Humorits Essay Example for Free

Humorits Essay Some men see things as they are and ask why. Others dream things that never were and why not†, said by George Bernard Shaw (miscellaneous quotes). In society today, many people go about with things and don’t ask why they do such matter. In the article, â€Å"Corn-pone opinions† by Mark Twain, he uses a good example: he states that â€Å"fashion has established itself: it is admired, now, and no one laughs†. In other words, fashion is created, and people go along with it and never ask why they do so. Alain de Botton argues that humorists are not to entertain but â€Å"to convey with impunity messages that might be dangerous or impossible to state directly†. In agreement, humorists play a vital role in society. As an illustration to how humorists play a vital role in society is in the article â€Å"A Modest Proposal† by Jonathan Swift, who creates a plan for eating Irish babies. Swift, is criticizing the English for their abuses against the Irish. Swift thought that eating the Irish babies would solve the â€Å"Irish problem†. However, the plan is ridiculous because it is used to describe how the Irish is being treated. The meaning thats being read in the article is that English dont value the Irish life. Instead of Swift saying so, he uses the comparison of eating babies and the abusing of Irish people. For this purpose, criticisms are being made and people dont realize them but they send a strong message. Another example of how humorists play a vital role is society is in the article ‘Corn-pone Opinions†, Twain shows another example by stating â€Å"Our table manners, and company manners and street manners change from time to time, but the changes are not reasoned out; we merely notice and conformed†. In this quote Twain tries to describe the fact that many things are changing and no one take the time to notice it; they just gone along with it. In addition, society does not realize things that is going on. They just feel that when something is being said or done that it may be the right thing so they just go along with it because they feel they need self-approval from one another and never notice that it is affecting our society.

Disney and Pixar: Partnership Agreement

Disney and Pixar: Partnership Agreement Introduction In January 2006, the US based media and entertainment company Walt Disney announced that it would acquire its animation partner Pixar for US$ 7.4 billion in stock. The deal was expected to be finalized by mid-2006. Disney had already been in partnership for producing and distributing animation films with Pixar since 1991. However, in January 2004, owing to differences with Disneys then CEO Michael Eisner, Pixar had announced that it would partner with another distribution company in 2006. But Robert Iger, who took over from Eisner on September 30, 2005, revived talks with Pixar and finally succeeded in acquiring it. Our project will examine the partnership agreement between Disney and Pixar and the incidents that led to the break-up of ties. We will discuss how the new CEO Robert Iger, who succeeded Michael Eisner, went on to re-establish ties with Pixar and Steve Jobs, who held 50.6% equity stake in Pixar. The questions we seek to answer through this case are: 1. Is there a synergy between Disney and Pixar? 2. Did Disney pay too much to acquire Pixar? 3. Is the Pixar acquisition in the best interest of Disneys shareholders? 4. Will the difference in corporate culture allow Disney and Pixar to work effectively together? 5. Will this acquisition be successful? History The Disney Story Walt Disney Animation Studios is the subsidiary of The Walt Disney Company. It was founded in 1934 when Walt Disney initiated the production of Snow White and the Seven Dwarfs, which was Walt Disneys first feature length animation film. The move however started in 1937, when selected animators from the ‘shorts division were moved into the features division. Snow White was an unprecedented success when it was released in February 1938. It moved critics and audiences alike and is considered one of the true animation classics of all times. After, the viability of feature length animation was firmly established with the success of Snow White, WDAS would go on to make a series of critically acclaimed and successful animated features like Dumbo, Cinderella. They would also expand into new segments like live action features, television and theme parks. Since its founders death in 1966, The Walt Disney Company had narrowly survived takeover attempts by corporate raiders. Its shareholders Sid Bass and Roy E. Disney brought on Michael Eisner and former Warner Brothers chief Frank Wells to replace Ron W. Miller in 1984 and turn the company around. During the second half of the 1980s and early 1990s, Disney revitalized. Beginning with The Little Mermaid (1989), its flagship animation studio enjoyed a series of commercial and critical successes that helped reinvigorate the American animation industry. Disney also broadened its adult offerings in film when then Disney Studio Chairman Jeffrey Katzenberg acquired Miramax Films in 1993. Disney acquired many other media sources, including ABC and ESPN. However, by this time, the competitive scenario changed again. Many new studios had risen up and were producing high quality animated features. Also there was significant tiredness and indifference from the audience who had had enough of Disneys storytelling and animation styles. The rise of new studios also increased demand for artists and stencillers, driving salaries up, causing the budgets of hand drawn animation features to inflate. The rise of Computer Generated Imagery (CGI) was also eating into Disneys market share. Starting from 2000 onwards, massive layoffs had reduced staff to 600. Also the Studio decided to focus on CGI animation for future releases instead of the traditional animation methods to compete with Pixar, Dreamworks and Blue Sky Studios. This led to the shutdown of the Paris Studio in 2003 and the conversion of the Orlando Studio into a theme park attraction in 2004. Michael Eisner Story In 1976, the Chairman of Paramount Pictures, recruited Michael Eisner from ABC and made him president and CEO of the movie studio. During his tenure at Paramount, the studio turned out such hit films as Saturday Night Fever, Grease, the Star Trek film franchise, and Beverly Hills Cop, and hit TV shows such as Happy Days, Laverne Shirley, Cheers and Family Ties. Diller, the Chairman of Paramount, left in 1984, and Eisner expected to assume Dillers position as studio chief. But he was passed over. Eisner then lobbied for the position of CEO of The Walt Disney Company. Michael Eisner took over as CEO of the Walt Disney Company in 1984 and turned it into a media giant whose interests included movies, sports franchises, theme parks and television networks. During the early part of the 1990s, Eisner and his partners set out to plan The Disney Decade which was to feature new parks around the world, existing park expansions, new films, and new media investments. While some of the proposals did follow through, most did not. These included the Euro Disney Resort (now Disneyland Paris), Disney-MGM Studios (now Disneys Hollywood Studios), Disneys California Adventure Park, Disney-MGM Studios Paris (eventually opened in 2002 as Walt Disney Studios Park), and various film projects Frank Wells, COO of Walt