Challenges for Businesses in the Caribbean

Challenges for Businesses in the Caribbean   1.1 Introduction Change, according to the adage, is always constant. Embracing change can be a challenge to change agents. Many authors of change have maintained that change fails because of flawed methods, or in the case of John Kotter, the failure of management to realize that the process can and often do, take years to come to fruition. Professor Kotter (Kotter, 1996), proposed an eight-step model for ensuring change initiatives success. Many organizations, especially state-owned corporations, were born out of legacy bureaucratic systems and find that the workers have acquired knowledge and skill-set that surpasses that of the management who hold on to archaic methods. Such organizations are prime candidates for transformational interjection. 1.2 Purpose of the Study This study looks into the challenges that faces emerging businesses within the Caribbean area, with an aim to highlight issues that are critical for growth and transition. Focus is placed on complexity as a driver of change; as a vessel for accommodating interactive initiatives within systems and agents of change. The study will explore the ways in which researchers and academics have adopted various models and theoretical methodologies to catalyze change, some with limited success others with high success rate. The region has been able to adapt to changes throughout the years but modern change initiatives calls for unique, if not unorthodox methods to successfully execute such transitions. This research attempts to apply such novel ways to bring out the best in management of organizations. 1.3 Problem Statement For decades academics and researchers have wrestled with the problem of change and have even proposed theoretical models explaining their different methods. It has been ascertained that over 70% of all change initiative have failed, (Higgs Rowland, 2005), (Beer Nohria, 2000). Change hinges around behavioural patterns in people; people have to consciously desire change in order that it works. The past methods applied to organizations have proven to be inadequate, or very complex in nature. John Kotter in an article in the Harvard Business Review, made it clear that change is a large-scale process that takes time. This process goes through stages and any significant error in any stage can lead to the collapse of the entire change initiative (Kotter, 1995). An attempt at change management at the airports in Trinidad and Tobago entitled Institutional Strengthening Project failed after several years at change management. There is no single reason for the failure, but a series of complex interrelated processes and situations that lead to a total breakdown of the effort. I propose that using models that manage change from a multi-faceted approach that caters for complexity, will ultimately see positive transformational mechanism in the organisations. 1.4 Purpose of the Research This exploratory study will demonstrate the phenomenon that either foster a change climate or actively deter the process in dynamic organizations. A qualitative approach would be used. Many theorist including (Senge, 1990; Morgan, 1996) in systems theory, showed that the organizations tend towards maintaining homeostasis, but failed to show what dynamics occurs in continual change (Ford, 2008). Moreover, system theory (Von Bertalanffy, 1965) enabled the practictioner to view the organization in a more holistic manner: more like an organism, rather than a machine (Ford, 2008). In many developing states, the airport environment, which is highly dynamic has seen the phenomenon of rapid, constant changes and evolvement. The airports in Trinidad and Tobago were chosen and HyperResearch software was employed to manipulate the data. 1.5 Significance of the Study The research into the behaviour, culture, management style, of state organizations such as airports and port in Trinidad and Tobago specifically and by extention, the wider Caribbean area can be a launching pad for significant inroads into the understanding of dynamics that are emerging in organizations of these types. The research would lead the way in identifying the strengths or weaknesses of applied management styles, and the way that many management paradigms are applied to such dynamic organizations. The information obtained will be used for practitioners to understand the emergent phenomenon within the organization; the way to encourage rather than deter changes by agents of change. State administrators and management practitioners would be given the tools to deal with a changing environment. The organization can benefit from a lower turnover rate and higher output as employees find that their needs are now significantly addressed; both their hygenic and motivating wishes (Chowdhary Prakas, 2005). Chapter 2: Literature review 2.1 Why Change Management? The classical and scientific management theories and to a lesser extent, the systems theories sought to minimize the turbulence of changes. These changes were seen as movement away from homeostasis. What modern theorists advocate is the embracing of non-equilibrium forces within an open-style organization. According to (Ford, 2008), an open organization interacts with its environment, both internally and externally, and between and within groups. This study will focus on the new way of collecting, using, and disseminating information and processes within the organization to cope with, foresee, even cause changes that may propel such organization forward. Systems theorists came to realize that organizations were to be looked at more as organism, rather than machines. Systems, according to renowned academic (Von