Importance Of National And Organisational Culture Management Essay

Importance Of National And Organisational Culture Management Essay With the recent acquisition of Nexen Inc. by CNOOC Limited, the problem of managing cross cultural challenges arises. This is because of the cultural differences between China and Canada which both companies represent. This management report addresses the envisaged challenges of national and organisational culture arising from CNOOC acquisition of Nexen, by applying Hofstede cultural models. The report commences with introduction, followed by background of CNOOC acquisition of Nexen. It also discusses meaning and importance NC and OC culture; it then discusses the challenges and management strategies. It would conclude and make recommendations on how to mitigate the challenges. WORD COUNT: 2,498 PRESENTED TO: MS. Gillian Pallis CONTRACT CONCERNING PLAGIARISM I have read the code of practice regarding plagiarism contained in the students introductory Handbook. I realize that this code governs the way in which the Centre for Energy, and Mineral Law and Policy regards and treats the issue of plagiarism. I have understood the code and in particular I am aware of the consequences, which may follow if, I breach the code. I also authorize the centre to scan the e-copy of my research paper through the plagiarism detection software to detect plagiarism. SIGNED: ___________________________________ Date: TERMS OF REFERENCE This is a report by 110024120 an MSC student in International Oil and Gas Management, University of Dundee, Centre for Energy, Petroleum Law and Policy (CEPMLP). The report has been prepared exclusively for and at the request of the Senior Strategy Team of CNOOC Limited to address potential management challenges to the continued effective control of business arising from the acquisition of Nexen Inc. This report is focused on the perspective of delivering suitable management practices in meeting the envisaged challenges. The aim of the report is to present a critical and informed analysis of appropriate managerial strategies and practices for the challenges of national and organisational culture differences in post-acquisition performance. It concludes with some recommendations for consideration by the Senior Strategy Team of CNOOC and Nexen. TABLE OF CONTENTS TERMS OF REFERENCE 2 TABLE OF CONTENTS 2 LIST OF ABBREVIATIONS 4 KIFs Knowledge Intensive Firms 4 KIWs Knowledge Intensive Workers 4 CHAPTER ONE 5 1. INTRODUCTION 5 CHAPTER TWO 6 2. BACKGROUND OF CNOOC ACQUISITION OF NEXEN 6 CHAPTER THREE 7 3. MEANING AND IMPORTANCE OF NATIONAL AND ORGANISATIONAL CULTURE 7 CHAPTER FOUR 8 4. THE CHALLENGES OF NATIONAL AND ORGANISATIONAL CULTURE 8 4.1. HOFSTEDE FOUR DIMENSIONS MODELS FOR NATIONAL CULTURE 8 4.2. HOFSTEDE SIX DIMENSION MODEL FOR ORGANISATIONAL CULTURE 9 4.3. ANALYSIS OF THE MODELS AND CHALLENGES OF NC AND OC DIFFERENCES 10 4.4. STRATEGIES FOR MANAGING CULTURAL CHALLENGES 11 13 13 13 13 13 CHAPTER FIVE 13 5. CONCLUSION 13 CHAPTER SIX 14 6. RECOMMENDATION 14 BIBLOGRAPHY 15 APPENDIX 18 HOFSTEDS CULTURAL INDEX, SCORES FOR SELECTED COUNTRIES 18 LIST OF ABBREVIATIONS NC National Culture OC Organisational Culture NXY New York Stock Exchange KIFs Knowledge Intensive Firms KIWs Knowledge Intensive Workers CHAPTER ONE 1. INTRODUCTION CNOOC Limited made global headlines on July 23, 2012 when it announced the acquisition of NEXEN, a Canadian based oil and Gas Company at the cost of $15.1 Billion. The acquisition is seen as Chinas largest Oil and Gas Company overseas acquisition Lauren (2012). NEXEN was founded in 1971 and is headquartered in Calgary, Canada. Nexen is a global energy company and is listed on the Toronto and New Yorks stock exchange under the symbol of NXY (www.nexeninc.com). Nexen is strategically located in different regions of the world; it has over 3,067 employees that add value for shareholders through successful oil and gas exploration and development. Consequent to the acquisition of Nexen, CNOOC Limited is now among one of the largest independent oil and gas exploration and production companies in the world (www.cnooc.com). According to Barney (1988) many international acquisitions creates value for the acquirer through cooperation and integration to enhance sustainable growth. The objective of acquisition is to bring companies together and increase their competitive advantage through knowledge transfer, innovations and management skills. This is also a justification for an acquisition Fitzgibbon Seeger (2002). However, most international acquisitions come with complex management challenges Hitt, Harrison and Ireland (2001). Many factors are responsible for these challenges. Thus, this management report is aimed to address the envisaged challenges of national and organisational culture to the effective business performance in CNOOC acquisition of Nexen. This report will apply Hofstede (1980) four dimensions models and Hofstede (1990) six dimensions models as literature to argue that the challenges of NC and OC will affect post acquisition performance. The application of the two models is in line with a separate model developed by Hofstede for comparing OC differences. This is also consistent with Schein (1985) argument that organisational culture differences are not the same with national culture. The report will discuss the background of CNOOC acquisition of Nexen. It also discusses the meaning and importance of NC and OC