Movie Run Lola Run Film Studies Essay

Movie Run Lola Run Film Studies Essay Cinema that interests me is cinema about openings, unresolved questions and experiements, †¦ without refusing chaos, chance, destiny or the unexpected. This quote by Tom Tykwer (Composer), epitomizes how he is trying to explore the range of possibilities in film. Also making it distinctive to draw in the audience by having open ended possibilities in film. The movie Run lola run directed by Tom Tykwer and the red tree written by shaun tan, both establish two core ideas which are chance and time. The use of a variety of techniques create distinctively visual images that are highly distinctive. Chance is an idea which is clearly portrayed in both texts. In the movie, Run lola run, the director uses flash forwards to empitomize this idea of chance. The audience witnesses the lives change for the people that lola bumbs into on her journeys, and how their lives change each time to how lols life changes. This is seen with the lady with the pram that lola encounters each time as she beggings her run. This symbolises the unpredictability of life. Lolas destiny in each three stories, so do the lives of the people that she sees. The use of the fast non-digetic sound of the clicking of the camera, allows the audience to feel a sense of urgency. This reflects the idea of fate, that our choices, circumstnces and actions are all connected with those whom we encounter in life. The audience gains a sense of knowledge and is made aware that their life is unpredictable and their actions affect others. Furthermore, the use of characterisation is evident in the main character Lola. The idea of using a female as the protagonist of the film is what makes this post-modern film so distinctive to all the other films in todays society. As a result, lola feels at time, that she isnt in control of her destiny and uses her loud, high-pitched scream to change that. The reoccurring digetic sound of lolas scream is mainly evident in the casino scene, where there is a close-up on Lolas face as she screams to control her destiny with the ball to land on the number 20, as she plays the ultimate game of chance. The audience is made to feel anxious as the wait to see the result of her scream. Hence the idea of chance is also presented in the picture book, The red tree. The metaphore the world is a deaf machine, is used in conjuction with the dull colours used to portray that the persona, the little girl, feels unheard and fears that her destiny will be to end up alone and not belong in society. The reader is automatically drawn to empathise with the persona as how a little girl can be unheard and be left all alone. Thus, the use of composiotion layout is used in the middle of the picture book. Where the vector image is a game board which symbolises chance and many paths, also it is evident that the girl in the corner of the page is holding a dice, this dice represents the idea of fate. This illustrates to the reader that the persona believes that her life is a game and also she is unsure of the future. All the above techniques used in both the film Run lola run and the picture book the red tree influence the idea of chance and the use of visual techniques are what makes these texts both so distinctively visual. Time is an important idea in both texts which is constantly reoccurring. At the beginning of the movie run lola run, the opening credits, an animated lola is seen running towards a clock as the sound effects of tick tocking sounds. Allow the audience to be aware of the importance of time in this film. Hence, the close upshot of the pendukm grand-father clock in the opening credits, helps aid the importance of time. The reaccuring motif of clocks and the number 20, 20 minutes to save mani, generates drama and exicitment, also reminding the audience of lolas race against time. Furthermore, the audience is with lola in her journey for the real time of 20 minutes. This gives the audience the knowledge of what lola actually completes in 20 minutes. This technique is what makes this post-modern film so distinctively visual. Furthermore, the use of split screen image is constantly reaccuring in the tri-part structure of the film. This is shown in the multiple scences between mani, lola and the town clock, as lola competes against time to get to mani and save him. This is used to engange the audience and make them wonder what is going to happen next and allow them to wonder if she will make it in time. Simliarily the idea of time is present in the picture book, the red tree with the reoccurring motif of the red leaf. The persona at the start of the novel doesnt pay attention to it, however towards the end of the book she notices it and it is evident that a smile begins to form on her face. This is used to symbolise to the reader that it takes time for a good outcome to occur also that in ones life timing is everything. Furthermore the repition of and wait.. symbolises that the persona is just waiting for something to happen. This makes the reader feel sympathetic to the little girl. This visual technique is used to make both texts so distinctively visual. Also the different events in each of the characters life, helps shape the texts to be unique. In conclusion, the movie run lola run and the picture book the red tree the use of many visual and aural techniques has created texts that are portrayed to be distinctively visual.

