-state war conceivable for JF-2025. The threat posed by VEOs and failed states creating regional instability keeps overseas contingency operations a likely possibility. In between these on the â€Å"Continuum of Conflict† is â€Å"Hybrid Conflict† which combines conventional and non-conventional forces employing both traditional military force and irregular methods including terror and cyber-attacks. The challenges posed across the â€Å"Continuum of Conflict† will further test JF-2025. In his assessment of the

What is entrepreneurship Definitions and processes - Free Essay Example

Sample details Pages: 9 Words: 2754 Downloads: 2 Date added: 2017/06/26 Category Business Essay Type Narrative essay Did you like this example? What is entrepreneurship? Executive Summary Entrepreneurship has been defined as the process of creating value by bringing together a unique package of resources to exploit an opportunity (Stevenson, Roberts, and Grousbeck 1989). It results not only in the creation of new, growth oriented firms, but in the strategic renewal of existing firms (Morris and Kuratko 2001). The process includes the set of activities necessary to identify an opportunity, define a business concept, assess and acquire the necessary resources, and then manage and harvest the venture. This piece discusses some of the problems caused by researchersà ¢Ã¢â€š ¬Ã¢â€ž ¢ inability to agree on a definition of entrepreneurship. It also attempts to characterise the entrepreneurial process, and discusses further problems attempting to produce a general model of entrepreneurship. Finally, it reviews the concept of entrepreneurial marketing as a better understood theory, which can be more rigorously appli ed to marketing contexts than the other theories of entrepreneurship. Introduction All researchers recognize the importance of definitions, but entrepreneurship scholars have been embroiled in a never ending debate over the definition of an entrepreneur (Bygrave and Hofer, 1991). In the absence of a universally accepted definition of an entrepreneur, every researcher has been forced to state clearly what is meant when the term is used, and this has created similar problems, and a similar range of outcomes, in trying to define entrepreneurship. Indeed, since scholars have been unable to agree on a definition of an à ¢Ã¢â€š ¬Ã…“entrepreneurà ¢Ã¢â€š ¬Ã‚  since Schumpeter (1950) first stated the importance of entrepreneurship, it would be safe to say that this work will not find a comprehensive definition either. Instead, this piece will look at the importance of entrepreneurship in several different contexts. Various observers have suggested that entrepreneurship is the p rincipal agent of change operating from within an economic system (Timmons 2000). Such change comes in the form of new combinations of resources, or innovations, which eventually displace existing products and processes. Schumpeter (1950) used the term à ¢Ã¢â€š ¬Ã…“creative destructionà ¢Ã¢â€š ¬Ã‚  to describe the continual disruption of economic equilibrium brought on by entrepreneurial activity. An entrepreneurial perspective is reflected in Sony founder Akio Moritos conclusion that à ¢Ã¢â€š ¬Ã…“the nature of business is to make your own product obsoleteà ¢Ã¢â€š ¬Ã‚  (Morris and Sexton 1996). Entrepreneurship has also been viewed as an organisational orientation exhibiting three underlying dimensions: innovativeness, calculated risk-taking, and proactiveness (Covin and Slevin 1994). Innovativeness refers to the seeking of creative, unusual, or novel solutions to problems and needs. Calculated risk-taking involves the willingness to commit significant resources to opportu nities that have a reasonable chance of costly failure, but also creative attempts to mitigate, leverage or share the various risks. Finally, proactiveness is making things happen through whatever means are necessary. The more innovative, risk taking, and proactive the activities of the firm, the more entrepreneurial the firm can be said to be, thus entrepreneurship is not an either-or determination, but a question of degree. Lumpkin and Dess (1996) noted that a firms entrepreneurial orientation can be characterized by various combinations of these underlying dimensions. A growing body of evidence suggests the more successful firms over time are the ones that engage in higher levels of entrepreneurial activity. A positive relationship between entrepreneurial orientation and a number of measures of organizational performance has been substantiated in the work of Covin and Slevin (1994), Morris and Sexton (1996), and others. Indeed, entrepreneurial orientation is a longer-term pers pective that often entails intermediate failures. Stevenson et al. (1989) argue that the need for entrepreneurship is greatest when firms face diminishing opportunity streams, as well as rapid changes in technology, consumer needs, social values, and political roles. The same is true when firms are confronted with short decision windows, unpredictable resource needs, lack of long-term control over the environment, increased resource specialization, rapid resource obsolescence, and employee demands for independence. Entrepreneurial Events and the Entrepreneurial Process An Entrepreneurial Event involves the creation of a new organization to pursue an opportunity (Bygrave and Hofer, 1991). The Entrepreneurial Process involves all the functions, activities, and actions associated with the perceiving of opportunities and the creation of organizations to pursue them. Consider the examples of the entrepreneurship shown by easyJet, one of Europes leading low-cost airlines. When the E uropean Union liberalised air travel in the 1990s, a host of new entrants flocked in, with over 80 new airlines entering the market in 1995 and 1996 alone (Sull, 2004). The liberalisation and creation of new firms were all entrepreneurial events. When he founded easyJet, Stelios Haji-Ioannou was betting that European consumers would flock to low-price airlines and that he could quickly build a brand that would allow easyJet to capture a significant percentage of new customers. He focused his attention on a series of low-cost experiments in marketing, advertising and public relations to attract customers and build brand awareness. His entrepreneurial process around the low cost model meant that, whilst 17 of the 56 airlines that entered the market in 1995, for example, went bankrupt in their first year because they ran out of money (Sull, 2004), easyJetà ¢Ã¢â€š ¬Ã¢â€ž ¢s low cost approach meant it was able to survive long enough to attain profitability. As such, based on these de finitions and this example, it is then possible to define an entrepreneur as follows: an entrepreneur is someone who perceives an opportunity and creates an organization to pursue it. Note that this definition is deliberately vague because, as discussed above, a rigid definition of an entrepreneur is only possible under rigid circumstances. Hopefully, in the second part of this report, the interview data will identify the specific entrepreneurial event, and enable a stronger definition of entrepreneurship in that context. In a similar fashion, for now it may be useful to shift focus from à ¢Ã¢â€š ¬Ã…“the characteristics and functions of the entrepreneurà ¢Ã¢â€š ¬Ã‚  and the myriad definitions of what constitutes an entrepreneur, and to focus, instead, on the nature and characteristics of the à ¢Ã¢â€š ¬Ã…“entrepreneurial processà ¢Ã¢â€š ¬Ã‚ . The entrepreneurial process is at the heart of defining entrepreneurship as, if researchers could develop a model or theory to exp lain entrepreneurial processes, they would have the key that unlocks the mystery of entrepreneurship. Such a model or theory must be deterministic, in the sense that a given set of antecedents results in a single, specific outcome (Bygrave and Hofer, 1991). Unfortunately, such a model doesnà ¢Ã¢â€š ¬Ã¢â€ž ¢t exist, as if it did it would be able to predict the exact outcome of every decision taken in the economy, thus enabling perfect controlled economic growth. However, despite the inability of researchers to define the entrepreneurial process, some of the important characteristics of the entrepreneurial process