Strategic Management Plan for Middle-East Television Network Essay

Strategic Management Plan for Middle-East Television Network - Essay Example Proposed Objectives and Strategic Initiatives to help in Conquering the Middle Eastern Television Market 1). Increase marketing vehicles to at least a dozen unique vehicles within the first year of MTN rollout. Strategic Initiatives: 1a). Identify a variety of marketing vehicles (billboards, radio advertisement, youth events, and concerts) that will position and expose MTN to the target market. 1b). Engage in performing continuous advertisement of American themes, music, cultural symbols and phrases. 1c). Be able to identify the key areas that matter most towards promoting the positive image of United States in the Middle East regions. 1d). Engage in joint initiatives with the local cultures as a measure of establishing a mutual understanding between foreign and local cultures in the Middle Eastern region. 1e). Engage in both respective and effective Corporate Social Responsibility (CSR) initiatives in the Middle Eastern region as means of gaining popularity and acceptance within the Arab Community. 2). Increase funding for MTN marketing to $5M within the first year Strategic Initiatives: 2a). Consider building coalitions with members of Congress. The idea is to gain their support and align the effort with the Foreign Relations Committee. 3). Increase MTN’s number of top-10 rated programs in the Middle Eastern television market by 100% within 24 months of its rollout. Strategic Initiatives: 3a). There is a need to benchmark Al-Jazeera television network’s top-rated programs that conform to MTN’s vision/mission and produce MTN versions or spinoffs. Budgetary considerations include the cost of new programming.

Essay Summary Example | Topics and Well Written Essays - 1000 words

Summary - Essay Example unconsciously mold society through these tools, wherein these tools also mold their values, beliefs, attitudes, and practices in their different fields and in their own homes and families (277). In â€Å"Authoritarian High Modernism,† James Scott agrees that architecture can respond to various social problems during the eighteenth and nineteenth centuries. Like Le Corbusier, Scott believes that architecture rises to the challenge of social changes due to technological and economic progress. Scott also asserts that studying the origin of architecture was and is a modern activity because it fits the constant desire for social benefits and social solutions. His difference with Le Corbusier is his specific focus on high modernism that has its strengths of trying to improve the social fabric and enabling the social participation of modernist thinkers, while its weaknesses are ruthlessness in advancing modernist ideals and disastrous effects, when political controls are weak or defi cient. 2. In â€Å"Ornament and Crime,† Loos criticizes the use of ornament in architecture. Loos asserts that using ornaments buildings is a crime of the degenerate (20). In order to be culturally developed, he emphasizes that architects must remove ornaments from their buildings (Loos 20). Furthermore, Loose argues that ornamentation wastes time and energy. Architects must focus on function, not ornamental form, to create buildings that have true functions for users. Finally, Loos thinks that to vie for ornaments is not natural of higher intelligence. Ornaments are superficial and wasteful exercises for him. Semper feels differently in â€Å"The Textile Art† because he argues that textiles and buildings have the same origins- the need to turn invisible open space into visibly enclosed spaces. Whereas Loos finds ornament as unnatural, Semper asserts that ornamenting the body and the space through architecture is natural to people’s desire for art (254). Despite these differences, Semper and

Harley-Davidson motorcycle Essay Example for Free

Harley-Davidson motorcycle Essay Introduction Harley-Davidson Motorcycles have been around for just over 100 years. They became popular after World War II and had continued success until the 1970A? a‚Â ¬a„? s when the company was sold. In 1981 a group of executives bought the company and turned it around into what it is today. Harley-Davidson has had some hard times and some images to shed to get to where it is now, but it has been and are still the front runner in the motorcycle industry. Industry and Competition Analysis A? a‚Â ¬A? General economic characteristics. The current market for Harley-Davidson motorcycles is mostly baby boomers who want to recapture the freedom of when they were young. Most consumers today are middle to upper class. A? a‚Â ¬A? Driving Forces The main driving force behind changes