Choosing a Non

Harrahs Entertainment free essay sample

What are the goals of different Database Marketing Programs and are they working The goals of the different Database advertising Programs is to gather data identified with Customer, for example, wagering designs, to figure procedures and anticipate client worth to build the viability and proficiency of the company’s Marketing Dollars. Truly, The projects are powerful as they expanded the Net Income of the organization from $99388 in 1997 to $208,470 in 1999.With the assistance of their information base projects they had the option to decide client inclinations and anticipate the prizes and administrations for them. This brought about increment in new clients and maintenance of the old clients. 2.Why it is critical to utilize â€Å"The client worth† in the Database Marketing Program endeavors as opposed to watched level of play. The forecast of Customer worth with the assistance of quantitative models helped them to manufacture associations with Customers dependent on their future worth as opposed to their past practices. We will compose a custom article test on Harrahs Entertainment or on the other hand any comparable point explicitly for you Don't WasteYour Time Recruit WRITER Just 13.90/page For instance, with the assistance of watched level of play, they had the option to foresee the customer’s conduct in their Casino as it were. In light of this perception they couldn't surmise how commendable the client was to their Casino. With the assistance of expectation they had the option to screen the Customer’s conduct in different Casinos as well. This helped them define systems to gain customer’s from their rivals and hold their old clients by following their wagering designs. 3.How does Harrah’s incorporate different components of its promoting technique to convey more than the aftereffects of Data Base Marketing ? Will Harrah’s Strategy be reproduced? By coordinating different components of its advertising technique Harrah’s had the option to follow its clients after some time. This helped them find the correct advertising instrument, for the correct conduct adjustment, for the correct client. In this manner they had the option to modify motivating forces paid to their clients. With the assistance of this they were likewise ready to connect all theirâ properties together and make a separation in Brand and Service. Truly, Harrah’s system can be imitated so they ought to continually ad lib on their dedication programs as they are key wellspring of their serious edge over their rivals.