have been defined. The process is always initiated by an act of human volition, involving both a change of state and a discontinuity. It occurs at the level of the individual firm and is a holistic and dynamic process, which is entirely unique to the situation. Finally, it involves numerous antecedent variables, and its outcomes are extremely sensitive to the initial con ditions of these variables (Morris and Kuratko, 2001). Taken together, these characteristics create a set of parameters and criteria that will have to be met by any model of entrepreneurship. The Impossibility of Modelling Entrepreneurship The characteristics of the entrepreneurial process are extremely, but it is important to recognise that first and foremost, the essence of entrepreneurship is the entrepreneur (Gartner, 1988). So any attempt to model entrepreneurship must recognize the importance of choice and free will, ruling out mathematical approaches, because of the randomness inherent in conscious human action (Shane and Venkataraman, 2000). The act of becoming an entrepreneur involves changing the external environment from a state without the entrepreneurial venture, to another with the venture in place, representing a basic discontinuity in the competitive structure of the industry involved. Sometimes it even involves the creation of the industry itself; resulting in both the venture, and the industry of which it is a part, evolving rapidly over a short space of time. Regardless of the state of the industry at the time, entrepreneurship is inherently unique, since no other industry or competitive situation will be exactly like it or evolve in exactly the same way. However, the example of Sir Richard Branson, the billionaire entrepreneur and founder of the Virgin Group, an empire of 200 companies in industries as diverse as air and rail travel, mobile phones, finance, insurance, beverages, hotel, Internet, and modeling ventures, spanning 30 countries, shows that a successful entrepreneurial style can span several industries His latest entrepreneurial activities included lobbying the Canadian government to speed up number portability for mobile phones and pushing his solution to high oil prices by building a $2 billion oil refinery and taking Virgin into the field of oil exploration: an industry which no one believed could be made à ¢Ã¢â€š ¬Ã ‹Å"entrepreneurialà ¢Ã¢â€š ¬Ã¢â€ž ¢ (Business Week Online, 2005). However, the entire entrepreneurial process is incredibly sensitive to a multitude of antecedent variables: the number, strength, and positioning of competitors; the resources, positioning, and strategy of the venture; the size, growth, and needs of current and future customers, etc. In total, these specifications are more than enough to make it impossible for anyone to produce a conclusive model of entrepreneurship through social sciences; and yet truly successful entrepreneurs, like Branson, are able to read, influence and control these variables in a multitude of industries. Despite this, any theory of entrepreneurship must be rooted in the social sciences, such as anthropology, psychology, sociology, economics, and politics, because these are the sciences that describe the key variables that underlie the process of venture creation (Stevenson et al, 1989). Entrepreneurial Marketing The term à ¢Ã¢â€š ¬Ã… “entrepreneurial marketingà ¢Ã¢â€š ¬Ã‚  has been used in various ways, and often somewhat loosely (Kotler 2001). It has been most frequently associated with marketing activities in firms which are small and resource constrained, and therefore must rely on creative and often unsophisticated marketing tactics that make heavy use of personal networks. Alternatively, the term has been employed to describe the unplanned, non-linear, visionary marketing actions of the entrepreneur. Leading universities, including Stanford and Harvard in the USA, have built entrepreneurial marketing courses around the act of market creation by high growth, high-technology firms (Shane and Venkataraman, 2000). Entrepreneurial marketing as a theory is of particular relevance to people working purely in the marketing industry, as they will need to have the most dynamic and unique strategies available to them in order to succeed in the modern, competitive context. Indeed, Kotler (2001) suggests that eff ective marketing today requires different strategies at different stages and makes a distinction between à ¢Ã¢â€š ¬Ã…“entrepreneurial marketingà ¢Ã¢â€š ¬Ã‚  or guerrilla, grassroots marketing in the early stages of company development, and à ¢Ã¢â€š ¬Ã…“intrapreneurial marketingà ¢Ã¢â€š ¬Ã‚  or creative, non-formulaic marketing in the later stages. In spite of these various uses of the term, as with the rest of entrepreneurial theory, a consistent definition has not been agreed upon, nor have the underlying components been rigorously specified. Entrepreneurial marketing is often proposed as an integrative construct for conceptualizing marketing in an era of change, complexity, chaos, contradiction, and diminishing resources, and one that will manifest itself differently as companies age and grow (Morris, Schindehutte and LaForge, 2002). It fuses key aspects of recent developments in marketing thought and practice with those in the entrepreneurship area into one theoretical model. Entrepreneurial marketing is defined, again loosely, as à ¢Ã¢â€š ¬Ã…“the proactive identification and exploitation of opportunities for acquiring and retaining profitable customers through innovative approaches to risk management, resource leveraging and value creationà ¢Ã¢â€š ¬Ã‚  (Morris, Schindehutte and LaForge, 2002). Entrepreneurial marketing represents an opportunistic perspective wherein the marketer proactively seeks novel ways to create value for desired customers and build customer equity. The marketer is not constrained by resources currently controlled, and product/market innovation represents the core marketing responsibility and the key means to sustainable competitive advantage. However, while many researchers have attempted to distinguish entrepreneurial marketing, in reality a continuum exists from a more responsive, risk avoidant, control-oriented approach to one that is highly entrepreneurial. Hence, a spectrum of marketing approaches exists, with the differences lying in the concepts of à ¢Ã¢â€š ¬Ã‹Å"frequencyà ¢Ã¢â€š ¬Ã¢â€ž ¢ and à ¢Ã¢â€š ¬Ã‹Å"degreeà ¢Ã¢â€š ¬Ã¢â€ž ¢ (Kotler, 2001) For instance, while both approaches to marketing might exhibit an element of innovation or resource leveraging, entrepreneurial marketing implies innovation or leveraging efforts that are more frequent and that represent greater departures from current norms or standards (Morris, Schindehutte and LaForge, 2002). A companys position on this spectrum is context specific, reflecting the firms particular circumstances and environment. The context for entrepreneurial marketing is more fragmented, dynamic, hostile and/or emerging markets where the marketer must act as innovator and change agent. Indeed, it is fair to conclude that an entrepreneur starting a new venture in the field of marketing would be forced to market said venture using entrepreneurial marketing This conclusion is consistent with empirical evidence suggesting entrepreneurial a ctions become especially relevant under conditions of environmental turbulence (Davis, Morris and Allen 1992). Alternatively, the context for traditional marketing is more stable or established markets, where the marketer has a known brand, and is principally concerned with the efficiency and effectiveness of the marketing mix. These differences also suggest that an entrepreneurial marketing approach requires changes not only in behaviour, but in the underlying attitudes held by those responsible for marketing activities. Engaging in actions that are innovative, entail risks, or are more proactive implies that managers understand and have a positive affect towards such behaviours, and that they develop skills sets to support these activities ((Morris, Schindehutte and LaForge, 2002). Thus, entrepreneurial marketing is more than simply an examination of the role of marketing in entrepreneurship or the role of entrepreneurship in marketing. It entails a