Bertalanffy, 1965), all shared common attributes irrespective of their kind, the nature of their components and the forces between them. All systems were seen to consist of an environment, components, interrelatedness, negative entropy, equifinality, homeostasis, has a central purpose and has synergy. Systems theory describes the organization as depicting the control systems mechanisms positive and negative feedback loops that maintain the system at some desired goal or a state of homeostasis (Ford, 2008). Ford noted that both systems theory and classic management maintained similar ontological stances when referring to turbulence and managing change. Both seek to maintain an equilibrium state. They seek to reduce or absorb the effect of the turbulence causing the disruption to the system. Kurt Lewins Three Phases Change Management Model, is a theory that attempts to give the fundamentals of linear change. Figure 1. shows Lewins 3-Step model of change. Lewin proposed that the change practitioner, firstly, unfreezes the current processes, mindset or beliefs that exist. This is usually by introducing a new concept, idea or challenge that allows people to see the need for change. Secondly, transitioning follows. This is the introduction of new actions, processes or way of doing things. There may be times when this is bombarded with confusion and caution as people may not have clear understanding of where to go or how to get things done a particular way. Finally, there is the process of refreezing. This process is the crystallization of the new processes as the accepted norm. This is a period where there is constant reiteration of the new system. This is crucial since people may revert to their old ways. Another method that is widely used is the ADKAR model. The method is different from the Kurt Lewin method only in its emphasis on the change at the individuals level. ADKAR posits that successful organizational change is only possible when everyone can transition successfully (Connelly, 2011). The model has a sequential five-step process as depicted in the figure 2 below. Many researchers believe that changes occur on two dimensions. The business and the people dimensions and changes to each dimension should occur simultaneously for success   (PROSCI Inc, 2013). Figure 2 shows this process. Change management, according to Fred Nickols (2010), brings to mind four definitions: the task of managing change; an area of professional practice; a body of knowledge and a control mechanism. Managing change can be further subdivided into a planned or systematic fashion. This is simply implementing planned change into an existing organization. Unplanned change is the response to environmental issues in which the organization has little or no control. As an area of professional practice, many change agents and consultants have set up shops with expertise that cater for changes within organizations. As a body of knowledge, there are models, tools, techniques, skill-sets, and applied practices that make up this area of management. According to Nickols, the subject matter for change management is drawn from a wide field of professions and studies: psychology, sociology, economics, business administration, industrial and system engineering, and human and organizational behaviours. As a control mechanism, many organizations keep tabs on the alterations specially in the systems used. These version controls as seen to be part of the change management systems at many workplace. 2.2 The Pitfalls for Change Management Randal Ford(2008) posits that an organization that has learned how to manage continuous change because continuous change is part of its goal and necessary to its survival would prove invaluable in providing robust empirical data as a living heuristic. The fact is, there exist no solid data to support the fact that there will be success if change management is modelled on the complex adaptive systems approach. In looking at companies that have profitably survived over the years it is evident that they used some systems approach as they continually remolded their future as the years progressed. The Coca Cola company, for example, showed its resilience as it headed the field for many years and changed to accommodate the changing environment. Google has been relatively new but has applied the model of adapting changes. Change do not come easy. People resist change for a variety of reasons: by quitting, overt and covert hostility, passive compliance, strikes, and even giving reasons for the resistance. Paul Lawrence of the Harvard Business Review (Lawrence, 1969), contends that most people do not resist technical changes but do so for social changes. Professor Rosabelle Moss-Kanter (Moss-Kanter, 2012) of the Harvards Business School, in her blog suggest that change should not come as a surprise but should be introduced tactically by change agents. She stated that people prefer to be mired in misery than to head towards an unknown. Change can make people feel that they have lost control over their territory. Because of the ripple effects of change the agents must reach out to all stakeholders in an effort to lessen this ripple effect. Dr. Moss Kanter contended that it is better for management to be honest, fair, transparent, and fast in any change initiative. 3.1 Introduction Primary and secondary research were applied in achieving the objectives of this dissertation. Due to the nature of the data to be collected and analysed it was expedient to use a qualitative approach. 3.2 Primary Research Questionnaires were used with standardize closed questions. Direct interviews were conducted as well as the use of focus groups focus groups where open ended questions were used.