culture; it then discusses the challenges and management strategies. It would conclude and make recommendations on how to mitigate the challenges. CHAPTER TWO 2. BACKGROUND OF CNOOC ACQUISITION OF NEXEN CNOOC Limited was established in 1999 and listed on the Hong Kong Stock Exchange and New York Stock Exchange in 2001 and is 70 percent owned by China National Offshore Oil Corporation (www.cnoocltd.com). CNOOC is one of Chinas largest producers of oil and natural gas and is also among the largest independent oil and gas exploration and production Companies in the world (www.cnoocltd.com). According to the chairman Mr Wang Yilin, based on the strategic business objective to expand CNOOC overseas business and deliver sustainable growth, thus complementing the large offshore production footprint in China. Extending its global presence to oil rich region like Western Canada, and other parts of the world are mandates for management to achieve. Consequently, the opportunity for the acquisition of NEXEN is an important part in CNOOC international business growth platform as mentioned by Chief Executive Officer of CNOOC Mr Li Fanrong, CNOOC Press release (2012). The acquisition of NEXEN by CNOOC Limited was announced on July 23, 2012 and approved by NEXEN shareholders on September 20, 2012 at the cost of $15.1 Billion (www.nexeninc.com). The acquisition will bring in benefits for both firms. CNOOC brings in a reassurance of stable company and strong financial base for investment, while Nexen Inc. will play an important part in international business growth platform. However, securing approval and making purchase does not end acquisition challenges. The challenges of acquisition may be ahead of what happens afterwards, the issues after takeover Lauren (2012). For NEXEN a Canadian company with western values and culture, the management and staff are accustomed to working independently. But with the acquisition, they will align with CNOOC as their new Chinese owner with a different culture and orientation Lauren (2012). As both companies are knowledge intensive firms (KIFs) with knowledge intensive workers (KIW) there will be challenging issues on NC and OC differences Alvesson (2004). Thus, this report addresses the challenges of NC and OC in CNOOC acquisition of NEXEN. We will proceed by looking at the meaning and importance of NC and OC. CHAPTER THREE 3. MEANING AND IMPORTANCE OF NATIONAL AND ORGANISATIONAL CULTURE NATIONAL CULTURE This was defined as the collective programming of the mind acquired by growing up in a particular country Hofstede (1991). National culture is reflected in basic values, such as feelings of right and wrong, good and evil, beautiful and ugly, rational and irrational Olie (1990). NC impacts many forms of organisational behaviour, ranging from decision-making styles and human resources management to behaviour in groups Kirkman, Love Gibson (2006). NC is treated as a relatively stable feature that changes very slowly Erez Earley, 1993; Hofstede (2001). ORGANSATIONAL CULTURE Hofstede (1980) defined organisational culture as the collective programming of the mind that differentiates the members of one organisation from others. Trice and Beyer (1984) views it is a system of publicly accepted meanings which operate for a group at a particular time; it is a pattern of shared basic assumptions developed by a group or organisation on how to cope with its environment, that are stable and difficult to change, and difficult to observe because many important parts of culture are invisible Schein (1985); and more so it can simply imply the way we do things around here Deal and Kennedy (1982). IMPORTANCE The importance of national and organisational culture in international acquisition cannot be disregarded Hatch, 1993; Schein, 1985 and Hofstede (1980). Managing international business or acquisition means handling and understanding both cultural differences at the same time. Knowledge of cultural practices across borders is significant for multinationals in order to hold the company together. National cultures are embedded in values, whereas organisational cultures are embedded in practices, when both cultures are ignored there could create challenges that affects post-acquisition performance. CHAPTER FOUR 4. THE CHALLENGES OF NATIONAL AND ORGANISATIONAL CULTURE For the purpose of analysing the challenges of national and organisational culture, this report applies Hofstede cultural models to illustrate the major cultural differences which CNOOC of China and Nexen of Canada represent. Canada reflects the western cultural values wheras China reflects the Oriental Confucian group. The models are identified as follows: 4.1. HOFSTEDE FOUR DIMENSIONS MODELS FOR NATIONAL CULTURE INDIVIDUALISM/COLLECTIVISM This implies disharmony of interests on personal and collective goals Parsons and Shils (1951). Hofstede (1980) culture index (from the appendix) scored Canada 80 while China scored 20. This shows that the Canadians are highly independent of their organizations, preferring personal time, freedom, and challenge, whereas the Chinese employees have a stronger sense of belonging to their organization. POWER DISTANCE This refers to how different societies find different solutions on social inequality Mauk (1977). China scored 80 while Canada scored 39, indicating that Chinese employees are more comfortable with structured hierarchical levels and supervisors who make decisions. Canadians, on the other hand, prefer a more participatory style. UNCERTAINTY AVOIDANCE This implies the degree to which cultural members are willing to accept and deal with risky situations or unknown future Hofstede (1980). China scored 30 while Canada scored 48, meaning that the Chinese try to avoid risk and anxiety, while the Canadians neither seek nor avoid ambiguous situations. MASCULINITY/FEMININITY This refers to stereotyping gender expectations in organisations Hofstede (1984). China scored 66 while Canada scored 52, meaning that China has medium/high masculinity culture; whereas Canada has a medium/low masculinity culture. 