Drip Marketing 101 Definition, Benefits and Best Practices

Drip Marketing 101 Definition, Benefits and Best Practices If you have been using the internet for a number of years, you must be able to recall a point when, for a specific time period, you received a succession of emails and notifications from a certain retailer, seller or brand, providing bits of information about this or that product or service they are offering.You may have noticed that these messages are sent to you like clockwork, and you may have even started identifying a certain pattern in how they time the sending of the messages. © Shutterstock.com | SammbyYou have just been on the receiving end of that company or brand’s drip marketing campaign.DRIP MARKETING DEFINEDThere are many direct marketing strategies employed by marketers in order to increase consumer awareness about a product, service, brand or company. Some of these strategies have proven to be very effective in delivering what is expected of them, while others fall short. That is why you cannot blame marketers for picking one, two or three direct marketing strategies, and focus much of their efforts on them.One of these often utilized strategies is “drip marketing”, which involves the communication of information to nurtured leads or prospects, using a steady stream of marketing messages that is sent out over a predetermined time period or duration, following a schedule. Compared to traditional advertising, it may seem more arduous, requiring more work and, no doubt, may take a while to earn a return on your investment.However, if you ask c onsumers, a majority of them (73%, according to a Hubspot study) prefer to learn about a product or brand in trickles or drips, over getting all the information in one humongous package, and in one fell swoop. IBM’s study seemed to corroborate that data, showing that companies employing drip marketing are likely to enjoy a 48% average increase in repeat sales from converted leads.Take note that the target of drip marketing campaigns is not the company’s target audience or identified leads. The company, through a series of activities that include demand generation and lead nurturing, will come to the point when it is able to identify the high-quality prospects or leads (meaning those who demonstrate a great probability of moving on into the company’s sales process and purchase the product or service being offered). It is these prospects or leads who will be subjected to drip campaigns.Drip marketing derived its name from the method of sending out the marketing messages, which i s frequent, consistent and steady, much like how water drips from the tap. However, the phrase is mostly attributed to the agricultural concept of “drip irrigation”, where crops are sustained by consistent, steady and balanced watering or irrigation, in small amounts, so they will thrive without drying up or becoming too saturated.Drip marketing operates on the assumption that customers are more likely to purchase from a company or brand that they know and trust, and so the marketers will make it their objective to ensure that the customer knows the company, and will eventually get to trust it. Basically, through drip marketing, they will continuously “water” the customer’s awareness and trust.It’s about providing the right amount of water, at the right time and pace â€" which is exactly how the marketing messages will be communicated to the customers: the right marketing message and the right deliver method, at the right time and pace. It is frequent enough to keep the prospect aware about the product or service, but not too frequent as to overwhelm him, to the point of becoming an annoying disturbance.This type of marketing is seen to be most effective for businesses engaged in the direct selling of products or services, either to customers (business-to-consumers or B2C) or other businesses (business-to-business or B2B). It is especially recommended for businesses that offer seasonal products or services, or with offerings that are purchased infrequently, resulting in relatively long sales cycles.These types of purchases usually requires a lot of thought and consideration on the part of the prospect. He is likely to take his time before making a decision on whether to buy the product or not, and that is where drip marketing will be put to work.Examples of businesses that will benefit greatly from a drip marketing campaign are:Real estate agenciesInsurance companiesCar and heavy machinery dealerships or distributorsRetail businessesEvent planning and organizing companiesTypes of Drip MarketingFor the longest time, drip marketing has been almost exclusively associated with “email marketing”, largely because most of the companies that use drip campaigns opt to deliver their marketing messages via email. However, marketers have come to realize that other modes and means of communication may also be used. The messaging tools often used in drip marketing nowadays are:The marketing messages are crafted in an email format, usually through the use of automated services, and are sent to the prospects’ email addresses.Social media. Status updates, tweets and other posts on various social media platforms are also used widely in drip marketing. These social media posts are usually published in a regular but well-timed and paced manner.Web insights or web presence. Many marketers also make use of drip programs that direct prospects to relevant landing pages and engaging blog posts or other similar content online.Phone calls. Large companies acquire the services of third-party call center service providers to execute their phone call drip campaign, personally phoning the prospects according to a planned schedule to deliver the relevant marketing messages.Postcards, flyers and brochures. These promotional materials may also form part of a drip campaign, distributing them to the prospects over a certain period of time, with the messages showing a progression mirroring the prospect’s buying process.Newsletters and other printed publications. Usually, these types of publications are released, following a specific schedule and pace. It could be weekly, bi-monthly, monthly or quarterly. This regularity works and fits in the overall concept of drip marketing, making these publications ideal as vehicles for delivering marketing messages to prospects. Setting Up Drip MarketingGoal-setting. From the outset, you have to be clear on what you want to achieve with your drip marketing campaign. What is your end goal? Do yo u want to simply aid the lead nurturing activities of the marketing team? Is your focus on maintaining a strong relationship with your prospects? Or maybe your goal is to convince them to purchase your product or service.Content creation. Drip marketing puts emphasis on the “right information”, which means you have to make sure that you will offer great content in the body of your marketing message. Never forget that the heart of your marketing message â€" and of your entire drip campaign â€" is the content that you will deliver. The content must be relevant and useful, meaning it should offer something of value to the prospect. After reading the information, the recipient should feel that he learned something new, something good, and something that will convince him to consider buying your product or paying for your service.Identification and segmentation of audience. Drip marketing also entails getting to know your target prospects, especially their buying decision-making proc ess. After all, they are the target of your drip marketing. They are the recipients of the messages your will create, so you have to keep them in mind every step of the way. To facilitate the conduct of the drip campaign, segmentation of the audience, which is composed of qualified leads identified through lead nurturing, into smaller groups. Marketers make use of various parameters in their segmentation. Some may base segmentation on the needs and wants of the prospects. Others may use factual data, such as demographic data and geographic location, to name a few. This will aid the marketers when creating content, since they can parallel the content to the distinct characteristics of the segment. It will also be useful when it is time to send the marketing messages, especially if the process is automated.Automation of drip campaign processes. The messages in drip campaigns are pre-written, so all that is left will be sending them out. If we are talking about just ten to fifty prospe cts to target with your messages, manual execution of the campaign may be doable. But what if there are hundreds or even thousands of target prospects? It is certainly going to be a lot of work, and may even become chaotic. The solution is to automate how these messages will be sent. Normally, automation will focus on the timing and frequency of sending the messages. Some companies also opt to automate how they monitor responses to the sent messages.Tracking and Monitoring. You will never know whether your drip campaign is effective or not unless you have a tracking, measuring and monitoring plan in place. Some of the variables that are measured are the open rates of emails, the click-throughs made by the prospects, and the rate of clicks on links included in the message. These results must be analyzed and evaluated, and will serve as a guide in improving the drip campaign. For example, you may realize that the content is not as effective as you thought, so you can tweak it accordin gly. You may also find out that the timing and frequency of sending the messages is seen as inconvenient by some segments. Monitoring and tracking will allow you to take the corrective actions and make the necessary adjustments.KEY BENEFITS OF DRIP MARKETINGThe short-term objective of drip marketing is to provide the right information, at the right time, to prospects, with a long-term view of keeping the nurtured leads or prospects engaged and successfully leading and getting them through the sales process.Below are the key benefits that a company can obtain from drip marketing campaigns, and their implications.Drip marketing helps cement the company’s position in the market and industry.One indication of the success of a business is its longevity, or how it is able to operate for a long time. The more solid footing a business has, the greater are its chances of lasting long in the industry.It is a given that businesses that are profitable due to a strong marketing strategy will h ave greater chances of being around for years and years to come. This “solid footing” can also be cemented further by building and maintaining good relationships. Other businesses and key industry players are more likely to maintain connections with a business that is trusted by customers, and that is what can be accomplished through drip marketing campaigns.Drip marketing keeps the company in the forefront of customers’ minds.This is something that companies aim for, especially during those down times, or when they are not actively selling a product or service in the market. Quick recognition and recall will guarantee that the business will remain relevant, and drip marketing will provide these “reminders” for the customers.Increase of brand awareness of customers. By keeping the company and the brand in the forefront of the minds of customers, even through small amounts of information at a time, the curiosity of the customers is likely to be stirred, and they will go out of their way to do their own research on the company, in addition to the information already being regularly provided in “drips”.Increase in conversions. By the time the prospect decides that he is ready to engage, or he becomes sales-ready, the first place he will go to make his purchase is the company or brand that he remembers and even trusts. Drip marketing allows the business to keep in touch with the customer and, in the process, establish a positive relationship with him. As a result, the company will be right there when the prospect is ready to buy.Drip marketing contributes to the company’s bottomline or profit.There are two ways for profit to increase, and that is to increase sales, and decrease costs. Drip marketing can help on both counts. As mentioned earlier, prospects are more interested in relevant content provided to them in drips, so these drip campaigns have higher response rates than traditional marketing methods.Increase in sales leads generated. When car ried out simultaneously with lead nurturing tactics, drip campaigns can help in generating a higher number of sales leads. In essence, the role of drip marketers is to cultivate these high quality leads or prospects for the sales teams.Low investment cost. Application of drip marketing certainly saves a lot of time and cost since, instead of creating separate additional plans purposely aimed at sales lead generation, the company is already maximizing the results provided by its drip marketing efforts. Maintaining good relationships with prospects and consumers will also go a long way in helping the company implement much of its marketing programs and accomplish its goals without a lot of expense.Drip marketing preserves the quality and integrity of marketing messages.It is always a challenge to come up with advertising content that will remain fresh in the minds of the audiences and, more often than not, the drop in the quality of the marketing messages will have an impact on leads and the potential for sales.In drip marketing, everything is planned and has a schedule: what message will be sent, how much of it will be sent, when it will be sent, how frequent the messages will be sent, and how long the intervals between each sendout will be. This allows a lot of room for marketers for flexibility, since they can effect changes when they notice that something is not working.At the same time, it also offers a guarantee that the information or content that will be sent as marketing messages will remain relevant. In other words, the quality of the marketing message will not suffer greatly.BEST PRACTICES IN DRIP MARKETINGMake sure you cover all the bases.Imagine going into battle. If you want to survive â€" and maybe even come out as the victor â€" you have to be well-armed. You have to make sure you are armed with all the right weapons that you will need.It is the same thing in drip marketing. Before you can start your campaign, make sure you have already covered t he basics, and nothing can be more basic than your target, or the recipient of your drip marketing tactics. You should know who your customers and prospects are, and you know who to target in your drip marketing efforts. From there, you can proceed to creating content and formulating the plan on how the drip campaign will proceed.Utilize multiple tools and market in multiple channels.Earlier, we have identified the various tools or modes â€" apart from email marketing â€" that can be used for drip marketing. Marketers, in a bid to reach as many of their qualified leads as they can, use a combination of these tools and channels to drip out content. Aside from sending out drip emails, marketers also send postcards.Clothing brand Mango, for example, sends drip emails to its identified prospects in the form of sale announcements, styling tips using Mango clothing pieces, and profiles of Mango models and brand ambassadors. In addition, they also mail out physical mini-catalogues of produ cts to the prospects every time the brand launches a new collection of clothes.Keep reeling them in.Prospects that have been successfully converted into buying customers by drip marketing are prospects worth keeping. Just because you succeeded in making them buy your product or service does not mean that your work is done. Drip marketing should still continue, this time with the objective of bringing the prospect further into the fold, and turn him into a repeat and loyal customer.An online retail store, for example, will send an email thanking the customer for his recent purchase, and asking him to rate the overall experience of buying from them. Several days later, it will send another email asking the customer to provide a product review of the items he recently purchased. These will be followed by a series of emails providing information or content that might interest the customer. The choice of the content or information will be based on the decisions the customer, as reflected in his purchase or transaction history.The job of a drip marketer does not end when a sale is completed. It will still continue, over the long-term.Do not completely rule out inactive prospects.Along the way, you can expect several prospects to “disappear” or go inactive. Does that mean that you should give up on them?You shouldn’t. Just because they may not have been as responsive as other prospects does not mean that they are a lost cause. In fact, you should still continue to apply drip marketing tactics on them for re-engagement purposes. Granted, you may have to be more careful when sending drip messages to them. Take it slowly. You do not want to be “in their face” about it; instead, you want to establish a non-intrusive presence. Instead of taking the company completely out of the picture, you want to remain on their radar.Marketers also take the extra step of analyzing why they lost that prospect in the first place. It may provide them with pointers or clues on wh ether they should tweak the message or if they have to change something about how the messages were delivered.Personalize the messages â€" and the campaign, as a whole.Marketers make it a point to customize the messages so they will be able to connect faster and easier to the target prospect. This is why it is important to perform segmentation as one of the steps of your drip campaign, since it will help you in the customization of your marketing message. In fact, the more segmented it is, the more refined your prospect’s grouping will be, and tailoring the campaign to each segment will be much easier.Customization of the message largely pertains to making sure that the message or content is relevant to the specific person or prospect that you are sending it to. Let us use, as an example, a company that produces and sells a line of skin care products. A Latina in her late 20s, and living in Mexico City, will not be receptive to emails that talk about how to care for Asian skin, or what skin products should be used during the cold winter months. Similarly, if the company sends emails about anti-aging skin products and how to manage wrinkles to prospects that are in their teens, it is to be expected that the emails will be ignored and unread, then immediately deleted by the prospect.If you want your messages to attract the prospects that you are specifically targeting, make sure to customize the messages and make them relevant. Tailor the campaign to all the targets in the segments.Apply creativity and variability in your content.Never forget that content is a very important aspect of marketing, so you have to make sure you give it a lot of attention. You should also care about its presentation, or how it would look in the eyes of the recipient.Prospects may ignore a drip email if they find it difficult to read, or it looks too plain and, therefore, not interesting at all. So, yes, email design is something to consider. More than the look and feel of the messa ge, however, you should take note of the type of content you share. There are a number of different formats that you can play with, and content types or formats you can incorporate into the message. Including images and videos to your text is sure to boost the content quality, and the response rate.Monotony is something you should avoid. If you sent an educational drip previously, outlining the features of the product, followed by another email talking about its benefits, you should avoid going on the same vein, following the same pattern, for the succeeding emails.Mix things up. You can share customer testimonials on your next email, and a how-to-use-the-product guide on the next. You do not want to bore the prospects with the same content. You want to keep them wondering what information you will share next.Hype your prospects up.Curiosity killed the cat. In this case, curiosity just might enable the cat to get the canary. When a prospect’s curiosity is piqued, it will build ant icipation, so he will be looking forward to â€" and even waiting for â€" the next drip email.An example of how marketers do this is by sending drip emails that are designed to be teasers. After a couple of teaser emails, an email with a formal announcement will follow. For example, a band’s recording label sends teaser emails containing a short message about an upcoming album to be released. Another teaser email will be sent several days later, containing the track list of the album.The next drip email will contain the details on when the album will be released, as well as how to purchase the album or the music, and where. There may even be emails about upcoming events for the band’s album promotions.In this manner, the marketer is able to capitalize initially on the prospect’s curiosity, then fed it further with the succeeding drip emails. By the time the album is released, the prospect may decide to buy it.Put technology to use.Technology has been instrumental in improving h ow things are done, and providing more conveniences for everyone. You, too, should take advantage of technology in your drip campaign.We’ve touched on this earlier, but a classic example of technology playing a major role in drip marketing is through automation. Not only will automation make things easier for the marketing team, but it will also save time, money and other resources that may be redirected to other marketing activities. Considering how many companies have reported how automation resulted to an increase in qualified leads (and potential sales) of up to 33%, taking that route definitely deserves careful consideration.Through technology, marketers can set up the timing of sending pre-written messages to prospects, in accordance with a previously drawn schedule or timetable programmed into the system. Autoresponders may also be put in place, for example, to welcome new members or new customers who just signed up for a new account.Technology is also used by several busin esses in tracking, monitoring and measuring the results of their drip campaigns. It eases the process and significantly cuts the time it would usually take to monitor, track and measure without the help of technology.Perform continuous evaluation of your drip campaigns.Marketers have access to various metrics and measurement tools to test the effectiveness of the campaign, but when should testing be conducted?Drip campaigns are conducted on an ongoing basis. There really is no definitive end, since marketers simply modify the campaigns as needed. That means testing should be done all throughout the execution of the campaigns, and evaluation should be done continually. In fact, marketers find themselves performing re-evaluations often.Clearly, automation does not entirely do away with the human factor. Programs and systems may conduct key functions in tracking, monitoring and measuring, but the analytical part will still fall on the shoulders of the marketers.Optimize your drip campa ign for mobile.This is something that more and more marketers are putting more focus on, considering the rapidly growing number of mobile users. Consider the emails you send, and the other drip messages that you share with the prospects. Are they optimized for mobile?This may require marketers to rework their messaging and the presentation of the messages, so that they can still reach the prospects who happen to use mobile. Who knows? The reason behind those “lost” leads or inactive prospects that you have identified earlier and grouped in a separate segment may have been due to them shifting to mobile. You can correct that immediately, and proceed to re-engaging them.