shift from the use of the wo rd à ¢Ã¢â€š ¬Ã…“entrepreneurialà ¢Ã¢â€š ¬Ã‚  as an adjective (Lodish et al. 2001), or as the marketing efforts of an entrepreneurial company, to entrepreneurial marketing as a central concept that integrates the two disciplines of marketing and entrepreneurship. It represents an alternative approach to marketing under certain conditions. Conclusion Despite prolonged efforts, over a number of years, researchers have been unable to provide a rigorous definition of entrepreneurs or entrepreneurship. This is part of the allure of entrepreneurs, and helps explain why so many successful entrepreneurs, such as Bill Gates and Richard Branson, are admired and held up as role models. However, despite this inability to define entrepreneurship, several academics have identified characteristics of the entrepreneurial process which, combined with knowledge of the entrepreneurial event, can help define individual examples of entrepreneurship, although even these characteristics are of l imited use in attempts to model the process. The concept of entrepreneurial marketing is also of great use in defining the role of entrepreneurship in marketing, and new marketing organisations, and, when combined with knowledge of the individual entrepreneurial process and event, should facilitate a description of the entrepreneurship encountered in this case. References: Andrews, K. R. (1971) The concept of corporate strategy. Homewood, IL: Dow Jones-Irwin. Business Week Online (2005) Richard Branson, Oil Tycoon? 20th September 2005. Bygrave, W. D. and Hofer, C. W. (1991) Theorising about Entrepreneurship. Entrepreneurship Theory and Practice; Vol. 16, Issue 2, p. 13. Chandler, A. D. Jr. (1962) Strategy and structure: Chapters in the history of American industrial enterprise. Cambridge, MA: MIT Press. Covin, J. G. and Slevin, O. P. (1994) Corporate Entrepreneurship in High and Low Technology Industries: A Comparison of Strategic Variables, Strategy Patterns and Performance in Global Markets. Journal of Euro-Marketing, Vol. 3, Issue 3, p. 99. Davis, D. Morris, M. and Allen. J. (1991) Perceived Environmental Turbulence and its Effect on Selected Entrepreneurship, Marketing and Organizational Characteristics in Industrial Firms Journal of Academy of Marketing Science, Vol. 19, Spring Issue, p. 43. Gartner, W. B. (1988) à ¢Ã¢â€š ¬Ã…“Who is the Entrepreneur?à ¢Ã¢â€š ¬Ã‚  is the Wrong Question. American Journal of Small Business; Vol. 12, Issue 4, p. 11. Kotler, P. (2001) A Framework for Marketing Management. Englewood Cliffs, N.J.: Prentice Hall. Lodish, L. Morgan, H. L. and Kallianpur, A. (2001) Entrepreneurial Marketing: Lessons from Whartonà ¢Ã¢â€š ¬Ã¢â€ž ¢s Pioneering MBA Course New York: John Wiley and Sons. Lumpkin, G. T and Dess, G. G. (1996) Enriching the entrepreneurial orientation construct-a reply to Entrepreneurial Orientation or Pioneer Advantage. The Academy of Management Review, Vol. 21, Issue 3, p. 114. Morris, M. H. Schindehutte, M. LaForge, R. W. (2002) Entrepreneurial Marketing: A Construct for Integrating Emerging Entrepreneurship and Marketing Perspectives. Journal of Marketing Theory Practice; Vol. 10, Issue 4, p. 1. Morris, M. H. and Kuratko, D. (2001) Corporate Entrepreneurship: Entrepreneurial Development Inside Organizations. Dallas: Harcourt Publishers. Morris, M. H. and Sexton, D. L. (1996) The Concept of Entrepreneurial Intensity: Implications for Firm Performance. Journal of Business Research, Vol. 36, Issue 1, p. 5. Schumpeter, J. (1950) Capitalism, Socialism, and Democracy New York: Harper and Row. Shane, S. and Venkataraman, S. (2000) The Promise of Entrepreneurship as a Field of Research. Academy of Management Review. Vol. 25, Issue 1, p. 217. Stevenson, H. H. Roberts, M. J. and Grousbeck, H. I. (1989) Business Ventures and the Entrepreneur. Homewood, IL: Richard D Irwin Publishing. Sull, D. N. (2004) Disciplined Entrepreneurship. MIT Sloan Management Review, Vol. 46, Issue 1, p. 71. Timmons, J. (2000) New Venture Creation: Entrepreneurship in the 21st Century Homewood, IL: Richard D. Irwin Publishing. Don’t waste time! Our writers will create an original "What is entrepreneurship? Definitions and processes" essay for you Create order

Analysis Of Claude Steele s Influence On Minority Students

Claude Steele is a social psychologist with a focused interest in self-affirmation theory and its role in self-regulation and the academic under-achievement of minority students and women. Steele explained the academic under achievement of minority students with stereotype threat which is when racial and gender stereotypes can affect minority and womens grades, test scores, and academic identity.(Lasnier, 2009).For many years’ stereotype threat has affected minority students learning making it hard to focus on school because of their environment putting stereotypes in their heads such as already having in your mind that â€Å"men are better than women in sciences (Gorlick, 2009) or â€Å"I’m black I’m not going to graduate anyway so why even try on†¦show more content†¦Besides Steele being a professor, dean and provost he has always won multiple awards and in the 1980’s made the self-affirmation theory well-known by relating that theory to self -regulation and shined a light on stereotype threat making it relevant and known that minorities suffer from it to America today.(Public Affairs, n.d.) Scholarly Work For over fifth teen years social psychologist has done research on how minorities intelligence has been affected by the stereotype threat theory(Jean-Claude Croizet et al., 2004; Lovaglia J, 2004). Stereotyping can be defined in many ways the first being â€Å"A destructive human habit that judges people before knowing their true qualities according to Worley(Worley, 2010). Or when one makes false assumptions on a group based off of their religion, race sexual orientation, disabled, language or educational opportunities(Worley, 2010). Stereotype threat disrupts three ways the first being a physiological stress response that directly impairs prefrontal processing, the second being a tendency to actively monitor performance, and finally the third being efforts to suppress negative thoughts and emotions in the service of self-regulation(Schmader, Johns, Forbes, 2008). All three of these are needed to do well on a standardized test. Stereotype threat affects African-American minority groups--African-Americans, Native Americans, and many Latino groups ( Bowen Bok, 1998; Jensen, 1980;Show MoreRelatedProject Mgmt296381 Words   |  1186 PagesLeadership Chapter 2 Organization Strategy and Project Selection 1.4 Projects and programs (.2) 1.4.1 Managing the portfolio 1.4.3 Strategy and projects 2.3 Stakeholders and review boards 12.1 RFP’s and vendor selection (.3.4.5) 11.2.2.6 SWAT analysis 6.5.2.7 Schedule compression 9.4.2.5 Leadership skills G.1 Project leadership 10.1 Stakeholder management Chapter 11 Teams Chapter 3 Organization: Structure and Culture 2.4.1 Organization cultures [G.7] 2.4.2 Organization structure

Thesis Sample Survey Questionnaire - 720 Words

SURVEY QUESTIONNAIRE Greetings! Please be informed that the researcher is conducting a study on â€Å"The Effectiveness of Advanced reading to the Average Grade Of Saint Benenedict School of Novaliches Seniors†. In connection with this the author constructed a questionnaire to gather information for the study. Your participation in the study by way of answering this is very vital. Without it, the study will not be complete as it should be. Kindly fill up the questionnaire with honesty. Please feel assured that your anonymity and the information you will give will be treated with the strictest confidentiality. Thank you very much for your very kind response to my request and if you are interested I will supply you with†¦show more content†¦Do you agree that the information you have read will retain in your mind? __ Yes __No 8. 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The Fall of Mughal Empire Free Essays