4.2. HOFSTEDE SIX DIMENSION MODEL FOR ORGANISATIONAL CULTURE PROCESS ORIENTED VERSUS RESULT ORIENTED Process oriented cultures are dominated by technical and bureaucratic routines, while results oriented by a common concern for outcomes. In results-oriented units, everybody perceived their practices in about the same way; in process-oriented units, vast differences exist in perception among different levels and parts of the unit Hofstede (2011). JOB ORIENTED VERSUS EMPLOYEE ORIENTED Job oriented assumes responsibility for the employees job performance, while employee-oriented cultures assume a broad responsibility for their members wellbeing. At the level of individual managers, the distinction between job orientation and employee orientation has been popularized Blake and Moutons Managerial Grid (1964). PROFESSIONAL VERSUS PAROCHIAL Professionals usually imply the highly educated members identified primarily with their profession; while in Parochial, the members derive their identity from the organization for which they work. This is widely known as local versus cosmopolitan. OPEN SYSTEM VERSUS CLOSED SYSTEMS This dimension refers to the common style of internal and external communication, and to the ease with which outsiders and newcomers are admitted. It shows that organizational openness is a societal characteristic which means organization cultures also contain elements from national culture differences. TIGHT VERSUS LOOSE CONTROL This dimension deals with the degree of formality and punctuality within the organization; it is partly a function of the units technology: as most companies tend to show tight control, while others like advertising agencies show loose control. PRAGMATIC VERSUS NORMATIVE This last dimension describes the prevailing way of being flexible or rigid in dealing with the environment, particularly with customers. This dimension measures the degree of customer orientation, which is a highly popular topic in the marketing literature Hofstede et al. (1990). 4.3. ANALYSIS OF THE MODELS AND CHALLENGES OF NC AND OC DIFFERENCES By analysing the above cultural models as postulated by Hofstede, in the four dimension models we can identify differences in power distance, uncertainty avoidance, individualism/collectivism and femininity/masculinity between Canada and China which both companies represent. For the six dimensions models, CNOOC has process oriented culture with beurocratic routines while Nexen is more result oriented having concern for outcomes (www.nexeninc.com). Also Nexen culture are more job oriented while CNOOC have employee oriented culture with broad responsibility for their members wellbeing (www.cnoocltd.com). These cultural differences as illustrated creates challenges of conflicts, costs, and difficulties Hosted (1980; 2001). The cultural differences are also responsible for challenges and obstacles to achieving integration benefits Bjorkman, Stahl, Vaara (2007). It leads to decrease in shareholders value Datta and Puia (1995). It can complicate post acquisition integration and resource sharing Brock (2005). It causes human resource challenges like feeling of uncertainty and insecurity, causing culture clash and negative emotional reactions of employees towards acquisition Elsass and Veiga (1994) and culture collision Cartwright and Cooper (1993). They also lead to communication problems, ego clashes, inter-group conflicts, low employee morale, poor performance and ultimately retention Adkins and Caldwell (2004). However, these challenges can be mitigated by applying management practices and strategies. 4.4. STRATEGIES FOR MANAGING CULTURAL CHALLENGES Managing the challenges of national and organisational culture involves applying management practices or strategies by managers to reduce the challenges. The strategies are as follows: CULTURE INTEGRATION It involves the varying extent to which we can integrate more than one cultural perspective, mind-set, and behaviour into ones identity and worldview. It implies being able to move easily among cultures. It highlights the central importance of developing leaders and managers to the point where they have an ethno-relative experience of cultural difference Randy and Jacob (2009). SYNERGY APPROACH The approach involves adopting the strategy of managing the differences in culture. This implies recognising the challenges and using them to their advantage, rather than ignoring or allowing the challenges to cause problems Adler (1997). Managers therefore should be taught how to respect culture differences at work and how to work with them to maximise the contribution of each employee Cascio (1998). RESPECT FOR HOST COUNTRY CULTURE This means accepting the cultural difference without any judgment. No particular culture should claim perfection over the other culture. Cultures are