Relationships Between Employees And Employers

Relationships Between Employees And Employers The subject of this study is the relationships between employees, employers and their representatives in the United Kingdom and mainly the changes that have occurred in the last few years. What is meant exactly by employee relations? What has changed since the Industrial Revolution? Salaman (2000) defines employee relations as a reflection of the development of more diverse employment patterns, the growth of high tech and commercial sectors, reduced levels of unionisation and use of management strategies aimed at individualising the employment relationship, in other terms it is the new management of all the variables which influence the work namely the management style, the level of employees motivation, the work environment, job satisfaction, the objectives of the company etc. We can differentiate three phases in the evolution of employee relations since the end of the Second World War, the third one being the partnership approach. Until 1979 (date of the election of the Conservative Party), work relations were based on collective bargaining and collective agreement aiming to determine and regulate, in varying degrees, the terms on which individuals will be employed (Flanders, 1968), with a strong voluntarism encouraged massively and informally. The trade unions (basically, it is an association of wage earners, totally independent of employers pressure, who struggle to improve work conditions) had a lot of power and everything was negotiated through deals. In fact, a Trade Union, through collective bargaining can force employers to deal with labour as a collective identity, rather than isolated individuals, and so, secure better the terms and condition of employment (Webb Webb, 1920). However, when the conservative party was elected in 1979, everything changed. The new government introduced a lot measures to limit the role of trade unions. In addition, it introduced an enterprise culture in which individuals and organisations, rather than government, were to be held responsible for economic performance. Thus, as well as rejecting the maintenance of full employment as a major policy objective, they in effect abandoned the commitment of their predecessors to voluntary collective bargaining as the most effective method of determining pay and conditions. Then, there was a total break with the old work patterns but an explanation of this will be the economical context. In fact, after the war, there was a period of reconstruction that engendered a lot of work; manufacturing was the backbone of the economy, it was a period of full employment. After that, there was a wave of privatisation, many companies became multinationals, and there was an internationalisation of business. The aim of the study will be to analyse and evaluate the new approach to the management of employee relations. Firstly, the author will define and explore what the partnership approach is. Then, the study will continue by examining the advantages and the disadvantages of this approach to each stakeholder (employees, employers and Trade Unions). Finally, an evaluation of the prospects for success of the partnership approach and an expression of a critical comparison with the previous ones will be highlighted. The Employment Relation (ER) Employment relationship is an economical exchange of labour capacity in return for the production of goods and services. It is very important to understand the implications of all the aspects of employment relations. High levels of collaboration between the workforce and management are likely to be consistent with greater reliability of production and quality of output, which in turn would bolster the organizations market position. Thus, employment relation is one of the most significant areas that need to be invested (Rollinson, 1993). Salaman (2000) defines employment relations as a reflection of the development of more diverse employment patterns, the growth of high tech and commercial sectors, reduced levels of unionisation and use of management strategies aimed at individualising the employment relationship, in other terms it is the new management of all the variables which influence the work namely the management style, the level of employees motivation, the work environment, job satisfaction, the objectives of the company etc. The state (all levels of government) plays a crucial role in employment relations, both directly and indirectly. The roles undertaken by governments may be categorised into five components including maintaining protective standards; establishing rules for the interaction between the parties; ensuring that the results of such interaction were consistent with the apparent needs of economy; providing services for labour and management such as advice, conciliation, arbitration and training; and as a major employer. The management of the ER system in Britain Britain is a country of Western Europe comprising England, Scotland, Wales, and Northern Ireland. Until July 2003, the British population is 60,094,648. At the height of its power in the 19th century it ruled an empire that spanned the globe (Stewart, 2005: 23-25). It is the dominant industrial and maritime power of the 19th century, played a leading role in developing parliamentary democracy and in advancing literature and science. The first half of the 20th century saw the Britains strength seriously depleted in two World Wars. The second half witnessed the dismantling of the Empire and the Britain rebuilding itself into a modern and prosperous European nation. It is also a leading trading power and financial centre, is one of the quartets of trillion dollar economies of Western Europe. The British industrial relations system has a long history and has undergone much change in recent years. There are three phases in the evolution of employee relations since the end of the World War II, the third one being the partnership approach. Until 1979 (date of the election of the Conservative Party), work relations were based on collective bargaining and collective agreement aiming to determine and regulate, in varying degrees, the terms on which individuals will be employed (Flanders, 1968), with a strong voluntarism encouraged massively and informally. The partnership approach