Important Acts for Americans with Disabilities and Immigration Reform - Free Essay Example

Sample details Pages: 3 Words: 778 Downloads: 3 Date added: 2019/07/01 Category Law Essay Level High school Tags: Immigration Reform Essay Did you like this example? American with disabilities struggled to fit into society before the 1990s. Section 504 of the 1973 Rehabilitation Act. Of 1973, banned any discrimination toward any person because of race, ethnicity, and/or sexual based, but it didnt specifically speak for Americans with disabilities in particular (Mayerson, 1992). It wasnt until almost 17 years later that the American Disabilities Act (or ADA) became a law in 1990 (Thompson, 2015). This Act marked one of the first civil rights laws that addressed the needs of people in American with disabilities. According to Thompson, author for the JAMA Network, more that 50 million Americans with disabilities in American that are protected under this law (Thompson, 2015). The ADA prohibits discrimination in all areas of like that pertain to public such as employment, education, transportation needs and any area that is open to the general public. The ADA recognizes a disability defined as a physical or mental impairment that substantially limits 1 or more major life activities, such as walking, talking, and caring for oneself independently. This law was put into place to protect people with any of these types of impairments and give them resources for quality of life. Don’t waste time! Our writers will create an original "Important Acts for Americans with Disabilities and Immigration Reform" essay for you Create order Before the ADA became a law, people that had disabilities throughout American were being excluded and segregated from their communities. Unfortunately, the mentality for people with disabilities was that they should be institutionalized or taken out of general public. It took several people throughout time to achieve this law to protect the disabled in America. With this law, Americans with disabilities were given resources such as handy-cap parking close to public buildings and other accessibility standards, equal medical care, community service aids and employment. The ADA enables people with disabilities to live their lives with pursuit of happiness and activity without the barriers of being shunned by their communities and government. Immigration Reform Control Act (or IRCA) of 1986 became a law in order to reduce financial burden of providing public assistance, including health care, and educational services to non-citizens in the United States. This act was also referred to as the 1986 Amnesty Act. This act made it illegal for employers to hire any person that was determined as an illegal or unauthorized immigrant. Before this law was initiated, several unauthorized immigrants were able to apply and accept legal status in the United States. Anyone that had done this before 1986 was granted amnesty, hence the name, and were allowed to stay if they had obtained documentation prior to the 1986 IRCA. Under IRCA, eligible legalized aliens may apply for permanent residency within a 1-year period after they are first eligible (Kusserow, 1990, p. 1). This act promotes assistance for people under this act be assisted with State public assistance just like any other person, with the understanding that no new programs be initiated specifically for this minority. The State may create or initiate any program to promote educational needs for eligible legalized people. Practices much like this were seen as good practice. The government conceded in organizing four categories of good practice to augment implementation of these programs and procedures under the IRCA. These four categories include guidelines for administration, systems to identify eligible legalized aliens, controls for distribution of funds, and innovated approaches to education (Kusserow, 1990). Identifying eligible legalized aliens consists of a working group for resolving issues, making sure that general services are available, and keeping accurate reporting systems while keeping a contact point that is of neutral party (Kusserow, 1990). Systems to identify eligible legalized aliens defines the use of identification numbers given to verify eligibility. Recording keeping data of ensure that people under this act have communication resources when needed. Keeping controls of distribution of funds enforces a financial threshold for eligible legalized aliens during a certain period of time, while having an automated system of disbursement of funds to each eligible person, and keeping effective communication between State agencies and operating agencies (Kusserow, 1990). Lastly, education is seen as an opportunity for these minority people to become educated, lawful permanent citizens (Kusserow, 1990). Programs designed to continue education and to provide opportunities for these individuals were put in place in attempt to help facilitate employment chances and educational chances. People rally for minorities such as Americans with disabilities and immigration reform to help achieve a better life for everyone. The importance of the laws may not seem to affect us all but they do. The United States is often referred to as the land of the free. It is this way because of people that are passion about causes such as these and are willing to fight for them to be seen under the governments eye. Because of these people that refused to be silenced, protective laws have been put in place for both.

The, Hunting For Some Drosophila Melanogaster - 5018 Words

â€Å"Fly-ing Around with Gregor Mendel† (Thomas) â€Å"Hunting for some Drosophila Melanogaster† Figure 25. ï ¿ ¼ Introduction: â€Å"All living organism, no matter how primitive or complex, are the result of the workings of genetics. Living organisms are composed of lifeless molecules. These molecules conform to all of the physical and chemical laws that describe inanimate matter† (Knowles). As one of the first organisms used in genetic analysis, Drosophila melanogaster have a wide set of traits that make it advantageous in the aforementioned field. â€Å"Due primarily to the organism’s small size, short life cycle, high reproductive rate, having only four chromosomal pairs, and the ability to be observed under low magnification (Ashburner). All organisms use common genetic systems. Understanding the processes such as transcription and replication in fruit flies helps in understanding these processes in other eukaryotes, including, but not limited to humans (Pierce). Mendel proposed three fundamental laws for the pattern of genetic inheritance through his various experiments with flowering pea plants (Mendel) (see below): Fundamental theory of heredity: Inheritance involves the passing of discrete units of inheritance, or genes, from parents to offspring (Campbell et al. 262-264). Principle of segregation: During reproduction, the inherited factors (now called alleles) that determine traits are separated into reproductive cells by a process called meiosis and randomly reunite during

