Managing Business Ethics Effectively Management Essay

Managing Business Ethics Effectively Management Essay The main purpose of my paper is to explore ways to manage business ethics effectively. To achieve this, first of all, I reviewed the concepts and importance of business ethics together with its components, such as corporate ethics codes and corporate social responsibility. Next, I revealed five ways to manage business ethics efficiently. Based on these suggested ways, I recommended four practical actions for managers to have good management skills in this field. These recommendations are setting up an effective corporate ethics code, acting and behaving ethically in any circumstances, setting up rules and regulations, and advancing CSR in a very wise way. My paper concludes with two issues for future researchers. These issues are whether corporations need a business ethics manager or specialist and how companies motivate their employees to act ethically. Managing Business Ethics Effectively Business ethics was such a new concept that not many people were concerned about it (Garone, 1994; Mitchell, 2003). Things have changed over the time, and now business ethics plays a very important role in doing business (Garone, 1994; Mitchell, 2003). The need to manage business ethics becomes essential. In addition, not all cases related to business ethics management are successful (Cooper Nakabayashi, 2010; Garone, 1994; Pedersen, 2006). Therefore, how to manage it effectively is very important to managers. My research paper helps to answer this question above. Before addressing ways to help business people manage business ethics effectively, the research describes the literature framework and importance of business ethics together with its components, such as corporate ethics codes and Corporate Social Responsibility (CSR). Next, five ways to manage business ethics effectively are listed: building an effective corporate ethics code (Mitchell, 2003), improving codes of ethics to change behavior (Buckhoff Wilson, 2008; Lere Gaumnitz, 2007), protecting against deception (Adler, 2007), making an ethical program work (Grace Haupert, 2006), and advancing CSR (Porter Kramer, 2006). The remaining part of the research reveals my four recommendations and two questions for future researchers. A final part summarizes all of the above. Review Section Brief History Garone (1994) stated that It is not difficult to remember when the concept of business ethics was a novelty to most people. It was taken largely for granted by business executives and it attracted little public attention (p. 9). Not many people were concerned much about business ethics. In addition, according to Mitchell (2003), there were many CEOs who focused on taking care of their own individual importance rather than their corporations functioning and profit. Apparently, these presented above show us that business people were not fully aware of or ignored the significance of business ethics. However, things have changed over the time, and ethics has recently played an important role in doing business (Garone, 1994). Moreover, corporations of all sizes, especially multinationals, are more attuned to the bottom-line value of being a good corporate citizen and playing by the rules, and individual business people are seeking to do what is right rather than anything to close the deal' (Mitchell, 2003, p. 2). In other words, most business people have changed their minds and attitudes towards business ethics because they have figured out the close relationship between being ethical in doing business and achieving profitable goals in operating their companies. Although business ethics is already considered to be significant these days and corporations ethical standards and morals have been set to manage it, not all the cases are successful. For example, the NYNEX Corporation confronted an ethical dispute for many years (Garone, 1994); Chinese corruption is so popular all over the world that many foreign companies with operations in China have to find ways to deal with this phenomenon (Pedersen, 2006); the scandal of melamine in milk in China revealed the unethical aspects in doing business (DeLaurentis, 2009); additionally, the U.S. and Japanese life insurance markets faced up to serious ethical turmoil in the marketing and management of insurance products, resulting in an erosion of public trust in the industry (Cooper Nakabayashi, 2010, p. 64). From these cases presented above, the significance to know how to manage business ethics effectively is really needed. Literature Review Before figuring out the ways to do this, let us have more understanding about what business ethics is: Business ethics defines how a company integrates its core values such as honesty, trust, respect and fairness into its policies, practices and decision-making. Business ethics, of course, also involves a companys compliance with legal standards and adherence to internal rules and regulations. As recently as decade ago, business ethics consisted primarily of compliance-based, legally-driven codes and training that outlined in detail what employees could or could not do in regard to areas such as conflict of interest or improper use of company assets. (Mitchell, 2003, p. 9) As what we have seen in the definition above, honesty, trust, respect and fairness are considered to be very important values to the company. They can be called the spine of formulating business ethics. In addition, the companys rules and regulations must be set to manage business ethics. Without rules and regulations, the company has almost nothing to follow and