What is it? The use of this term is a relatively recent political phenomenon. Some people affirm that it is just a term used by the Government to attract popular support because nobody can be against Partnership (Knell, 1999). Some others, more optimistic, see in this term a new pluralist approach to industrial relations. This concept comes from the idea that enterprises should recognise the interests of each stakeholder, namely employees, employers and their representatives, in order to satisfy each party. The aim of this approach is to find a common interest of management and labour, through trust and mutual involvement, instilling a sense of belonging and involvement. The Involvement and Participation Association (IPA, 1992) identifies six key principles: A shared commitment to the success of enterprise, including support for flexibility and the replacement of adversarial relations. A recognition that interests of the partners may legitimately differ. Employment security, including measures to improve the employability of staff as well as limit the use of compulsory redundancy. A focus on the quality of working life. A commitment to transparency, including a real sharing of hard, unvarnished information, an openness to discussing plans for the future, genuine consultation and preparedness to listen to the business case for alternative strategies. Adding value the hallmark of an effective partnership is that it taps into sources of commitment and / or resources that were not accessed by previous arrangement. For the New Labour government, partnership at work becomes an important objective. B. Its dimensions 1. Who are the partners? The partnership is between individual employer and individual employee and their representatives but the latter partner is weak in the new work relation. The partnership approach is more focused on individual relationships than a collective one, like in the past. Indeed, New Labour insists on individual choice. For them, it is not an obligation to integrate a working union. It emphasises that individuals are the best judges of their own individual interests. That is to say that the individual has the choice of whether or not to join a trade union and whether or not to take part in the coverage by collective agreement. It might mean the new government is not really in favour of the trade unions. In fact, some people think that a trade union would be an enemy of the partnership approach in the sense that trade unions defend the workers interests and they always have a confrontational relationship with the employers. Then, how can a partnership be formed if one of the partners does not make an effort to find a common agreement? In this way, the trade unions role has to be redefined. They have to play a co-operative role with employers in order to find some common interests which satisfy both the employees and the employers. The psychological contract The psychological contract is the basis of a partnership approach. It is the link between employers and employees. It establishes the expectations, aspirations and understandings which they have of each other (Herriot, 1998). The author has noticed that the psychological contract has changed since the last few years because of the changes of the work environment (change in workforce structure, re-engineering, downsizing.). The old psychological contract was based on security and predictability, now it is more situational and short term and assumes that each party is much less dependent on the other for survival and growth. According to Hiltrop (1995), the new contract can be defined as follows: There is no job security, the employee will be employed as long as he/she adds value to the organisation, and is personally responsible for finding new ways to add value. In return, the employee has the right to demand interesting and important work, has the freedom and resources to perform it well, receives, pay that reflects his or her contributions and get experience and training needed to be employable here or elsewhere. The psychological contract has to be strong and truthful to allow a partnership relation The voluntary aspect of the partnership New Labour insists on the voluntary aspect of the new work relation. The partnership should be introduced through cultural changes which will lead to more positive relationships between employers and employees than the letter of the law can ever achieve. That is to say that the law itself can not resolve the problem of employee relations, some cultural changes have to emerge first. Employers and employees have to make some effort to improve the work relationship. The advantages and the disadvantages of the partnership approach: A. For the employees 1. Advantages With the partnership approach, employees benefit from a Family atmosphere with friendly policies. For example, they benefit from new working arrangements which allow a greater flexibility. There is a harmonisation of working conditions, policies and procedures for all employees under training. The partnership approach introduces a new pay structure: pay is monthly through credit transfer, and the traditional annual pay is replaced by an objective formula. Moreover, a reduction of the working week for manual and craft employees can be observed. 2. Disadvantages However, the partnership approach introduces the notion of the individual worker. In this way, trade unions are less useful in the employer/employee relationship and lose their power. Then, the employee is in a weaker position than his/her employer (a caution has to be noticed because, trade unions have a right to accompany their members during the disciplinary or grievance interview). B. For the employers 1. Advantages Firstly, the partnership gives a good reputation to the enterprise which applies it. Moreover, it allows a greater stability of employment because employer talks to employee and establishes some rights and some obligations that each party has to respect (limit the turnover, strikes and so on). The relationship between both is more respectful and equal. Furthermore, the partnership allows a greater openness over the enterprise. Through it, the employers know what is wrong with the employees and try to find how they can fix it. The work atmosphere is more friendly and truthful. The partnership approach