Disney. died in a helicopter crash in 1994. When Jeffery Katzenberg was passed over for Wells post, he resigned and formed Dreamworks SKG with partners Steven Spielberg and David Geffen. Dreamworks would go on to become one of the biggest and most successful movie studios of all time and a big competitor to Disneys animation features. Instead, Eisner appointed Michael Ovitz, one of the founders of the Creative Artists Agency, to be President, with minimal involvement from Disneys board of directors, which included many influential and respected members. Ovitz lasted only 14 months and left Disney in December 1996 via a no fault termination with a severance package of $38 million in cash and 3 million stock options worth roughly $100 million at the time of Ovitzs departure. The Ovitz episode left a bad taste in the mouth and people were very disappointed with Eisners high handedness and autocratic style of working. By 2003, Disneys fortunes had flagged and Roy E. Disney, the son of Disney co-founder Roy O. Disney and nephew of Walt Disney, resigned from his positions as Disney vice chairman and chairman of Walt Disney Feature Animation, accusing Eisner of micromanagement, flops with the ABC television network, timidity in the theme park business, turning the Walt Disney Company into a rapacious, soul-less company, and refusing to establish a clear succession plan, as well as a string of box-office movie flops starting in the year 2000. On March 3, 2004, at Disneys annual shareholders meeting, a surprising and unprecedented 43% of Disneys shareholders, predominantly rallied by former board members Roy Disney and Stanley Gold, withheld their proxies to re-elect Eisner to the board. This effectively ended Eisners stint at Disney. On March 13, 2005, Eisner announced that he would step down as CEO one year before his contract expired. Eisners replacement was his longtime assistant, Robert Iger. The Pixar Story Pixar started in 1979 as the Graphics Group, a part of the Computer Division of Lucasfilm.It is based in Emeryville, California. It was launched with the hiring of Dr. Ed Catmull from the New York Institute of Technology (NYIT), where he was in charge of the Computer Graphics Lab (CGL).. The team at Pixar under Dr. Catmull worked on creating Motion Doctor, which allowed traditional cel animators to use computer animation with minimal training. Initially, Pixar started off as a computer hardware company whose core product was the Pixar Image Computer, a system primarily sold to government agencies and the medical community. One of Pixar Image Computers biggest customers was Disney Studios. However, The Image Computer never sold well. In a bid to drive sales of the system, Pixar employee John Lasseter—who had long been creating short demonstration animations, such as Luxo Jr., to show off the devices capabilities—premiered his creations at SIGGRAPH, the computer graphics industrys largest convention, to great fanfare. This would begin Pixars journey into the world of animated feature films. Poor sales of Pixars computers threatened to bankrupt the company, And Lasseters animation department began producing computer-animated commercials for outside companies to bring in much needed revenue. Early successes included campaigns for Tropicana, Listerine, and LifeSavers. The team began working on film sequences produced by their parent, Lucasfilm or worked collectively with Industrial Light and Magic, ILM is another Lucasfilm company, on special effects. In 1986, Steve Jobs purchased Pixar from Lucas Films shortly after he left Apple Computer. Jobs paid $10 million as capital into the company. The newly independent company had 45 employees and was headed by Dr. Edwin Catmull, President, and Dr. Alvy Ray Smith, Executive Vice President and Director. Jobs served as Chairman and Chief Executive Officer of Pixar. Pixar has made 10 feature films beginning with Toy Story in 1995 and each one has achieved critical and commercial success. Pixar followed Toy Story with A Bugs Life in 1998, Toy Story 2 in 1999, Monsters, Inc. in 2001, Finding Nemo in 2003 (which is, to date, the most commercially successful Pixar film, grossing over $800 million worldwide), The Incredibles in 2004, Cars in 2006, Ratatouille in 2007, WALL-E in 2008, and Up in 2009 (the first Pixar film presented in Disney Digital 3-D). John Lasseter Story Lasseter was born in Hollywood, California. When he was in college., he heard of a new program at California Institute of the Arts and decided to leave his current college to follow his dream of becoming an animator.. Lasseter was taught by three members of Disneys Nine Old Men Eric Larson, Frank Thomas and Ollie Johnston. On graduation in 1978 , Lasseter joined The Walt Disney Company, as a Jungle Cruise skipper at Disneyland in Anaheim. He later obtained a job as an animator at Walt Disney Feature Animation, Since the release of 101 Dalmatians in 1961, Lasseter felt WDFA had hit its creative peak and there was no innovation coming through in either the animation or the storytelling. In 1980 or 1981 he came across some video tapes from one of the then new computer-graphics conferences, and he experienced as a revelation.He saw the huge potential of this new technology in revitalizing the creative juices at WDFA. Lasseter realized that computers could be used to make movies with three dimensional backgrounds where traditionally animated characters could interact to add a new, visually stunning depth that had not been conceived before. During this time, Lasseter tried to sell his ideas to Disneys top bosses and he got the approval to do a short test film on the famous story Where the Wild things are. However,he unknowingly stepped on some of their direct superiors toes by circumventing them in their enthusiasm to get the project into motion. One of them, the animation administrator Ed Hansen disliked it so much that when Lasseter and Wilhite tried to sell the idea to him and Ron Miller, which they at that time were already aware of, they turned it down. A few minutes after the meeting, Lasseter was summoned by Hansen to his office, where John was told that his employment in the Walt Disney Studios had been terminated. While putting together a crew for the planned feature for Disney, he had made some contacts in the computer industry, among them Alvy Ray Smith and Ed Catmull at Lucasfilm Computer Graphics Group. After being fired, Lasseter visited a computer graphics conference at the Queen Mary in Long Beach, where he met and talked to Catmull again. Before the day was over, Lasseter had made a deal to work as an interface designer with Catmull and his colleagues on a project that resulted in their first computer animated short: The Adventures of Andrà © and Wally B. Lasseter oversaw all of Pixars films and associated projects as executive producer. He also personally directed Toy Story, A Bugs Life, Toy Story 2, and Cars. Lasseter has won two Academy Awards, for Animated Short Film (Tin Toy), as well as a Special Achievement Award (Toy Story). He was also nominated on four other occasions in the category of Animated Feature, for both Cars (2006) and Monsters, Inc. (2001), in the Original Screenplay category for Toy Story (1995) and in the Animated Short category for Luxo, Jr. (1986), while the short Knick Knack (1989) was selected by Director Terry Gilliam as one of the ten best animated films of all time. Corporate Culture