Opium As A Chinese Saga Essay

The Lure That Was China Amidst it all, she withstood the grandeur of her civilization and past, her legacy and mystique, her people and culture: China is the ever yearned for prize of colonization; of commercialism; of travelers of yore and hitherto – for she has everything to be proud of in any given time. She has achievements, inventions, products, people, craft, art, inert knowledge, philosophies, grace – so with her natural resources. Up until the end of the 17th century, China and her people and their life was as they preferred it to be. Then the West was utterly impetuous to indulge China to comprehensive trade. China has most exquisite exportable products: porcelain, silk, tea. The West love to have them. However, there is nothing much that the Chinese need from the West – nor find of any use. Specifically Great Britian, Europe could not allow an imbalance trade. So, in 1793, Britain sent a diplomat and successfully was given an Imperial audience. The array of European products presented was wonderful and would be suitable for the balancing of trade that must be established between Europe, between Britain and China. It was a disappointment. The Emperor wrote King George: â€Å". . . As your Ambassador can see for himself, we possess all things. I set no value on objects strange or ingenious, and have no use for your country’s manufactures. . . Our Celestial Empire possesses all things in prolific abundance and lacks no product within its own borders. There was therefore no need to import the manufactures of outside barbarians in exchange for our own produce. But as the tea, silk and porcelain which the Celestial Empire produces, are absolute necessities to European nations and to yourselves, we have permitted, as a signal mark of favour, that foreign hongs [merchant firms] should be established at Canton, so that your wants might be supplied and your country thus participate in our beneficence. † (Historywiz, 1999-2005) And the problem began. China Sets A Foothold As the West expressed its agitation about such imbalance of trade, China thenon closed its doors from trade. It isolated itself. It allowed selective foreign trade only via the City of Canton (now Guangzhou). The Europeans could not do away with the Chinese goods. So their gold and silver paid for what they want. It never flowed back to Europe because there was nothing that the Chinese want from Europe. What drove China to distance itself from Europe is because of the haughtiness the Europeans pursued with regards to trade. To this the Chinese is unaffected. For the Chinese, they are sufficient to themselves. Their confidence is a sense of superiority in their race. Their domestic trade is immensely rich on their own. China is a country, a nation, a people that is very big, very fruitful, very rich, very diversified in natural resources. Furthermore, as China’s interaction with the foreigners from that time made them wary. They felt intimidated and therefore became protective of itself. Thus, the isolation. Then, particularly the British, drew the gambit: Opium. Benign Was Opium Supposed To Be Opium has been in China and its use for as far back as 12 centuries ago. The purpose was medicinal. It cured diarrhea. Up and until 17th century it was sparingly mixed with tobacco as a means of relaxation. It was said to have been introduced by the Arabs, then the Portuguese, the Dutch. It is one of the lesser portion of trade that China indulges in but placed under control. This is what the British saw to balance things out with China. But â€Å"in 1729, when the foreign import was 200 chests, the Emperor Yung Ching issued the first anti-opium edict, enacting severe penalties on the sale of opium and the opening of opium-smoking divans. The importation, however, continued to increase, and by 1790 it amounted to over 4,000 chests annually. In 1796 opium smoking was again prohibited, and in 1800 the importation of foreign opium was again declared illegal. Opium was now contraband, but the fact had no effect on the quantity introduced into the country, which rose to 5,000 chests in 1820; 16,000 chests in 1830; 20,000 chests in 1838, and 70,000 chests in 1858. † (La Motte) China therefore was alarmed with the increasing use of opium by its people. It decreed a complete prohibition of its trade. Yet, the addiction that the Chinese evolved into towards the drug, encourage Western traders to penetrate China. On top of this the Chinese empire is facing corruption and fraud in its government. Bureaucracy is becoming inefficient and weak emperors are no longer qualified to face the problems. No matter what laws and penalties are imposed on the trade and use of opium, it fell on deaf ears. The profits were too much for underground Chinese traders not to connive with Western exporting traders. The balance of trade is deteriorating and China was awakening to the scourge. â€Å"In 1839 the Emperor ordered Commissioner Lin Tse-Hsu to put a stop to the opium trade. Lin wrote to Queen Victoria, appealing to the British sense of justice and compassion: ‘We have heard that in your own country opium is prohibited with the utmost strictness and severity:—this is a strong proof that you know full well how hurtful it is to mankind. Since then you do not permit it to injure your own country, you ought not to have the injurious drug transferred to another country, and above all others, how much less to the Inner Land! Of the products which China exports to your foreign countries, there is not one which is not beneficial to mankind in some shape or other. There are those which serve for food, those which are useful, and those which are calculated for re-sale; but all are beneficial. Has China (we should like to ask) ever yet sent forth a noxious article from its soil? ’ He received no reply.  