is, as well, a need for a change in approach to the trade unions. To date, the relation between employers and trade unions is based on confrontation. This new approach gives a secondary role to the trade unions and privileges the individual employer/employee relations, which is easier to manage. Moreover, employers try to improve work conditions, in return they profit from a greater activity because workers feel good in the company. In addition they can have greater performance appraisal and a new understanding of performance management through control and feed back. 2. Disadvantages This approach demands a lot of administration and is quite constraining for a company. To fire an employee who has a poor performance for example, the employer has to give a first warning and propose a disciplinary interview in order to detect what is wrong with this employee. If nothing has changed, the employee can receive another warning, the last one, before the dismissal (or other sanctions). Sometimes, procedures take too much time and engender an economical loss. Moreover, the enterprise can lose some power in relation to its employees. Previously, employers had the economic power over employees, now this power is more shared between both because their relationship is more interdependent. C. For the trade unions 1. Advantages There is a new stake in their role as representatives. They have to prove the value of the employers to the employees and the value of the employees to the employers. Moreover, the trade unions can profit from a partnership fund in order that employers and employee representatives work together to support innovative projects to develop the partnership approach in the workplace (Lord McIntosh Lord Hansard, May 1999). 2. Disadvantages The partnership approach has more disadvantages than advantages for the trade unions. Through it, trade unions lose some power. Firstly, their recognition is limited. According to the government, the trade union has a secondary role in the employer/employee relationship. Then, their role has to be redefined in a more consultative sense; it has to focus on the information, the communication, the representation and the partnership. Their contribution to the partnership is potentially useful but far from being essential. Thus, trade unions are worried about their traditional role which is to defend the workers interests. They think that in this new approach, employee representatives will become part of the management. Moreover, according to the IPA, the partnership needs a different channel than the union one, because this model is not adequate anymore. In fact, the union presence is weak or non-existent in the majority of companies in Britain, therefore, the partnership needs a new representative structure. Evaluation and criticism of the prospects for success of the partnership approach The employment relation through the partnership approach becomes fairer. For example, union co-operation in more flexible work patterns, teamworking, the introduction of annualised hours and the harmonisation of terms and conditions of employment are all greater assets of the partnership approach. Concerning job security, the partnership approach remains limited: The job security guarantees have been identified as the hallmark of partnership approach by many of its advocates, although, they have no featured in all such agreements. In most cases, they amount to relatively limited management commitments to avoid the use of compulsory redundancy as a means of labour shedding- a fairly familiar practice in organisations that can attract sufficient candidates for early retirement and voluntary redundancy with enhanced severance payments. Moreover in some partnership agreement, trade unions and employees are required to co-operate with measures with make the avoidance of compulsory redundancy easier, including the acceptance of the companys use of subcontracted, temporary or short-term contract staff ( Taibly Winchester, 2000 and Bach Sisson,2000). Moreover, the fundamental need for a successful approach requires some cultural changes; we have to break with the old practice (industrial/adversarial ones) because we cannot access a new form of management without this. Furthermore, the partnership approach appeared in a particular political context. In fact, it was the end of the Conservative government (characterised by a policy of deregulation) and the beginning of the Labour party which developed the important idea of commitment to the partnership in the workplace. But, its aim has to be analysed very carefully because we can notice that the government refused to take part in some social policy proposals developed by the European commission. This reaction is contrary to the apparent willingness of the government to introduce fairness in work and at work. However, some surveys show that employees feel better with the partnership agreement. We can notice that job satisfaction level is greater than before (Bach Sisson, 2000) but this result has to be taken with caution if we refer to the recent strike of the Post Offices which occurred last month. Then, the question is whether the partnership approach is successful? In the historical, political and economical context, the author thinks that partnership and the willingness of each stakeholder are present. The difficulty is just trying to apply it in the best way. Britain has made a lot of effort to improve work conditions. Compared to the past, this approach is the compromise between the two previous ones. Indeed, the first one (~1945-1979) was too dominated by the trade unions. The following one was too adversarial; the employees lost all their rights. Thus, this new approach tries to satisfy both parties. Conclusion The work is not finished. If the partnership approach succeeds in satisfying the stakeholders, it needs to be improved again. Britain needs to work on other more social law proposals and take part in the European ones. However, the employment relations are governed by the variation of the market as well; hence, it is very difficult to satisfy everybody. But, the important thing is to try to do the best. Moreover, there will always be some disagreements and unfairness in work and at work; we have to be patient because it takes time to change the mind of each person.