at Pixar At most studios, a specialized development department generated new movie ideas. Pixar assembles cross-company teams for this purpose. Teams comprise directors, writers, artists and storyboard people who originate and refine ideas until they have the potential to become great films. Pixar believes in finding people who will work effectively together and ensures a healthy social dynamics in the team and this, they believe helps the team solve problems. Another important tenet in Pixar is the creation of a peer culture, where employees encourage people throughout the company to help each other produce their best work. At Pixar, daily animation work is shown in an incomplete state to the whole crew. This process helps people get over any embarrassment about sharing unfinished work, so they become even more creative. It enables creative leads to communicate important points to the entire crew at once. And sometimes a innovative piece of animation sparks others to raise their game. At Pixar, the belief is that, the most efficient way to resolve the numerous problems that arise in any complex project is to trust people to address difficulties directly, without having to get permission. So, everyone is given permission to communicate to anyone. Within Pixar, members of any department can approach anyone in another department to solve problems without having to go through proper channels. Managers understand they dont always have to be the first to know about something going on in their realm, and that its okay to walk into a meeting and be surprised. Special attention is given to craft a learning environment, this reinforces the mindset that everyone is learning and that its fun to learn together. â€Å"Pixar University† trains people in multiple skills as they advance in their careers. It also offers optional courses (screenplay writing, drawing, sculpting) so people from different disciplines can interact and appreciate what each other does. While many people dislike Post-Mortems of projects as they would rather discuss what went right than what went wrong and after investing extensive time on a project, theyd like to move on. So post-mortems at Pixar are structured to stimulate discussion. Pixar asks post mortem participants to list the top five things theyd do again and the top five things they wouldnt do. The positive-negative balance makes it a safer environment to explore every aspect of the project. Participants also bring in lots of performance data including metrics such as how often something had to be reworked. Data further stimulates discussions and challenges assumptions based on subjective impressions. Corporate Culture at Disney Under autocratic former CEO Michael Eisner, control rather than collaboration was the norm and unit heads became afraid or unable to make decisions. With Disney vying for a share of digital market, the timing of the upheaval could hardly have been worse. Fortunately, new chief executive Bob Iger is a completely different animal to Eisner and immediately set out to restore harmony. Achieving this involved transforming the culture rules almost beyond recognition. Unlike his predecessor, Iger: * Rules by consensus * Shows faith in his subordinates * And is willing to keep a low profile and let others take the plaudits. No longer shackled by central control, key players in the organization now enjoy greater freedom to call the shots. And while Eisner overtly pooh-poohed any ideas he did not like, Iger values and encourages the contributions of others. Consequently, during weekly meetings the dialogue no longer flows just one way. The CEO visits rank and file to show them that their efforts are appreciated and has made his office a more welcoming place. This might seems as trivial gestures to some but the effect on morale can be priceless. But perhaps Igers most significant attribute is the trust he places in his people to get the job done. In contrast, Eisner cramped the style of others by insisting on being involved in anything and everything. In time, Disney gained a reputation of being slow to react. But Iger tells his people to go for it and will only get involved when it is absolutely necessary. Igers back seat style of leadership has allowed scriptwriters more freedom and the studio chief greater decision making power. Disney and Pixar: The Partnership During the 90s there was an explosive growth in the use of CGI in animation and live action feature films. Soon CGI animation came to dominate special effects in both kinds of features. The barrier between animation and special effects were shattered and the enhancement of Hollywood films using CGI became second nature and often went unnoticed. In 1991, due to losses suffered from their computer hardware business, there was serious financial strife at Pixar. This resulted in substantial layoffs in their computer department. Pixar made a $26 million deal with Disney to produce three computer-animated feature films, the first of which was Toy Story. Despite this, the company was losing money and Steve Jobs was thinking about divesting his shares in Pixar. Only after confirming that Disney would distribute Toy Story for the 1995 holiday season did he decide to give it another chance. The film went on to gross more than $350 million worldwide. Disagreements started to crop up between Disney and Pixar from their next project together, Toy Story 2. Originally intended as a straight-to-video release (and thus not part of Pixars three-picture deal), the film was eventually upgraded to a theatrical release during production. Disney refused to consider this feature film as part of the three picture deal as demanded by Pixar. Pixars first five feature films have collectively grossed more than $2.5 billion, equivalent to the highest per-film average gross in the industry. Though profitable for both, Pixar later complained that the arrangement was not equitable. While Pixar was created and produced, and Disney only handled marketing and distribution, Profits and production costs were being split 50-50, and not only that, Disney exclusively owned all story and sequel rights and also collected a distribution fee. The lack of story and sequel rights was perhaps the most onerous aspect to Pixar and set the stage for a contentious relat ionship. The two companies attempted to reach a new agreement in early 2004. The new deal would be only for distribution, as Pixar intended to control production and own the resulting film properties themselves. The company also wanted to finance their films on their own and collect 100 percent of the profits, paying Disney only the 10 to 15 percent distribution fee. More importantly, as part of any distribution agreement with Disney, Pixar demanded control over films already in production under their old agreement, including The Incredibles and Cars. Disney considered these conditions unacceptable, but Pixar would not concede. Disagreements between Steve Jobs and then Disney Chairman and CEO Michael Eisner made the negotiations more difficult than they otherwise might have been. They broke down completely in mid-2004, with Jobs declaring that Pixar was actively seeking partners other than Disney. Pixar did not enter negotiations with other distributors. After a lengthy hiatus, negotiations between the two companies resumed following the departure of Eisner from Disney in September 2005. In preparation for