Left on his own to solve the problem, Lin ordered the destruction of a large supply of opium stored on Chinese soil. † (HistoryWiz, 1999-2005) Then, the two opium wars ensued. China lost. Effects of Loss Moral Effects All because of misunderstanding and obstinacy about how to balance trade, China had to experience a loss not just in terms of economics more importantly the destruction of their moral fibre. The imbalance is not only in trade but waging conflict towards strengths and weaknesses, superiority and pride. The unknowing Chinese at the end was the one who paid the bigger price because of an addiction he likewise unknowingly developed. Because of the lure of the profits, even the Chinese himself pitted against his own countryman’s destruction of his morality. After so many years of demoralization due to the tremendous addiction of the Chinese and the usurping profiteering of the scrupulous Chinese and foreign businessmen, China for once and for all to work itself unanimously to kick the habit. The emperor ordered that in ten years no more opium traffic will be allowed. No matter that China has tremendous distances as a vast land; no matter that have no viable means of telecommunication; no matter that they have very few learned people – they all decided to get rid of opium. The West agreed to cooperate with China to lift them from their moral bondage of drug addiction. Economic Effects As a turning point in the life of China as a nation and a people, its loss counted likewise the diminishing territorial rights it holds. China then had to sign the treaties of Nanjing and Tietsin in surrender and allowed its doors again to international trade. As foreign trade was pursued, Western merchants bought silk and tea from China, increasing the volume remarkably as years went by. Because of this, Chinese farmers opted to abandon producing food stuff and concentrated on silk and tea. Thus food prices skyrocketed. With five more ports opened, the former boatmen who worked in Canton ports met with unemployment. Aggravated by rising food prices, the unemployed became more miserable. It is not all glory with increased trade. The instant resurgence of trade volumes caused a shortage in Spanish silver dollars. It has to be abolished due to its uncontrollable appreciation and was replaced by the Mexican dollars. There are also imbalances in the local currencies. Copper cash depreciated because of inadequate supply of copper and the inefficient government. This is a total destruction of the financial systems of China and they were left with the introduction of paper money in 1853. Another commercial activity affected after the loss to the opium war was the textile industry. Cloths are produced by hand in China. The West brought in cheap machine made cloths. That killed local production. And then there is the basic agriculture and home grown industries that were affected by the changes in other commercial activities. Capitalism surged into China’s consciousness and yet China was not ready for the big time game of capitalism. They were not that knowledgeable about managing profit and loss. Sociological Effects With the shameful loss from the opium war, the Chinese lost faith in the superiority of their race. They came to recognize the superiority of the Westerns. They decided to get to know them and their ways. The Chinese decided to discover the political, social and technological know-how of the Western culture. Thus, they came to know and open up to what diplomacy and foreign relations are all about. Political Effects: Since the loss of China was due to the superiority of the Western armaments, China looked into the advancement of their military and armory. They opened modern factories for modern weapons to be produced. The factories were set not to make money but for purposes of the development of Chinese military. The opium war likewise revealed the ineffectiveness of the feudal system. Its Manchu government became incapable of protecting and governing the citizenry. Poverty prevailed; petty revolution ensued; the economy collapsed. The Chinese intellectuals rose up to the occasion and likewise looked into re-organizing its government an dpolitics. Conclusion: China’s quagmire in opium was not a show of the total weakness on the part of its people, but rather insufficiency of appropriate support. For not knowing any better, they indulged because it was available. The inherent cultural perspective and philosophies are quite strong yet it was limited to the features of their time. Modern circumstances that come along their way are not something they are really prepared for. Education and information was not present at that time. Coupled with this shortcoming of the pertinent period of time, the West was incessant in its colonization and commercial and capitalist activities. At that period of time, the West sees itself as the lord and master of the whole world. What they occupy and spread must be taken hook, line and sinker. The trade objectives of the West were very encompassing, so with the rest of their occupation strategies. If the West was morally short sighted in instigating addiction among the Chinese people and the infiltration and condoning of underground Chinese business man with the lure of profit in the opium trade – then the Opium War is something that it is not a laurel to have won. And on the part of China, the opium war and rising above its ashes might have been a blessing in disguise. For what China is now in this 21st century is a result of lessons learned.