The Physics of the Human Voice Essay -- Biology Science Essays

The Physics of the Human Voice The voice is our primary mean of communication and expression. We rarely last more than a few minutes without its use whether it is talking to someone else or humming quietly to ourselves. We can use the voice artistically in many ways. For example, singing carries the rhythm and melody of speech. It creates patterns of pitch, loudness, and duration that tie together syllables, phrases and sentences. We use the voice for survival, emotion, expression, and to reflect our personality. The loss of the voice is a severe curtailment to many professions. It is affected by general body condition which is why we need to consider the location of the larynx and how that organ produces voice. Surprisingly, this complex biological design is mechanical in function. It is mechanical to the point that when it has been excised from a cadaver and mounted on a laboratory bench, the larynx produces sounds resembling normal phonation. (Titze, Principles) The larynx, known as the voice box, consists of an outer casing of nine cartilages that are connected to one another by muscles and ligaments. There are three unpaired cartilages and six paired. The unpaired cartilages include the thyroid, cricoid, and epiglottis. The thyroid cartilage is the largest and better known as the Adam’s apple. The cricoid cartilage is the most inferior cartilage of the larynx which forms the base of the larynx on which the other cartilages rest. Together, the thyroid and cricoid cartilages maintain an open passageway for air movement. The epiglottis and vestibular folds, or false vocal chords, prevent swallowed material from moving into the larynx. The paired cartilages, accounting for the remaining six, include the arytenoid (ladl... ...rynx for speech. Anatomy is very important when considering the physics of the voice. Much of the head, neck, and chest play an important role in sound production. Although the larynx is biological it is very mechanical in function. Mechanical means that we study objects in motion and the associated forces that produce that motion. The same three universal laws made famous by Sir Isaac Newton apply to the voice. The larynx can then become a nonbiological sound source. When compared to other instrument made by human hands the voice is not ideal in structure. Tissues found in the human body do not vibrate as easily or as predictably as the strings of a piano or the reed of a clarinet. One can speculate that our bodies are still evolving to create a sound more conducive in structure. Considering all that we can do with our voices, I doubt we will hear much complaining.

Suburbia: Inappropriate Growing Environment :: Suburbs Education Learning Essays

Suburbia: Inappropriate Growing Environment There's a reason people go to school in their youth rather than after they get older. It's because the childhood years are the ones during which the potential for learning is the greatest. Youths' impressionable minds have far less trouble picking up important concepts like mathematics and grammar than do adults'--in fact, young minds seem oftentimes to learn automatically or accidentally. It stands to reason, therefore, that adults should take advantage of that impressionability to educate the leaders of the future in areas such as art, basic economy, and interpersonal behavior while their chances of learning are still so great. In a world and a time where the quest to become a functional and productive member of society is such a difficult one and so rarely completed, one can't help feeling that it's absolutely imperative that those in charge of raising the next generation ensure that they do so under the best possible circumstances: that is, in a living environment conducive to intellectual and emotional challenge and growth. However, such is clearly not always the case. As a place to develop and mature, one of the worst locales in America--and possibly the most misjudged--is suburbia. A vast wasteland of dressed-up emptiness, the typical suburban town promises an idyll it could never truly hope to deliver. An attempt at compromise between the country and the city, it instead combines the worst aspects of both. And as we shall see, children who grow up in this abyss will find their social lives constantly lacking and their cultural needs rarely met. The causes of these shortcomings of the suburban town are firmly rooted in its geographical and political structure, as well as in the attitudes of many suburban adults. Geography "The suburbs represent the triumph of accessibility over proximity," writes Harlan Paul Douglass in his 1920s book The Suburban Trend (187). Douglass is writing to defend his home--in his own words, an "apologia for suburban life"--but he appears sadly unaware of the sinister truth to his statement (v). Indeed, some semblance of indiscriminate accessibility is a reality in the suburbs--for people of means. That is to say, people who can drive, or who live near public transportation routes. Children tend not to fall into either of these categories. On the one hand, most are too young to get driver’s licenses or too poor to pay for a car and auto insurance. On the other, even those who live within walking distance of mass transit systems may find its cost prohibitive, or else their parents may forbid them to use it for fear of what kind of people they'll meet.

