Pathological gambler Essay Example for Free

Pathological gambler Essay The dynamics of gambling disorder and the gambler’s personality profiles were asserted by Dr. Richard Rosenthal, a well known gambling addiction expert and cited the three criteria in assessing a pathological gambler. These criteria are the individual’s feeling of helplessness, guilt and depression, a well developed capacity for self–deception and the actual exposure to gambling. The individual’s physical and hereditary predispositions are also major causes that link gambling addiction to depression that may result to suicide. In terms of physical attributes, a gambler’s brain contains a higher level of chemical known as norepinephrine than a normal individual, due to excreted stress and excitement to win the game. Signs and Symptoms To determine the extent of gambling addiction, the American Psychological Association reported different diagnostic criteria (Lieberman, L. 2003). These include the individual’s preoccupation with gambling, one good example is a gambler who keeps on reliving his past gambling experiences and planning for his next gambling venture while thinking of ways on how and where to get money as gambling capital. Tolerance is a gambling addiction criterion in which a gambler needs a greater amount of money to achieve his desired excitement in gambling. Being restless and irritable is a withdrawal symptom when a gambler attempts to cut down his desire to gamble. Escaping from the feeling of helplessness, depression and guilt is a gambler’s escape from problems and to relieve his dysphoric mood. A classical behavior of pathological gamblers include frequent returns to gambling places in order to chase losses. Lying from family members and other people is a symptom that a gambler is concealing his over-involvement with gambling. Illegal acts like fraud, theft and forgery are signs that a gambler is searching for more finances for his gambling addiction. There is a possibility of risking some significant relationships for a gambler to suffice his gambling addiction including his job, career or other growth opportunities (Eadington, W. 2002). There are bailout circumstances wherein a gambler would rely on other people to provide financial assistance for his desperate situation due to gambling. The repeated loss of control to stop gambling is another symptom that an individual is a pathological gambler. Phases of Gambling Addiction Gambling addiction has three phases of progressive cycle such as winning phase, losing phase and the desperation phase. The pattern of gambling addictive behavior is a progressive and downward cycle that may lead to depression and later on suicide attempt. The winning phase is the time that gamblers experience a series of wins and became optimistic that the streak will continue. The feeling of great excitement will lead the gambler to increase the amount of his bets. The losing phase is the period that a gambler experiences losses and the time that he will reminisce his past wins and will start gambling alone, think more on gambling and start borrowing money even with high interest to continue his gambling. The losing phase is the time that gamblers start lying to family and friends, the home life becomes unhappy and restless. Chasing the gambler’s losses to win back their losses is a critical point on gambling addiction. Desperation is characterized by increase in the time spent to gamble, alienate family and friends with remorseful feelings. Gamblers may even resort to illegal acts to finance his gambling addiction. This is the period that a gambler experiences hopelessness, separation and divorce, get inclined to drug addiction, alcoholism and eventually suicidal tendencies. The third and final phase of gambling addiction is the hopelessness phase characterized by emotional breakdown and cannot think and see a way to be out of their gambling predicament. Most gamblers upon reaching the hopelessness phase or the bottom line of their gambling addiction will consider suicide as the only solution to their problem.