distinguish what goes right and what goes wrong in case of something related to business ethics happens. More importantly, the code of ethics also plays an important role in letting business people know what they should or should not do. Understanding the concept of business ethics, now we move to its significance in the business world. Epstein (2007) said that ethics contributed to ever-escalating standards for corporate performance (p. 217). In relation to this matter, Mitchell (2003) stated the following: More and more corporations see business ethics as a bottom-line issue not an optional one of morality. The acceptance of ethics as contributing to corporate operating profits or losses means they are receiving unprecedented attention. It is for this reason that behaving ethically and responsibly may be the wave of the future, if only because the right thing to do can also be the profitable thing to do. (Mitchell, 2003, p. 2) From this point, we can see that companies did not pay much attention to business ethics before. Many companies perceived that it seemed to be not a necessary part in running a company. An optional one of morality (Mitchell, 2003, p. 2) means that corporations so far did not care of business ethics at all, or they only thought of or concerned themselves about it whenever they like. However, things have changed, and the world of business has been changing, too. Corporations now have the ability to figure out the significance of business ethics. Even more, they are aware of the connection between business ethics and their bottom line. Corporations have to admit that there is a relationship between the two listed above, so Mitchell (2003) pointed out that the right thing to do can also be the profitable thing to do (p. 2). Let us move on to the code of ethics that is included in the definition of business ethics (Mitchell, 2003). Kitson (1996), Blodgett and Carlson (1997), Moyes and Park (1997), Hume, Larkins, and Iyer (1999), and Schwartz (2001) defined codes of ethics as tools that are commonly used as one of the efforts to encourage ethical behavior, and pointed out there may be a great deal of room for improvement of existing codes (as cited in Lere Gaumnitz, 2007, p. 7). Moreover, Frankel (1989) lists the following potential reasons for the existence of codes of ethics: 1) provide group guidance for an individual when that individual faces a novel situation, 2) provide a basis for public expectations and evaluation of the organization, 3) strengthen the sense of common purpose among members of the organization, 4) enhance the organizations reputation and public trust, 5) preserve entrenched organizational biases, 6) create an environment in which reporting unethical behavior is affirmed, 7) provide support for individuals when faced with pressures to behave in an unethical manner, and 8) serve as a basis for adjudicating disputes among members of the organization and between members and non-members. (as cited in Lere Gaumnitz, 2007, pp. 15-16) Apparently, without a specific tool to evaluate and motivate ethical behavior, corporations find themselves hard to let their staffs and employees follow the right way or avoid the wrong one. And the code of ethics helps them to do that. Personally, I agree with the reasons why companies have to have their code of ethics like what Frankel (1989) listed above (as cited in Lere Gaumnitz, 2007, pp. 15-16). When business people come up with any new circumstances that they have to make a decision but they do not know how to do it and what guides to follow, their companys code of ethics lightens up their mind. Thanks to the code of ethics, the staffs and employees can overcome the pressure of perceiving what they should do to follow the ethical standards and keeping off the unethical ones. Generally, the code of ethics is like a basis for companies to formulate their rules or regulations to orient themselves and their personnel. Another aspect of business ethics is Corporate Social Responsibility (CSR) which is considered to be very important to build a companys reputation (Porter Kramer, 2006). Prieto-Carrà ³n, Thomsen, Chan, Muro, and Bhushan (2006) specified CSR as a concept whereby companies integrate social and environmental concerns in their business operations and in their interaction with their stakeholders on a voluntary basis (p. 978). Furthermore, Prieto-Carrà ³n et al. (2006) also perceived CSR as an umbrella term for a variety of theories and practices all of which recognize the following: (a) that companies have a responsibility for their impact on society and the natural environment, sometimes beyond legal compliance and the liability of individuals; (b) that companies have a responsibility for the behavior of others with whom they do business (e.g. within supply chains); and that (c) business needs to manage its relationship with wider society, whether for reasons of commercial viability, or to add value to society. (Prieto-Carrà ³n et al., 2006, p. 978) These definitions cited above show us that companies and societies do have a close relationship with each other. Chung, Eichenseher, and Taniguchi (2008) stated that businesses have a social responsibility beyond making profits (p. 131). Providing more detail, Davies (2003) points out that corporate responsibility is a pact for mutual benefit between society that needs business for economic and social development, and business that needs a supportive business environment (as cited in Gugler Shi, 2009, p. 5). Sharing the same thoughts, Mitchell (2003) affirmed an interesting point that the more common view today is that