string(64) " of a weak emperor was reflected in every filed administration\." The fall of Mughal Empire Under Aurangzeb’s successors the decay of empire was hastened by several causes and the spirit of lawlessness rampant throughout the land. In such circumstances ruin of Mughal Empire was inevitable. Aurangzeb, as a ruler of India proved to be a failure. We will write a custom essay sample on The Fall of Mughal Empire or any similar topic only for you Order Now He hardly realised that the greatness of an empire depends on the progress of its people as a whole, largely owing to the emperor’s each of political foresight. The symptoms of the integration of Mughal Empire appeared before he left the world. His successors only hastened the process of decay. Disintegration of the Mughal Empire The death of Aurangzeb on the 3rd March, 1707, was a signal for the disintegration of the mighty Mughal Empire, which dazzled the contemporary world by its extensive territories, military might and cultural achievements. The reign of Aurangzeb was the swan-song of the Mughal rule in India. No sooner had he breathed his last then his three sons Muazam, Muhammad Azam and Muhammad Khan Baksh entered into bitter oratorical quarrels for the possession of the throne of Delhi. While nine Mughal Emperors followed one another in quick succession in the fifty years following the death of Aurangzeb, many adventurers Indian and foreign carved out independent principalities for themselves. Mughal government of Oudh, Bengal and the Deccan freed themselves from the control of the Central Government. The Hindu powers found the time opportune for assertion of their independence. Invaders from the North-West repeated their incursions in search of wealth and the European trading companies interfered in Indian Politics. In spite of all these external and internal dangers, dissolution process of the Central structure of the great Mughal Empire was slow and long drawn out process. BajiRao’s raid of Delhi(1773) and Nadir Shah’s invasion(1739) exposed the hollowness of the Mughal Empire and by 1740 the fall of the empire was an accomplished fact. Among the various causes responsible for decline and the downfall of the great Empire the following deserve special mention: 1. Aurangzeb’s responsibility. The expansion of the Mughal Empire under Aurangzeb resembled an inflated balloon. The empire has expanded beyond the point of effective control. Its vastness in the absence of developed means of communication tended to weaken the centre instead of strengthening it. The emperor’s religious policy provoked a general discontent in the country and the empire was faced with rebellions of the Sikhs, the Jats, the Bundelas, the Rajputs and above all the Marathas. Aurangzeb only created enemies. His narrow bigoted religious policy turned the Rajputs, a reliable supporter of the Imperial dynasties into foes. He re-imposed â€Å"Jeiza† on the Hindus which led to the rising of the Satnamis, Bundelas and the Jats. The Sikhs rose against the empire paralysing Imperial administration in the Punjab. The Hindu resistance in the Maharashtra assumed a national character. The Maratha guerrillas demoralised the splendid armies of Aurangzeb, broke their spirit of superiority and wore them out. One of the strongest reasons of the annexation of the Shia Kingdoms of Bijapur and Golconda was religious. The conquest of these Muslim kingdoms of the south removed the strongest local check on Maratha activities and left them free to organise resistance of Mughal Imperialism. Aurangzeb’s mistaken policy of war in the Deccan which continued for twenty seven years drained the resources of the empire. The rulers of Bijapur and Golconda were Shias and for a fanatical Sunni like Aurangzeb there was no place for them in India. The annexation of these States was a blunder. He should have followed a buffer-state policy towards these kingdoms. He should have subordinated his religious zeal to statesmanship. If he had helped these states against the Marathas, he would have been able to keep the latter in check with much less expense and waste of energy. After the annexation of Bijapur and Golconda, Aurangzeb tried to crush the power of the Marathas; Sambhaji the son of Shivaji was captured and put to death. His son Sahu was also made a prisoner. However the Marathas carried on their struggle against the Mughal under the leadership of Raja Ram and Tara Bai. When Aurangzeb died in 1707, the power of the Marathas was not still crushed. They were stronger than before. Well I think, â€Å"The Deccan was the grave of his reputation as well as of his body†. He had to remain a way from the capital for a quarter of a century. The result was that the whole of the administration went out of gear. There was confusion everywhere. The provincial Governors did not send the land revenue to Central Government. At a time when money was needed for Deccan war, very little was coming from the provinces. No wonder when Bahadur Shah succeeded to the throne, the treasury was empty. After the death of Aurangzeb various provinces became independent of the Central authority. Oudh became independent under Saadat Khan Bengal, Bihar and Orissa became independent under AlivardiKhan. Asaf Jat Nizam-ul-Mulk became indepent in the Deccan. The Rohillas became independent in Rohilkhand. The Rajputs also asserted their independence. Thus, gradually the Mughal empire broke up. The failure of Aurangzeb in the Deccan wars destroyed the military prestige of the Mughals. Too much of expenditure made the Mugahl government bankrupt. The Deccan wars can rightly be called the ‘Ulcer’ which destroyedthe Mughal Empire. Weak Successors of Aurangzeb Aurangzeb died in 1707 and before his death he left a will by which he portioned his empire among his three sons. Inspite of this a bitter fratricidal war took place among the three princes for the throne. Muazzam was the ruler of Kabul and the Punjab, Muhammad Azim the second son was the ruler of the deccan. Prince Muazzam came to the throne after defeating his brothers. The Mughal system of government being despotic much depended on the personality of the emperor. Under a strong emperor all went well but the succession of a weak emperor was reflected in every filed administration. You read "The Fall of Mughal Empire" in category "Papers" Unfortunately all the succession after Aurangzeb were weaklings and quite incapable to meet the challenges from within and without far from stemming the tide of decline, they arranged the situation by their idiosyncrasies and lacks morals. Bahadur Shah I (1707-1712) was 69 at the time of his succession to the throne and was too old to maintain the prestige of the empire. He liked to appease all parties by profuse by grants of titles and rewards. Jahandar Shah (1712-1713) the next in succession was a luxury profligate fool. Farrukh Siyar (1713-1719) was a contemptible coward. Mohammad Shah (1719-1748) spent most of the time watching animal fights. He was nicknamed â€Å"Rangila† for his addiction to wine and women. During his rule Nadir Shah attacked Delhi and Subedars became independent. Ahmad Shah (1748-1754) excelled his predecessors in his sensual pursuits. He was unable to cope successfully with the disintegration forces that had grown so alarming on all sides. The empire was reduced to a small district round Delhi. The emperor was deposed and blinded in 1754 by the ‘wasir’. He was succeeded by Alamgir II and he was succeeded by Shah Alum who came under British and Maratha protection. Such weak and imbecile Emperors could hardly act as worthy custodians of public interests or maintain the integrity of the empire. Degeneration of Mughal Nobility When Mughal came to India they had hardly a character. Too much of wealth, luxury and leisure softened their character. Their ‘harems’ became full. They got wine in plenty. They went in palanquins to the battlefield. Such nobles were not fit to fight against the Marathas, the Rajputs and Jats and the Sikhs. The Mughal nobility degenerated at a very rapid pace. The Mughals nobility was taken from the Turks, the Afghan and the Persians and the climate of India was not very suitable for their growth. They began to degenerate during their stay in India. Ruddy warriors in boots, became pale persons in petticoats : â€Å"Where wealth accumulates men decay; And disloyalty on the empire did pray† We have a significant example of the moral degeneration of the Mughal