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Archive for the 'Cultural Issues' Category



China executes former food and drug chief
Tuesday, July 10th, 2007

China executed Zheng Xiaoyu, the former head of its food and drug agency, for approving untested drugs in exchange for cash and gifts valued at $832,000.

Punishment like this may seem harsh by western standards and, perhaps, even by Chinese standards.  Still, the context may justify such sentences.  Consider:

Risks internationally and domestically when drugs are approved without testing

Need to make radical changes so that other countries will accept Chinese products

Message that is sent when high ranking government officials accept bribes

Issues with medical and pet food contamination in China

Traditional importance of relationships/guanxi

Maybe, in light of these factors, China needed to impose such a harsh punishment in order to send the message that such behavior is not to be tolerated and that the country is serious about making changes. 

If this scenario were used in a class on international business, questions might include:

Would an official in the US have received similar punishment for similar actions? 

Why or why not? 

What cultural differences could explain the reasons that US officials might have received a lesser punishment? 

What message does this communicate to firms which do business in China?

How might this situation impact a firm’s actions when doing business in China?

How might Zheng Xiaoyu’s advisors have negotiated a lesser punishment?

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Freedom and Responsibility
Wednesday, July 4th, 2007

In some countries, the government or others make decisions for citizens. 

In the United States we have many freedoms.  Among the most important freedoms we hold are the freedoms to think, to speak, and to make decisions for ourselves.  With every freedom comes responsibility and accountability. 

As easy as it is to blame someone else when a negative consequence arises, the only person that we can blame is the one who looks at us when we look in the mirror.

On this Fourth of July, let’s enjoy the incredible freedom and the awesome responsibility that comes from living in a country where every person can make a difference.

Have a great day!

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Are public companies engaging in long-term planning on a short-term basis?
Thursday, June 28th, 2007

A discussion with a friend from a major company this morning raised a discussion topic that warrants careful consideration on many different levels… 

Today, public companies are under tremendous pressure to deliver financial results to their shareholders every quarter.  In such an environment, it is very difficult to participate in effective long-term planning.  It is difficult to commit scarce resources to major improvements and upgrades, unless the improvements and upgrades will lead to bottom-line results quite quickly. 

Are public companies engaging in long-term planning on a short-term basis?  What are the ramifications of the emphasis on quarterly results, rather than taking a longer-term focus?  Is this trend going to improve, or only become more pronounced as time goes by? 

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Yahoo! wasn’t thinking?
Tuesday, June 12th, 2007

Yahoo! is being sued as the result of sharing information with the Chinese government according to this story from AP. 

In the US, people often wear rose-colored glasses and assume that individuals in other countries are entitled to the same freedoms that we enjoy.  When doing business internationally, it is critical for firms to take the other cultures into consideration.  Find out what the ramifications of actions are.  Have a plan for dealing with the differences in culture.  Know what the cultural differences are. 

In the case of Yahoo! and China, had Yahoo! forgotten about Tianamen Square?  For those who are under 25, Tianamen Square may seem like it happened generations ago.  The year was 1989 and, in a country such as China where change can require generations, that is all in the very recent past.  To learn more about Tianamen Square, here is a link to some of the pictures.

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Helping people learn to think for themselves
Monday, June 11th, 2007

One of the major challenges that business has is in finding employees who are willing to think for themselves.  Encouraging people to ask questions is one approach that helps people think for themselves.    

There are many downsides to having people think for themselves…

Questions make people uncomfortable.

People may feel like they are being put on the spot.

The ideas that arise may be unpopular or unconventional.

Rationale, cohesive arguments may be required of the people who wish to persuade others.

The 20-second sound bites, appeals to emotion, and blind adherence to instructions would be avoided.

People might have to admit that they are uncertain about the issues and they might have to listen to each other.

There could be conflict.

Despite those downsides, the upside potential is far greater.  In education, business, and government, people would have more value for they would actually be diverse in the ways that matter most:

Their ideas, opinions, thoughts, and approaches

Their motivations, goals, and definition of success

Fundamentally, this is the business case for diversity.  In the US, people from different backgrounds think differently.  In other countries, people often think the same way, regardless of their backgrounds.  

Is the idea of people thinking for themselves too scary?  If so, perhaps we should continue standardizing our approaches, requiring people to follow strict policies, and doing the thinking for others.  What do you think?

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8 Tips for Obtaining Business in Small Business
Sunday, May 20th, 2007

There are major differences between marketing in small business and at big companies.  In big businesses, it is sometimes feasible to build a market for a product or service at a global level through advertising, marketing, and sales efforts.  With small businesses, the bandwidth and resources generally require a different approach. 