societies can and do have the right to expect business to function at certain levels of ethical standards (p. 10). Furthermore, Mitchell (2003) emphasized the following: With large mergers and the development of new markets around the world, major corporations now wield more economic and political power than the governments under which they operate. In response, public pressure has increased for business to take on more social responsibility and operate according to higher ethical standards. (Mitchell, 2003, p. 10) To me, I consider this matter as a fair one because this is a two-way benefit: the societies create markets for corporations to trade their goods and services to earn profit, survive, and develop, so in exchange, the companies have to do something good and beneficial for their societies. We cannot say it is a must for companies to do that, but they themselves have to be aware of CSR as a fair and good tendency to stick with. I like the way Mitchell (2003) used the phrase in response (p. 10) as presented above because it completely tells us that this is really a two-way relationship between corporations and societies. We usually call business people who have contributions to their society philanthropists, but more significantly, when they do something good for the societies, they also show their responsibility and obligation to appreciate what the society gives them. After understanding the basic elements and significance of business ethics, now we come to the ways to manage it effectively. Followings are five ways to do that: build an effective corporate ethics code (Mitchell, 2003), improve code of ethics to change behavior (Buckhoff Wilson, 2008; Lere Gaumnitz, 2007), protect against deception (Adler, 2007), make an ethical program work (Grace Haupert, 2006), and advance CSR (Porter Kramer, 2006). First, building an effective corporate ethics code must be taken into consideration because according to Mitchell (2003), not many companies have a written code of conducts and ethics although they have already known about the significance of corporate ethics (p. 90). For instance, seventy one per cent of companies in Australia and seventy per cent of companies in Japan do not have a written code of conducts and ethics (Mitchell, 2003). However, when recognizing that a code of ethics fulfills many purposes within an organization and in order to compete effectively, global companies must ensure that their ethics codes and codes of conduct are culturally coherent to all employees (Mitchell, 2003, p. 88). How might companies do this? Mitchell (2003) showed us the following interesting point: A corporate ethics code needs to be more than the rules of the road; it should include a statement of the companys core valuesà ¢Ã¢â€š ¬Ã‚ ¦ Code of conduct must provide clear direction about ethical behavior when the temptation to behave unethically is strongestà ¢Ã¢â€š ¬Ã‚ ¦ In a nutshell, the code should be: Easy to read Practical and relevant for each business or geographic market Sufficient but not excessive in detail Well written and accessible in tone (Mitchell, 2003, pp. 94-95) According to what I am thinking, what Mitchell stated looks like a magnetic needle, a very clear way, to build an effective corporate ethics code. More significantly, it was emphasized that corporate ethics codes have to be clear so everyone, even in the smallest unit of a company, can understand and follow. This is logical because if a company sets up an ethics code that sounds very well and interesting but is ill-defined, not everyone can understand its basis and what to do. In this point I think, the set code of ethics is useless and has no meaning, and even more seriously, it can make business people confused. Second, we can manage business ethics effectively by improving codes of ethics to change behavior. In detail, when we talk about changing behavior, we would like to mention about changing perception, which is formally described as changing the decision makers beliefs (subjective probability distribution) as to whether an action is ethical (Lere Gaumnitz, 2007, p. 9). In general, the purpose of improving codes of ethics to change behavior can be achieved by careful (1) selection of code content and (2) design of enforcement mechanisms (Lere Gaumnitz, 2007, p. 7). Personally, I want to focus more on designing enforcement mechanisms: An organization choosing to have an enforcement provision in its code of ethics is providing additional incentives (disincentives) to encourage (discourage) selection of certain actions. Although enforcement mechanisms can provide both incentives and disincentives, they seem to generally rely on penalties imposed when an unethical action is takenà ¢Ã¢â€š ¬Ã‚ ¦ Two ways the organization can increase the expected value of the penalty are to increase 1) the size of the penalty and 2) the probability that the penalty will be borne. (Lere Gaumnitz, 2007, p. 12) Sharing the same idea above, Buckhoff and Wilson (2008) said that the costs of dishonesty must exceed the benefits derived from dishonest behavior, so people will think twice before doing it (Buckhoff Wilson, 2008, p. 55). In this point, I want to analyze the reason why corporations should have something that we call enforcement mechanism, or more specifically, penalty (Lere Gaumnitz, 2007, p. 12). First, human beings are very diversified. We have many different kinds of people, including good and bad ones. Second, different kinds of people have different behaviors when faced with a particular issue. For example, in a travel agent, a tour guide can perceive that he deserves to receive tips from