potential fallout between Pixar and Disney, Jobs announced in late 2004 that Pixar would no longer release movies at the Disney-dictated November time frame, but during the more lucrative early summer months. This would also allow Pixar to release DVDs for their major releases during the Christmas shopping season. An added benefit of delaying Cars was to extend the time frame remaining on the Pixar-Disney contract to see how things would play out between the two companies. Acquisition by Disney Disney announced on January 24, 2006 that it had agreed to buy Pixar for approximately $7.4 billion in an all-stock deal. Following Pixar shareholder approval, the acquisition was completed May 5, 2006. The transaction catapulted Steve Jobs, who was the majority shareholder of Pixar with 50.1%, to Disneys largest individual shareholder with 7% and a new seat on its board of directors. Jobs new Disney holdings exceed holdings belonging to ex-CEO Michael Eisner, the previous top shareholder, who still held 1.7%; and Disney Director Emeritus Roy E. Disney, who held almost 1% of the corporations shares. As part of the deal, Pixar co-founder John Lasseter, by then Executive Vice President, became Chief Creative Officer (reporting to President and CEO Robert Iger and consulting with Disney Director Roy Disney) of both Pixar and the Walt Disney Animation Studios, as well as the Principal Creative Adviser at Walt Disney Imagineering, which designs and builds the companys theme parks. Catmull retained his position as President of Pixar, while also becoming President of Walt Disney Animation Studios, reporting to Bob Iger and Dick Cook, chairman of Walt Disney Studio Entertainment. Steve Jobs position as Pixars Chairman and Chief Executive Officer was also removed, and instead he took a place on the Disney board of directors. Lasseter and Catmulls oversight of both the Disney and Pixar studios did not mean that the two studios were merging, however. In fact, additional conditions were laid out as part of the deal to ensure that Pixar remained a separate entity, a concern that analysts had had about the Disney deal.Some of those conditions were that Pixar HR policies would remain intact, including the lack of employment contracts. Also, the Pixar name was guaranteed to continue, and the studio would remain in its current Emeryville, California location with the Pixar sign. Finally, branding of films made post-merger would be Disney†¢Pixar (beginning with Cars). EXHIBITS Name of Feature Film Studio Total Gross 1 The Lion King(1994) Disney $783,841,776 2 Finding Nemo(2004) Disney/Pixar $864,625,978 3 Shrek(2001) Dreamworks $484,409,218 4 Monsters Inc(2001) Disney/Pixar $525,366,597 5 Toy Story 2(1999) Disney/Pixar $485,752,179 6 Aladdin(1992) Disney $504,050,219 7 Snow White(1937) Disney $184,925,486 8 Ice Age(2002) 20th Century Fox $383,257,136 9 Incredibles(2004) Pixar $631,442,092 10 The Little Mermaid(1989) Disney $183,355,863 Exhibit 1 : Top Grossing Animated Feature Films DIS 1-yr chart Exhibit 2 Disney Stock Price from Aug 06 to Jun 07 We start off our analysis using Porters Five Forces of Competition to understand Disneys situation in the industry and the rationale behind its actions. * Threat of New Entrants * Bargaining Power of Suppliers * Bargaining Power of Buyers * Threat of Substitutes * Rivalry among competing firms Threat of new entrants: CGI animation movie industry is a robust industry which is urdergoing a period of phenomenal growth. This is an attractive segment for movie studios to venture into as revenues from live action movies are falling while their budget rises ever higher. CGI animation movies are an interesting option for many movie studio to increase their toplines without hurting their bottomlines. In this regard, we have seen many established movie studios partner with independent animation studios from within and outside the United States in creating CGI animation movies. While, these movies have not been able to garner the critical or commercial acclaim of that of Pixar, the quality and quantity of such ‘outsourced CGI animation movies are increasing YoY and represent a significant threat to the market pull of existing players in the segment. So we would rate the threat of new entrants as high. Bargaining Power of Suppliers: Resources needed for making CGI animation are the technology behind the animation, the story and the animators. Pixar has been a pioneer in creating the technology for animation and with its acquisition, Disney has backward integrated with its supplier, hence reducing the uncertainty in its environment. Both Disney and Pixar have a large team of dedicated scriptwriters and animators, all of whom work under short or long term employment contracts, the loss of a few of the talent will not reduce the quality of the output of either Studios. However, scriptwriters in US are unionized and have in the past gone on strike against major studios to renegotiate revenue sharing agreements from movie revenue. The strike cost studios hundreds of millions of dollars in lost opportunities, movie shooting delays and cost overruns. So the employees cannot be taken for granted and Disney will have to strike a fine balancing act to please both it employees and shareholder s if it wants to get the best work of the employees. We would rate the bargaining power of suppliers as medium. Bargaining Power of Buyers: While in the past, almost the entire revenue receipts from movies came from the theatergoing public within the US, due to the effects of globalization and technology diffusion, the receipts can now be classified on basis of geography and the mode of delivery of content. Worldwide movie market outside United States have become big movie spinners for Hollywood movies, sometimes receipts from offshore markets exceed that of the US market. The important markets outside of US for Hollywood movies are: * Japan * United Kingdom * China * Europe Studios sells distribution rights of their movie to other studios, who are often better placed to reach out to these markets. Since Disney and Pixar have a large brand following and pull, they are better placed that most other studios to negotiate for more favourable distribution contracts. Since all movies made by Pixar till now have been movie spinners for everyone associated with it, Disney has considerable clout in negotiating for contracts. The mode of delivery of movie content can be classified into: * Theatrical Release * DVD Release * Internet Release * Satellite TV Release Other than a theatrical release, the release of DVDs and the Satellite TV rights of the movie are a significant revenue stream. The reasons stated earlier regarding Disney and Pixars unique brand placement help them negotiate the best contracts in both types of releases. Internet release is a new phenomenon and is not a significant enough part of the revenue to affect the dynamics. Overall, we would rate the bargaining power of buyers to be low. Threat of Substitute Products: A big threat facing movie studios in general is movie piracy. Piracy is causing a meltdown in both movie and the music industry causing many studios to fail and others to change their business model. Piracy initially started off with CDs and DVDs, but with the advent and diffusion of broadband internet, online piracy is on the rise. Piracy since the 80s has been the biggest threat to the survival of movie studios as