different and for people they represent the ability to manage life situations and conditions the way they are familiar with for a long time Anisha (2011). IGNORING THE CULTURAL DIFFERENCES The strategy implies a stage where the managers ignore the differences. It later becomes irrelevant as the managers and employees would be having good understanding about each others cultures and practices and they would have to respect the cultures. The employees and managers in this strategy feel that our way is the only way Adler (1997). CULTURAL ADAPTATION This strategy involves mutual understanding and simplification of complicated demanding processes of behaving in a different cultural condition. This step does not mean that the participating partner should give up their cultural background, but rather they should use their knowledge of their own culture to gain knowledge about the partners culture Anisha (2011). CHAPTER FIVE 5. CONCLUSION The challenges of national and organisational culture remain crucial in post-acquisition performance. Although CNOOC may experience many complex problems during the integration process, however the challenges of national and organisational culture differences can be very devastating. This is because most successes and failures of international acquisitions have been attributed to the challenges of cultural differences ( From the analysis of Hofstede cultural models we identify cultural differences between China and Canada which CNOOC and Nexen represent. For individualism/collectivism, it implies that Canadian employees are more independent of their organization, preferring freedom, whereas Chineese employees have a stronger sense of belonging to their organization. In power distance, China employees are more comfortable with structured hierarchical levels while Canada, on the other hand, prefer a more participatory style. With respect to uncertainty avoidance, Chineese tries to avoid risk and anxiety, while Canadians neither seek nor avoid ambiguous situations. In masculinity/femininity, China has medium/high masculinity culture whereas Canada has a medium/low masculinity culture. In terms of the organisational culture six dimensions models; there are cultural disparities between CNOOC and Nexen in the OC. Consequently, we can surmise that national and organisational culture differences are the biggest challenges that could affect international acquisition performance Hofstede (2001) such as that of CNOOC and Nexen. Thus, in order to mitigate these challenges, the recommendations below are made for the senior strategic team to adopt. CHAPTER SIX 6. RECOMMENDATION For CNOOC to enjoy sustained business performance in the acquisition of Nexen, the following recommendations are made to mitigate the challenges of NC and OC: Firstly, CNOOC should adopt culture management approach. This implies the process of developing or reinforcing an appropriate culture in the organisation Pretorius (2004). Culture management is also concerned with culture change, culture reinforcement, implementation and change management. The approach will achieve effective control of cultural difference challenges between CNOOC and Nexen. Secondly, culture training for employees is vital. It will sensitize them to the discriminations, biases and negative feelings of the diverse employees in the organisation Farren and Nelson (1999). Through training, employees can understand cultural diversity that exists between CNOOC and Nexen. Cultural training will also promote cooperation and coordination among employees to enable them live harmoniously and work comfortably. Thirdly, CNOOC should create awareness on cross cultural communication. This is because all levels of communication are affected by cultural dimensions like words, language, body language, gestures, etiquette dos and donts, clothing, gift giving, dining, customs and protocols William (2005). The knowledge of cross cultural communication is necessary because what may be considered perfectly acceptable and natural in China, can be uncultured or offensive in Canada. BIBLOGRAPHY BOOKS SOURCE Alvessson, M. (2004). Knowledge Work and Knowledge Intensive Firms. Oxford University Press, May 20th , 2004. pg102. Deal, T. E. and Kennedy, A. A. (1982). Corporate cultures: The rites and rituals of corporate life. Reading MA: Addison-Wesley. Cited in; Management An Introduction, by David Boddy with Steve Paton. Pearson Education Limited, 2011, Fifth Ed. Pg. 79. Hitt, M., Harrison, J. and Ireland, R. (2001). Mergers and acquisitions: A guide to creating value for stakeholders. Newyork: Oxford University Press. Copyright 2001, Pg5-6. Hofstede, G. (1984). International Differences in Work Related Values (2nd ed.) Beverly Hills CA: SAGE Publications. ISBN 0-8039-1444-X Hofstede, G. (1980). Cultures Consequences: International differences in work related values, 1980, p.25, Beverly Hills, CA: Sage Publications. JOURNALS AND ARTICLE SOURCE Adler, N. J. (1997). International Dimensions of Organisational Behaviour, Cincinnati, Ohio: South-Western College Publishing. Adkins, B. and Caldwell, D. (2004). Firm or subgroup culture: Where does fitting in matter most? Journal of Organisational Behaviour, 25 (8) pp. 969-978. Barney, J. (1988). Returns to biding firms in merger and acquisitions: Reconsidering the relatedness hypothesis. Strategic Management Journal, 9(S1), 71-78. Bjorkman, I., Stahl, G., and Vaara, E. (2007). Impact of cultural differences on