his customer because he has taken a good care of the customer. On the contrary, the agents board of management can perceive this differently that taking good care of customers is the tour guides responsibility and vocational ethics, and of course he has to follow that. Here the problem appears, or we can say, this makes the related people confused. Therefore, if the agents board of management wants every tour guide not to receive any tips from customers, they have to set regulations to let the tour guides know that. This is a must, but it is not enough. Together with the regulations, the management board has to impose a penalty on their tour guides who receive tips from their customers. The penalties can be eliminating ten per cent of monthly wage, three days off, or five percent of yearly bonus. To me, I believe that such kinds of penalty can let all tour guides think more seriously and carefully before receiving any tips or presents from their customers. On the whole, when we see this in a big picture, we can be aware that business people will be discouraged to do something violating ethical principles thanks to thinking of penalties they would suffer. Third, managing business ethics effectively can also be achieved by protecting against deception (Alder, 2007). Nowadays, we are living and working in an informative technology period of time, so we know for sure that information plays a very important role in doing business, especially making decisions. However, wrong information can be approached by business people because of deception, such as telling lies. Unfortunately, one of the enduring truths about human beings is that we lie frequently and often quite casuallyà ¢Ã¢â€š ¬Ã‚ ¦Lying is a central aspect of human behavior (Adler, 2007, p. 69). There is a fact that according to the most conservative estimates of human resource managers, 25% of all rà ©sumà ©s contain significant lies (Adler, 2007, p. 69). Especially, lying is extremely pervasive in the negotiation process. According to Adler (2007), although we do not have any perfect tool to protect ourselves completely from this pervasive phenomenon, we can greatly minimize the risk of lies in bargaining through a series of steps designed either to expose lies and liars before negotiations begin or to provide protection from lies (p. 71). For example, before negotiations begin, preparation is particularly critical when facing opponents for the first time and the stakes are high, and this preparation can be researching the other sides character and bona fides, and participating scenarios that might play out in the negotiation (Adler, 2007, p. 71). How about during the negotiation process? Adler (2007) advised us eight ways to detect lies. In person, I pay attention to ask questions in different ways, take notes during negotiations, and trust but verify (Adler, 2007, pp. 72-73). The reasons I want to raise this issue are that the negotiation process is usually a part of doing business, and telling lies is considered to be violating business ethics. An ethical negotiator or an ethical business person participating in a negotiation process cannot allow himself/herself to tell lies to provide inexact information only in order to achieve his/her personal goals. As I have mentioned above, the phenomenon of telling lies happens often. Moreover, according to my own experience in the negotiating environment, I recognize that we should have some tips, or ways, to protect ourselves from deception. And thanks to the advice above, I have the opportunity to pay more attention to preparation and in negotiation process. Here, I want to generalize this issue, or I want us to see this issue in a big picture. That is, when we want to protect ourselves from deception in doing business, it is a must that we have good preparation and skills to reveal deception. First, good preparation in thinking of everything that can happen, checking our business partners before cooperating with them, and investing in ways or solutions to deal with any problems can help us be more confident. Second, skills in revealing deception need to be learned and practiced more often so that no one can tell us a lie or cheat us in doing business. Next, let us move on to the fourth way to manage business ethics effectively. That is, making our ethical program works (Grace Haupert, 2006). There is a framework called ESD that encourages everyone to work ethically, supports those inclined to work ethically, and deters those who may be tempted to veer from the path of ethical behavior (Grace Haupert, 2006, p. 66). Or, we can say that the ESD program is a combination of encouraging, supporting, and deterring. Three conditions are needed to run this program. First of all, a risk profile needs to be set up. Risk profile is developed by public accountants, internal auditors, risk-management and legal staff, and perhaps outside help from consultants and error-and-omissions carriersà ¢Ã¢â€š ¬Ã‚ ¦ once the risk profile is created, checks and balances to mitigate these risks can be developed (Grace Haupert, 2006, p. 67). Then, the board of management needs to be a mirror for every staff can look at and follow: management must follow t he lead of the board by acting ethically and insisting that the staff do the same (Grace Haupert, 2006, p. 67). Last, staff must also have confidence that management will fully support those who report malfeasance by others, including their superiors (Grace Haupert, 2006, p. 67). As we can see in the ESD program above, all important criteria are listed. Personally, I have a high evaluation of this program. Let me tell you the