made in Harley-Davidson is image. The company has had to continually change to fit or change an image that accompanies the products A? a‚Â ¬A? Five Forces Model There is not much rivalry between Harley-Davidson and other manufactures in the United States. The only company that comes close to competing with them is Honda, however Honda does not specialize in the same type of motorcycle that Harley-Davidson does. The only substitute product would be a different type of motorcycle such as a street bike, but Harley-Davidson mainly produces touring bikes. A? a‚Â ¬A? Competitor Analysis There really are not any true competitors in the United States. BMW is competition in Europe as well as other companies that manufacture street or racing bikes, but as far as touring motorcycles, Harley-Davidson does not have any real competition. A? a‚Â ¬A? Key Success Factors Key success factors include marketing to improve or change image, production to produce enough bikes for consumer demand and distribution, having the right dealerships in place to sell the product. 2 A? a‚Â ¬A? Attractiveness This is a very attractive industry for Harley-Davidson; however it would not be a good industry for a new company to try to gain entry into due to such large brand loyalty. Company Situation Analysis Harley-DavidsonA? a‚Â ¬a„? s business strategy to become more profitable is to market a lifestyle instead of a product. They show the Harley image as being free and fun. Consumers want to get that feeling and while most people buy the motorcycles, Harley-Davidson has managed to create a market for their products even for people who do not own a motorcycle. Harley-DavidsonA? a‚Â ¬a„? s main strength is brand loyalty. People see a motorcycle they automatically think of Harley-Davidson. Their weakness however is diversification. While they are extremely successful at producing and selling touring motorcycles, they can not capture the market on other types of motorcycles. Suzuki and Honda are better known for their street bikes that HarleyA? a‚Â ¬a„? s Buell Company. This leads to their opportunities. Harley-DavidsonA? a‚Â ¬a„? s biggest opportunity is to develop a street bike that can compete effectively with a Honda or Suzuki motorcycle. Threats to Harley-Davidson include a changing culture. As Baby Boomers are becoming too old to purchase new motorcycles, they need to refocus their attention to the younger generation. In order to capture the younger generation, Harley-Davidson needs to develop a street bike as not many younger people are as interested in touring motorcycles. Financially, Harley-Davidson is doing very well. Revenues have grown at a rate of 16% over the past 10 years and have reached 4. 6 billion dollars. This is huge growth considering that the company almost went bankrupt in 1985. Key Issues That Need To Be Addressed The main issue that Harley-Davidson is facing is the aging of their buyers. As talked about earlier, the new consumers of motorcycles are going to be younger people who are looking more for performance motorcycles than touring ones. Right now Harley is expanding their current business keeping it the same as it has always been instead of diversifying the products that they manufacture. Harley has such a large brand loyalty and has finally changed the image of a Harley rider into a positive one that the company will be okay; there is just not much more room for growth. 3 Strategy Alternatives One potential strategy alternative would be to either merge or acquire another company. They have already tried doing this with Buell motorcycles, however, the Buell brand is not that well known and only make up . 8% of the market for motorcycles. If Harley-Davidson could acquire a smaller company such as Ducati that is already successful in Europe, it could market it better in the United States and gain even more market control over the industry and continue to increase profits. One weakness to this strategy however is image. Harley-Davidson has the All American image and buying a foreign company and marketing a foreign product could hurt the image to some Harley Owners. Recommendations Harley-Davidson is such a well known and well respected company that I do not necessarily think that they should change their strategy. They have already tried to incorporate new types of motorcycles into their product line with little success. While the V-Rod is vastly different from the bikes they previously made, sales are not as high as on the traditional motorcycles. Their only real option is to better market the V-Rod and Buell motorcycles to try to build a new customer base so that they can increase sales if sales really do decrease on their traditional touring motorcycles.