Critically discuss to what extent Porter’s Diamond Essay

Critically discuss to what extent Porter’s Diamond is a useful concept in explaining home and host location strategies of international business? Illustrate your answer with reference to at least two case companies. The main aim of International business is to build and sustain competitiveness for economic value creation in both domestic and overseas markets (Besanko et al. 2007). Internalization business theory however has a variety of models that can identify the environmental analysis of specific countries. These models are used for companies to internationalize and find the right location(s) overseas by taking; institutional, cultural fit and success opportunities into consideration. These models also give in-depth information on locations that the companies have chosen. A very well-known framework is the Porter’s Diamond which was found by Michael Porter in 1990. This report will discuss the advantages and disadvantages to determine a company’s home and host location decision by analyzing two high street retailers – French E.Leclerc and UK’s Sainsbury’s. Porter’s Diamond Model (1990: 73 ) states that nation’s competiveness depends on the capa city of its industry to innovate and upgrade this however depends on the productivity level of the nation. From a company’s point of view a national competitive advantage means that it would have to depend on the nation to implement a home base to improve their existing products and services such as; technology, features, quality as well as being able to compete with international industries. Therefore, the advantage of this model is that it identifies the four factors that develop the essential national environment where companies are born, grow and as mentioned above sustain competitive advantage (Porter, 1990:78). The idea of this model is useful because it allows organizations to carry out the necessary research and identify which countries would be good enough to internationalize. As you can see from the Porters Diamond diagram the first factor is the factor condition, this factor is about production such as land, raw materials, capital infrastructure etc. these are not inherited, but developed and improved by a nation for instance skilled labor (Porter, 1990:79). In order to sustain competitive advantage it will depend on the factor creation ability. For instance, E. Leclerc started as a small rented warehouse â€Å"Leclerc established a chain of outlets across the country, single-handedly changing  the landscape of shopping in France†(www.independent.co.uk) â€Å"Critical evaluation of development and role of Balanced Scorecard in production and service organizations† Excerpts from HBR-1 (1992): â€Å"The Balanced Scorecard – Measures That Drive Performance,† Robert S. Kaplan and David P. Norton, Harvard Business Review, January-February 1992, pg 71-79. Page 76-77: †¦ Analog Devices, a Massachusetts-based manufacturer of specialized semiconductors, expects managers to improve their customer and internal business process performance continuously. The company estimates specific rates of improvement for on-time delivery, cycle time, defect rate, and yield. †¦ †¦Over the three-year period between 1987 and 1990, a NYSE electronics company made an order-of-magnitude improvement in quality and on-time delivery performance. Outgoing defect rate dropped from 500 parts per million to 50, on-time delivery improved from 70% to 96%, and yield jumped from 26% to 51 %. Did these breakthrough improvements in quality, productivity, and customer service provide substantial benefits to the company? Unfortunately not. During the same three-year period, the company’s financial results showed little improvement, and its stock price plummeted to one-third of its July 1987 value. The considerable improvements in manufacturing capabilities had not been translated into increased profitability. Slow releases of new products and a failure to expand marketing to new and perhaps more demanding customers prevented the company from realizing the benefits of its manufacturing achievements. The operational achievements were real, but the company had failed to capitalize on them. †¦ Excerpts from HBR-2 (1993): â€Å"Putting the Balanced Scorecard to Work,† Robert S. Kaplan and David P. Norton, Harvard Business Review, September-October, 1993, pg 134-147. Page 142: †¦ Analog Devices, a semiconductor company, served as the prototype for the balanced scorecard and now uses it each year to update the targets and goals for division managers. Jerry Fishman, president of Analog, said, â€Å"At the  beginning, the scorecard drove significant and considerable change. It still does when we focus attention on particular areas, such as the gross margins on new products. But its main impact today is to help sustain programs that our people have been working on for years.