they lose billions of dollars worth of revenue receipts because of it. Since CGI movies appeal to all demographics, live action as well as traditional animated movies can be thought of as substitute products. However, historical data suggests that there is considerable cross selling between these genres and it is unlikely that somebodys interest in a different genre is going to prevent him from watching CGI movies. Overall, We would rate the threat of substitute products as medium. Intensity of Competition among existing players: The existing players in the segment are very aggressive and spend a lot on advertising and media to promote their movies. Further consolidation within the industry looks unlikely in the short term future as most studios in the segment have backers with deep pockets. Looking into the future as the frequency of CGI movie releases by major studios increases, the intensity of competition and one upmanship between studios will rise inflating budgets and reducing margins. So, we would rate the intensity of competition between existing players as high. We will summarize the competitive scenario in this grid. Threat of New Entrants High Bargaining Power of Suppliers Medium Bargaining Power of Buyers Low Threat of Substitutes Medium Rivalry among competing firms High As you can see, Disney is functioning within a dynamic environment with a fairly high degree of uncertainty. We have tried to analyze the reasons behind Disneys acquisition by breaking down the reasons of why companies go for MA. Given below is a pictorial representation of the same, Reason 1: To Increase Market Power When a firms size, resources and capabilities increase, it increases its ability to compete. With the acquisition of Pixar, Disney gains access to Pixars pool of talented artists and creative and technical teams. These artists and content developers are big assets in this industry as good talent is hard to find and harder to replace. With the increase in resources, Disney Pixar combine can create more movies per year potentially resulting in a significant value addition to Disney. Reason 2: Horizontal Acquisition Companies go in for acquisitions of firms competing in the same marketspace for obtaining: * Cost Based Synergies * Revenue Based Synergies This is an obvious case of the latter. Pixars last six movies have reportedly earned more than $ 2.5/3.2 billion in total whereas Disneys last movie Chicken Little was only a moderate success. Disney plans to exploit Pixars creative and technical teams in combination with its well established and huge distribution system to increase its revenue. Disney in recent years have been unable to connect with its audience and hence create movies that ha

The Human Diversity In A Counselling Environment Sociology Essay

The Human Diversity In A Counselling Environment Sociology Essay In todays society the concept of both identity and human diversity have become both an integral and important aspect of peoples daily lives. In the case of a counsellors role, where a mutually trusting therapeutic environment is conducive to the success of any outcomes of therapy, it has become paramount for todays professional counsellor to acknowledge and address these issues when entering into any therapeutic relationship with clients. With global migration easily available to many individuals, the World has become a profoundly multicultural, multiethnic and multinational place, with many millions of people moving to live within new cultures. As a result it is estimated that one in every 35 people is such an international immigrant. (Lago, 2011) Such a change in the demographics of potential clients for any counsellor/psychotherapist today has resulted in a high probability that they will come in to contact with individuals of differing race, culture, ethnicity, sexual orientation, socio-economic status, age, physical abilities, religious beliefs,  political beliefs or other ideologies. The issues regarding identity is invariably complex and can be continually changing (Kettle, 2004) and needs to be successfully navigated by the counsellor to ensure a mutually respectful relationship is created between them and the client in order for any therapeutically beneficial outcome to be achieved. If these identity issues are not addressed the effect could be very harmful and detrimental to any potential relationship due to the dynamics of power and control between the client and counsellor (McKenzie, 1986; Lago, 2011). This essay will describe the key issues of what it is that gives us our identity and what it means to be diverse. A simple definition for diversity can be given as being very different (Oxforddictionaries.com, 2012). It can however, be argued that it is much more than that. It is having an understanding that each individual person is unique and recognising those individual differences. For a counsellor and their client it is the exploration  of these differences in a safe, positive, and nurturing environment.  It is about understanding each other and moving beyond  simple tolerance to embracing and celebrating the  rich dimensions of diversity contained within each individual and discovering how they may affect both the counsellor and client in developing a healthy working relationship. The advent of Rogers third force of psychotherapy, the client centred approach in the 1960s, introduced the idea that the client should be both the focus and at the very centre of the therapeutic session (Rogers, 1957). This soon led to the concept that an acceptance of a clients identity and culture is paramount to these aims being met. The term the culturally encapsulated counsellor was introduced by Wrenn (1962) to critique a universalistic approach to counselling which soon came to be known as multicultural counselling, which today is regarded by many therapists as the fourth force in psychotherapy/counselling. Multicultural counselling is what takes place when a counsellor and their client are from differing cultural groups. Cultural identity itself however is not simply defined by the colour of a persons skin or the geographical location or even their ethnicity, it can encompass a multitude of factors. Gender, religious beliefs, social economic status, sexual orientation are all identity factors that a culturally encapsulated counsellor needs to be aware of, not only from the clients perspective but also to have a good self awareness of their own cultural identity. (Middleton, et al., 2011) The issue of race and ethnic identity comprises of several factors which include an understanding of more than just what it is to black or white. A sense of identification with what whiteness means as compared to being part of a racial/ethnic minority group, including the importance of the difference between race and culture itself is critical to becoming an effect multicultural counsellor. It is vital that counsellors do not assume, for example, that all blacks or all Asians have similar cultural backgrounds. There are various ethnic identifications that exist within each of these racial groups such as language, religion, or gender roles and whilst it is true many of these ethnic groups share the physical characteristics of race, they may not necessarily share the same value and belief  structures (Katz, 1985). Some examples of these ethnic identifications can be seen in the cultural value system of many black Africans, where