disinvestment :: essays research papers

DISINVESTMENT OF PUBLIC SECTOR UNDERTAKINGS IN INDIA TODAY THE RUSSIAN ECONOMIC MODEL OF DEVELOPMENT CONNOTED THROUGH THE RUSSIAN FUR DOES NOT EXIST. TODAY THE CHINESE ECONOMIC MODEL OF DEVELOPMENT CONNOTED THROUGH THE MAO SUIT DOES NOT EXIST. Margaret Thatcher disrobed them. The concept of the GOLDEN STRAIGHT JACKET is avowed, to whether it were the Democrats or the Republicans, the Conservatives or the Laborites, the BJP or the Congress. The concept of the golden straight jacket has been embraced by all countries including India. It endeavors to shift the economic decision making from the government to the markets. The concept of Disinvestment being it’s major tenet. The Nehruvian temples of economic growth, better known as the Public Sector Undertakings were born as the outcome of the conscious policy of the government to speed up industrialization of the country with a view to giving added impetus to economic growth as well as achieve certain socio-economic goals. These undertakings account for  ¼ of our GDP. They also account for 1/3 of our exports and have made contributions to import substitution. Also government undertakings employ more than 70% of the workers employed in the organized sector. These undertakings have helped reduce imbalances in regional development and a few of them have earned reputation for excellence at international level. But the picture is not as rosy as it seems, rather the scene in most of the PSU’s is very chilling. According to figures upto March ‘99 losses incurred by 29 PSU’s trebled within one year from approx. Rs.1050 crores to Rs. 3600 crores. The major reasons for the non performance of the PSU’s can be summarized as: Political Interference, High Cost of Delay, Fear of Scams, Headless Plants, Ineffective Management, Huge Inventories, Trade Unionism and Unutilized Capacities. A comprehensive policy on public sector was set out in the Industrial Policy Statement of July 24, 1991 - the year when the country had to tide over an unprecedented economic crisis reflected in its internal and external finances. The steps adumbrated included a review of public sector investments to focus on strategic and essential infrastructure enterprises and new procedures to tackle chronically sick and loss-making units. â€Å"Rationality is least expected from an economist who is best defined as a man who tells you tomorrow why the things he predicted yesterday did not happen today.† The DEPARTMENT OF DISINVESTMENT has the following rationale: Because of the current revenue expenditure on items such as interest payments, wages and salaries of Government employee and subsidiaries, the Government is left with hardly any surplus for capital expenditure on social and physical infrastructure.

On Social Theory In Social Work Essay

We know where we have been, where we are now and where we need to go – but how do we get there? A map. Theory is a map. It notes any number of known landmarks (previously achieved or applied solutions) and obstacles (issues or problems) and gives us direction so that we are able to navigate intelligently and arrive safely (minimal discomfort to all) at our destination (desired outcome/s). Theory is an attempt to explain the unexplained, to give title to the untitled and to give reason to the unreasonable. It is a combination of existing knowledge and newly acquired knowledge that allows us to make assumptions in order to realise reasonably foreseeable outcomes. It is only in the realms of science, physics and mathematics that the repeated application of a single theory will return a consistent result indefinitely. However, in the social work disciplines, the repeated application of a single theory may very well result in chaos and mayhem due simply to the addition of the vagaries and subjectiveness of human behaviour – individual realism and personality. Mix society with the individual then add a third ingredient – power (political, economic, etc) and you end up with a chameleonic and metamorphosis-like result, what I refer to as the ‘lava lamp effect’ – constant change, confusion, tangentiality, shifts in personal, political and societal values and meanings. Theory is the vehicle of bringing order and making sense of all these things. That an individual on one occasion might respond to certain stimuli in a particular fashion, is no predictor of the individual’s (micro level) responses to the same or like stimuli on subsequent occasions and is certainly not an indication that the ‘collective’ (macro level) will respond in the same manner. It is not possible for one person to comprehend the world as perceived by  another person. The absolute closest we can come to this is to use our own imagination and compare our own experiences as a guide – empathy. Enter theory. Theory gives us the launching pad for action. It is a single starting point for all social work practitioners regardless of their individual methodological preferences. Howe (1987, p48) states, â€Å"The loud claim is that practice is saturated with theory no matter how much the social worker speaks of [their] simple reliance on commonsense or intuition. Each theory and its associated practice holds assumptions about people and their society †¦Ã¢â‚¬ ¦.