capability transfer in acquisitions: The mediating roles of capability complementarity, absorptive capacity, and social integration. Journal of International Business Studies, 38: 658-672. Brock, D. M. (2005). Multinational acquisition integration: the role of national culture in creating synergies. International Business Review, 14(3): 269-288. Cascio, W. F. (1998). Managing Human Resources Productivity, Quality of work Life, Profits, Boston: McGraw Hill. Cartwright, S. and Cooper, C. L. (1993). The role of culture compatibility in successful organisational marriage. Academy of Management Executive, 7(2): 57-70. Datta, D. K. and Puia, G. (1995). Cross border acquisitions: An examination of the influence of the relatedness and cultural fit on shareholder value creation in U.S. acquiring firms. Management International Review, 35: 337-359. Elsass, P. M. and Veiga, J. F. (1994) Acculturation in acquired organisations: A force-field perspective. Human Relations, 47(4): 431-454. Erez, M. and Earley, P.C. (1993). Culture, Self Identity, and Work. Oxford: Oxford University Press. Fitzgibbon, J. E. and Seeger, M. W. (2002). Audience and metaphor of globalization in the Daimler Chrysler AG merger. Communication Studies, 53(1), 40-55. Hatch, M. (1993). The dynamics of organisational culture. Academy of Management Review 18: 657-694. Hofstede, G. and Bond, M. H. (1988). The Confucius connection: From cultural roots to economic growth. Organisational Dynamics, 14, 483-503. Hofstede et al., (1990). Attitude, Values and Organisational Culture: Disentangling the concepts. Geert Hofstede. Institute research on Intercultural Cooperation, Maastricht and Tilburg, the Netherlands. Hofstede, G. (1991). Cultures and Organisations: Software of mind. Intellectual Cooperation and its Importance for survival, Harper Collins, 1991, pp. 79. Kirkman, B. L., Lowe, K. B. and Gibson, C. B. (2006). A Quarter Century of Cultures Consequences: A Review of Emperical Research Incorporating Hofstedes Cultural Values Framework. Journal of International Business Studies; Washington, 37(3), 285-320. Lodorfos, G. and Boateng, A. (2006). The Role of Culture in the Merger and Acquisition Process. Management Decision, 44(10), 1405-1421. Marks, M. L. and Marvis, P. M. (1986). The Merger Syndrome. Psychology today, 20 (10), 36-42. Mauk, G. (1977). The daily power game, Martinus Nijhoff Social Sciences Division. Olie, R. (1990) Culture and Integration Problems in International Mergers and Acquisitions. European Management Journal, 8 (2), 206-215 Parsons,T and Shils, E. (1951). Toward a General Theory of Action, reprinted as Talcott, Shils, Tolman, Stouffer and Kluckhohohn et al., Towards a General Theory of Action: Theoretical foundations of social Sciencies, Transaction Publishers, 2001. Schein, E, H. (1985). Organisational Culture and leadership. San Francisco: Jossey Bass. Schein, E. (1990). Organisational Culture. American Psychologist, 45 (2), 109-119. Trice, H. M. and Beyer, J. M. (1984). Studying organisational culture through rites and rituals. Academy of Management Review, 9, 653-669. Trompenaars, F. and Hampden-Turner, C. (1980). Riding the waves of culture: understanding cultural diversity in global business. New York: McGraw Hill. INTERNET SOURCE Anisha, C. (2011). Managing Cross Cultural Differences: Strategies to overcome differences. Dept. of management Studies and Research, Gulbarga University, Gulbarga, Karnataka. June 30, 2011. http://www.indianmba.com/Occasional_Papers/OP252/op252.html last visited January 06th, 2013. CNOOC, Press release, (2012). CNOOC Limited enters into definitive agreement to acquire Nexen Inc. http://www.cnoocltd.com/encnoocltd/newszx/news/2012/2062.shtml last visited January 16th, 2013. Farren, C. and Nelson, B. (1999). Retaining Diversity, Executive Excellence, New Delhi: Sage, July, pg.7. http://www.delhibusinessreview.org/v_2n2/dbrv2n2e.pdf last visited January 12th, 2013. Lauren, K. (2012). Nexen to be acquired by Chinas CNOOC for $ 15.1B cash. July 23, 2012 http://www.therecord.com/news/business/article/766128nexen-to-be-acquired-by-china-s-cnooc-for-15-1b-cash last visited January 14th, 2013. Hofstede, G. (2001). Cultures Consequences: Comparing Values, Behaviours, Institutions and Organizations across Nations. Sage Publications. http://geert-hofstede.com/dimensions.html last visited January 18th, 2013. Hofstede, G. (2011). Dimensionalizing Cultures: The Hofstede Model in Context. Online Readings in Psychology and Culture, Unit 2. http://scholarworks.gvsu.edu/orpc/vol2/iss1/8 last visited January 13th, 2013. Nexen Inc, About us; CNOOC Acquisition of Nexen. http://www.nexeninc.com/en/AboutUs/CNOOCAcquisition.aspx last visited January 18th, 2013. Pretorious, W. (2004). The impact of organisational culture on effectiveness. May 08, 2005. http://www.upetd.up.ac.za/thesis/available/etd_3162004_131828 last visited January 15th, 2013. Randy, M. and Jacob, M. (2009). Leadership Practice for a Global Society, NASPA Pre-Conference Workshop, March 8th, 2009. http://www.docstoc.com/docs/77255010/Managing-Cultural-Differences-Global-Leadership-Strategies-for-the-21St-Century last visited January 17th, 2013. William Wardrobe, (2005). Beyond Hofstede: Cultural applications for communication with Latin American, Association for Business Communication Annual Convention. http://www.businesscommunication.org/convensionsnew/proceedingsnew/2005new/pdfs/13abc05.pdf last visited January 14th, 2013.