a great value is placed on the concept of family, especially their  children, who are seen as a  gift from  God. There is a great emphasis on their sense of community and their place in it. Personal wellbeing becomes secondary to that of social conflict resolution, which is seen as more important, to ensure peace and equilibrium within the community. Another example can be seen within the Chinese cultural environment, where passivity rather than assertiveness is revered. Quiescence rather than verbal articulation is seen as a sign of wisdom and there is the role of the all-knowing father that the Chinese respect for authority bestows on them (Ching and Prosen, 1980). The fact that traditional counselling therapies have been developed upon the research with predominantly middle classed white men indicates a propensity towards gender bias within the profession. It has even been reported that some professional counsellors have evaluated female clients as less competent than male clients (Balkin, Schlosser and Levitt, 2009). Aspects of gender can be also affected by religious attitudes from both the counsellor and client, either of which may have more traditional beliefs about specific gender roles and behaviour. There are also certain individuals or groups who adhere to religious fundamentalism which should be taken into consideration, which places women in the more traditional roles other than those chosen by more modern contemporary women. These fundamentalists have been seen to exhibit strong sexist behaviour in regards to issues of gender (Balkin, Schlosser and Levitt, 2009). It is clear that religious identity has been shown play a pivotal role for both the client and the counsellor within the therapeutic process. It is suggested that highly religious people have a tendency to believe they have stronger moral attributes than those of non-religious people (Hunter, 2001 cited in Balkin, Schlosser and Levitt, 2009, p.420). In the case of a highly religious counsellor, such a bias could cause complications within the counselling environment in regards to issues such as homophobia, gender bias and racism. It could be argued that when faced with issues such as homosexuality, which is regarded as a sin in many conservative religions, it could give rise to problems with dealing with clients who fall into the gay, lesbian, bi-sexual or transgender group for the highly religious counsellor (Balkin, Schlosser and Levitt, 2009). A persons gender/sexual orientation could be argued as being one of the more complex identity issues, with its anonymity and invisibility being a large factor that can create problems for both counsellor and client. Despite a growing public awareness of gender identity with the acceptance of trans-identified celebrities on popular television such as Graham Norton and Gok Wan, there can be a certain amount of confusion for the counsellor when working with transgender clients as the distinction between gender and sexuality is prone to being misunderstood. (Hawley, 2011) Sexual orientation generally refers to a persons sexual object choice, as in whether we choose to have sex with male or with females. As a result the options are to be straight (heterosexual), gay (homosexual) or bisexual. For most people the determination of sexuality is dependent on the gender of the individuals, i.e.: male/female, male/male, and female/female. However for some this is more complex for what if your gender was unknown to you? For some, this issue goes beyond the physical sexuality of their bodies; it is subject to behaviours, social acceptance and/or belonging to specific groups to which their allocated sex consigns them. (Hawley, 2011) For the counsellor, it is important to be aware of the multiple possibilities that fall within gender/sexuality identification. Pre-judgement and bias is an all too easy mistake for the inexperienced counsellor to make about sexuality, with the arrival of a cross dressing client. Similarly the client themselves may be feeling terrified and in a state of bewilderment as to their own feelings, in such instances a open minded and understanding therapist would be considered a lifeline. (Hawley, 2011) In an effort to address the diversity of clients in the counselling environment, a number of models have been introduced to the counselling professional in an effort to provide adequate training in the areas of race, culture, ethnicity and other areas of diversity as key variables in understanding the representations of psychological distress in clients (Moodley, 2005). Sue, Arredondo and McDavis (1992) states that counsellors who practice without adequate training or competence when working with clients from diverse cultural backgrounds are prone to practicing unethically and with potentially harmful actions, which borders on a violation of human rights. Sue and Sue (1990) identified three areas in which a culturally skilled counsellor could become proficient in multiculturalism. The first is the process of becoming aware of their own assumptions about human behaviour, values, biases, preconceived notions and personal limitations. Secondly, is the attempt to understand and share the worldview of their culturally different client with respect and appreciation and without imposing any negative judgments. Thirdly and finally, a culturally skilled counsellor is someone who actively develops and puts into practice appropriate, relevant and sensitive intervention strategies utilising skills when working with their diverse clients. However, since the publication and formal adoption by the American Counselling Association of the Sue, et al. (1982) multicultural counselling competencies (MCC) model, some researchers have noted that little empirical research has been carried out to evaluate the model itself (Chao, 2012). Patterson (1996) states that multicultural counselling is generic in nature and as such all counselling is multicultural. It is not hard to accept the uniqueness of each individual client when you consider the infinite number of combinations and permutations of identify. As such to try and develop a different counselling technique for each one would be an insurmountable task. There appears to be an emphasis on the difference in values between diverse cultures, but it should be acknowledged that so many of these different values are actually customs, lifestyles, habits, social norms and as such common to many different groups and even considered to be universally accepted values (Patterson, 1996). The success of the exsisiting models within counselling/psychotherapy should not be so easily abandoned in an attempt to become more culturally diverse. Any compromise of the westernised therapeutic psychological models should be limited as has been suggested through the intervention of a more multicultural approach when working with ethincally diverse clients, for diluting the process would surely lead to a less effective service being provided (Patterson, 1996) Sue Sue (1990) acknowledged that the core conditions such as unconditional positive regard, respect and accpetance of the individual, an empathic relationship of understanding the clients problem from their own perspective and allowing the client to explore their own core values and reach their own solutions are counselling qualities that may trancend culture. Rogers (1957) claimed that there are five basic qualities that all