†. However, theory still remains our most valuable agent in facilitating acceptable if not positive outcomes. The nature of social work is in a constant state of flux and what was suitable or successful yesterday may not be today although past theories still have a valid place in our reckoning. There is a constant flow of new and more complex issues introducing themselves to society every day and more often than not, theory will be the only tools available to us as a means of sourcing solutions. When discussing how theories are used in practice, Payne (1997, p48) states; â€Å"There are three approaches to this task: using theories to interrogate, clarify and criticise each other, using theories selectively, and using theories together to modify each other† and Lemert (1999, p20) states â€Å"Social theory is what we do when we find ourselves able to put into words what nobody seems to want to talk about†. Further, Mullaly (2002, p3) cites Reynolds (1971) â€Å"Theory carries out four basic functions: description; explanation; prediction; and control and management of events or changes †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦it describes phenomena; it attempts to explain what causes them; it predicts future events, including what will happen if certain interventions occur (or do not occur); and attempts to control and manage events or changes at all levels of human activity†. Theory also has its place in supplementing existing knowledge – filling in the blanks as it were. There is no divorcing theory from experience nor from assumption as these two  things are the interminably prime ingredients of theory. In order to create a theory we must draw upon our own or others’ knowledge bases, experiences and assumptions – no other source/s exist/s. Whilst most would agree that theory is generally the basis for experiment, quite often the reverse is true – experiment as the basis of theory! There once existed a theory that technological advancements would eventually result in a reduction of the number of skilled tradesmen required. This theory therefore required that there be a reduction in the numbers of (government subsidised) trade apprenticeship places – a huge cost saving exercise, an economic positive! However, we have since learned that this theory was implemented without a great deal of thought as to the possible negatives – those of higher youth unemployment (increased welfare bill), a much sharper decline in the number of skilled tradesmen to adequately service the community (have you ever tried to get hold of a plumber or electrician in an emergency?), and a steep increase in the cost to the consumer (community) in utilising those affected trade services. Some would also argue that the reduction in apprenticeship places would have contributed to increases in various crimes and therefore further unnecessary cost to the community and taxpayers. A more recent theory is that of children in detention centres. Some schools of thought insisted that keeping children in detention was senseless and cruel and that they should be settled into local communities. Others viewed this train of thought as being reminiscent of the ‘stolen generation’ and further theorised that it was wrong to separate the children from their parents and therefore the mother and children should be settled into the community with regular visits to the father who should remain in detention. There was still further argument that cultural matters had not been considered in that further or other yet foreseen problems may result by isolating the father from the family unit. Each discourse here is based only on theory but it encourages discourse that seeks resolutions. A good thing. Not all theory is good and nor is it all bad, it is simply a helpful step  towards finding resolutions where none has previously existed to address issues and problems in society be they real or perceived. As can be ascertained from just a small collection of readings, even theorists differ widely in their interpretations and applications of theory. Every ‘-ist’ of every ‘-ism’ believes that their approach is more beneficial than those of the others. Whether they are aware of it or not, even those social work practitioners who would underrate the benefits of the use of theory in their practice, preferring instead to rely on their own intuition and experience, are still employing theory – empirically. References Howe, D., 1987, An Introduction to Social Work Theory; Making Sense in Practice, Wildwood House. Lemert, C., 1999, Social Theory, Second Edition; The Multicultural and Classic Readings, MacMillan Press Ltd, Victoria. Mullaly, B., 2002, Challenging Oppression; A Critical Social Work Approach, Oxford University Press. Payne, M., 1997, Modern Social Work Theory, Second Edition, PALGRAVE, N.Y.