What are some of the approaches that may help small businesses?

Focus on building name recognition, rather than advertising a product or service.  Become a resource to friends.  This way, when they feel pain and are uncertain where to look, they may think of you.

Work with friends on topics for which they know you.  This reduces the cycle time and increases the likelihood that you will be successful.  Make sure though that they see you as a supplier, rather than as a friend.

Care about friends’ success and help them achieve their goals.  Suppliers who do so will be able to suggest better solutions.  Beyond that, people who do so are trusted advisors, rather than sales people. 

Talk with people who feel the pain addressed by your products and services.  This delivers higher returns on the time and creates a more stable revenue stream.

Ask what issues the other people are facing and what constraints exist for them.  This knowledge allows better solutions to be suggested and grows your value with potential customers.

Decide how much effort to invest in building relationships that result in one-sided giving.  Sure, the recipients will complain and criticize.  There are cultural differences associated with this issue as well.  People in older cultures seem to expect a longer investment of time in building relationships than those in the US. 

A student told the story of a person who spent 15 years building relationships in Europe to do business.  Fifteen years?!!! 

Think about the needs of your business.  Is five years reasonable?  Do you need returns in one or two years?  These may be reasonable time periods, by the way.  Or they may be too long.

In the US, one firm invested ten years to do business in China and, at the end of the period walked away. 

Be flexible, rather than allowing sunk costs, including investments of time, to become anchors.  Once time is spent, it is gone.  Let it go when it is spent.  Periodically, review progress and decide whether to continue or to walk away. 

Focus on areas that you already know.  This will give you greater credibility and appreciation of the issues your customers and potential customers face.

Bonus tip 1:  Keep it simple, where possible.  The tips outlined here are very simple.  That is why they are easy to apply, at least at a high level. 

Bonus tip 2:  Be observant.  These tips are based on observations of what others are doing which seems to be working for them as well as common sense.  Business is much simpler than rocket science, despite what some say.

Bonus tip 3.  Undercommit and overdeliver.  You were promised eight tips and have been given eleven. 

What are some other tips that you have found helpful?

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The Wild and Scenic Rivers Act: A case study on the Rogue National Wild and Scenic River in Oregon - Part 1
Saturday, May 19th, 2007

by Coleen Rutledge Davis
April 27, 1990

For Public Lands Law

Preface - May 2007

As this paper was written in 1990 when I was a third year law student, parts of it are out of date and will be updated in the future. Many of the historical documents would be difficult for others to locate so, for that reason, the paper is being posted in this blog.

The postings will be made in sections. This posting is the first of six that will make up the body of the paper.

Introduction

This paper is concerned with the Wild and Scenic Rivers Act of 1968, 16 U.S.C. section 1271 - 1287 (1988). This statute establishes a complex and highly variable management scheme. As a consequence, this paper will rely heavily on the paplication of the Wild and Scenic Rivers Act (the Act) to the Rogue River. In this way, the paper will be better able to provide a general understanding of the Act.

The author selected the Rogue River for this case study for four reasons. First, the author is familiar with the Rogue River and its administration under the Act. Second, the Rogue River has been administered under the Wild and Scenic Rivers Act since the Act was passed. Third, most of the administrative materials to which the author has access relate to the Rogue River. Finally, the lobbying efforts of visitors to and residents of the Rogue River area played a large part in the passage of the Wild and Scenic Rivers Act.

Under the Wild and Scenic Rivers Act, the history of a river is very important in determining how the river wil be administered. For that reasn, this paper will begin by introducing the Rogue River. It will then discuss the origins of the Act, the legislative history of the Act, and important provisions of the Act. From there, the paperw ill discuss management under the Act in both general and specific terms. Finally, the paper will consider issues that arise when a river is considered for designation under the Act.

The Rogue River

The Rogue River is a rapidly flowing stream that cuts a path through southwestern Oregon as it carries waters from Crater Lake to the Pacific Ocean. Along the way, the Rogue River passes through wide, open valleys, and deep narrow canyons. The River’s banks are lined with tree-covered slopes, granite cliffs, and sandy beaches. Along the Rogue River, wildlife is abundant and includes deer, black bear, beavers, otters, and Roosevelt elk. In the water, salmon, steelhead, sturgeon, and eels are found. Soaring above the River, pair of bald eagle, many blue herons, egrets, and buzzards are among the common sites.

Today, thousands of people visit the Rogue River annually. These visitors come from every state and many foreign countries. The Rogue River’s fame comes from its quality as a fishing stream, its natural scenic beauty, and its white-water boat trips.1Visitors enjoy the River in up to three ways. Some enjoy the stillness of its deep canyons followed by the rushing of water over rapids as they float down the river in rafts, kayaks, and the like. Others walk in the paths of the pioneers and Indians on trails built more than 1o0 years ago. On parts of the Rogue River, powerboats provide access for visitors who cannot otherwise see the river (and for residents lacking road access).