Organizational Culture of Toyota

Organizational Culture of Toyota Toyota is a globally recognized automobile manufacturer. It is one of the top auto mobile manufacturers in North America. Passion, integrity, and innovation are element of great importance at Toyota. It is an innovation leader in the industry, and well known for its philosophy of management its mass market hybrids. Toyota is delivering diverse line up of vehicles around the globe. The integrity, innovation and passion are extended beyond the vehicle manufacturing; this statement by Toyota is backed by procedures and policies that are practiced at Toyota. Toyota has been distinguished among its competitors for its ability of forward thinking. In the current environment of rapid growth and development, Toyota plans in advance to deal with the prospected growth rate and demands of diverse market. For Toyota to predict the growth in future, start must be from looking behind to their past. Behind the Toyotas remarkable success, there is excellent corporate culture of Toyota that hires the people as individuals not employees. At Toyota, everyone involved in the process strives for excellence and committed to his duties. Lean manufacturing practices of Toyota helps it move fast toward incorporation of TQM in its organizational process. Toyota has strong relationship with its all stakeholders and remarkably with its suppliers and customers. There is high degree of understanding between Toyota and its suppliers that enables Toyota to use Just in time technique of inventory. Toyota understands well about the fact that people possess different abilities and skills and these skills are their strengths, thus its exploits as many possible talents of its employees in one area and able to create great opportunity for growth within the corporation. Diversified employment approaches are used y Toyota that helps to generate a set of new ideas for future growth and become the leader of automobile industry by incorporating these ideas (Christensen, Overdorf, 2000), not only on loc al basis but also globally. From top ten official business strategies of Toyota is to recruit brightest and best among candidates, this strategy also help Toyota to create new opportunities for partnership. This approach of Toyota, help it to build an image of Toyota that it is committed to excellence. Ethics and social responsibility are of basic concern of Toyota. Ethics begins with core value of Toyota and whole process goes with these ethical set of values, creating a distinction as the Toyotas way. Despite having a very diverse workforce, there are no prejudices or stereotypical assumptions are apparent at Toyota, as there is a fair policy (Liker, 2004), that is concerned to hire the best and talented employees for company that can be source of leadership and innovation at Toyota. Due to its concern for society Toyota has a positive corporate image, a company that believe in helping people to improve their quality of life. In this regard Toyota is working with many organizations, universities, schools, and other businesses in support of programs that are beneficial for our world. Rules/norms at Toyota: Some important rules and norms at Toyota include the following: Respect for human rights: At Toyota, people are respected for their human rights. There are no discriminating practices on the basis of gender, race or ethnicity, age, religious, physical disability or material or social status. Intimidation or work place harassment is not tolerated at all (Yu, 2008). Toyota provides social protection to its employees and remuneration in accordance with local regulations. Safe and healthy working environment: Providing safe, healthy and comfortable working environment is the ultimate priority at Toyota. Systems at Toyota are designed to prevent disasters and accidents (Gowen Iii, Tallon, 2003). If any disaster or accident occurs, Toyota will cease the all related areas of operation and try to save and rescue the people. Team work: A culture of team work and cooperation is supported and practiced at Toyota, to achieve objectives and tasks effectively and efficiently and strive to enhance the capabilities of individuals and organization. All individuals at superior positions such as managers, supervisors etc. will encourage the team work (Gowen Iii, Tallon, 2003) and guide their subordinates to perform their duties efficiently. Customer opinion is an invaluable asset: Toyota has greater concern for the safety of its customers and thus provides adequate information to them on new safety related equipment that helps them to operate the vehicles in safe and sound manner. Honoring and observing the terms of contract: Toyota takes due note on terms and conditions of its contracts with it research and development partners and show full honor and respect for them (Liker, 2004). For such agreements, all relevant laws and regulations are considered. Contents for restrictions on joint research are always considered and practiced according to regulatory