peerage. The Prime Minister’s grandson Mirza Tafakh-kjur used to sally worth from the mansion in Delhi, with his ruffians plunder the shops in the bazars, kidnap Hindu women passing through the public streets in litters or going to the river to dishonour them; and yet there was no judge strong enough to punish him, no police to prevent such crimes. Every time such an occurrence was brought to the Emperor’s notice by the news letters or official reports, he referred it to the prime minister and did nothing more. Court Factions Broadly speaking, the nobles were ranged in two parties. Those two were children of the soil or the Indo-Muslim party. To this group belonged the Afghan nobles, the Sayyeds of Barha and Khan-i-Dauran whose ancestors came from Badakhastan. These Indian Muslims depended mostly on the help of their Hindu compatriots. The foreign nobles of diverse origin, opposed as a class to the members of the Hindustani party; were indiscriminately called Mughals. They were sub-divided into two groups according to the land of their origin. Those who came from Transoxiano and other parts of central Asia and were mostly of Sunni, persuasion formed the Turkani party. The most prominent members of this group was Mohammed Amin Khan and his Cousin Chin-Qillich Khan better known as the Nizam-ul-Mulk. The Irani party was composed of those who hailed for the Persian territories and were Shias. The most important members of the Irani party were Asad Khan and Zulfiqar Khan, the king maker. These were mere factions and were not like modern political parties. Their members had no common principle of action among themselves except of self-interest and no firm party allegiance. They fought battles, upsetting the peace of the country and throwing administration to dogs. Even in the face of foreign danger these hostile groups could not forge a united front and often intrigued with invadors. Defective Law of Succession The absence of the law of primogeniture among the Mughals usually meant a war of succession among the sons of the dying Emperor in which the military leaders of the times took sides. â€Å"The sword was the grand arbiter of right and every son was prepared to try his fortune against his brothers† Such a system though not commendable was not without its advantages. It provided the country with the ablest son of the dying emperor as the ruler. Demoralization in the Mughal Army The abundance of riches of India, the use of wine and comforts had very evil effects on the Mughal army. Nothing was done to stop the deterioration. The soldiers cared more for their personal comforts and less for winning battles. The importance of the Mughal armies was declared to the world when they failed to conquer Balkh and Badakhashar in the time of Shah Jahan. Likewise the failure of Shah Jahan to recapture Kandar inspite of three determined efforts proved to the world that the military machine of the Mughal had become imporatant. In 1739 Nadir Shah not only murdered the people of Delhi but also ordered their wholesale massacre. When such a thing is done by a foreigner, it only proves that the existing government is helpless. Such a government forfeits the right to exact allegiance from the people as it fails to protect life and property of the people. There were inherent defects in Mughal military system. The army was organised more or less on the feudal basis where the common soldier owed allegiance to the mansabdar rather than the Emperor. The soldier looked upon the mansabdar as their chief, not an officer. The defects of this system though evident enough in revolts of Bairam Khan and Mahabat Khan assumed alarming proportions under the later Mughal Kings. Only forced by need does he came out of the moat His army best knows how to turn from the fight; The Infantry – afraid to the barber that shaves; The Cavalry – fall off from their beds in their sleep; But in a dream – they see their mount frisk†. Economic Bankruptcy After the death of Aurangzeb, the Mughal Empire faced financi al bankruptcy. The Deccan wars ruined the finances of the empire. The marches of the Imperial army damaged crops in Deccan while the beasts of burden ate away all the standing crops and greenery. Whatever little was left was destroyed by the Marathas Raiders. There was dislocation of trade and industry. Extravagant expenditure was a crushing burden upon the resources of the country. Nature of the Mughal State The Mughal government was essentially a police government and confined its attention mainly to the maintainance of internal and external order and collection of revenue. The Mughals failed to effect a fusion between the Hindus and Muslims, an create a composite nation. All laudable efforts made by Akbar in this direction were undone by the bgotry of Aurangzeb and his successors. How to cite The Fall of Mughal Empire, Papers

Marketing Plan for 3M Australia World Market

Question: Discuss about the Marketing Plan for 3M Australia of World Market. Answer: Introduction 3M Australia is an American multinational mining and manufacturing that operates across the world markets. 3M Australia collaboratively utilizes the art of science and technology so as to counter worldwide market barriers as well as raising the customer's welfare. The company seeks to inspire innovation while imparting to real world market sustainable development through environmental protection, corporate social responsibility activities, and igniting progresses in the international economy. Basically, this report is based on the market survey for 3M Australia consumer industry by concentrating on protective coverall product offered by the company in a variety of brands namely protective coverall 4540+ M, protective coverall 4515 M White, and protective coverall 4565 M among many others. The following report provides an analysis of the macro, micro, internal, and SWOT surrounding 3M Australia so as to effectively look for market opportunities available in the business environment un der the consumer industry. Business Environment Analysis First and foremost, before deciding on what marketing plan suits 3M Australia, the marketing consultants need to perform an environmental analysis that comprises of macro/micro/internal business environment, and a SWOT analysis so as to set up objectives for the next financial year (Kotler, 2011). The consumer industry for provision of personal health care, home care and cleaning, and personal safety products is highly competitive. This business environment analysis concentrates on protective coverall product brand offered by 3M Australia, to determine the business success and failure determinants so that the management will take the right actions in launching the marketing program for protective coverall 4565. Macro Environment The political, economic, and technological analysis remains valuable when it comes to analyzing external environment where 3M Australia conducts business in the global market (Palmer, 2012). Macro environmental factors impact significantly on 3M Australia's consumer industry for protective coveralls which get designed under numerous brands. Political-Legal The operations of 3M Australia are governed by strict regulations both at the domestic and international law. Under the consumer industry, the company is expected to adhere to the health standards (Wiedinmyer, Yokelson, and Gullet, 2014). Nevertheless, transformations in law impact on the performance of 3M Australia. For example, the existing environmental protection laws impact on the production process for the company. Economic As per the market analysis, economic depressions and downturns in a particular country have adverse effects on the sales of protective coverall 4565 offered by 3M Australia to the consumer industry. For example, inflation and labor price variances impact negatively on the performance of 3M Australia. Technological Technology plays a vital role in innovation and creativity as required by the company (Skalen and Hackley, 2011). For every initiative taken by 3M Australia in its value chain of production and supply of protective coveralls to the customers, technology remains significant. With the aid of technology, 3M Australia has been steady in embracing new