reasons why. This program emphasizes preparation and checks. The preparation appears at the risk profile. It requires top management to think of every kinds of risk that can happen to their corporations. Only when they are aware of these kinds of risk, they can have strategies to deal with and check what is going on in this process. Moreover, the program points out a perception that if top management wants everybody in their company to follow the rules not to violate business ethics, first of all, managers have to do that. They have to be a bright mirror for everybody in the corporation to look at and follow what they are doing to protect and practice business ethics. This is an important point to me. Furthermore, this ESD program creates a two-way close relationship between top management and staffs. Let the staffs have a chance to talk , to raise their voice, and to announce what is going wrong to their top management. This is very beneficial for a corporation to know what is happening inside the company and inside every staff members mind. Thanks to these kinds of open talks and discussions, corporations can be aware of what to do to keep business ethics running in a good way. The last in the five ways to manage business ethics effectively is advancing CSR (Porter et al., 2006). The interesting point is that Corporations are not responsible for all the worlds problems, nor do they have the resources to solve them all. Each company can identify the particular set of societal problems that it is best equipped to help resolve and from which it can gain the greatest competitive benefit. (Porter Kramer, 2006, p. 92) The idea is interesting, and I myself share the point of view of Porter and Kramer (2006). Corporations are not completely social philanthropists, so they do not have to worry about or take care of all social concerns, problems, or requirements. Perceiving that doing something good for the society that companies are running in is also doing something good for the companies, top management can choose some social issues only and take care of them. Focusing like this is enough, and this will help corporations have enough time and resources to deal with many other issues. What is presented above shows us that there are copious ways to help improve business ethics management. Thanks to these methods, top management can have a frame of what needs to be done to take care of business ethics. However, sometimes when standing in front of many ways like this, corporations boards of management find it hard to choose which one to follow. The followings are recommendations of some practical ways for managers to deal with managing business ethics more effectively. Recommendations Before giving recommendations, I want to sum up some significant points. So far, we have gone through what business ethics, code of ethics, and CSR mean and their importance to business people. In addition, we have figured out the close relationship between doing something good for business and doing something good for society. However, how can companies be successful in managing business ethics? This is a big question to those concerned with this issue. Being deeply aware of the significance of these elements, many scholars pointed out five ways to help manage business ethics efficiently. Among these methods presented above, personally, I feel interested in four practical ways that can help. First, managers have to set up an effective corporate ethics code. This recommendation comes from Mitchell (2003). How can we know if the corporate ethics code is effective or not? It is effective when written carefully, simple for everybody to understand, and applicable for every company member from top managers to staff to follow. Moreover, I want to add one more practical criterion: the corporate ethics code set has to be as detailed as possible. This set of code must include all ethical business aspects of a company, so it can be considered as a concession of all matters related to business ethics between all staff members and the company. Second, managers have to act and behave ethically in any circumstances. In this point, I base my opinion on and totally agree with Grace and Haupert (2006)s idea. When managers want their employees to go in the same ethical way in doing business, they have to be the first ones to do that. As I have mentioned before, top managers are considered to be bright mirrors that reflect their actions to their staffs to look at. We can easily imagine what would happen if the staff members always see their manager act and behave unethically, but the managers always ask for ethical behavior from their staffs. Apparently, the employees will perceive that it is very unfair for them to follow business ethics while their top managers do not. From this perception, the purpose of managing business ethics from top management cannot be reached. Third, managers have to set up rules and regulations to manage business ethics in a corporation. This recommendation is accumulated thanks to the ideas of Lere and Gaumnitz (2007) together with Buckhoff and Wilson (2008). Human beings are all different people, so some usually stick with behaving ethically, but the others may not. Therefore, how can managers follow up what is going on related to their actions without rules and regulations? The rules and regulations, in another way, are set to force everybody to follow ethical actions. Furthermore, I want to add my own idea and recommendation. When talking about rules and regulations, we are usually concerned about punishments, or penalties, to treat people when they break the rules