counsellors need to become an effective counsellor and as such create an effective therapeutic relationship. The nature of this relationship has been well established within the counselling environment and is the same, regardless of whatever cultural, ethnic, gender or social group a client belongs to. Having respect for clients, trusting them to make the right decisions, take responsibility for themselves. Genuiness, where the counsellor acts like a real person, not coming across as the all knowing expert or using a battery of techniques on the client. Empathic understanding for a client is more than simply having the knowledge of the group to which they belong. It is being able to use this knowledge to enter the clients world by invitation through self disclosure by the client, which is related to the degree of respect and genuiness displayed towards the client. (Rogers, 1957; Patterson, 1996) It is essential that communication of these qualities is perceived and felt by the client during the threapeutic process in order for them to be effective. The understanding of cultural differences in both verbal and non-verbal behaviours can overcome some of the difficulties encountered when dealing with culturally diverse clients. It can also be said that these qualities are not only essential for an effective counselling environment but also facilitate all interpersonal relationships. Being neither time-bound or culture-bound thay can encompass all issues of identity within the counselling environment. (Patterson, 1996)

A Farewell to Arms Setting Theme :: essays papers

A Farewell to Arms Setting Theme Rain, like water, is often times used in literature as a symbol of a new life, or a fresh beginning. But in the novel A Farewell to Arms, Ernst Hemingway uses rain in a totally different, non-traditional way. In this novel, Hemingway uses rain to establish a negative, depressed tone, to warn of future unfortunate circumstances, and to accompany scenes which death occurs in, to add to the horrid situation. Hemingway uses rain in the scene when Henry leaves the train station to go back to war. In the book, it rained the entire night that Henry left. â€Å"Outside the mist turned to rain and in a little while it was raining hard. We heard raining on the roof.† The use of rain in this scene causes the reader to feel drained and unhappy. By using rain in this specific part of the book, it makes the tone more emotional, and depressing which is exactly what the author was trying to achieve. Hemingway also uses rain as apart of the scene before Catherine and Henry are about to find out about some terrible news. Before the barman entered their hotel room, Hemingway desribed the weather outside as violent and stormy. â€Å"That night there was a storm. I woke up to hear rain lashing the window-panes. It was coming through the windows.† The use of rain in this scene is a warning of the imminent negative news Henry was soon to discover. He received the knowledge that the Italian Army was going to arrest him before and during when it was raining it outside. Therefore, the rain played a substantial part in establishing this scene. Rain also accompanies and surrounds the death of Catherine, and their stillborn child. It was raining before Catherine went into labor, the whole time she was in the hospital giving birth, and after both her and her child’s death. The setting outside while Catherine was in labor was dark and dreary. â€Å"I could see nothing but the dark and the rain falling across the light of the window.† Again rain was used in this part of the book to add to the already terrible situation, and made the reader really see and feel the total distress of this scene. A Farewell to Arms Setting Theme :: essays papers A Farewell to Arms Setting Theme Rain, like water, is often times used in literature as a symbol of a new life, or a fresh beginning. But in the novel A Farewell to Arms, Ernst Hemingway uses rain in a totally different, non-traditional way. In this novel, Hemingway uses rain to establish a negative, depressed tone, to warn of future unfortunate circumstances, and to accompany scenes which death occurs in, to add to the horrid situation. Hemingway uses rain in the scene when Henry leaves the train station to go back to war. In the book, it rained the entire night that Henry left. â€Å"Outside the mist turned to rain and in a little while it was raining hard. We heard raining on the roof.† The use of rain in this scene causes the reader to feel drained and unhappy. By using rain in this specific part of the book, it makes the tone more emotional, and depressing which is exactly what the author was trying to achieve. Hemingway also uses rain as apart of the scene before Catherine and Henry are about to find out about some terrible news. Before the barman entered their hotel room, Hemingway desribed the weather outside as violent and stormy. â€Å"That night there was a storm. I woke up to hear rain lashing the window-panes. It was coming through the windows.† The use of rain in this scene is a warning of the imminent negative news Henry was soon to discover. He received the knowledge that the Italian Army was going to arrest him before and during when it was raining it outside. Therefore, the rain played a substantial part in establishing this scene. Rain also accompanies and surrounds the death of Catherine, and their stillborn child. It was raining before Catherine went into labor, the whole time she was in the hospital giving birth, and after both her and her child’s death. The setting outside while Catherine was in labor was dark and dreary. â€Å"I could see nothing but the dark and the rain falling across the light of the window.† Again rain was used in this part of the book to add to the already terrible situation, and made the reader really see and feel the total distress of this scene.

Roderick Chisholm on freedom of the will Essay -- essays research pape

There is much debate over the issue of whether we have complete freedom of the will or if our will caused by something other than our own choosing. There are three positions adopted by philosophers regarding this dispute: determinism, libertarianism, and compatibilism. Determinists believe that freedom of the will does not exist. Since actions are events that have some predetermined cause, no actions can be chosen and thus there is no will to choose. The compatibilist argues that you can have both freedom of the will and determinism. If the causes which led to our actions were different, then we could have acted in another way which is compatible with freedom of the will. Libertarians believe that freedom of the will does exist.   Ã‚  Ã‚  Ã‚  Ã‚  Roderick Chisholm defends Libertarianism, and in his essay â€Å"Human Freedom and The Self† argues that we have freedom of the will. Chisholm does not abandon the idea of causes but instead defines two types of causation. The first is transeunt causation where one event or state of affairs causes another event or state of affairs. This causation is based on a relationship between events. The second is immanent causation where an agent causes an event or state of affairs. An agent is an uncaused causer of events who is not bound by the laws of nature. This causation is based on the relationship between an agent and an event. Chisholm quotes a passage from Aristotle to demonstrate his immanent causation, â€Å"Thus, a staff moves a...