Hate It or Love It Essay

In 1972 the Cross Bronx Expressway was completed; this marked the separation of the southern Bronx and was followed by the â€Å"Bronx is burning† which began the downward spiral for this urban, African American neighborhood. Around the same time hip-hop was founded and became an outlet for the frustrations of the poor, suffering people of this region. The result was the culture of hip-hop that glorifies violence, drugs, money, and a gangster persona. This has become the image of the Hip Hop artist, and is used by musicians to gain the approval or â€Å"street cred† of their fans/peers. With this proof of authenticity, however, many rap/hip-hop artists have sent messages of criticism and condemnation of the life in the â€Å"hood† and the failures of the Civil Rights Movement. In the song â€Å"Hate it or Love it,† these themes of hip-hop are portrayed throughout the song. Rappers The Game and 50 Cent both use signification and realism to gain credibility and critique the failures of the Civil Rights generation. As defined by Imani Perry, a processor of African American studies at Princeton University, realism â€Å"encourages a critique of the media and reflects the significant realities of social inequality† and signifying â€Å"[is] a metaphor for the revision of previous texts and figures (Perry, 61, 101).† Credibility is an idea that is very important in hip-hop. It is often referred to as â€Å"keeping it real† and calls attention to the authenticity of the rap artist (Perry, 87). According to Imani Perry, this entails maintaining â€Å"allegiance to black youth populations or subgroups within [their] community.† Most enthusiasts believe that hip-hop artists should stay true to their roots and stick with the style of their home-region. The Game stays â€Å"real† by recording â€Å"Hate it or Love it† as West Coast style hip-hop and visually signifying N.W.A. (a hip-hop group also from the same city of Compton, CA) in the music video. The song also allows featured artist 50 Cent the chance to stay authentic when he signifies Tupac and Rakim, both of which were also from New York. The Game and 50 Cent though not directly sampling from these artist do cover the identity their predecessors created; as a result, they cover and maintain allegiance to the image of men from black American urban communities. In addition to signifying, â€Å"Hate it or Love it† uses realism throughout its lyrics to build credibility with the audience. Rappers/ Hip-Hop artists are expected to â€Å"witness† and â€Å"live out† the narratives that they tell. 50 Cent starts the song saying, â€Å"let’s take’em back† signifying the transition to story of a â€Å"real† time before he or The Game were known rappers. Both artist reference this reality by disclosing details of ghetto/gangster life in lines like â€Å"Brenda is still throwing babies in the garbage,† â€Å"niggas had stole my bike,† and â€Å"one phone call’ll have your body dumped in marshes.† These phrases all refer to personal or witnessed events that describe the problems like teenage pregnancy, theft, and gang violence in black American urban communities. This â€Å"reality† regardless of truth authenticates the rapper because it shows he has experienced the pa ins of racism, and poverty. It gives the listener a reason to believe the artist can sympathize with his/her own struggles and authenticates the words in the song. Imani Perry also says that, â€Å"[Realism is a] testimony to the emotional state resulting from the experience of poverty, blackness, and the crisis of urbanity (Perry, 87).† After proving oneself as â€Å"real† and establishing their ability to relate to black America, rap artist can further their credibility by targeting the emotional hardships of urban poverty. 50 Cent conveys these emotions when he raps, â€Å"Different day, same shit, ain’t nothing good in the hood. I’d run away from this bitch and never come back if I could.† Here he expresses a genuine hate for the â€Å"hood† and shows his vulnerability as a child, a sentiment not often admitted to in rap. It is this type of realism and openness with emotions that gives musicians the chance to connect and gain trust from the audience. With trust, sup port, and belief in the lyrics, credibility is established. The artist becomes â€Å"real.† Establishing a sense of being â€Å"real† is not restricted to the lyrics. In the music video for â€Å"Hate it or Love it,† The Game employs several images that create both emotion and establish his â€Å"witnessing† of gangster life. For example, both 50 Cent and The Game are represented as children in the music video. They are shown alone in an empty house, standing next to a dead body, and being arrested (as a child and adult). These pictures create feelings of pity and sorrow for the young rappers who appear to have nobody looking out for them, a truth often seen in poor urban communities. This again earns credibility for the rappers because it shows they have â€Å"lived out† the experiences that they rap about. (Perry, 90) With this evidence of living as a â€Å"real† African American, The Game and 50 Cent progress toward a manifestation of respect by contrasting the hood with their new â€Å"reality.† This new life is what Nelson Geor ge would describe as, â€Å"the black man crave[ing] a context for that style, one that often comes as part of a male-dominated collective (George, 52).