Commercial boating on the Rogue River has a long history. As a small child, the author heard many stories about freight being poled upstream from Gold Beach to Agness about 1900. Beginning around 1930, motors began to be used on these boats. Today, motor boats are still used to haul groceries to lodges in the Wild Section.

Motorboats have been used in guiding and tours on the Rogue River for many years. These activities began before the Wild and Scenic Rivers Act was passed in 1968. Today, these uses continue and the public demand for these services has increased dramatically since the Rogue River was designated under the Act.

Commercial boating also involves the use of drift boats and rafts. The rafting is relatively new, but drift boats have long been used for fishing trips through the Rogue River Canyon.

The newest use of boats on the River involves the use of rafts for private purposes. The private recreational party is a development that has occurred since the 1960s. Private recreational parties are the result of increased publicity for the Rogue River, increased interest in outdoor recreation, and improvements in the quality and durability of materials used to construct the rafts.

Visitors to the Rogue Rvier see several residences from the water. Within the Rogue National Wild and Scenic River, a few small communities and several scattered lodges are located. The Agness Recreational Area provides a good example of this. The Agness Recreational Area includes the communities of both Agness and Illahe. The Area is eleven river-miles long on the Rogue River and three river-miles long on the Illinois River.

Most of the people residing in the confines of the Rogue National Wild and Scenic River are of Indian heritage. The Rogue River has a long history of Indian population. It may have been named by French fur trappers for the hostile Indians who lived along its banks.2Numerous artifacts ahve been found along the Rogue River.

In 1851, gold was discovered near the mouth of the Applegate River.3 With this discovery, minors came to the Rogue River. Although most of the river had placer mining for gold, very little evidence of that activity remains. The remaining signs consist primarily of extensive water trenches, some rusted mining equipment, and a few mining scars on the canyon walls.

Eighty-four miles of the Rogue River has been designated as a component of the National Wild and Scenic Rivers System (the System). The Rogue River is also impacted by the Wild and Scenic River designation of the Illinois River, one of its major tributaries. Other federal land management schemes are extremely important in understanding the Rogue National Wild and Scenic River. Since the Rogue River flows through Siskiyou National Forest, the management plan applicable to the forest is very important. In addition, part of the Wild Section of the Rogue River is included in the Wild Rogue Wilderness.4Aside from the management schemes developed for these resources, several species of both plants and animals are protected under the Endangered Species Act.5

Origins of the Wild and Scenic Rivers Act

In 1966, there was a strong possibility that the Rogue River would cease to exist in its then-existing condition. A proposal had been made to build a hydroelectric power plant and a dam at Copper Canyon. The proposal would have converted much of the Rogue River into a lake and raised water levels approximately 600 feet over eleven miles upstream from the project. In fact, the project would have given Grants Pass pool frontage and almost all the Rogue National Wild and Scenic River would have been covered with water. 6

People who relied on the River for their livelihood and recreation held a meeting at The Illahe Lodge, a fishing lodge owned by the author’s family. This meeting resulted in The Wild Rivers Committee of Oregon (of which the author’s grandfather was the first chairman).7 The Organization hoped to prevent the hydroelectric project by means of state legislation. When this was unsuccessful, the Organization and the Sierra Club joined forces to advocate federal legislation protecting the Rogue River. There were many amendments during the course of congressional debate, but the eventual result was the Wild and Scenic Rivers Act.

—–

Footnotes  for Part 1

1.  H.R. Rep. No. 1623, 90th Cong., 2d Sess. 6, reprinted in 1968 U.S. CODE CONG. & ADMIN NEWS 3801, 3805.

2.  Preliminary Draft, Development and Management Plan for Implementation of the Wild and Scenic Rivers Act, Bureau of Land Management 9 (1969).

3. See, Rogue National Wild and Scenic River - Revised Management Plan, 37 Fed. Reg. 13,408 (1972) [hereinafter Joint Management Plan].

4. Wilderness Act 16 U.S.C. sections 1131-1136 (1988).

5. Endangered Species Act, 16 U.S.C. sections 1531-1544 (1988).

6. Telephone interview with Ernest R. Rutledge, Owner of the Illahe Lodge (Agness, Oregon) (Feb. 25, 1990).

7. OREGON GUIDES & PACKERS, INC., HUNTING AND FISHING IN OREGON, 1969 - 1970, at inside front cover (1969).

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