mediums in their marketing approaches. Micro Environment Competitors 3M Australia carries out its operations in a highly competitive market environment with its main competitors being Bostik SA, Sika AG, and Johnson Johnson. To obtain a competitive advantage, the company should design a marketing plan that seeks to address the market needs efficiently. Suppliers 3M Australia depends on providers of raw materials in the manufacture of protective coverall products as demanded by their consumers. The company's bargaining power is high since it has significant economies of scale, and this enables the firm to order large quantities of raw materials. The demand for protective coverall 4565 in the market is very high and this necessitates the establishment of strong links with reliable suppliers. Customers The direct market of the company customers. To meet the needs of the clients, the company manufactures various brands of protective coverall under different codes some of which include: protective coverall 4540+ M, protective coverall 4515 M White, and protective coverall 4565 M among many others. The company ensures that the products are made affordable to the customers. Internal Environment Analysis Management and Organizational Culture The business culture of 3M Australia gets based on best practices that deviate from the past approaches to the relationships between the manner by which things get done within the firm and profitability. The communication strategy is well designed that there is an order of command, and this removes the aspect of confusion in the company's operations (Huang and Sarigollu, 2014). Resources The internal resources of 3M Australia include the human resources, financial, physical, and raw materials. For the company, marketing managers exercise control over all these resources when it comes to conducting the business operations. Financially, the organization is stable (Kotler, 2011). Further, the marketing HR recruits qualified and skilled employees who can handle the available physical resources optimally. Swot Analysis The SWOT analyses studies the strengths and weaknesses that affect the internal operations of a company, and the opportunities and threats avialable in the market for the company to exploit. Defining the global consumer industry guides the management in responding to the market demands for the protective coveralls. Strengths 3M Australia enjoys numerous advantages over its competitors, an aspect that has made the company find its strong base in the world market. The following are the main strengths that have seen the corporation become famous: First and foremost, 3M Australia commands an unyielding brand across the global market. Apart from offering various protective coverall brands to the consumers, the company also offers over 4000 products in different industries. The company has large economies of scale since it sells its product brands in the global markets thus possessing a strong customer base across the globe. Weaknesses Despite the great success experienced by the firm, various deficiencies require to be addressed by the company, some of which include: Reduction of sales values in several nations. Recently, 3M Australia witnessed a negative growth in various key markets including Canada, Mexico, and France. This hinders aggressive marketing for the companies products. Health and environmental problems. The manufacturing process of the business's products releases toxic substances which are harmful to both human and animal health. Opportunities The Australian technologies that have consistently impressed the world markets and thus should develop a digital and social marketing strategy to attain more customers. Since 3M Australia is recognized globally as a successful protective coveralls manufacturer and suppliers, it should use this opportunity to obtain financial support from the creditors in an attempt to diversify its operations. Threats Technological transformations which necessitate the company to be averse on the current trends in the consumer sector (McKenzier-Mohr, 2013). Failure to be sensitive to the changing trends and needs in the market makes the company lose its competitive advantage to the rivaling firms. Stiff competition from Bostik SA, Sika AG, and Johnson Johnson for the world markets customers. 3M Objectives and Goals for the Next 1 Year The companys marketing plan for the next 12 months is launching a new marketing plan for protective coverall 4565 M over which the management has allocated $300,000 to fund the launching process. Among all the companys consumer products, namely abrasives, films, tapes, adhesives, chemicals, advanced materials, and scotches, 4565 M protective coverall has the highest potential to thrive in the global consumer industry for 3M. Marketing Mix Strategy and Marketing Theories Application In anticipating the next financial year plans of effectively launching a new marketing plan for protective coverall 4565 M, all business processes should be in conformity with the set budget of $300,000. As analyzed above on both the current internal and external factors surrounding 3M Australia, this would be helpful in assisting the management in deciding where the company wants to be in the next 12 months. The following is an analysis of the 4Ps marketing mix strategy that the management of 3M should adopt in the creation of a feasible plan for the product brand. According to Palmer, (2012), the 4P marketing strategy integrates the application of marketing theories in an attempt to enhance sustainable development and create a competitive advantage for 3M against Sika AG and Bostik SA. The 3M senior managers seek to launch a feasible marketing plan that will utilize the $300,000 optimally and profitably at the most minimum costs possible. Product First and foremost, the product should be in conformity with consumer demands in the market (Huang and Sarigollu, 2014). The manufacturing department of 3M should ensure production of high-quality protective coveralls of the right quantities. The new product brand to be launched (protective coverall 4565M) should be unique in its name, trademark, colors, shape, labeling, and packaging. Further, the new protective coverall 4565 M to be launched in the following year should have additional attractive features that will enable 3M Australia to gain a competitive edge against its rivaling firms. The company should utilize its large capital base as a strength in designing beautiful products that suit the market demands. Of importance, the financial department of the company should allocate adequate production costs approximately $100,000 to be used in designing the new brand. Maslows Hierarchy of Needs Applicability This theory influences the marketing process of a new product in the market. According to Maslow's theory in 1943, people must satisfy the basic needs before advancing to meet self-actualization needs (Onkvisit and Shaw, 1991). Before launching the new protective coverall 4565 M product brand in the global markets, the management of 3M Australia should first ensure that all the needs of employees and customers within their country of operation are met. Once the demands of clients in the domestic market have been confidently satisfied, the management should then extend the supply of the new product brand to the global markets (Karavdic and Gregory, 2005). Place It is important for the marketing team to ensure that the protective coverall is available from where the target market finds it easier to shop (Palmer, 2011). For example, the use of electronic commerce, online shopping, and mail order supply. The allocated capital for the marketing plan should be used to fund transportation of the product from the area of production to the designated destination where the customers will be able to find access to the product. In this respect, the financial department of 3M Australia should allocate $70,000 to facilitate this process. The identification of the potential customer base si also essential. The new protective coverall 4565 M product brand would seek to meet the needs of both the male and female gender. Therefore, the marketing department should ensure that all locations chosen for