Euphemisms: Nineteen Eighty-four and Politically Correct Language Essay

Euphemisms are everywhere in today’s society. They are a daily accessory used in today’s language and are such a normalcy that one does not notice them as strange. For hundreds of years people have used language to persuade people or even nations. With the more advanced society gets so does the language and thus this persuasion gets even more convincing. Many novels show examples of euphemisms. Among those novels includes 1984 by George Orwell. Euphemisms can range from being used in politics to media campaigns to one’s own home. Also, they can be used for multiple purposes such as good or evil. Euphemisms usually distort the truth and mislead although some are motivated by kindness (â€Å"Making Murder Respectable†). â€Å"Euphemisms are coded expressions that we use when whatever we are referring to is considered inappropriate for the circumstances or when we are embarrassed or uncomfortable with the literal version. As one might expect, many euphemisms relate to sex or death† (â€Å"Euphemisms†). There have been multiple arguments that euphemisms help make people more sensitive and politically correct while others say it hinders and clouds the language, diverting people’s true meaning. Euphemisms can either be bad or good but it is important to know when and also where to draw the line in using this language. In Orwell’s novel 1984 euphemisms is so prevalent and the language used in that book is so distorted, at first, from what today’s society uses. Then, as a longer look is taken there are connections made between the language of today and the language that the government in book created. In 1984, there are two languages; Oldspeak and Newspeak. Newspeak is the language that the government wants to be the only source of communication. They have altered Oldspeak into this new language and made it very simple and small. This helps guarantee that people will not b e able to communicate any elaborate ideas that could hurt the government. Along with shortening the language they have eliminated words that have a bad connotation and replaced them with words that sound â€Å"happier† just with rules of usage to imply they are bad (Orwell). This is a prime example of euphemisms are how it can be taken to extremes. Within the book there are specific examples such as The Ministry of Truth, which is a section of the government that makes sure that no truth is actually revealed and is based upon lies (Orwell). All of the euphemisms in the book are used to control people without them being aware what is actually happening. In today’s society euphemisms are used but they do not always have an underlying goal of evil. This language technique is so commonly used that is does not seem strange or manipulative. People who believe euphemisms or politically correct language are good tend think that they provide many virtues. Two of them are that they help reduce the social acceptability of using offensive terms and that they discourage the reflexive use of words that import a negative stereotype, thereby promoting conscious thinking about how to describe others fairly on their merits (O’Neill). Although this seems like a pleasant idea eventually the words chosen to soften the subject will still mean the same thing and eventually become just as offensive. A bully who used to call a kid retarded is still going to hurt his feelings when he calls him differently abled with a harsh tone (O’Neill). Just as calling a woman big boned opposed to fat will still make her upset if seemed to be used in a negative connotation. Not only are euphemisms used in America but also around the world included China, Japan, Egypt and Russia. Oral sex is referred to as â€Å"playing the bamboo flute† in Japanese. A prostitute accosting a client on the streets of Cairo will ask â€Å"Fi hadd bitaghsal hudoumak† which literally means, â€Å"Do you have someone to wash your clothes† (Making Murder Respectable). This proves that euphemisms have been around a long time and are not something new.Orwell did mention that euphemisms can be sneaky and coercive while cloaking a decision’s unpleasant results. This is exampled in news about war when soldiers or just civilians have died and it is referred to as â€Å"collateral damage† (Making Murder Respectable). It has been argued if euphemisms are good or bad but it mostly depends on the extent of use and the situation in which is it veiling. There is no doubt that euphemisms will continue to be used in today’s society and for future generations to come. Works Citied â€Å"Euphemisms.† Euphemisms. N.p., n.d. Web. 06 Nov. 2012. â€Å"Making Murder Respectable.† The Economist. The Economist Newspaper, 17 Dec. 2011. Web. 06 Nov. 2012. O’Neill, Ben. â€Å"A critique of politically correct language† The Free Library 22 September 2011. 06 November 2012 Orwell, George. 1984: a novel. New York, N.Y.: Published by Signet Classic :, 1977. Print.

Introduction nokia Essay

The company that we choose from the list is Nokia. Over the past 150 years, Nokia has evolved from a riverside paper mill in southwestern Finland to a global telecommunications leader connecting over 1. 3 billion people. During that time, they’ve made rubber boots and car tires. They’ve generated electricity. They’ve even manufactured TVs. Nokia Corporation is a Finnish multinational communications and information technology corporation that is headquartered in Espoo, Finland. Its principal products are mobile telephones and portable IT devices. It also offers Internet services including applications, games, music, media and messaging, and free-of-charge digital map information and navigation services through its wholly owned subsidiary Navteq. Nokia owns a company named Nokia Solutions and Networks, which provides telecommunications network equipment and services. As of 2012, Nokia employs 101,982 people across 120 countries, conducts sales in more than 150 countries, and reports annual revenues of around â‚ ¬30 billion. By the fourth quarter of 2012, it was the world’s second-largest mobile phone maker in terms of unit sales (after Samsung), with a global market share of 18. 0%. Now, Nokia only has a 3% market share in smartphones. They lost 40% of their revenue in mobile phones in Q2 2013. Nokia is a public limited-liability company listed on the Helsinki Stock Exchange and New York Stock Exchange. It is the world’s 274th-largest company measured by 2013 revenues according to the Fortune Global 500. Nokia was the world’s largest vendor of mobile phones from 1998 to 2012. However, over the past five years its market share declined as a result of the growing use of touchscreen smartphones from other vendors—principally the iPhone, by Apple, and devices running on Android, an operating system created by Google. The corporation’s share price fell from a high of US$40 in late 2007 to under US$2 in mid-2012. In a bid to recover, Nokia announced a strategic partnership with Microsoft in February 2011, leading to the replacement of Symbian with Microsoft’s Windows Phone operating system in all Nokia smartphones. Following the replacement of the Symbian system, Nokia’s smartphone sales figures, which had previously increased, collapsed dramatically. From the beginning of 2011 until 2013, Nokia fell from its position as the world’s largest smartphone vendor to assume the status of tenth largest. On 2 September 2013, Microsoft announced its intent to purchase Nokia’s mobile phone business unit as part of an overall deal totaling â‚ ¬5. 44 billion (US$7. 17 billion). Stephen Elop, Nokia’s former CEO, and several other executives will join Microsoft as part of the deal.