† Recently, the company has been attempting to integrate the scorecard metrics with hoshin planning, a procedure that concentrates an entire company on achieving one or two key objectives each year. Analog’s hoshin objectives have included customer service and new product development, for which measures already exist on the company’s scorecard. †¦ Excerpted from JMAR (1998): Innovation Action Research: Creating New Management Theory and Practice, Robert S. Kaplan, Journal of Management Accounting Research, Vol. 10, 1998, pg. 89-118. Page 99-101 â€Å"†¦For the balanced scorecard, the initial idea also came somewhat serendipitously, but also not completely by accident. The need for improved performance measurement systems had been widely recognized during the 1980s. Many articles, books and conferences documented the limita ­tions of relying solely on financial signals for improving business perform ­ance. The adoption of total quality management, just‑in‑time production systems and synchronous manufacturing all created a demand for im ­proved performance measures that would support companies’ continuous improvement initiatives. Therefore, much work had already occurred by 1990, the time when the balanced scorecard concept initially emerged (Berliner and Brimson 1987; Howell et al. 1987; Kaplan 1990b). Much of the need for improved operational performance measurements had been satisfied by measures such as part‑per‑million defect rates, yields, cost of nonconformance, process cy cle times, manufacturing cycle effectiveness, throughput times, customer satisfaction, customer complaints and em ­ployee satisfaction. What remained missing was a theory for how the myr ­iad of nonfinancial performance measures now being used on the factory floor could be reconciled with and achieve comparable status to the finan ­cial measures that still dominated the agenda of senior company executives. Fortunately (again), a skilled practitioner, Arthur Schneiderman of Analog Devices, contacted me to assist his company with launching an activity-based costing project. In our initial  conversation, I learned that he had developed an innovative approach, the half-life system, to measure the rate of improvement of his company’s TQM program. As part of my research agenda (see step 1 in exhibit 1), I asked for and received approval to visit Analog Devices and write a case about their initiatives. During my visit, I learned that Schneiderman had also developed and implemented a corporate scorecard that senior executives were using to evaluate the company’s overall performance and rate-of-improvement . The corporate scorecard included, in addition to several traditional financial measures, some metrics on customer performance (principally operational measures related to lead times and on time delivery), internal processes (yield, quality and cost) and new product development (innovation). This corporate scorecard, evolved, as we shall see, into what came to be called the balanced scorecard. †¦ †¦ by teaching the Analog Devices case to executives, I learned quickly that Analog’s corporate scorecard was of much more interest to them than the half-life method, the original focus of the case. †¦ †¦ even more initial learning came from testing the ideas directly with a set of companies that participated in a yearlong project on performance measurement with the Nolan, Norton & Co. The project attracted senior financial and planning executives from a dozen companies who met on a bi-monthly basis throughout 1990. Analog’s corporate scorecard captured the interest of the participants. Throughout the year, they experimented with it in their organizations and reported back to us on the results. The concept proved successful in many of the pilot sites and turned out to be the prime output from the year-long research project. In the process, the original corporate scorecard, which focused mostly on operational improvements (on lead times, delivery performance, manufacturing quality and cycle times) had become transformed into a much more strategic organizational performance measurement system, characterized by four identifiable perspectives (financial, customer, internal business process and innovation and growth). †¦ Page 109: †¦ The balanced scorecard implementations being done at the end of 1995, as integrated strategic management systems, were far more advanced than the initial formulation, as a complementary nonfinancial measurement system, at Analog Devices or the companies described in our initial article (Kaplan and  Norton 1992). In six years (1990-1995), Norton and I had made three cycles around the knowledge creation cycle. The half-life of improvement of the balanced scorecard knowledge base was much shorter than for activity-based costing. †¦