customers to access the new product are convenient and suitable for increasing sales. Applicability of Consistency and Extended Self Marketing Theories Based on this theory, the company should ensure a consistent marketing campaign that informs the customers on the current offers in the market as well as the places where they can find these offers (Moller, Koehler, and Stubenrauch 2015). The most valuable rationale of consistency theory for marketers of 3M Australia should come from the point that the company has a strong need to believe that the marketers market the protective coverall 4565 M brand consistently with the social norms in the market. The extended self-marketing theory states that belongings reflect the identity of the owners. Therefore, for 3M Australia to effectively market its new product in the global market, the marketers must understand how the product shapes the identity of the consumers. Price The protective coverall 4565 M should always represent a good value for money. The price of the new product to be launched should be affordable. Further, Skalen and Hackley, (2011) argues that the marketing campaigns should clearly state the after sales services that meet the consumer needs and ensure that every client is happy and loyal to the 3M Australia's protective coverall new brand in the next 12 months. However, the management should ensure that the prices offered for the new product to be launched reasonable such that the company achieves the maximum profits possible (McKenzier-Mohr, 2013). Since the new product to be launched, 4565 M will be offered at different quantities that suit the varying customer needs. Therefore, the financial department should allocate 16 percent of the set budget in funding the pricing strategies. Application of Game Theory 3M Australia should understand that there are numerous sophisticated approaches of summarizing the pricing strategies in the most productive perspective. The key competitors of the company usually overlook the allotment of the budgeted funds when it comes to the pricing strategies ((Karavdic and Gregory, 2005). The fact that the marketing team may not effectively have an apparent certainty of what the competitors as discussed above plan to do in the next 12 months marketing plan, the management should emphasize on making educative guesses to predict this effect. For 3M Australia to launch the new protective coverall 4565 brands, the company must be able to anticipate the competitions next move and integrate it with other marketing plans. Promotion In the current business environment, social media marketing is the key communication tool for an organization (Palmer, 2012). The marketing department of 3M Australia should employ intensive advertising, sales promotion, personal selling, and market roadshow campaigns for the the new product brand to be launched as an addition for the existing protective coverall 4564 M. The marketing orientation theory maintains that for an organization to be successful, the management should determine customer needs and wants and look for means of satisfying them more efficiently than their competitors (Huang and Sarigollu, 2014). In the next 12 months, the marketing team of 3M will get involved in intense market campaigns which will be funded with $80,000. Adequate funding of roadshow campaigns, social media advertising, and sales promotion will enable the company to realize the set goals. Application of Network Marketing Theory The network theory studies the relationship between a business and the customers. The management of 3M should understand that the success of the new product to be launched in the international markets depends on the relationship building approaches. The marketing team should explicitly examine the patterns and motives of the customer base which results in the relationships they establish (Onkvisit and Shaw, 1991). Understanding the motivations and perceptions of the market under different locations plays a significant role for better connecting with the people while promoting the new product brand in the so markets. Conclusion Multinational corporations operate in multiple countries. Currently, the business environment is highly competitive, and this calls the management to come up with marketing plans that seek to create a competitive advantage for their rivaling firms. Effective marketing approaches enable a company to thrive in the marketing environment. An understanding of the internal and external business factors allows the marketing team to come up with the right methods to meeting the market demands. Most companies have chosen marketing and advertisement as the best approaches of entering new markets that raise their profitability scales. Therefore, the senior management of businesses existing in the consumer sector should come up with the right marketing plan that may promote their firms reputation, increase sales, and make the product brand known to the market. References Huang, R., Sarigll, E. (2014). How brand awareness relates to the market outcome, brand equity, and the marketing mix. InFashion Branding and Consumer Behaviors(pp. 113-132). Springer New York. Karavdic, M., Gregory, G. (2005). Integrating e-commerce into existing export marketing theories: A contingency model.Marketing Theory,5(1), 75-104. Kotler, P. (2011). Reinventing marketing to manage the environmental imperative.Journal of Marketing,75(4), 132-135. McKenzie-Mohr, D. (2013).Fostering sustainable behavior: An introduction to community-based social marketing. New society publishers. Mller, V., Koehler, D. A., Stubenrauch, I. (2015). Finding the value in environmental, social and governance performance. InNew Perspectives on Corporate Social Responsibility(pp. 275-283). Springer Fachmedien Wiesbaden. Onkvisit, S., Shaw, J. J. (1991). MARKETING THEORIES, MODELS, AND GENERAL ISSUES: Is Services Marketing" Really" Different?.Journal of Professional Services Marketing,7(2), 3-17. Palmer, A. (2012).Introduction to marketing: theory and practice. Oxford University Press. Shani, D., Chalasani, S. (2013). Exploiting niches using relationship marketing.Journal of Services Marketing, 88-94 Skalen, P., Hackley, C. (2011). Marketing-as-practice. Introduction to the special issue.Scandinavian Journal of Management,27(2), 189-195. Wiedinmyer, C., Yokelson, R. J., Gullett, B. K. (2014). Global emissions of trace gasses, particulate matter, and hazardous air pollutants from open burning of domestic waste.Environmental science technology,48(16), 9523-9530.

MATT FARLEY A5 Essay Example For Students

MATT FARLEY A5 Essay Peacefully Ever AfterAccomplish: to succeed in completing; fulfill, perform, or carry out (an undertaking, plan, promise, etc.) Throughout Janies life she accomplished many things, but what Id like to focus on is what I believe her chief accomplishment was: Peace. Janie achieved peace through a long and trial-filled life which consisted of three husbands who were of varying personalities. In this essay I will discuss Janies life relating to each of these husbands, and how Janie grew to achieve peace in the long run. Janies grandmother was one of the most important influences in her life, raising her from an infant and passing on her dreams to Janie. Janies mother ran away from home soon after Janie was born. With her father also gone, the task of raising Janie fell to her grandmother, Nanny. Nanny tells Janie, Fact uh de matter, Ah loves yuh a whole heap moren Ah do yo mama, de one Ah did birth (p.31). Nannys dream is for Janie to attain a position of security in society, high ground as she puts it. As the person who raised her, Nanny feels that it is both her right and obligation to impose her dreams and her ideas of what is important in life on Janie. The conflict between Janies sacred view of marriage and Nannys wish for her to marry for stability and position is a good illustration of just how deep the respect and trust runs. Janie has a very romantic notion of what marriage should be. She saw a dust-bearing bee sink into the sanctum of a bloom; the thousand sister-calyxes arch to meet the love embrace . . . so this was a marriage, is how the narrator describes it (p.24). Nannys idea of a good husband is