Discuss the motivation for international strategic alliances - Free Essay Example

Sample details Pages: 8 Words: 2521 Downloads: 7 Date added: 2017/06/26 Category Statistics Essay Did you like this example? Discuss the motivation for international strategic alliances ABSTRACT: To establish traditional international business in the market, businessmen do apply different strategies and one of the most common and emerging strategies that are being used now is the international strategic alliance. To study the motivation of international strategic alliance, it has been made to systematically define the term motive. This paper argues those studies of motivation of international strategic alliance, their advantages and disadvantages and how they are becoming beneficial in the global market place. This paper is an initial step to understand the definition of motivation in terms of the international strategic alliance by using the firms that have used this strategy. Don’t waste time! Our writers will create an original "Discuss the motivation for international strategic alliances" essay for you Create order INTRODUCTION: An alliance can be defined as a business to business collaboration. In an alliance two or more companies agree to work together to achieve a common goal while not losing their individuality. Strategic alliance helps the both parties to gain the complementary strengths. Companies form alliances for joint marketing, joint sales or distribution, joint production, design collaboration, technology licensing and research and development. Strategic alliances have different forms, Contractual (non-equity- based) alliances (Alliances which are based on contracts and which do not involve the sharing of equity), Equity-based alliances (Strategic alliances which involves the use of equity), Cross-shareholding (Both partners invest in each other). ( Peng Mike W. Global Strategic Management, Second Edition, page 219) One form of Equity-based strategic alliances is the joint venture. The formation of the alliance is rich and fragmented. One of the main reasons behind the collaboration is to gain the competitive advantages. According to Williamson Intermediate asset specificity and low uncertainty are conditions that may lead to a preference for hybrid forms of governance structure over both arms length transactions and internalization (Williamson, 1991). Increasing the strategic alliances is one of the fastest trends in the business today and it is becoming an essential driver to grow for every industry. One of the main goals to form a relationship with other companies is strategic alliance where they combine the skills and expertise of the both companies and gain the cooperative venture. Then they enter the international market and share their costs. MOTIVATION for STRATEGIC ALLIANCES in the INTERNATIONAL MARKET PLACE The growing international marketing is becoming the norm in this time and these partnerships are leveraging the growth through alliances with international partners, where the both companies merge and gain the competitive advantage. They do it by licensing agreements, cross shareholder deals, cooperative arrangement and joint ventures. Rather than taking risks and wasting their time and investing a huge amount on of money for gaining this competitive advantage in business, they are entering the international markets by finding an appropriate alliance which is operating in the same market in another country. So they enter the market that they desire to enter and the main reason behind this is to share the knowledge, skills and expertise and also to gain the marketing advantage in the world. And its becoming another strategy to defeat the monopoly business in the global business within fraction of time, for example collaboration of Sony and Ericson. In the view of traditional industry, firms are independent and emphasize on maximizing their own performance. As competition in the market shrinks the profits of firms, they do not rival always against one another. For instance, in 1983 Toyota and GM establish a horizontal alliance on a limited basis to accomplish different targets of manufacturing small cars in the US. The intention of Toyota was to gain knowledge of running business in the American market. On the other hand, Gms objective was to learn manufacturing small cars profitably. Sometimes high entry barriers discourage individual companies. In that circumstance companies can build strategic alliances and networks to level this fence. Firms convert the relationship with suppliers to a mutual assistance and knowledge sharing, previously which was based on hard-bargaining. This liaison is known as upstream vertical alliance. In this case companies do not consider suppliers as threats. In the same way, now, downstream vertical alliances can bind the central firms, buyers and distributors together rather than treating them as possible threats. The market potential pushes the firms on alternative products to establish strategic alliance and networks to materialize the commercial prospective of new products. According to Resource-based consideration firms can get benefited from the alliance through value creation. First, alliances may reduce costs, risks and uncertainties. Second, Alliances allow firms to tap complementary assets of partners. Third, alliances facilitate opportunities to learn from partners. Finally, real option an option is the right, but not obligation, to