or have unethical actions. This is a must, but not enough. I want to emphasize that if we have punishments, we also need to have awards. The awards are to encourage business people to act ethically all the time they are doing business, or we can say in anot her way, that the awards are set to add more motivation for business people to stick with business ethics. Managers should pay more attention to this. Finally, managers have to advance CSR in a very wise way. This recommendation comes from the ideas of Porter and Kramer (2006). Once again, corporations are apparently not social philanthropists. Hence, they will not have enough resources to concern themselves with every little aspect of society. Knowing the close relationship between doing something good for society and doing something good for corporations, managers have to select some, not all, social issues to work on. When they are concentrated like this, they will have enough time and resources to invest in making it run well. This is beneficial for both companies and society. These are my recommendations of four ways managers should manage business ethics more effectively. One more issue I want to mention in the following part is that after going through the researching process, I would love to raise two questions that we need to look at to advance business strategy knowledge related to this business ethics issue. The first one I want future researchers to take into consideration is the following: Do corporations need a business ethics manager or specialist? The one in this position will have the responsibility to take care of all the issues and problems that relate to business ethics. For example, he/she will set up business ethics codes, rules and regulations, strategies, and plans for CSR programs. The second question that I want future researchers to think of is this: How do companies motivate business people to stick with acting ethically? We did have research about penalties, but we are lacking research about awards and motivation to encourage busin ess people. I believe that having this knowledge of motivation, managers will be more confident to know how to encourage their employees to follow the corporations business ethics. Conclusion Unlike what happened in the past, business ethics now plays a very significant role in doing business. More and more people are taking care of this matter seriously. With the purpose of discussing more about the topic, my research paper concerns about ways for managers to manage business ethics efficiently. Beginning with the literature framework and importance of business ethics and its components, such as corporate business ethics and CSR, the research step-by-step comes to the five ways to manage it effectively. Additionally, knowing the importance of business ethics but not knowing how to manage it in a good manner is a hard problem for managers. My research helps to solve this by giving a set of guidelines including four recommendations: setting up an effective corporate ethics code, acting and behaving ethically in any circumstances, setting up rules and regulations, and advancing CSR in a very wise way. Finally, this paper comes to give my two issues for future researchers to take into consideration, in hopes that they would help. They are whether corporations need a business ethics manager or specialist, and how companies motivate their employees to act ethically.

Men Essay Question

You are sitting in a small, not very well ventilated room that has no air conditioning. You are sitting alongside eleven other overheated, uncomfortable, impatient men. That sounds rather unpleasant, right? Perhaps the last place you would like to be. Imagine how the Jurors may have been compelled to hurry and reach a conclusion for the young boys life they were debating on. What If, these men were seated In a well-lit, cool, comfortable room, with decorations and armchairs†¦ Would they have reached a different conclusion?Or maybe the same decision, but In much fewer hours. In the movie, one or two Jurors had plans to go too baseball game. A few others have plans with family and friends. Most everyone was ready get out of there as soon as possible. When being rushed, your mind tends to blur around the facts as well as your temper being shortened. This caused many of the Jurors to lose their temper, sending the group Into outraged arguments. Let's say the Jurors were not Irritabl e, but Instead had clear heads, and relaxed emotions.I'm sure the first response would be to think about it reasonably. The questionable trial would have been debated smoother with much less arguments. Having fewer disagreements, the trial's outcome may have turned out differently. The boy was let go innocent, but only after hours of debating the matter. If the conditions in which they were debating the trial were changed for the better, the outcome could have easily been different. They could have all agreed at once that he was guilty; they could have all agreed much quicker that he was innocent.Better conditions may have allowed for different first mime impressions of the trial, and led to a better conversation on what side to vote for. I believe that if the Jurors were placed in better conditions to decide, they could have come to a conclusion much quicker than that of which they were placed in. If it were me being shoved in a room with other inhospitable, rushed, people; I too, even if I wasn't at first, would become grumpy and more argumentative. This only proves that the conditions in which people interact and converse in, do affect the attitudes and outcomes of the debated situation.