Thomas Hardy was an English man, who lived in England near Dorchester E

Thomas Hardy was an English man, who lived in England near Dorchester Thomas Hardy was an English man, who lived in England near Dorchester. He lived from 1840-1928 most of what he wrote is set in Dorset and the neighboring countries. He gave these the fictional name Wessex. He wrote 17 novels which one was unpublished. And around a thousand poems the melancholy hussar and the withered arm are both from the Wessex tails book. He lived on the edge of a tract of a wild heath land, which was very isolated this may have resulted in his stories being set out in the country or being isolated. Or even ending happy in the melancholy hussar or the withered arm. The social class issues, these would stop a lower class person marrying a higher-class person it was seen as a very big thing back then, there-for Dr.grove wants Humphrey to marry Phyllis, and in the withered arm Rhoda could marry farmer lodge but he does not want to as it is seen as a disgrace. Also the stigma of being an unmarried mother is tough for Rhoda and her son. Farmer lodge does not even acknowledge him wh...

Pschology Module 27: Thinking, Language and Intelligence The Availability Heuristic Essay

Availability Heuristic: A mental shortcut that relies on immediate examples that comes to mind. When you are trying to make a decision, a number of related events or situations might immediately spring to the forefront of your thoughts. As a result, you might judge that those events are more frequent and possible than others. You give greater trust to this information and tend to overestimate the probability and likelihood of similar things happening in the future. Examples After seeing news reports about people losing their jobs, you might start to believe that you are in danger of being laid-off. You start lying awake in bed each night worrying that you are about to be fired. After seeing several television programs on shark attacks, you start to think that such incidences are relatively common. When you go on vacation, you refuse to swim in the ocean because you believe the probability of a shark attack is high. After reading an article about lottery winners, you start to overestimate your own likelihood of winning the jackpot. You start spending more money than you should each week on lottery tickets. Availability heuristic influences our decisionns and judgments by remembering something that shapes our impression to make these decisions and lead us astray in our judgments that makes information pop into our minds. Availability heuristic leads us to fear the wrong things and we shouldn’t always fear everything. Four influences that feed fear and cause us to ignore higher risks 1. We fear what our ancestral history has prepared us to fear (Confinement and heights, and therefore flying) 2. We fear what we cannot control (We can control a car by driving but not a plane) 3. We fear what is immediate (Teens are indifferent to smoking’s toxicity because they live more for the present than the distant future) 4. We fear what is most readily available in memory (Availability Heuristic) (Scary, vivid images like 9/11 cause our judgments of risk, we remember and fear natural disasters like hurricanes tornados and earthquakes that kill people instantly)

Hofstede Cultural Difference Critiques Essay

Arguably, Hofstede’s work (1980, 1997) represents a pioneering approach of culture as a way of comparing international management frameworks. First of all, prior to offering any evaluations in regards to McSweeney’s criticism (2002a/b), it is crucial to identify the nature of Hostede’s work within the entire sphere of the culture approach itself. In contrast to the guarantors of the emic approach , whose main concepts tend to discard the equalization and standardization of dimensions in national cultures’ comparisons, the pillars of Hofstede’s work, which belong to the etic approach , are based on 5 dimensions whereby national differences are then measured. In other words, from the emic standpoint it is also arguable that the etic research methodology, as aiming to identify equalities among national differences, would risk throwing out the baby with the bath water . On the other hand, from the emic perspective, dividing the culture into a set of defined scopes stands as the only way to actually enable researchers to compare cultures . Having briefly introduced the shortcomings related to both approaches, McSweeney’s critiques can now be narrowed down to a specific scope, which is mainly encompassed with Hofstede’s research methodology. Research Validity  In light of the importance for any researches to provide clear definitions on the specific research concepts and key words, the first part of this essay will evolve on contextualizing the meaning of culture within Hofstede’s work, thus, giving ground to McSweeney’s relevant sources of criticism. Geert (1980) has defined culture as â€Å"the collective programming of the mind distinguishing the members of one group or category of people from another†. McSweeney essentially critiques Hofstede’s adoption of nations as means of cultural comparisons, scorning the territoriality uniqueness of culture in primis. In regards to this issue, Hofstede