requirements of different countries. Organizational hierarchy of Toyota: Toyota is a multinational corporation; major decisions come from Toyota motors Japan. There is three tier executive systems at Toyota, executive vice president, senior managing director and managing officer who deals and manages the group affairs. Decision making lies on the side of executives in Japan. In Toyotas structure following important attributes include: Decision making is based on centralized style as major decisions are made at top level of management in Japan. Authority to make important decisions is retained at top of the hierarchy. To group the job tasks, Toyota uses departmentalization of different types, functional departmentalization, product departmentalization, geographic departmentalization and cross functional departmentalization namely. Toyota has tall hierarchal structure of organization as it has several layers of management between top level and frontline employees. There is narrow span of control, 49 managing directors at every department (Marksberry, 2012). Due to its rigid hierarchal structure, formalized communication system, tall structure and centralized decision making, Toyota can be said to have highly mechanistic structure (Sako, 2004). In Toyota every employee has not only to answer superior authority or manager, but also to engineer who representing the interests of customer. So it crosses a traditional structure with product structure. Finally it is a boundary less organization with no definite design. Toyota is managed to create strategic alliance. Internal communication practices at Toyota: At Toyota motors, written communication takes place at all levels of business. Corporate communications and newsletter writings are the vital elements that have kept staff informed and publically perceived notion of reliability and credibility that is highly important to its bottom line and given corporate and company image. To disseminate information from corporation, notice board is used. This way of communication is not so effective as people commonly ignore and do not read news from it. Bulletins are also used at Toyota which is an effective tool of internal communication. Bulletins are placed in front of counters or offices which are open to every member of organization. In order to pass urgent messages, Toyota motor uses cell phones as tool of internal communication. Telephones and cell phones are part and parcel of communication at Toyota Motor Corporation. Instant messaging allows staff at Toyota to communicate effectively and efficiently, as this system is featured with inst ant acknowledgement or reply. E-mail as a mean of communication is also popular practice at Toyota. Face to face interaction and communication also takes place. All these means of communication used at Toyota, plays critical role in passing important and necessary messages that help build the company. Planning and decision making at Toyota: As the hierarchal structure of Toyota reveals that important commands and decisions come from the top management in Toyota. Top management makes decision and then these decisions are communicated for implementation at lower levels. There is tell type of culture for decision making at Toyota. Top management issues commands and orders and seeks for implementation. Leadership at Toyota: Toyota perceives lean as continuous improvement and respect for people, embodying in two simple but powerful concepts (Cusumano, Kentaro,1998). Respect of people for Toyota lean leadership is viewed as having long term partners in business that mines the value by challenging people to stretch themselves and grow (Liker, 2004). By lean leadership approach in place, people who are not so challenging and are stagnant, are handled in nice way, they find opportunity to grow and enhance their capabilities by participating under process of continuous improvement. Conclusion: This paper provides a detailed view of organizational culture and characteristics of Toyota. Toyota has culture that is attributed with, commitment to excellence, respect for all inside the organization, concern for all stake holder including community, strong ethical values and code of conduct, hiring talented and bright people without any discrimination of race, ethnicity. Toyota has structure of mechanistic organization in decision making style. There is centralized decision making takes place at Toyota (Takeuchi, 2008). As far as communication system of Toyota is concerned, different effective tools for internal communication are used by Toyota such as bulletins, newsletters, email and text messaged and telephone system and face to face communication method. All these tools are used in mix to have effective and quick communication at workplace. Toyota is committed to excellence and in this journey, it not only uses lean manufacturing techniques but approach of lean leadership is also being practiced at Toyota (Cusumano, Kentaro, 1998), that helps Toyota to move forward towards process of continuous improvement.