† In other words, 50 Cent and The Game must cover a glorified version of â€Å"that style† ascribed to the black, male demographic to earn respect from their peers. This glamorized image of blackness is seen throughout the â€Å"Hate it or Love it† music video. The Game is shown standing on top of a building in suburban Los Angles, cruzing down the Boulevard in a red convertible, and wearing two Jacob watches. These images are all a â€Å"signifying call-response trope† between rapper to rapper and rapper to audience (Perry, 62). These images of wealth, and power are a cover of African American male’s desired collective style, a style formed by the previous generation of rappers, and a style African American public continually tries to mimic. It is with the success of achieving this â€Å"style† that 50 Cent and The Game earn respect, and it is with this respect that they gain that final amount of credibility that makes them â€Å"real† rap art ists. Realism is not restricted to the construction of credibility for an artist, it also has the ability to inform listeners about life in the â€Å"hood.† Imani Perry describes this type of realism as a â€Å"telling narrative.† She says, â€Å"[a telling narrative] is to inform and enlighten rather than simply depict (Perry, 91).† The Game accomplished this throughout the lyrics in his song. He raps, â€Å"Thinking how they spent 30 million dollars on airplanes when there’s kids starving,† and â€Å"No schoolbooks, they used that wood to build coffins.† These two lines are extremely powerful and a harsh criticism of society as a whole. These words â€Å"enlighten† us of problems for children in black urban communities like hunger, poor education, and violence. The Game shows contrast when rapping that we spend â€Å"30 million dollars on airplanes.† He is clearly condemning society for its failure to take responsibility for African American children despite the availability of resources. A telling narrative does not only express disapproval for society in general, but also â€Å"provides an internal critique of sociological conditions and the prospects of social control through planned communities (Perry, 91).† The possibility of â€Å"social control† or an improvement of life style is implicitly suggested in The Game’s lyrics. He repeatedly shows the availability of wealth with references to items like â€Å"Jacob’s watches,† â€Å"Mercedes Benz,† and â€Å"sheepskin coats.† 50 Cent however provides a true internal critique of the African American community, not just society as a whole. Within the first stanza 50 Cent recounts the poor/lack of parenting he received from his mother and father. He says, †Coming up I was confused, my mom kissing a girl/Confusion occurs coming up in the cold world/Daddy ain’t around, probably out committing felonies.† These three lines are a direct criticism of 50 Cent’s parents and other ghetto parents of the same generation, the children from the Civil Rights Movement. It is commenting on their collective failure to use the momentum of the civil rights movement as a medium for change. Instead, many, like 50 Cent’s parents, went the opposite route. They fell into illegal activities and abandoned their children. This â€Å"reality† of an illegal life is further exemplified when 50 Cent says, â€Å"I wanna live good, so shit I sell dope.† With no parents, money, or real support, children of the Civil rights generation had to turn to drugs and other illegal activities to â€Å"live good.† Through these types of lyrics, 50 Cent and The Game â€Å"inform† and â€Å"critique† life in urban black neighborhoods. Criticism of ghetto life and the disappointment of the Civil Right’s generation are also accomplished with the use of signification. According to Imani Perry, â€Å"Signifyin(g) is a way of saying one thing and meaning another (Perry, 61).† The Game successfully does this with both images and lyrics. For example, he raps â€Å" ‘Pac is gone and Brenda still throwing babies in the garbage/I wanna know ‘What’s Going On’ like I hear Marvin.† This literally is somewhat confusing; however, if we look beyond the referencing previous black artist, The Game is â€Å"signifying† problems that the African American community has been enduring since the 60’s. Brenda, for instance, is not literally â€Å"throwing babies in the garbage.† Rather, The Game is addressing the continued issue of teen pregnancy in black urban communities and criticizing the lack of change in these problems. He is looking at a similar underlying â€Å"meaning† when he references Marvin Gaye’s song â€Å"What’s Going On.† An artist from the era of the Civil Right’s Movement, Gaye was concerned with issue of drug addiction, poverty, and the Vietnam War. It is clear that the Game is concerned with the lack of change that has occurred since the 1960’s and is calling out the failures of society. The Game continues this use of signifying as social commentator by sampling the background music from The Trammps’ song â€Å"Rubberband.† It is this â€Å"imitation†, as Glenn Gould calls it, that â€Å"[gives] art importance.† (Gould, 58) Gould argues that imitation â€Å"upsets the idea of progress.† This is exactly what The Game and 50 Cent are indicating. Since the Civil Rights Movement, the generation of the Trammps, there has been limited progress. The Game is thus â€Å"imitating† and covering a lack of change. He is criticizing the black people’s ability to make change happen. Progress for African Americans has been limited since the Civil Rights Movement. Despite the lack of change, many people have tried to help, improve, challenge, and change the urban black American’s way of life. Rappers, like The Game and 50 Cent, release music that alludes to the gangster life and its hardships. This signification often is criticized as an â€Å"affirmation of stereotypes;† however, on a deeper level the music is â€Å"challeng[ing] the assumptions† of what a black man is (Perry, 61). When The Game ends his music video, he stands looking at the camera holding, kissing, and loving his baby. Looking directly at the camera he is staring into every African American home in America saying I will be different, I will be a good father, I will make a change. The Game understands the power he has as a rapper, and though this may not be a revolution like the Civil Rights Movement, it sends a message that change is possible even if it is one person at a ti me.