in a second stage (2002: 1356) acknowledges that nations are not the ideal elements for studying cultures, yet this is the only way researchers could have access to comparable units. Predictably, thousands of other author’s contributions in regards to the definition of culture would make this argument even more complex. For the sake of this analysis, emphasis would be given to the arguments in regards to the research methodology. Research Reliability: Research Sample The first criticism which may arise is likely to involve the representativeness of Hofstede’s research sample. In more details, he argues that 117,000 questionnaires for two surveys, covering 66 countries would be enough to ensure the research reliability. From my point of view, McSweeney’s critiques result founded when analysing the sampling framework in more details. CountryNumber of Respondents for Each Country Belgium, France, Great Britain, Germany, Japan and Sweden (6 countries)More than 1000 Chile, Columbia, Greece, Hong Kong, Iran, Ireland, Israel, New Zealand, Pakistan, Peru, Philippines, Singapore, Taiwan, Thailand and Turkey (15 countries)Less than 200 [Tab. 1] As it can be seen by the table (Tab. ), in 15 countries the sample size is composed by less than 200 respondents, which results to be extremely small compared to other countries with over 1000 respondents. To couple this argument, McSweeney discusses about the narrowness of the population surveyed as respondents were all IBM employees, mainly involved with the marketing and sales departments. Hofstede’s reply ( 2002), stating that this sample’s framework had only been used in order to isolate the national culture differences from both the organizational and occupational culture, seems however to give rise to other arguments. As McSweeney’s (2002a: 95-99) argues, respondents’ cultural framework is made up by three non-interacting and durable levels of culture (Tab. 2). At the first level, the assumptions which would free this model from any shortcomings would be that there is only one IBM culture and that there is also a common worldwide occupational culture for each job (Hofstede 1980a: 181). What are these assumptions based on? According to McSweeney (2002a: 96), these assumptions are â€Å"too crude and implausible to underpin Hofstede’s emphatic empirical claims† . Following the thread of his argument we come across a situation where assuming that an IBM employee, whether in a developed USA head office or a new opened branch office in Pakistan, will possess the same identical organizational and occupational culture does become hard to encompass. In response to this argument, Hofstede acknowledges that considerable differences exist at the â€Å"organizational level† (1991: 93), yet it redefines the entire organizational culture as a mere set of â€Å"shared perceptions of daily practices† (1991: 182-3), therefore distancing from the early-stage value-based definition. According to McSweeney (2002b), this is only a failed attempt to deliver a straightforward concept and definition of organizational culture. Back to Culture Hofstede’s vision of culture is often linked to two different concepts, unique national tendency and central tendency, respectively. In the first case, as pointed out by McSweeney, the national uniformity which Hofstede claims to have found, results to have no valid grounds as it derives from a very specific micro-level (IBM). Secondly, in regards to the claimed average tendency, the heterogeneity of questionnaires’ responses completely contradicts this conceptualization at the first place. As cited from Jacob (2005), â€Å"if exceptions to the rule are as numerous as the rule itself† to what extent could predictions based on that rule be reliable? In many countries, McSweeney argues, the typical IBM employee would at a high extent diverge from the general population. That is to say that an IBM employee in Taiwan would not necessarily reflect Taiwan’s population average individual, especially when we are talking about someone who holds a managerial position in a multinational firm. This concept brings us to another aspect of McSweeney’s criticism (2002a:92), â€Å"culture treated as a mere epiphenomenon, completely casual†, as conceptualized by Hofstede, it would look like something which moves along the history â€Å"enduring†, yet it is not subject to radical changes due to fluctuating social, economic and institutional trends (Tab. 3). Questionnaire and Dimensions Arguably, the questionnaire itself also presents some limitations. Firstly aimed to investigate the employees’ morale at IBM, it also resulted to reflect some values that, for Hofstede, could have been used to unveil the national cultural differences’ myth. Citing one of his research questions, â€Å"How long do you think you will continue working for this company? †(1980 Appendix 1) , it is obviously clear there would be differences in whether this question is being asked in a country, say, the USA, with plentiful employment vacancies, or in a country, say Thailand where at the time of the research the unemployment rate was comparatively high. Under these circumstances, it is extremely hard to assume that the respondents were not influenced by other social, political and institutional