Research Paper Women’s Rights Free Essays

Alexandra Moore English 11 Mrs. Carwile November 14, 2012 Research Paper Final Draft May 21, 1969 was the day that an African American woman, Shirley Chisholm changed the lives of women in the United States. Why have women been given unequal opportunities? Why are they seen as different mentally? Chisholm addresses many questions like these in her speech to speak out for the women, to question the authorities which they have been afraid to stand up against. We will write a custom essay sample on Research Paper Women’s Rights or any similar topic only for you Order Now One event can lead to many outbreaks in society that lead to a good or an unlucky future. For women, the time had come to create a high-quality future for themselves and the generations to come. Until the late 1960’s women struggled with discrimination and prejudice with political, civil, and economic rights and Shirley Chisholm took the act to stand up for the unspoken women with her â€Å"Equal Rights for Women† speech in the House of Representatives. Shirley Chisholm was a trademark in the late 1960’s and is still known to this day for her bravery and compassion towards gaining rights for women. In the United States Congress, Chisholm was the first black woman elected. The text states, â€Å"As much a feminist as an advocate of civil rights, Chisholm claims that being a woman was more of a disadvantage in her political career than being black† (Martin and Sullivan 1). She was a very successful woman involved in many political groups including the Seventeenth Assembly District Democratic Club, New York State Assembly, Congressional Committee, and also ran for the democratic nomination for presidency. One can see this when stated, â€Å"Chisholm served fourteen years in the U. S. House of Representatives and was one of the most well-known women in America in her time† (Gifts of Speech 1). Although she was productive in the assembly, she became known to be politically rebellious and fearless by which she was outspoken with her own views and beliefs. This is seen in the text as, â€Å"Shirley Chisholm challenged that the conscience of the whole nation needed to be aroused to oppose racism against blacks and sexism against women† (â€Å"Chisholm Becomes First† 3). She was an activist etermined to support women with their unlived rights by gaining political power. Political rights were one of the largest discriminates against women. Shirley Chisholm states in her speech, â€Å"†¦The truth is that in the political world I have been far oftener discriminated against because I am a woman than because I am black† (Chisholm 1). This is surprising knowing th at this time period was heavily influenced by discrimination towards African Americans. Whether it is voting or representation in congress, women had fewer opportunities to have influence in politics. It could be either the voting systems such as proportional representation and majoritarian systems or the elimination of quotas. As shown in the text, â€Å"Although women formally have equal political rights in most countries, their representation in parliaments and governments is far below their proportion in the population† (Prugl 2). In the total seats in parliaments, women hold less than twenty percent. Taking into account that in the United States population there are 3. 5 million more women, this situation is shameful. Also one can find in her speech, â€Å"‘Women are already protected under the law and do not need legislation†¦If women are already equal, why is it such an event whenever one happens to be elected to Congress? † (Chisholm 2). Parliament saw the opportunity to say that women and men are equal but have no information to back this up. They say women and men are equal but make a big deal if one becomes elected into congress. Chisholm defends the need for political rights for women and how there should be no higher principles with men. Women also struggled with economic rights and the most popular dealt with jobs and pay versus men. The topic that prejudice has become acceptable is present throughout Shirley Chisholm’s beliefs on economic rights. She is respectful yet aggressive while addressing the following: â€Å"‘There is very little understanding yet of the immorality involved in double pay scales and the classification of most of the better jobs as ‘for men only. ‘ More than half of the population of the United States is female. But women occupy only two percent of the managerial positions† (Chisholm 1). It has become obvious the women were not given the same amount of pay and less job opportunities, specifically higher positions. It ties back to the political rights and how it is acceptable for women to be teachers and secretaries, but not managers, lawyers, or members of congress. These rights pertain to the labor market and although women have always worked in poor rural areas, the idea that women are limited to the positions leads to restrictions of their right to work. The rights affected women highly economically with no quality or high paying jobs. The final rights women struggled with were civil rights which dealt with citizenship, personal, and social standards. Chisholm included in her speech, â€Å"‘Women need no protection that men do not need. What we need are laws to protect working people, to guarantee them fair pay, safe working conditions, protection against sickness and layoffs, and provision for dignified, comfortable retirement† (Chisholm 1). There should not be as much protection for women and specifically, there should not be more than men. There needs to be a larger focus on protecting the workers who need to be provided with more comfort in what they do. Women’s civil rights including marriage and family law, are more contested than that of their political rights. More textual information shows, â€Å"Civil rights include the rights to hold property, to be treated equally in the courts, and to freely choose a residence or domicile. They also include equal rights to enter marriage and freely choose a spouse†¦Ã¢â‚¬  (Prugl 2). All of these rights are necessary and should be given without question. There is no reason for men to have these responsibilities and not women. With these women can take more control of their own life which many did not have leading up to the 1960’s. The nineteenth century was a time of change and introduced improvements for women in the women’s rights movement with the demand for the same legal rights as men. By the late 1960’s most equality between men and women was gained. One can see in the text, â€Å"The Equal Rights Amendment was the central goal of the women’s rights movement in the 1970’s† (Phelps and Lehman 4). A suggestion that has been in front of congress since the early 1900’s was the equal rights amendment which became part of the basic laws in the rights movement. Shirley Chisholm was made an impact in history with her desire to create a better life for women just like herself. It was a time period for change and for women to be able to speak up for themselves. Chisholm’s â€Å"Equal Rights for Women† speech was historical and changed the lives for women in the United States, allowing them to gain political, economic, and civil rights. 1,208 words How to cite Research Paper Women’s Rights, Essays

Is Government Responsible for the Disadvantaged free essay sample

In My Opinion The Government IS Responsible For The Disadvantaged. The Government Should Be Held Responsible For The Poverty Level In This Country Because They Are The One’s Allowing It To Be At The Level That It’s At Right Now. If They Truly Were Concerned About The American People They Would Do More About It. Yes We Have Medicare To â€Å"Guarantee† That The Elderly Who Can Not Get Affordable Insurance, Since They Are The Sickest Group, Have Access To Basic Medical Care. We Also Have Medicaid To Cover The Medical Cost Of Those Too Poor To Buy Insurance Or Pay For Needed Care. Aka A Government- Controlled- General Health- Insurance Scheme. Although We Have These Programs Available For Some If The Government Wasn’t So Greedy And Selfish The Programs Would Be Available For All In Need Not Just Those The Government Sees Fit. Instead Of Helping Foreign Countries By Supplying Them With Food, Water, And Shelter, The American Government Should Start At Home Here In America! There Are So Many Families, Men, Woman, And Children Who Go Hungry In This Country Every Day. We will write a custom essay sample on Is Government Responsible for the Disadvantaged? or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page Some Don’t Have Shelter During The Best And The Worst Of The Four Seasons: Winter, Spring, Summer, And Fall. Others Don’t Have Running Water To Bath In Let Alone Drink. The Help Needs To Start At Home Before Extending A â€Å"Helping Hand† To Other Countries. The Government Is Allowing The Poor To Be Poorer And The Rich To Get Richer. They Are The Ones Who Should Be Responsible To Fix The Problem Of This Countries Economic Situation. The Government Should Provide For The Disadvantaged People In This Country Because They Are The Ones To Blame For Their Disadvantages. â€Å"When A Man Tells You He Got Rich Through Hard Work, Ask Him: Whose? †- Don Marquis. The More Status/Power Men Have Over Other Men The Better For The Men In Power. People In Power Make False Promises And Tell Lies To The Less Fortunate So That They Can Remain In Power. The Government Should Provide More Job Opportunities, Among Other Things, For The American People. This Country Needs Help From Its Government But The Government Doesn’t Seem Very Willing To Help. The American Economy Is Heading Downhill And Has Been For Quite Sometime. They And They Alone Should Be Held Accountable For The Debt Of This Country, The Poverty, The Economy, The War(s), The Taxes, Etc. The Government Owes It To The American People To Fix The Problems That Have Occurred During The Past And The Present To Insure A Better Future For All.