Acatalasia :: essays research papers

Acatalasia Several rare electrophoretic variants of red cell catalase were identified by Baur (1963). Nance et al. (1968) also described electrophoretic variants. Data on gene frequencies of allelic variants were tabulated by Roychoudhury and Nei (1988). Wieacker et al. (1980) assigned a gene for catalase to 11p by study of man-mouse cell hybrid clones. In the hybrid cells, detection of human catalase was precluded by the complexity of the electrophoretic patterns resulting from interference by a catalase-modifying enzyme activity. Therefore, a specific antihuman antibody was used in conjunction with electrophoresis. In mouse, catalase is not syntenic to the beta-globin cluster or to LDH-A. Junien et al. (1980) investigated catalase gene dosage effects in a case of 11p13 deletion, a case of trisomy of all of 11p except 11p13, and a case of trisomy 11p13. The results were consistent with assignment of the catalase locus to 11p13 and its linkage with the WAGR complex (194070). Assay of catalase activity should be useful in identifying those cases of presumed new mutation aniridia that have a risk of Wilms tumor or gonadoblastoma, even in the absence of visible chromosomal deletion. In karyotypically normal patients with aniridia, Wilms tumor, or the combination of the two, Ferrell and Riccardi (1981) found normal catalase levels. Niikawa et al. (1982) confirmed the close linkage of catalase to the gene of the WAGR complex by demonstrating low levels of catalase activity in the erythrocytes of 2 unrelated patients with the WAGR syndrome and small deletions in 11p. From the study of dosage in 2 unrelated patients with an interstitial deletion involving 11p13, Narahara et al. (1984) concluded that both the catalase locus and the WAGR locus are situated in the chromosome segment 11p1306-p1305, with catalase distal to WAGR. Boyd et al. (1986) described a catalase RFLP with 2 different enzymes and used these polymorphisms to exclude deletion of the catalase gene in patients with sporadic aniridia, including one who was known to have a deletion and another suspected of having a deletion. Mannens et al. (1987) found deletion of the catalase locus in 6 of 9 patients with aniridia (AN2; 106210). One of these catalase-defic ient aniridia patients had a normal karyotype. No catalase deletion could be demonstrated in 7 Wilms tumors. By classic linkage studies using RFLPs of the several genes as markers, Kittur et al. (1985) derived the following sequence of loci: cen-CAT--16 cM-CALC--8 cM-PTH-pter, with the interval between CAT and PTH estimated at 26 cM.

jewish :: essays research papers

Journal #13 As the communities started forming in America, American society became a strong influence on the Jewish culture. Congregations started to become americanized, thus assimilation has prevailed as usual. The American culture always had affected the different types of cultures and minorities that have culivated here. At first in America certain dietary needs and religious practices were not recognized by the governemnt. Yet the Jews remanined strong as the community was beginning to establish it's roots, such as the creation of Jewish schools. It was important for the Jewish people to have somewhere in thier new place to feel comfortable, which was the synagogue. The Jeiwsh people were limited onpower when they first immigrated to Americ, but this aspect did not deter then from establishing a community. But it is impressive how strong a how a very small community was and is in America. Another spect of the Jewidsh community that is impressive and it has been this way since the immig rants moved here is how strong the Jewish people feel about thier religion and how it has been and still is a very importnant aspect of thier lives. It seems as though the Jewish Americans may feel so disconnected from a large Jewish population , as compared to the nations' population is the reason that it is such a big deal for so many Jews to marry within thier religion and raise thier kids Jewish. Journal # 15 The whole issue of America at that time being seen as a "godless country" that would turn Charle's son into a secular person was a big concern of his parent then they agreed to send him to America. The brother actually was a prime example of the fear of many European Jews at that time. Asa, Charles' brother, in the reader's first encounter with him, proves that he had some loss of his religion because he had him and his borther work on Sabbath. But Asa's decision to no observe the Sabbath was no indication of how Charles would lead his life in terms of religion. In fact, it is funny how different the two brother's life would be when dealing with the religious aspect. Ironically though, his brother impacted Charles' future decisions and particiapotion in the community by introdcuing peddling to him. Through this profession, he met gentiles and his positive encounter with them affected his decision to educate non-Jews on his religion and teach tolerance.