How Can Events Contribute to Destination Image Enhancement?

Introduction The image of a country or destination is vital to the growth of the nation. By using the right forms of efforts, the destination can be greatly enhanced. Countries used their forte to attract tourists to visit them. While countries with breath-taking scenes, unique cultures or wonders of the world attract their own lovers, others create their very own â€Å"scenes† which are called, events. An event is something that happens in a place and time. A successful event not only benefit in terms of profits, it also enhanced the image of the particular location.In this paper, some successful events will be looked at, telling us how these events sculpt the image of the destination and how they have helped to enhance the image of those destinations. Anuga, Cologne, Germany During World War Two, much of the city of Cologne was destroyed, by the end of the war, only 40,000 people were still living in the city. In 1947, the city was rebuilt, keeping the face of the post-war C ologne. Cologne is also the fourth largest city in Germany and one of the most travelled destination in Europe.Each year, Koelnmesse host more than 50 international trade fairs, attracting two million people. Amongst them are Anuga; the largest food show in the world and Cologne Carnival; known as the â€Å"fifth† season for the locals. In 2011, Anuga 2011 attracted 6596 companies from over 100 countries with a take up rate of 284,000 square meters of space. 86% of which were foreign exhibitors and over 155,000 trade visitors attended the show. Cologne had to accommodate to the influx of visitors each year. Infrastructure was built around the cultural landscape of Cologne to do just that.It is also a one of the most important traffic hub with all high-speed trains stopping there. Accommodations were abundance to house the millions who travel to Cologne for the trade fairs and there was no lack of restaurants and shopping. However, McCannell (1973) questioned the authenticity of what are portrayed to tourists in a destination, the building of such infrastructure may affect the overall landscape of the original Cologne, which is immense in a strong cultural vibe, hence portraying a different kind of city from what it is supposed to be.While the focus is put on international trade fairs for the city, the history had to make way for the development. Cologne has reflected some of the platforms on Jafari (1990). The advocacy platform, â€Å"the good† is the economic benefits that the industry brought, the amount of tourist money spent in the city during the event is high, the hotels benefitted during the period, translating into economic gains.The cautionary platform, â€Å"the bad† indicates the negative impacts which the event may bring to the city in opposition, social problems such as theft becomes common and monuments could be greatly depreciated with more people. The adaptancy platform, â€Å"the how† brings out the good and reduces the bad of the industry, it focused on the host country and at the same time, satisfying the visitors. In order to do so, much of the infrastructure in Cologne builds around the monuments and not demolishing them.In the knowledge based platform, â€Å"the why†, the importance of knowledge is the main point. Anuga, today, has become the must visit or must participate food event of the industry, the co-existing platforms of Jafari (1990) should help enhanced the image of the city. ? Beijing Olympics, China In 2008, the Olympics was held in Beijing, China. Ever since the announcement was made in 2004, China has been in preparation for the event. To do so, Beijing had planned building of stadiums, hotels, malls to house the athletes, coaches as well as audiences from around the world.The now world-renowned â€Å"bird's nest† stadium was built by 7000 workers and can house up to 91,000 audiences at one time. It was reported that China had made a profit of over 1 billion yu an for hosting the 2008 Olympics. These profits came from sales of broadcasting rights, souvenirs, tickets and sponsorship. Countries from around the world compete to host the Olympics to â€Å"put their country on the map† and increased the country's international exposure or to tell the world to anticipate something big from the country, which makes sense to a large extend.China has thus become an emerging huge market for the world, with a huge demand for imported goods as well as a strong presence in the export of China products. The event serves as a trailer to inform the world of its coming. The 2008 Olympics not only created state of the art infrastructure within oriental Beijing, but it also attracts the attention of international stake holders, boosting the image of Beijing, China. F1 Grandprix, SingaporeF1 Grandprix began way back in the early sporting days, it features some of the best race cars in the world and have created legends on the tracks. Today, the race ha s gone on to 19 countries in the world including