Educational Credential Evaluators (ECE)

Educational Credential Evaluators (ECE) Education evaluation is a process that aims at assessing the benefits and impacts of educational programs/systems and initiatives towards various aspects of education. This is achieved through utilization of numerous research methods. Education credential evaluators is a well known organization that is private and non profit making. It works through the preparation of evaluation reports which are aimed at identifying the education qualifications earned in other countries and equating them to the United States equivalents.Advertising We will write a custom essay sample on Educational Credential Evaluators (ECE) specifically for you for only $16.05 $11/page Learn More The main aim of education credential evaluators is to serve individuals who have attained education in other parts of the world, other than the United States, helping them to be recognized in terms of education qualifications and hence making their education-related undertakings to be successful. There are various issues associated with education credential evaluators for instance education evaluation services, the process of evaluating foreign education and professional credentials, the process of getting an independent education evaluation, the functions and benefits of ECE, the objects used for evaluation as well as misconceptions. For the purpose of this paper, I will discuss the education evaluation services and the process of evaluating foreign education and professional credentials. The education evaluation services Education evaluation process entails having a critical and systematic appraisal of the various activities in the education system. Various research methods are utilized. They include collection of data, its analysis and taking of necessary actions based on the analyzed data. Education evaluation methods can be defined as the ideas that are put forth in regard to the teaching strategies and tools for putting into practice effective means of teaching. The m ethods allow for setting of achievable goals. The methods include; lesson plans which stipulate the activities carried out in a classroom setting for instance project overview, the education standards followed, how special needs of students are handled and the results achieved after certain measures are taken. The status of the lesson plans and the teaching skills are used as a gauge to a teacher’s education qualifications. Some of the general services offered by educational credential evaluators include document by document credential evaluation, CV/ resume preparation especially for international placement, work experience evaluation and course by course evaluation. All this services are aimed at placing the particular person being evaluated at a better position to secure an education chance or job opportunity. The process of evaluating foreign education and professional credentials Evaluation of foreign education and professional credentials is a crucial aspect that is wor th looking at. This is because a considerable number of foreign students go to the United States in search of employment or to further their education. The process of evaluating foreign education and professional credentials involves choosing an appropriate evaluator and making a decision on what is essential in getting whatever position is desired.Advertising Looking for essay on education? Let's see if we can help you! Get your first paper with 15% OFF Learn More This however requires that professional evaluators are identified, for instance the trade organization national association of credential evaluation services. The evaluation standards should not be lowered so as to ensure that foreign students and job seekers are offered the quality care that is equivalent to that accorded to the American students with equivalent qualifications. Education credential evaluators is an organization whose services cannot be underemphasized. It plays a great role in ens uring that foreign students and job seekers are able to integrate well in the United States education systems as well as the job market through matching their qualifications to what is expected in America and hence allowing for necessary changes to be made for the benefit of all. It has been able to achieve this through various bodies and staff who perpetrate the activities therein.

Hurrah for the Lowly BUG

Hurrah for the Lowly BUG Hurrah for the Lowly BUG Hurrah for the Lowly BUG By Maeve Maddox When I lived in England, my colleagues quickly taught me that I must say insect (not bug) unless I specifically meant bed-bug. In the U.S., bug applies to every conceivable type of insect. Bug also does duty as both noun and verb in many contextsand not only in the U.S. NOTE: When I pick up quotations from the web, I dont edit them. Police bugged a safe house where Rosemary West stayed before she was charged with murder but she said nothing that incriminated herself, Winchester Crown Court was told yesterday. Will Bennett in The Independent (UK) I dont think surround sound headphones is a gimmick or only for the hardcore gaming i recenlty brought a pair so i can watch a full hd movvie with surround wuthout bugging the neighbours when a car blows up at 3 in the morning. Australian Forum user A bug tracking system is a software application that is designed to help quality assurance and programmers keep track of reported software bugs in their work. It may be regarded as a sort of issue tracking system. Wikipedia The most important part of reporting a bug is giving the programmer the ability to duplicate the bug on his machine. If we cannot find a bug, we cannot fix it. tech advice site Someone needs to put a bug in Coach Gs ear about this guy comment on sports blog They say the spell that he gets under From double-barrelled thunder makes his Eyes bug out like hes insane song lyrics The word bug as applied to scary insects probably derives from M.E. bugge something frightening, scarecrow, a meaning obsolete except in bugbear. The bogey-man [boogy-man in my family] is related. The words application to insects may have been influenced by an Old English word meaning beetle. Bug as a Noun bug defect in a machine may have been coined by Thomas Edison. jitterbug a swing dance of the 1930s. Also used as a verb. humbug - trick, joke, hoax. Dates from 18th century student slang and no one says it anymore. However, if youve read or seen A Christmas Carol by Dickens, you know the word. Bug as a Verb The verb to bug, equip with a concealed recording device entered the language as long ago as 1919. debug remove defects from a machine or software to bug meaning to annoy dates from 1949. to bug meaning to bulge dates from 1870s and may derive from a variant pronunciation of the word bulge. bug off go away! 1950s; derived from British slang bugger off, Bug as a Suffix The suffix -bug added to a word can create a noun meaning a person obsessed with Firebug, a fire-setter dates from 1841. Shutterbug, picture-taking enthusiast, 1940. litterbug irresponsible person who drops trash anywhere first recorded 1947, but the verb littering came later, in 1960. Want to improve your English in five minutes a day? Get a subscription and start receiving our writing tips and exercises daily! Keep learning! Browse the Expressions category, check our popular posts, or choose a related post below:7 Classes and Types of PhrasesDisappointed + PrepositionWhat the heck are "learnings"?

Wedding in the Pakistani culture Essay Example | Topics and Well Written Essays - 750 words

Wedding in the Pakistani culture - Essay Example Pakistan and India have lived together for centuries until 1947, when the two countries parted ways with each other with the Muslim majority in the former and the Hindu majority in the latter. Although, since 1947, the two countries have not had good relations with each other and have had many wars since then, yet there are many traits of the Hindu culture that are ingrained in Pakistanis, and same holds true for the Indians also. The two nations, having lived together for centuries, share norms and values, and many characteristics of their cultures are alike. Mehndi happens to be one of them, though there is no significance of Mehndi in Islam, that happens to be the religion of a majority of Pakistanis. In Islam, there is Nikah and Walima. However, Mehndi is a very strong cultural feature of a Pakistani wedding, and any wedding is considered incomplete without the function of Mehndi. The function of Mehndi is specifically meant for singing and dancing.Some Pakistanis prefer to have two Mehndi functions, one for the bride and the other for the groom, while a vast majority of Pakistanis organize one Mehndi function, that stands both for the bride and the groom together. The function of Mehndi is fundamentally meant for ladies, and gents have little to no representation in this function, particularly in the more reserved class of Pakistanis. Nonetheless, modern families particularly the elite class ensures equal participation of both ladies and gents in the function. Dress code: Yellow is the most dominant color in a traditional Pakistani Mehndi function. Yellow color is associated with Mehndi because Mehndi itself is a strong shade of yellowish brown. Yellow color reflects in the stage, flowers, decoration, dresses, ribbons, bridal dress and the curtains. Most ladies wear shades of yellow. The dresses are bordered with golden ribbons to maintain the yellow theme along with lending the touch of festival to ordinary yellow clothes. Men, on the other hand, have no specific color definition for their Mehndi dresses. They may wear any color from white to black. Again, there is variation in the color scheme in men’s Mehndi dresses depending upon the conservatism of the people celebrating the function. In extremely well organized Mehndi functions, all men and boys that are related to the bride or groom wear Kurta Shalwar of same color, usually white or black. The Kurta is topped with a Pattu. Men’s Pattus seem very much like the girls’ Dupattas, though they are actually quite different. Men’s Pattus are longer than girls’ dupattas and are specifically meant for the function of Mehndi. Other than the Mehndi function, Pakistani men do not wear Pattus. (â€Å"Pakistan Mehndi Dresses Pictures†). Significance of Mehndi: Mehndi being an essential component of a traditional Pakistani wedding, speaks of the livelihood of Pakistanis and the beauty of the culture of Pakistan. The function incurs a lot of cost to th e organizers. In fact, a major part of the total expenses of a traditional Pakistani wedding goes into the Mehndi function. Despite its huge cost, people organize it for no other

Comparative essay between two short stories Example | Topics and Well Written Essays - 500 words