Employee relations Essay

The conviction that there exists a power imbalance in the employment relationship which gives employers a prejudicial benefit over employees takes its existence for several centuries. Karl Marx known for his theories and contributions related to the employment relations field, became famous through his literatures and ever since his popularity remains. Firstly and primarily, the lives of most men and women are subject of work. The large majority of individuals who work are simply employees only few are employers. Therefore, the terms and conditions in which individuals perform this work are crucial for everyone. These agreements are characterized by the relationship between employer and employee. Again, employee relations suggest notion of fairness and equity in the remuneration of labour. At the basic level, employee relations tend to create active group collaboration in the place of work rather than conflicts which give to employees the impression in some way to be separated from employers and organisations for which they work. Employee relations take into account many factors related to a good quality of work such as remuneration of labour, bonuses, promotions as well as the corporate culture and the work environment, training and development programs for employees. Recognizing the achievements and contributions made by the empl oyee, this is an important part of employee relations, as the demands of the employees are more or less respected. Numerous scholars and authors have written lot of theories related to employment relationship field. Edwards defines Employee relation as â€Å"all forms of economic activity in which an employee works under the authority of an employer and receives a wage in return for his or her labour†. (Edwards, 2003) However, new approaches have emerged with the influence and recognition of trade unions in the midst of 60’s and the male breadwinner mainly considered  as industrial relationships. According to Blyton and Turnbull, more factors to be considered; â€Å"wages and profit, authority and compliance† ,the need of â€Å"work being a source of dignity, a ‘living wage'† and â€Å"social cohesion, employee voice and participation in decision making†. (Blyton and Turnbull, 2004, p.7) In this essay, I will briefly talk about the unitary and pluralist perspectives on Employee relations. I will also discuss the applicability of the radical or Marxist perspective to the analysis of employment relations. Early in the twenty century, before the advent of industrialization and globalization, industries and organisations operated in a context in which all the aspects related the work was largely ruled by employers and the employees had no power and no right to express their views, therefore they were submitted and had to comply with the compulsory rules and regulations on them by employers. For a very long time, the interests of employers have overcome the interests of employees. During the period of post-war, the phenomenon called globalization hardly was not existent and technology had not reached its climax, these factors have not play a predominant role in the industrial world. Employees were forced to complete the entire amount of work required which included intellectual and physical effort. In return, they had limited support from employers due to managerial styles set. By comparing the post modernization epoch and the current context of work, there has been a huge progress between relations of employees and employers. Today, a large number of factors have be taken into account, which have an impact on Employee relations such as the politico-economic system, new legislation, globalisation, technological advances, trade union, professional organisations, Training and development. Fox found two basic views expressed about the basis of relationship between management and trade unions in particular or employees in general, the unitary and pluralist. Thereafter, a radical or Marxist view came up as a third perspective, which was totally different and opposed from the others two frames of management. These perspectives are not essentially focused on the nature of the employment relationship but rather by conflict (Fox, 1966). The unitary view on one hand, this theory considered as one of the earliest theories. The unitary perspective takes into account the nature of work of employees as well as the technology. For the unitary, the organisation must be a united group of individuals with single authority, loyalty structure sharing common objectives. The employers have the right to make decisions; those decisions are considered as legitimate, rational and are not opposable. The assumption is within the unitary organisation system, basic harmony and conflict is needless and exceptional. According to Howard, conflict is seen by your boss as both unnatural and unnecessary. (Howard F, 1993) Therefore, many managers see trade unions a disturbance within organisation from external which contests unfair decisions for the loyalty of workers. Therefore, if conflict still pending, the management suggests it should be dealt with by their authority: management coercion. As example, this perspective was the case of many organisations during the 1980 in the UK while Margaret Thatcher was prime minister. This clearly demonstrates that there was a strong inequality and an asymmetry between the workers and the employees and the voice of the workers were not taken into consideration. The pluralist view on the other hand, Pluralist theory is deep-rooted in interests’ conflicts between employers and employees which co-operate in imperfect labour markets. The employment relationship is perceived as a matter of negotiation between stakeholders with opposing interests, the employment outcomes depend primarily on several environmental factors that determine the bargaining power of each party. Pluralist view distinguishes