someone who has some standing in the community, someone who will get Janie to that higher ground. Nanny wants Janie to marry Logan Killicks, but according to Janie he look like some ole skull-head in de grave yard (p.28). Even more important to Janie, though, was the fact that the vision of Logan Killicks was desecrating the pear tree (p.28). Nanny tells Ja nie So you dont want to marry off decent like . . . you wants to make me suck the same sorrow yo mama did, eh? Mah ole head aint gray enough. My back aint bowed enough to suit you! (p.28). After the fight over Logan Killicks, Nanny again, tries to explain to Janie why she needs to marry up the social ladder. This conversation reveals a good deal about the reality of being a black woman. She says De nigger woman is de mule uh de world so fur as Ah can see (p.29). Janie, out of respect for her grandmother, went off to start her role as a wife. For the most part, Janies experiences as a wife are typical of what many women go through, at least in terms of the roles into which they are cast. In contrast to the role of the mother, which is one of giving and nurturing, the role of wife is characterized by giving up ones self in the marriage. Janie, although she tries, cannot make herself love Logan Killicks. She knew now that marriage did not make love. Janies first dream was dead, so she became a woman (p.44). This point is important because it, more than even the marriage ceremony, marks Janies transition from Nannys child to a woman, not only in the biological and social sense, but also in the sense that Nanny is talking about when she says that the black woman is the mule of de world . . . (p.29). It is not long before the newness of marriage wears off for Logan and he introduces Janie to the physical bondage that is expected of a wife. Logan tells Janie I aims to run two plows, and dis man Ahm talkin bout is got a mule all gentled up so even uh woman kin handle im (p.46). There is little doubt why Logan would need a mule so gentle even a woman could handle it. As Logan realizes more and more that Janie is not happy with him, he tries to force her into the traditional wife role by having her do more and more of the demeaning work around the farm. The last straw is when he asks her to get a shovel and move a pile of manure. A feeling of newness and change came ove r her. Janie hurried out the door and turned south the narrator says. Janie leaves Logan behind for a young man, Joe Starks, who she thinks is her answer to the pear tree of peace. In some ways her marriage with Joe Starks is more of a hardship on Janie than her marriage to Logan. Although she stays married to Joe until he dies, she soon begins to understand that she has exchanged the physical and emotional bondage of her marriage to Logan for intellectual and social bondage by Joe. The scene where Joe Starks is elected mayor illustrates this point, as the crowd wants to hear from Mrs. Mayor Starks (she no longer has her own identity). Mah wife dont know nothin bout no speech-makin. Ah never married her for nuthin lak dat. Shes uh woman and her place is in de home (p.69). It soon becomes apparent that Joe, is only interested in having a wife to use as a showpiece. Janie wants to feel a part of the community, but Joe keeps her isolated so that she will continue to be his prize and n ot become just another woman in the town. Janie loved the conversation and sometimes she thought up good stories . . . but Joe had forbidden her to indulge . . . Youse Mrs. Mayor Starks, Janie . . .' (p.85). Janie tries her best to fulfil her role as Joes wife, but the relationship between them deteriorates. The fight scene in the store is the breaking point in their relationship. Joe start to make comments about Janies age and looks. He yells at her for not cutting a plug of tobacco straight, saying dont stand dere rollin yo pop eyes at me wid yo rump hangin nearly to yo knees (p.121). Janie pays him back however, saying talkin bout me lookin old! When you pull down yo britches, you look like the changeuh life (p.123). As far as Jody is concerned, Janie has broken her role; she has humiliated him in front of his peers when it was supposed to be her place to make him look good. You wasnt satisfied wid me de way Ah was . . . Mah own mind had tuh be squeezed and crowded out to make ro om for yours in me is the way Janie explains it to Joe as he is dying of liver disease (p.133). After Joe dies, Janie meets and falls in love with a younger man, Tea Cake. The character of Tea Cake is important in looking at womens roles because he shows that it is traditional male attitudes toward women that keep them in their submissive roles. Janie and Tea Cake leave town to get away from the image the people still have of Janie as Mrs. Mayor Starks. This means a new identity for Janie, but this time she is able to build her own identity and what she gave up for Tea Cake she gives up willingly, because she loves him. Janie is able to have this kind of relationship with Tea Cake because he was carefree. He was not caught up in the social or political roles than most men strive for; he just wanted to have fun and support Janie. The difference in this relationship is illustrated by the fact that Tea Cake asks Janie to come work with him in the fields. Tea Cake was the only husband t hat showed real love and respect for Janie throughout their marriage, and through this she found more happiness, contentment, and peace than with anyone else. .ud712fae6a45896119e7fc330e2fa97f3 , .ud712fae6a45896119e7fc330e2fa97f3 .postImageUrl , .ud712fae6a45896119e7fc330e2fa97f3 .centered-text-area { min-height: 80px; position: relative; } .ud712fae6a45896119e7fc330e2fa97f3 , .ud712fae6a45896119e7fc330e2fa97f3:hover , .ud712fae6a45896119e7fc330e2fa97f3:visited , .ud712fae6a45896119e7fc330e2fa97f3:active { border:0!important; } .ud712fae6a45896119e7fc330e2fa97f3 .clearfix:after { content: ""; display: table; clear: both; } .ud712fae6a45896119e7fc330e2fa97f3 { display: block; transition: background-color 250ms; webkit-transition: background-color 250ms; width: 100%; opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #95A5A6; } .ud712fae6a45896119e7fc330e2fa97f3:active , .ud712fae6a45896119e7fc330e2fa97f3:hover { opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #2C3E50; } .ud712fae6a45896119e7fc330e2fa97f3 .centered-text-area { width: 100%; position: relative ; } .ud712fae6a45896119e7fc330e2fa97f3 .ctaText { border-bottom: 0 solid #fff; color: #2980B9; font-size: 16px; font-weight: bold; margin: 0; padding: 0; text-decoration: underline; } .ud712fae6a45896119e7fc330e2fa97f3 .postTitle { color: #FFFFFF; font-size: 16px; font-weight: 600; margin: 0; padding: 0; width: 100%; } .ud712fae6a45896119e7fc330e2fa97f3 .ctaButton { background-color: #7F8C8D!important; color: #2980B9; border: none; border-radius: 3px; box-shadow: none; font-size: 14px; font-weight: bold; line-height: 26px; moz-border-radius: 3px; text-align: center; text-decoration: none; text-shadow: none; width: 80px; min-height: 80px; background: url(https://artscolumbia.org/wp-content/plugins/intelly-related-posts/assets/images/simple-arrow.png)no-repeat; position: absolute; right: 0; top: 0; } .ud712fae6a45896119e7fc330e2fa97f3:hover .ctaButton { background-color: #34495E!important; } .ud712fae6a45896119e7fc330e2fa97f3 .centered-text { display: table; height: 80px; padding-left : 18px; top: 0; } .ud712fae6a45896119e7fc330e2fa97f3 .ud712fae6a45896119e7fc330e2fa97f3-content { display: table-cell; margin: 0; padding: 0; padding-right: 108px; position: relative; vertical-align: middle; width: 100%; } .ud712fae6a45896119e7fc330e2fa97f3:after { content: ""; display: block; clear: both; } READ: 36 Randolph Street   Essay One could ask the question, How could Janie live happily ever after when shes a single widow with three dead husbands? My response would be that I believe Janie didnt live happily ever after, but rather peacefully ever after. Janie discovered who she is through Logan, her needs and desires through Jody, and personal satisfaction combined with happiness with Tea Cake. With this combination, Janie achieved a restful sense of accomplishment in which she could live her life peacefully ever after.