factors (See Tab. 3). Therefore, his research’s entire reliability could be easily questioned on this basis. Despite ensuring the confidentiality of respondents’ answers, employees’ foreknowledge of the end objective of the survey might have easily encouraged them to assume a more positive attitude in order to support their divisions’ reputation. Arguably, the responses analysed by Hofstede were situationally restricted (McSweeney, 2002a: 107). In more details, the questions only reflected values related to the workplace, furthermore the surveys were exclusively directed within the workplace and were not tested in non-work place locations for both same respondents and others. In light of the first purpose of the questionnaire, it is spontaneous to raise a question in regards to the validity of the dimensions found by Hofstede. Could it be possible that a specialized study in cultural differences would have delineated different dimensions? In his response, Hofstede acknowledged that, although there may be some other dimensions equally important for the structuring of a comparative cultural analysis, relative questions were simply not asked. McSweeney with reference to Triadis (1994) argues that bi-polar dimensions of national cultures should not be comprised of opposite poles (for example: Individualism – Collectivism), but depending on the situations they could coexist. Under these principles, the work of Schwartz (1992) appears to give a comparatively dynamic dimensions’ disposition. History and Research Validations In the last section of his book, Hofstede (1980: 326- 331) includes some historical and contemporary events which he states would validate his research findings. However, McSweeney (2002b) argues that these stories reveal nothing but justifications, leaving out the basics for an accurate confirmation. According to his analysis, Hosfstede’s assertion, â€Å"the more masculine a culture the more antagonistic are industrial relations, is flawed as the trends for working days lost in industrial disputes , in both Spain and the UK, result to vary enormously over time. In other words, we could argue that these fluctuations are highly influenced by political, economic and institutional changes. In the case of industrial relations’ disputes in Spain, after the death of Spanish dictator Franco in 1975, the level of working days was subject to a huge increase. Hofstede’s findings have also been validated by other studies, reflecting the same national cultural differences . This is one of the reasons why Hofstede’s work has so far been used in many disciplines as pioneer of the cultural approach in the sphere of comparative international management. Under these circumstances, as Hofstede states (2002 p. 1358), it is just not all about faith in his research, but it is the willingness of the society to accept his work as something which could be taken to a step further. In some cases, institutional factors, history, politics and economy do provide better explanations in this field, yet as Hofstede would argue, the cultural perspective does have his validity as it offers a complete different view on values embedded by people which do have an influence on their daily lives. Conclusion Arguably, some of Hofstede research framework’s features, especially the ones related to his research methodology, do present various shortcomings. However, the overall importance of cultural approach for national differences should be seen as undeniable (Koen, 2005). Nevertheless, it is worth pointing out that after all, the main argument merely evolves on Hofstede’s claims to have â€Å"uncover[ed] the secrets of entire national cultures† (1980b: 44). Despite his book title narrowing the scope of its findings down to the work-place, â€Å"Culture’s Consequences: International Differences in Work-Place Values†, Hofstede, in many of his publications, seems to overestimate his findings. It is extremely important to acknowledge and appreciate the enormous contribution that Hofstede has made to the entire society’s understanding of international cultural differences. On the other hand, it is also crucial to stay away from the â€Å"taken for granted† approach when coming across such a complex topic. As mentioned in the preface, etic and emic approach despite having a different vision on how to measure and analyse culture, they could still be seen as two complementarities which could be extensively used for a more thorough research. In addition, although admitting that limitations in research methodology do hamper the objectivity of findings, the etic approach still stands as the unique way to allow researchers to obtain comparable quantitative data. I do also appreciate the contributions made by McSweeney, whose criticisms have enabled me to adopt a more critical line of thought in analysing this interesting topic. At some extent we could assume that Hofstede’s research is still a â€Å"work in progress†, eventually other advocates of the etic approach will take it to a more universal level, as some of other authors in this field have already done. I would like to conclude this essay with a quote from McSweeney (2002a: 90), when he states that Hofstede’s work could be dismissed as a misguided attempt to measure the unmeasurable .