Evidence Base Practice

Discuss how evidence -based practice is applied in your practice setting and describe the desired outcome achieved through this approach. â€Å"Evidence-based practice is an interdisciplinary approach to clinical practice†.(â€Å"Evidence-based practice,† ) Its purpose is to improve the quality of patient care and patient outcomeIn critical care unit the area in which I practice, evidence based practice is implemented for reduction and prevention of critical illness such as neuromyopathy. To accomplish this, a supportive treatment approach has been implemented. The treatment of all sources of inflammation is aggressively executed. Potentials for infections is addressed by early removal of Foley’s, discontinuation of iv lines when no longer needed, Peripheral iv changed every 72 hours, and picc lines are removed when it is evident that the patient is febrile for 24 to 48 hours. Another treatment approach is early weaning of patients on mechanical ventilator.The en tire interdisciplinary team is involved in a mobility plan for all patients admitted on the unit. Early weight-bearing and ambulation is encouraged. Control of schedule for mobilizing patients out of bed is the responsibility of members in the physical therapy department. Each patient may be up for about two hours, the number of patients to be up and the time they should be up is posted for both day and night shifts. For vented patients, the Respiratory therapist, the nurses and the nursing assistant together as team is responsible for getting these patients out of bed. Strict attention is placed on the patient’s nutrition in order to restore muscle mass. Critical illness neuromyopathy is a major complication in critical care unit patients, affecting peripheral nerves muscles and neuromuscular junction, resulting in muscle weakness and paresis.â€Å"Early mobilization or kinesiotherapy have shown to result in muscle weakness reversion in critically ill patients. This provide s faster return to function, reducing weaning time, and length of hospitalization†. (Pattanshetty and Gaude) This treatment regime has been in effective from the beginning of 2013 and according to reports given at weekly interdisciplinary meeting there has been marked improvement in patient outcome. The weaning process is less prolonged. Patients have less functional disability and there has been a decline in the infection rate.

A Great Childrens Book Alice’s Adventures in Wonderland...

In the 1800s a great author created a great book and inspired a different way of writing. Alice’s Adventures in Wonderland is known as one of best children’s story book. Alices Adventures in Wonderland is one of the most famous and enduring childrens classics. The novel is full of whimsical charm, and a feeling for the absurd that is unsurpassed. The book begins with a young girl Alice, bored under a tree in the meadow by a river, reading a book with her sister. Everything seems perfectly normal and peaceful; there could be nothing more in keeping with the middle class Victorian world in which Carroll lived. The tale plays with logic giving the story lasting image with adults as well as with children. Its narrative course and structure, characters and imagery have been hugely influenced in both popular culture and literature, especially in the fantasy part. It is considered to be one of the best examples of the literary nonsense genre. Our author Lewis Carroll is actu ally a name he chose as his author name as his pen name. He is Charles Lutwidge Dodgson born and raised in England Carroll had a very happy childhood. His mother was patient and friendly, and his father despite his religious work tutored all of his children and raised them to be well rounded people. Carroll frequently made up games for him and his brothers and wrote short stories and poems, which were similar to his later published works. Once he found writing it all came clear to him, it became hisShow MoreRelatedWhat Are The Literary Elements Used In Alices Adventures In Wonderland1110 Words   |  5 PagesAlices Adventures in Wonderland by Lewis Carroll is a book that many children have grown up reading. The story is about a young girl who goes on an adventure in a wondrous place known as Wonderland full of creatures and animals that talk, as well as humans that look and act different than what Alice expects. 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Lewis Carroll is an outstanding English writer because of his background, his position in English literature, and his many works, such as his novel, â€Å"Alice’s Adventures in Wonderland.† â€Å"‘Lewis Carroll,’ as he was to become known, was born on January 27, 1832 (Leach 1). He was raisedRead More «Alice’s Adventures in Wonderland »7735 Words   |  31 PagesMINISTRY OF EDUCATION AND SCIENCE OF UKRAINE IVAN FRANKO NATIONAL UNIVERSITY OF LVIV ENGLISH DEPARTMENT LEXICAL AND STYLISTIC DEVICES IN LEWIS CAROLL’S NOVEL  «ALICE’S ADVENTURES IN WONDERLAND » COURSE PAPER PRESENTED BY