Edward Bernays Essay - 749 Words

Edward Bernays is often referred to as the father of public relations. Does he deserve this title? This essay will consist what Edward Bernays and Ivy Lee had to offer to the world in regards to PR with historical reference. The essay will then come to a conclusion whether Bernays deserves the title Father of Public Relations. According to Stuart Ewan (1996) at the start of 1910’s Bernays was the most significant pioneer of American Public Relations. Even though his biography was not very popular, he was a vital part of the reason of the configuration of the present world. Bernays was born in Vienna 1891; according to Stuart Ewan (1996) Sigmund Freud was Bernays uncle. His family background astonished him and gave him a vast amount†¦show more content†¦He also told India that America had a stereotypical idea of their country being the home of snake charmers and sacred cows, and if they wanted to be known they should add the bill of rights to their constitution. And after paying his fee after three days they added the bill of rights to their constitution. According Mark Pack.2009. [Online]In 1906 Ivy Lee created and issued the first press release. This was created after a very big Railroad accident in the US Pennsylvania. There were wrong statements being made about the accident so Ivy Lee made a Press Release for photographer and journalist and even got them a train to travel to the scene of the accident. According to Princeton University Library. 1997. [Online] In 1908 Ivy Lee was in charge of the Publicity Bureau with Pennsylvania Railroads after publishing the press release. According to Michael Turney.2000. [Online] In 1906 Ivy Lee circulated the Declaration of Principle to the media. The reason they distributed the declaration was because there was too much manipulated news coverage and incorrect stories. These are some of the extracts of the Declaration from Michael Turney.2000. 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Bernays emphasizes the fact that there is a mutually dependent relationship betweenRead MorePropaganda by Edward L Bernays34079 Words   |  137 PagesPROPAGANDA By EDWARD L. BERNAYS 1928 CONTENTS I. II. III. IV. V. VI. VII. VIII. IX. X. XI. ORGANIZING CHAOS .................................................. THE NEW PROPAGANDA ............................................ THE NEW PROPAGANDISTS .... 9 19 32 47 62 THE PSYCHOLOGY OF PUBLIC RELATIONS BUSINESS AND THE PUBLIC .... PROPAGANDA AND POLITICAL LEADERSHIP 92 WOMENS ACTIVITIES AND PROPAGANDA . . . 115 121 135 141 150 PROPAGANDA FOR EDUCATION PROPAGANDA IN SOCIAL SERVICERead MoreModern Society and Consumerism Essay1035 Words   |  5 Pagesand friends. Another significant development occurred in the late 1920’s to early 1930’s: the revolution of advertisement. Edward Bernays, nephew to the famed neurologist Sigmund Freud, became known as the â€Å"father of public relations,† being recruited for marketing campaigns for all sorts of companies, the first of which being the American Tobacco Company (Grant). Bernays gained much notoriety after studying his uncle’s writings on psychology, learning that humans chiefly react to emotions or feelingsRead More The Conspiracy of Water Fluoridation Essay examples2834 Words   |  12 PagesJust as antifluoridationists developed Communist and fascist conspiracies, opponents also created and attacked Communist and fascist political figureheads. Oscar Ewing became the Communist figurehead while Edward L. Bernays became the fascist figurehead. During the 1940s and 1950s, Bernays was in charge of public relations for the USPHS and the developer of the profluoridati on propaganda campaign. His successful use of propaganda earned him the reputation as America’s â€Å"Spin Doctor.† As the â€Å"fatherRead MoreEdward Bernay s Crystallizing Public Opinion1192 Words   |  5 PagesEdward Bernay’s â€Å"Crystallizing Public Opinion† gives readers an insight on public relations and public opinions on its history and how it came about. The text was broken up into four different parts: scope and functions, the group and herd, technique and method, and lastly ethical relations. Each parts has certain chapter topics leads to the next which leads to the next parts of the book. The text is very helpful for those who are in public relations, I would not say the book was easy nor difficult