take some action in the future. Real option gives the opportunity to the firms when they are not sure whether they will do acquisition or merge. The companies just need to pay a tiny portion of their assets (known as deposit). Through this temporary alliance they will judge its future profitability. If they are not satisfied, they can easily leave. There is no obligation to go on with this alliance or take further actions. Institutional based consideration includes two categories Formal Institutional based consideration and Informal Institutional based consideration. According to Peng Strategic alliances and networks function within formal regulatory and legal frameworks. In some countries, Governments impose restriction on Whole Owned Subsidiaries. In that circumstance international firms have only one option, which is, to make an alliance with a local firm in order to enter that market. Peng says Informal institutions centre on collective norms supported by a normative and cognitive pillar. When a firm decides to move on its own, it faces pressures and criticisms from peer, analysts, investors, and the media. In that situation firms make collaboration with other firms to enhance or protect its image in the market place. The firms do choose the target market they want to enter. After choosing the target market they come up with a strategic plan which will suit in the international market. They use all resources of both companies to exploit the existing resources and explore the new opportunities; the main concern for this exploitation is to increase the productivity and efficiency using the current employed capital and assets thought standards. When the both companies are big in size their integration level is also high which, vise versa, makes the higher level the degree of control. The difference between the integration and degree of control is making motivation for forming this strategic alliance. The ADVANTAGES of STRATEGIC ALLIANCE Many start-up companies do focus on emerging into the market and gaining a competitive advantage in the international market to beat the monopoly business around the world for the same products and nowadays it is becoming the most useful strategy to gain this competitive advantage. By which a firm can enter the target market faster and with less risk on the investment. Businesses use strategic alliances to: scope and speed the business process achieve advantages of scale in international market increase market penetration among other companies increase the competitiveness in domestic and global markets enhance product development by sharing the skills, knowledge, technology develop new business opportunities through new products and services and make it more competitive in the world market expand market development fast increase exports diversify create new businesses gain completive advantage in cost diversification into new markets improve cash flow Ability to move quickly The motivation of forming the international strategy varies from one country to another country. The main focuses of the join venture of the companies are to represent the companies in the various countries. But as the days passed the definition has changed because of the activities which became more prevalent. Because the international market the alliance can impart to the company in a relative advantage in size or by the size which makes the process to go faster or in other words it provides compliments to the areas which they are lacking. The motive behind increasing the international strategic alliance is not only gaining profit. The other factor which motive them are the competition among the competitors the fast changing market place industry convergence For an example an alliance between Sony (which is Japanese company, it was an electronic consumer company) Ericson (a Swedish telecommunication company) both giant companies planned to get an advantage in production and development which will prove their marketing skills. So once the joint venture is done with a legal manner it is similar in nature to a partial acquisition in consideration for shares. Because this combination has created the transaction, combining the relative advantages of both parties and ties their future together. They stopped making their own phones. They started to share their expertise and they have a research development teams in United States, Sweden, China, Japan, India, Germany, and the United Kingdom. The both companies were profitable on the first year but they had to face huge loss because of lack of investment and strategic plan. Once they have injected the money into their joint venture and came up with new idea which was to launch the built-in-digit al camera and with high features they started to enter to the market back but it still were a huge loses for them. So having the same strategic plan this joint venture did not work. They were struggling for the first three years. But walkman phones made them successful and made the 4th position in the world again. So here it proves that the giant companies do merge to gain competitive advantage but it is not always threat to the other companies which are already leading. It totally depends on the strategy they follow and implement. The DISADVANTAGES of STRATEGIC ALLAINCE Alliances are risky in term of cost, the reason is not due to cash being involved with another company and its not being in the companys hands, but it is due to returns