that both employees and employers have divergences in their opinions, and following this, a power struggle or a conflict may rise within the workplace. However, pluralist view claims that it could be better for the sake of the interests of the organisation if the views of all parties in conflict could be taken in consideration and reconciled. Pluralist views was essentially founded on an convenient situation and did not take into account certain factors such as the flexibility or changes taken in the world of the industry, this due to the evolution of the technology, fast expansion of business, environmental issues. Conflict resolution is branded by the necessity to make agreed actions and institutions which attain collaboration via comprehensive, codified negotiated settlement systems. Marxism was established through the observation of Marx recognized as one of the famous scholar who have advanced many theses opposing to capitalism. To Marx employee relations was a significant way to understand the theory of capitalist production. Marx explained how organisations were working, of how and why the history has extended, and particularly an account of the nature of capitalism. Capitalism was seen by Marx as extremely inacceptable and his concern was to end up with this system through violent revolution and shape a communist society. According to Hyman, â€Å"capitalism constitutes a complex of work and social relations of production†. (Hyman, 1975:96-97) The main characteristics of the capitalist structure of employment relations are constituted as follow: private ownership of the workers, the small minority control the ownership, mandatory method for the majority of society to sell their labour power as a product, the dominance of profit as the purpose of the e conomic. Although, the capitalist structure of employment relations reflects an exploitative relationship. For instance, wages remunerated to the employees consists essentially a small part of the collective value produced by them, in other words wages would be minimized to a substantial level. However the rest of the gain from production is allocated to the employer as a benefit. Therefore, the capitalist environment is fundamentally being seen as a conflicting class relation. On the basis of the capitalist perspective on employment relations, Marxists believes that capitalist organisations are gradually dominating as prescribed in their economic status by two main opposed classes, which are the ruling class or capitalist and the workers considered as subject class. The ruling class owns and controls the mean of production, distribution and trade, in certain ways the means of political domination. Contrary to the ruling class, subject class is subordinate; workers have not control on property and are subject of servitude of the bourgeoisie interests. Therefore, workers are exploited and ruled politically and socio-economically. This competition between the ruling class and the subjected class would be in argument to gain ground and impose the persistent challenge, therefore fight will be obvious. The asymmetric distribution of power in the presence of private information and opposing between the ruling class and the workers interests  is obvious. Although, it is possible that private information and opposing interests give rise to opportunism of both parties to the employment contract in most cases, However, The Marxists believe that the negative consequences experienced by the workers are possibly more thoughtful than consequences encountered employers because of the power of the employers based in the ownership of the organisation. The main noticeable risks related to imbalances in bargaining power are paying low wage compared to the output that workers have produced and the risk that could arise in the investment decisions of the organisation. As an example of imbalances in bargaining power to illustrate, we can refer to the case study of Nike firm; Nike has been the subject of many criticisms. It has been shown that the conditions of work were inhuman in many factories of Nike in Asia and a strict requirement of standards level needed to be achieved by all workers. How Nike has exploited its workers for financial gain with low wages. (www.stanford.edu/class/e297c/trade_environment/wheeling/hnike.html, last seen 06/02/14) This unacceptable situation is a good example to illustrates how unfairly the capitalist system operates. Therefore, all these inequalities and all of these issues within organisations have given rise to conflict. For John Kelly, The Marxist approach to industrial relations accepts that conflict exists but that at present there is little balance between organised labour and capital, especially in an era of globalisation. (John Kelly, 1998) A big gap of power between the workers and the Employers within an organisation creates imbalance, the ruling class with more power compared to the workers rarely tend to use it. This is because the use of the excessive power usually turns into a kind of dictatorship in the minds of employers who want to control it. The current situation comes to be genuine, and workers must comply and accept any unfair decisions taken against them. Therefore, for the Marxist perspective, it was crucial to seek the need to settle conflicts of interests via some forms of job regulations. Contrarily to the unitary and pluralist perspectives, the Marxist perspective has go in depth in term of developing a series of elements related to industrial relations such collective bargaining, trade union regulations and workplace legislations. According to Flanders, industrial relations are a study of the  institutions of job regulation. (Flanders, 1974) In order to understand why there is asymmetry of power between employees and employers, it will be relevant to look closer at the three major actors who play a significant role, which are the