Comparative between two short stories - Essay Example In James Joyce’s short story â€Å"Araby† and Nino Ricci’s short story â€Å"Going to the Moon†, the main characters are younger children, but they each go through this three-stage process to be more self-aware by the end of the story. The first step of becoming self-aware is the realization that you are not like everyone else. This realization forces the individual to separate from their comfortable environment and discover personal feelings. Joyce’s story begins on a small street, North Richmond Street, in a small area of town in which life seems relatively bland. In the image of his friend’s older sister, the narrator becomes separated from the rest, suddenly solitary as â€Å"every morning I lay on the floor in the front parlour watching her door. The blind was pulled down to within an inch of the sash so that I could not be seen† (Joyce). In describing his actions, the boy is undoubtedly alone and isolated as he encounters new feelings and impressions that are completely new to him. This is similar to the way that the narrator of â€Å"Going to the Moon† feels in his school as he tells his audience â€Å"I had the sense that we were both of us merely interlopers at school, moving uncertainly through a world that refused to admit us† (Ricci). Both of these boys must watch the world from a point of isolation from the crowd. However, in both stories, the protagonist is encouraged to take action regarding their feelings. In volunteering to bring something back for her from Araby, the boy in Joyce’s story begins the journey into understanding expected behaviors as well as the realities of the consequences. The narrator describes the ordeal he endures waiting for the day determined for him to go to the fair and then the turmoil he experiences as he waits for his uncle to return home so that he can get the necessary money. After this lengthy build-up, he is expecting Araby to be a magical land where glorious things might be obtained and

Analyzing Love in Ovids Metamorphoses :: Ovid Metamorphoses Essays

Analyzing Love in Ovid's Metamorphoses There are many differences in the behavior of the lover and the rapist characters of the Metamorphoses. " The standard markers of a love relationship include the initial 'love at first sight' scene, often followed by a personal elegy of the loved one's heightened qualities." (Chen) When one falls in love, everything about that person is wonderful and beautiful, including their inner being as well. The admirer uses frequent and excessive metaphors and compliments to describe the favorite: " He looks at Daphne's hair as,unadorned, it hangs down her fair neck, and says: "Just think,if she should comb her locks!" He sees her lips and never tries of them; her fingers' hands' and wrists are unsurpassed; her arms-more than half-bare- cannot be matched; whatever he can't see he can imagine." (Ovid p.900) Daphnes 'unadorned' hair already enchants Apollo, and dreaming it all made up would simply be breathtaking. " Certainly, the next detail, that Daphne's eyes sparkle like stars,clues us into the fact that Apollo is in love. The difference between love and lust, however, is that to the one in love, that person is truly beautiful both physically and on the inside, but the to the one that is lustful, that person is just a mere sex object. For example, in the myth of Io and Jove, Jupiter never comments about Io's beauty, but only that she would make some lucky male happy in bed. " Another defining attribute among many of Ovid's love-struck protagonists is their loss of rational control,as believably characteristic of a person in the heights of love." (Chen) For example, while Dapne is fleeing from him, Apollo asks her to slow down before she hurts herself. He even suggest that he will slow down too, so that she doesn't need to go so fast. But when she doesn't, all he does is speed up. In trying to talked to the loved one, the shunned lover uses any rhetoric available, whether rational or irrational, because often the lover is so overtaked by love that reason fails him. "Such irrationalities in thought lead to special pleading, inconsistency in bargaining, and ultimately failure to convince the adored one. Analyzing Love in Ovid's Metamorphoses :: Ovid Metamorphoses Essays Analyzing Love in Ovid's Metamorphoses There are many differences in the behavior of the lover and the rapist characters of the Metamorphoses. " The standard markers of a love relationship include the initial 'love at first sight' scene, often followed by a personal elegy of the loved one's heightened qualities." (Chen) When one falls in love, everything about that person is wonderful and beautiful, including their inner being as well. The admirer uses frequent and excessive metaphors and compliments to describe the favorite: " He looks at Daphne's hair as,unadorned, it hangs down her fair neck, and says: "Just think,if she should comb her locks!" He sees her lips and never tries of them; her fingers' hands' and wrists are unsurpassed; her arms-more than half-bare- cannot be matched; whatever he can't see he can imagine." (Ovid p.900) Daphnes 'unadorned' hair already enchants Apollo, and dreaming it all made up would simply be breathtaking. " Certainly, the next detail, that Daphne's eyes sparkle like stars,clues us into the fact that Apollo is in love. The difference between love and lust, however, is that to the one in love, that person is truly beautiful both physically and on the inside, but the to the one that is lustful, that person is just a mere sex object. For example, in the myth of Io and Jove, Jupiter never comments about Io's beauty, but only that she would make some lucky male happy in bed. " Another defining attribute among many of Ovid's love-struck protagonists is their loss of rational control,as believably characteristic of a person in the heights of love." (Chen) For example, while Dapne is fleeing from him, Apollo asks her to slow down before she hurts herself. He even suggest that he will slow down too, so that she doesn't need to go so fast. But when she doesn't, all he does is speed up. In trying to talked to the loved one, the shunned lover uses any rhetoric available, whether rational or irrational, because often the lover is so overtaked by love that reason fails him. "Such irrationalities in thought lead to special pleading, inconsistency in bargaining, and ultimately failure to convince the adored one.