Singapore. Singapore hosted the F1 Grandprix in 2008, the first ever night race. The television viewership was estimated at 350 million. While many watches the race through various media platforms, some would seek, as said by McCannell. D (1973, 1976), authentic experiences, by visiting the destination to experience the live event.However, Boorstin (1961) would say that the visitors already expected to see what they already know will see. Although it may not make much of difference for viewers as it would just be another race in another country, which is predictable. Ritzer and Liska (1997)'s mcdonaldization would support that, tourism destination or in this case, the event, is predictable, with expensive tickets, similar race tracks, crowded places and even the racers are the same but the Singapore race is unique on its own.By organising the F1 Grandprix in Singapore, the â€Å"Singapore Brand† would greatly benefit from it. I nstead of a normal day race, which many would expect it to be, the race is done at night, which makes it the first ever F1 night race to be held in the world. It would also show the world how Singapore is capable of transforming the busy downtown roads into race tracks for the car racers, in a matter of weeks. This would in turn benefit the tourism sector in Singapore.In an opening statement by Minister in Prime Minister’s Office, Second Minister for Home Affairs and Trade and Industry, Mr S Iswaran, it was said that F1 has helped Singapore attained a firm standing as a global city. From the economic point of view, the race has attracted more than 150,000 international visitors since its first race and approximately $140-$150 million tourism receipts each year. The race would be hosted in Singapore till 2017, in the coming years, the multiplier effect of the race would be significant. ? ConclusionA destination is a place where someone or something is going or being sent, and in this paper, it is the event that attracts people to the destination and at the same time, the event going to various parts of the world through different medium. More often, events are being organised in a single destination to benefit both the country and the organisers, they complement each other in their own ways. Some examples are the events elaborated above, Anuga helps bring in business people from the food industry to Cologne, and Cologne introduces itself to the world through Anuga. The F1 Grandprix in Singapore does the same.In the past, many may not know where Singapore is, some never even heard of the name, but through the hosting of F1 Grandprix, Singapore is able to showcase its wonderful skyline and its much boosted capabilities to the world. These events not only generate popularity to the destination, it also generates revenues, and many intangible benefits which can roll over many years. The three events discussed above has proven that a world-renowned event can contribute to a destination image enhancement and most importantly, allow the destination to inked its identity on the world map.

A Maize Civilization A Corn Civilization - 1579 Words

A maize civilization Until the 19th century, the culinary tradition of the Brazilian Southeast was mostly influenced by the Portuguese cuisine and the food habits of the various Brazilian indigenous peoples and of the numerous African nations that were forcibly brought here by the slavery. After the arrive, in large numbers, of immigrants of many nationalities - such as Japanese, Lebanese, Italians, Spaniards and Germans there is a sudden and considerable increase in Brazilian gastronomic heterogeneity, especially in the city of Sà £o Paulo, at a reduced period of time. This modernization process, induced by the populational and geographical growth of the city of Sà £o Paulo, led to persecuting of some food habits, such as the commercialization of food in the streets and even to the traditional menu of this type of commerce, which was heavily based on the corn, called ‘iguarias do bugre’[i]. This cuisine was strongly influenced by the indigenous culinary culture, offering delicacies such as ià §Ãƒ ¡s (a type of ant that would be fried and eaten with farofa, that is the cassava flour or the corn flour boiled or roasted), roasted pinhà £o (the seed of the Pinheiro-brasileiro), corn cakes, cuscuz (a type of couscous) and others.[ii] Studying the Sà £o Paulo society of the Colonial period, Sà ©rgio Buarque de Holanda devoted a chapter, ‘Civilizaà §Ãƒ £o do Milho’, to the role of the corn at the Brazilian food culture during this period; and another chapter to the ‘iguarias de bugre’, ie the useShow MoreRelatedCharacteristics Of The Mayan Civilization814 Words   |  4 PagesMayan Civilization There were many incredible civilizations in mesoamerica including the Incas, Aztecs, and the Mayas. They all had many strengths and weaknesses but the strongest among them were the Mayans. The Mayans were a very advanced civilization who survived for many, many years. 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