collective bargaining and trade union, and the state. However, Marxism has given birth to the collective bargaining and trade unions on the basis of anxieties relating to the negotiation between management and the workforce. According to Gunnigle et al, collective bargaining gives redress the imbalance of power between individual workers and employers. ( (Gunnigle, 1995)) It is for the fundamental reason that collective bargaining is implemented in industrial relations, and basically gives an objective purely politic to collective bargaining which is the balance of power. As soon as his purpose is accomplished, collective bargaining is utilized principally for financial reasons. Collective bargaining allows managing in tactical way how to deal with employees fairly. The collective bargaining’s process may also provide legitimacy to trade unions within organisations. Purcell states that this legitimacy can give trade union members a sense of belonging to the organisation. (Purcell, 1979) However, collective bargaining has also its imperfections and disadvantages as far the capitalism is concerned. Collective bargaining may result to irrational and groundless demands which may lead to serious conflicts. Marx has modelled the historical significance of union fight strongly in his book `The Poverty of Philosophy†. Marx was not indifferent to the conditions of workers to make their lives better; they were concerned on how they were struggling to unionize themselves. Marx argues that higher wages simply set up prices and strikes were a dead end. For Marx, the unions could play a political role in the real civil war to pay higher wages to workers. Marx argued that capitalism had operated a physical minimum, which maintained people alive, but that is a social balance of power between capital and labour. Trade unions are naturel response of workers who have been exploited by the capitalist system; it gives to employees a voice. Within the trade union the workers have the role that the management occupies; this role consists to affect the demand of the union service and union memberships.  The establishment of union has been encouraged since the workers are feel frustrate with the style of work or management. When there is a strong presence of union, there is a balance within the employment relations. For instance, the case of John Lewis employees, there is a strong democratic structure where partnership is also encouraged. Workers are less exploited and are less dissatisfy about the style of work. This is a good example to illustrate when we think in term of benefit of the trade unions. Marx argued about the role played by the state, which he thinks is serves only the interests of the dominant class within organisations. The state appears more as the instrument of the ruling class, because it tries to maintaining its control over employees who are already exploited. Marx claimed that the state reacts as dictatorship for proletariat. The executive of the modern state is essentially a committee for managing the common affairs of the whole bourgeoisie.† (Marx and Engels,1948, p.11.) Again in the instant case, we see that the state plays an adverse and inequitable role the balance of power on employers over their employees. Having critically assessed some facet of the Marxist perspective on the asymmetry of power between employees and employers, we can come to the conclusion that this perspective leads a concept of the dictatorship of the proletariat. Marxist perspective focuses more on the structure and nature of the organisation rather than the current workplace in the society and Marxists argue that the conflict in the industrial relations is a reflection on how the society is structured. Marxism puts a particular emphasis on the division of interest between the employers and the employees. The Marxists considered the conflict as unavoidable and trade unions are a seeing as an alternative solution of workers to exploitation by owners. Within the Marxists perspective, employers are continued to exercise their unfair power over employees even thus the presence of trade unions which are powerless. The state is also considered as an instrument of the bourgeoisie. For the Marxist, trade unions and collective bargaining may increase but may not limit of the employers’ power because they are subjected to the persistence of capitalism instead of challenge it. However, The Marxist perspective is seen to be out-of-date as the entire nature of the class conflict has  changed, as a result of modern organisations, ‘as well as its mixed economy and welfare state, which is currently more open and on a social basis mobile. Reference: Blyton, P. &. (2004). _The Dynamics of Employee Relations Basingstoke: Macmillan._ Bukharin. (2003). _Imperialism and World Economy._ London & Sydney: Bookmarks. Engels, M. &. (1948). _The Communist Manifesto, International Publishers._ _Fox, A.(19660. Industrial Sociology And Industrial Relations (Research Paper 3, Royal Commission on Trade Unions and Employers’ Associations), London._ Hyman, R. (1975). _Industrial Relations: A Marxist Introduction._ London: The Macmillan Press Ltd. _http://www.stanford.edu/class/e297c/trade_environment/wheeling/hnike.html_ _Bukharin (2003) Imperialism and World Economy._ (n.d.). London & sydney: Bookmarks. Kelly, J. (1998). _Rethinking Industrial Relations: Mobilization, Collectivism and Long Waves._ London: Routledge. Marx, K. (1964). _Early writings._ New York: McGraw-Hill. P., E. (2003). _The employment relationship and the field of industrial relations._ oxford: Backwell. Palmer, H. F. (1993). _British Industrial Relations._ London: Routledge. Purcell, K. (1979). _Militancy and acquiescence amongst women workers. Burman (ed.), Fit Work for Women, London, Croom Helm._ _Gunnigle, P. (1995). Collectivism and the management of industrial relations in greenfield sites, Human Ressources Journal._