from which they will get. First of all the company is to go throw the join venture which involves the investment. When a proper set of contracts, various transfer prices and incentive schemes from the partners to the joint alliance resolve most conflicts, most of the joint venture manages to entirely avoid conflicts between its respective parties. Managing the managerial position of both companies and resolving the possible conflict from the both parties due to the location and other factors of international market, Financial blocking is one of the major disadvantages in the international strategic alliance. Because most of the companies do not want to disclose their financing operations. For example, an alliance with SonyEricsson in the area of cellular communications could reduce the likelihood of contracts with Nokia, thereby putting the company at risk that if Ericsson is weakened, so will be all the companies that depend upon it. Alliance between competitors can be risky. Firms can access to the information, technology, business strategy, and database of each other. Therefore they acquire the knowledge of another company. One firm can plan to excel other firm by achieving the knowledge and skills of other firms business tricks. And then it can drop the other firm and may use the strategy against this firm. Strategic partners are often led by the company which is stronger in the international market. But they should come up with something unique by merging the both companies rather than starting from a start-up. But this strategy dose actually work with the every company depending on the market and company, like SonyEricsson came up with mobile when they merge but it was a huge loss in the market . They started losing their shares rather then gaining it. And it affected the job market. So they later on came up with cyber shoot which was the turning point of their company and also the walking walkman, which was different product then they used to launch. Because their main focus was to make competitive cell phone. But by the cyber shoot they have entered the market and now they are one of the giant companies with 4th position rank in the world. Sharing profits is another disadvantage. The revenue is being divided and goes to different country which does not help the country to boom up. But it dose have a great impact on it The decision is to be made by the both parties so there are always barriers for future financing opportunities. The distraction is the main disadvantage. The top level management is to take decision on behave of the both countries so they are to keep all the time in mind thinking about their own country when ever they are making decision. The both parties do not think alike because of the distraction that they are around by the competitors. As two or more companies are joint in this alliance, the decision is to be taken jointly so there is always a headache from the other partner. Because of the way they want take the company may not agree. To keep this mutual decision, the companies are to go through all this unexpected disappointments. Conclusion: The strategic alliance is one of the most implemented strategies in the global competitive market. And it is one of the mostly common used strategies which have an effect in the market to boom up the economy of a country. It has created the bond between the geographical territories. Where they can share their competitive advantages and bring out new polices and products for the consumers and increase the job market in this world. The advantages for this alliance is more then the disadvantages. So people are coming up of new policies where they can hide the disadvantages compared to the advantage. According to Pekar and Margulis The fundamental purpose of an alliance is to facilitate collaboration and varying degrees of integration between companies without necessitating a merger or an acquisition, though it can often lead to a merger or acquisition. Bibliography Hill, Charles (2005), International Business Competing in the Global Marketplace Peng Mike W. Global Strategic Management, Second Edition, (page 216-240) https://ideas.repec.org/a/bla/jomstd/v33y1996i3p301-332.html https://www.smallbusinessnotes.com/operating/leadership/strategicalliances.html https://www.corporate-partnering.com/info/strategic-alliances-advantages-and-disadvantages.htm https://www.emeraldinsight.com/Insight/viewContentItem.do?contentType=ArticlehdAction=lnkhtmlcontentId=1515040 www.faqs.org/abstracts/Business-general/Strategic-motives-for-international-alliance-formation-The-limits-of-employee-involvement-profit-sha.html https://www.lotsofessays.com/essay_search/Conclusion_Strategic.html https://www.sciencedirect.com/science?_ob=ArticleURL_udi=B6VGK-4MBBYN6-1_user=10_rdoc=1_fmt=_orig=search_sort=d_docanchor=view=c_searchStrId=1123950549_rerunOrigin=google_acct=C000050221_version=1_urlVersion=0_userid=10md5=52af2b0a1c7e40ab036d752257b46fc1 https://www.smallbusinessnotes.com/operating/leadership/strategicalliances.html illiamson, O.E. 1991. Strategizing, economizing, and economic organization. Strategic Management Journal, Winter Special Issue, 12: 75-94 Peng Mike WGlobal Strategic Management, Second Edition, page 213 Peng Mike W Global Strategic Management, Second Edition, page 227 Pekar Peter Jr. and. Margulis Marc S, Equity alliances take center stage: The emergence of a new corporate growth model, IVEY MANAGEMENT SERVICES May/June 2003