Management Control in Mnc’s

Control and organizational learning in MNCs: an analysis through the subsidiaries Abstract : For any large complex organization the problem of ensuring its constituent activity in accordance with overall policy and, at the same time adapt to its environment, is a central and continuing concern. Thus, the fundamental question which must be answered is ‘what control mechanism can facilitate the adaptation process in the local market? ’ In multinational corporations (MNCs), the control mechanism, imposed by headquarters, has an objective to integrate the subsidiaries’ activities to the global strategy. However, the presents on the local market necessitates the adaptation to the local environment characteristics. The objective of this paper is to contribute solving the dilemma between control and learning in an MNC. The interaction between control and learning process will be analyzed. The literature study leads us to develop a typology based on two factors: the stage of the learning process (knowledge production and mobilization) and its locus (local or global). The combination of these two factors provides four configurations. The control system produces knowledge, both locally and globally, which can be mobilized by the local or global units. A proposition to resolve our main problem is formulated. The combinations of these four configurations make it possible for an MNC to resolve the dilemma between control and learning. An application of this typology has been carried out by analyzing case studies of MNCs operating in Indonesia. Keywords: control, organizational learning, multinational corporations, local / global 1 Introduction For many companies the process of internationalization strategy leads them to operate in many countries spread over whole continents; they are then confronted with the increasing risks related to uncertainty which rapidly developing countries present (e. g. Argentina in 2001 or Asia in 1997). The MNCs must thus deal with a great number of local heterogeneous situations, fast growth in one, crisis elsewhere, which require local adaptive apacities, but at the same time require the implementation of coordination mechanisms or effective control systems, which do not paralyse initiative and innovation. In order to define the issue of globalization, the question of integration and differentiation can be asked, as was initially developed by Lawrence and Lorsch (1967). The new element which emerges is that of the scale, that of planetary organizations. It is thus a question of answering the centralization / decentralization dilemma which is also described as a local / global dilemma. Beyond the terminologies, this traditionally structural issue has developed in a context where differentiation is at a maximum: national cultures, logistic structures, regulation, local industrial structures and, more generally, multiplicity of specificities. One of them seems worthy of interest to us, the case of a local situation which is characterized by a fundamental crisis. These situations are of particular interest for the researcher: adaptation to major upsets and the decisions taken to respond to these random upsets within a time and space period. This question can also be found in the design of the control mechanisms. Whereas the definition of Anthony (1988) lets us believe that the only purpose of management control is to implement strategy, but the reality is more complex with an explicit role of questioning that strategy (Simons, 1995). Control appears thus not only one factor of order and integration, which fights against entropy and inefficiencies, but also like a vector for learning intended to restore the effectiveness of inadapted local or global strategies. This aspect is even more relevant when the environment is strongly heterogeneous, even more so when it is changing a lot. While taking into consideration that â€Å"the suitability of the control systems to forms of learning which are sought after within the framework of the strategy ensures a certain organizational performance†, we will try to reformulate the traditional integration / differentiation dilemma in terms of control / learning interactions. This movement, this rotation, has the advantage of representing a traditional problem in a more dynamic way. After all, the question of adaptation is not so much a problem of structure as a problem of process. After having specified the subject of our analysis, the MNC, and having outlined the meanings selected of control and organizational learning, we will then describe their possible interactions in order to define an analysis grid. This grid will be tested on French companies located in Indonesia. Control / learning interactions in MNCs The denomination of an MNC covers various realities which all raise such varied problems, in particular as regards integration and differentiation. Between the global specialist which provides a more or less universal model in all the countries of the world and the transnational organization which locates its global processes according to the comparative advantage; there are major differences in terms of goals as well as means. After having assessed the various forms of organization involved in international activities and specified their dynamics, we will develop a framework of analysis of the control / learning interactions in order to propose an analysis grid. The structure of the MNC and its dynamics The diversity of MNCs has led to the proposal of various typologies. The most frequently quoted are those of Bartlett and Ghoshal (1989) which distinguish global, multidomestic and transnational firms, and Heenan and Perlmutter (1979) which identify the ethnocentric, polycentric, geocentric and regiocentric models. These two typologies have some common points, for example, the ethnocentric can be associated with the global firm. The typology of Bartlett and Ghoshal (1989) will be used in preference to that of Heenan and Perlmutter (1979) which is more focused on the personal element. This factor remains the first lever of control but we wanted to focus on the way in which operations are organized, which will induce, inter alia, choices in the field of human resources. The configurations described by Bartlett and Ghoshal are ideal types which are seldom observed (Harzing, 2000). Organizational type Configuration of assets and competences Every MNC is faced with the integration / differentiation issue for two main reasons: †¢ organizations always show differences in relation to the standard described ideals, which lets us believe that differentiation and / or integration processes are still on going; †¢ the adoption of heterogeneous organizations according to function maintains tension between integration and differentiation. There are strong differentiating and integrating tensions within the MNC; they are sometimes reformulated in the form of a centralization / decentralization dilemma. These same tensions are observed in the divisional company; they are at the origin of the appearance of a particular coordination mechanism, management control. The basis of this coordination mechanism is on the one hand the decentralization of responsibility and on the other hand the centralization of information. This observation indicates to us a particularly relevant analysis approach. Whereas the differentiation forces introduce into the organization a form of entropy which requires an additional control effort, the integration forces, initially motivated by the search for economies of scale, pose problems of local adaptation. Therefore, the increased learning capacities are essential in order to benefit from these economies. The idealtypic model of a transnational organization would thus be that of a company which is able to strongly centralize information, but at the same time able to inspire considerable learning faculties within its subsidiaries. An other way to appreciate the differentiation integration link is to analyse the relationship between learning and control. The need for the latter must nourish the former. A larger meaning of control Since its emergence in the 1920s at General Motors and its first definition as suggested by Anthony (1965), management control has always proved delicate to define. Nevertheless, there is a certain consensus around the second definition of Anthony (1988), who stated management control â€Å"as the process by which managers influence other members of the organization to implement the organisation’s strategies†. Analytical vision Synthetic vision The analytical vision leads us to consider control systems as a whole set of control tools or means. The synthetic vision provides varied analysis grids in terms of dimensions, goals or configurations. Whatever the approach adopted, the field of management control appears in the end to be particularly wide: there is a divergence between the organizational practices and the meaning outlined by the majority of the researchers. This is why it appears preferable to use the expressions â€Å"control† or â€Å"organizational control† which cover management control but largely exceed it. By retaining such a definition, it is not a question of defending a hegemonic vision of control but simply of underlining the need for developing a whole set of systems with coherent objectives. This coherence is necessary in order to reach its strategic objectives, which is the main aim of control, but also to induce the essential learning in order to reinforce or to question the strategy. The definition of organizational learning is quite as difficult as that of control. Organizational learning and associated concepts The literature reviews devoted to organizational learning are numerous (Koenig, 1994; Huber, 1991;Levitt and March, 1988; Fiol and Lyles, 1985). Each one proposes an individual analysis of the phenomenon. For Levitt and March (1988), â€Å"organizations learn when they code in routines, which guide the practices, of the lesson of their history†. The definition suggested by Argyris and Schon (1978) is complementary: â€Å"we learn when we detect an error and correct it. An error corresponds to a difference between what we await from an action and what occurs indeed, once the committed action. An error, it is the difference between the intention and the result obtained. We also learn when we obtain for the first time an agreement between the intention and the result†. Although Levitt and March (1988) emphasize the organizational dimension whereas Argyris and Schon insist on the individual dimension, the two reflexions indirectly agree about the recognition of distinct levels of learning. For Levitt and March (1988) referring to the work of Cyert and March (1963, pp. 123-125) and Nelson and Winter (1982, pp. 96-136), the two main categories of routine must be distinguished. In order to characterize these two categories of routines, they can be qualified as static and the dynamic ones. The static routines consist of the simple repetition of former practices whereas the dynamic routines are continually directed towards new learning. This second category is a risky process made of trial and error; these routines enable innovation and thus allow organizations to change. These two categories can be put in parallel with the two levels of learning as described by Argyris and Schon (1978): the single and the double loop learning. The first process, when a dysfunction is noted, aims at correcting it by rehabilitating the practices (single loop). The second process requires the principles which underlie the practices to be reformed in order to correct the noted dysfunction (double loop). Based on the work of Argyris and Schon (1978), Sinkula (1994) proposes a more detailed analysis by retaining seven hierarchical levels ranging from encyclopaedic knowledge (declaratory) to the deutero learning (way of producing new knowledge). Management control, in its most traditional and restrictive meaning, plays a privileged role in the learning process: its aim is to identify the deviances, the variations and to explain them in order to undertake corrective action. But is it a question here of individual or organisational learning? The question is of utmost importance even if the individual learning is the basis of the organizational learning. Learning is thus the production process of knowledge. Having defined the concepts of control and learning, their interactions can now be analyzed. Control / learning interactions The link between control and learning is frequently made (Simons, 1995; Macintosh, 1994) even if systematic analysis are still rare. This is one of the research avenues as identified by Bouquin (1999) which are all the more promising as the reporting system activities are the principal sources of knowledge (Huber 1991). Only Kloot (1997) has thoroughly investigated this interaction, even if particular consideration has to be given to the context of the empirical investigations: two Australian districts. Kloot (1997) associates control systems with phases of the learning process but she concentrates mainly on illustrating the role of control systems in generative learning, which is the only way of facing the changing environment. Control systems as varied as appropriate accounting information, performance evaluation systems or a quality improvement program all appear to enable generative learning. These observations confirm those of Simons (1995): that organizations, in general, have an interactive control system which, through debate and dialogue, must enable the emergence of new ideas and new strategies. Simons (1995, p. 106) evokes double loop learning for the interactive systems whereas the diagnosis control systems do not generate single loop learning. Nevertheless, there is a contradiction between the two approaches. Kloot (1997) identifies within the two districts, multiple control systems which enable a higher level whereas learning according to Simons (1995 ), organizations should only have one interactive system. One can envisage two explanations which are more complementary than exclusive: either the identified learning is not of a higher level, or the districts observed are undergoing a crisis period so that they use all their diagnostic control systems in an interactive way. However, the learning process can not only be limited to the sole acquisition of knowledge. Thus, Huber (1991) described this process through the following phases: acquisition of knowledge, distribution of information, interpretation of information and organisational memory. The interest of this division lies in the variety of locus of these phases. Acquisition can be dispersed or on the contrary concentrated in specific services, distribution can be spontaneous or planned, interpretation specialized or generalized and the memory can be distributed or centralized, thus producing a great number of possible configurations. Without exploring all of them one is able to notice that a control can be carried out with each phase. It thus channels the knowledge production process and in return also mobilizes it. knowledge and control: If control is described as a vector of learning (knowledge production), it should also be noted that, in order to have a global vision of the interactions, control systems also mobilize knowledge. This last point will not be developed1 just like the influence of strategic orientations on the types knowledge produced. It is possible to think that the prospectors, such as they are defined by Miles and Snow (1978), will seek to induce more generative knowledge whereas the defenders will privilege more adaptive learning. According to the strategy, the control systems process different types of data. The control mechanisms thus appear as a privileged means of organisational learning, in particular from the point of view where organisational learning is considered as the transformation of individual knowledge into organisational knowledge. The vision of organisational learning as a process which was developed by Crossan et al. 1999) break the learning up into four phases (intuition, interpretation, integration and institutionalization) and associate them to three observation levels. This enables the transformation conditions to be specified. It is first of all advisable to outline that Crossan et al. are interested in strategic change whereas we are interested in all types of learning or knowledge, fro m the most factual to the most elaborate . To resume again with the terminology suitable for international management, institutionalization can be local as well as global. Incremental learning can also lead to local and global change; the same is true for radical learning. It is in the phases of interpretation and integration that the control systems play a major part in the transformation of individual learning into organisational learning. We will not talk about the intuition phase which is basically individual, or the institutionalization phase which consists of using produced knowledge2. During the interpretation phase, the individual, through language, names things and starts to explain what was only feelings, foreboding or sensations. When interpretation moves from the individual to the group, it becomes integration. It is through the permanent exchanges between the members of a community and through shared practices that shared interpretations or the collective conscience develop. The financial indicators illustrate this process. The operations managers generally start by interpreting only the consequences of his actions (intuition followed interpretation). Analysis grid proposal The analysis of control/organisational learning interactions reveals two phases of the same process: knowledge production and mobilization. Vis-a-vis the great diversity of knowledge produced, as illustrated by the typology of Sinkula (1994), it is essential to specify the range the learning. In the case of the MNC, the characterisation of the scope of the learning can be made by analysing the learning locus. Does it relate to a local or global scale? Does it occur in an operational unit or in a central body? By associating the process phase (production / mobilization) and its localization (local / global), four cases thus appear. They correspond to four major types of interaction, which bring out four forms of learning induced by the control tools. The terminology adopted in this typology is more than metaphorical: Knowledge mobilization Global Box 1: The media model ERP, CRM and SCM The integration of information systems enables global knowledge to be produced and circulated, erasing any local specificities, which will be mobilized in the same way. Knowledge is mediatized by technology. Box 2: The initiatory model Studies carried out by head office Studies carried out by head office (global production) are circulated to all the subsidiaries. Each one interprets them to its own local situation. Global knowledge is adapted. Knowledge production by the control system Local Box 3: The evangelist model Identification of best practices The development process of a product used by a subsidiary (local production) is used by all subsidiaries (global mobilization). The best practice, once identified, will be the good word spread through out the organization. Box 4: The epidemic model Benchmarking Exchanges between subsidiary managers, within a benchmarking process, could mean that a locally eveloped practice could be used elsewhere, but always in a local context. Contagious circulation could be more or less widespread. Analysis grid for control/ learning interactions Let us describe these four situations by means of some examples. During a monthly meeting between a manager and his subordinates, a performance follow-up system makes it possible to identify an interesting management practice (local production). This knowledge can be mobilized locally through interpersonal exchanges (box 4, benchmarking being another illustration) or globally if the practice is formalized and circulated throughout the organization (box 3, the ideas box is another example). By processing information from databases, an analyst based at head office will be able to identify a good practice (global production). If these conclusions lead to the formalization of a new management process, the mobilization will be global (box 1, example of a new procedure). If its conclusions are merely available, only the interested people will interpret them and use them freely; the mobilization will be local (box 2). To emphasize the link between the place where the knowledge is produced and that of its mobilization gives the control systems a logistical viewpoint, how then does the control reach its targets? Learning in general, is not limited to the production of knowledge; it is also a way of transmitting that knowledge. The substance of our typology can be found in this dual observation. The â€Å"controlled learning† can thus be defined as the effort made when applying the resulting knowledge and therefore intended to make organisational control effective. The four highlighted forms address this problem very precisely. The media model is also that of the mass media (corporate communication) as well as that of individualized media. It is also that of propaganda, of Utopia which makes us think that a small group can produce a single mental framework, circulated by means of communication technology, thus mediatizing the message. The initiatory model is characterized by two attributes: it can be secret but more often discrete and specific to the person addressed. Discretion guarantees its specificity. In this model, the head office which produces knowledge circulates in a general and ritualized way, by adapting its application to local situations. The main aim of ritualization is to obtain commitment from the receiver. The evangelist model is based on the gospel truth, which solves the problem of circulating a general message by a minority or marginal employee of a message with universal vocation. In extreme cases, one could speak about prophecy. At the heart of the evangelist model one can find the problem of conversion. Finally the epidemiologic model corresponds to a kind of organized anarchy, a network model, without any center or aim, is built through a dynamic of individuals and thoughts. Is there an ideal type? Are some types more adapted than others to certain situations? At this stage of the analysis it is still difficult to decide. It is probably the combination of these four types of mechanism which increases the chances of succeeding internationally by exceeding the local/global or integration/differentiation dilemma. The purpose of empirical study is to further appreciate the relevance of this analysis grid by seeing it in action. Methodology The complexity of the phenomena studied as well as the exploratory character of this research justify the choice of a qualitative method. One must defend the right level of analysis. By asking the classical question concerning the link between differentiation and integration or, in a more dynamic way, the interactions between control systems and learning process, the favoured observation point is the subsidiary. From a strategic point of view, the question is not so much that of choosing a structure than that of the capacity of managing in a way which is adapted to each local unit. These factors are enough to justify the level of analysis but do not take into account the interest of the case which we are studying with the precise aim of testing our analysis grid. It was necessary to find a critical situation in which the need for adaptation was increased by the specific nature and dramatization of local conditions. Indonesia was very recently one of those environments which best met our methodological requirements. The contingencies enabled a multiple yet quite informed examination. These contingencies have their limits, they bare subjectivity. We will have controlled them through different circuits. The managers of six subsidiaries of the largest French groups setup in Indonesia were met by the members of a bicultural research team made up of two Indonesian and two French researchers. In all cases one of the team members spoke the mother tongue of the managers. We met other local members of staff who provided us which additional information. The interviews lasted between 2 to 4 hours. In five cases out of six, more than two interviews were carried out. An information retrieval made it possible for us to prepare and complete the information collected. In all cases, the interviews took place on site, and were accompanied by site visits. They were supplemented by other meetings at the Franco-Indonesian Chamber of Commerce and Industry, within the economic development department and from among other Indonesian colleagues and specialists. Indonesia is the fourth most populated country in the world with 220 million inhabitants. The country began to climb out of the 1997 crisis which affected the all of South-East Asia. Although it is very rich in natural resources (oil, natural gas, tin†¦ ) and very vast (1. 8 million square kilometres), in 2002 the primary sector only represented 17% of the GDP as compared with 44% the secondary sector and 39% for the tertiary sector. The year 2002 is the period of study, i. e. during the period immediately after the fall of Suharto, after the social, political and economic shock. This was a period during which the companies interviewed had no clear general direction. The interviews carried out were general. They concerned three main topics: the description of the Indonesian subsidiary, the manager experience and the relations with the group. During these meetings, we gave greater importance to the facts while being very conscious of the limits of such an approach: the crisis situation encouraged the managers to rethink the facts or modify their interpretation in order find some sort of coherence. We sought to identify the actions and the reasons which caused them. The actions seemed to us to be more important than the mental framework. The limits of this test lie in the difficulty of separating the actions from their intentions. Complex coordination mechanisms Given the impact of the strategic orientations on the types of learning, the six cases were split into three groups which are characterized by the combination of two criteria: the degree of the firm’s involvement in Indonesia, and the level of centralized or decentralized control. The degree of involvement is characterized by the level of the investment and assets; the centralized nature can be evaluated by the number of expatriates, the share of the capital controlled and the reporting characteristics. This classification is more down to the researchers than the application of strict criteria. It outlines an analysis in terms of strategic groups, from the nature of the criteria used, but also in the way they describe of homogeneous configurations. This aspect will not be developed. This split only has a methodological aim: to compare control and learning systems by partially controlling the data through the strategies which generate them. The first two companies which correspond to the first group, are characterized by (1) minimal involvement, the following two (2) through a relative immersion in the culture and the economy of the country linked to a large-scale involvement and by the autonomy given to the local unit, and (3) global piloting is the last involvement strategy identified, as it implies a large-scale investment, but with global piloting. Let us remember that all the companies observed are in a similar situation: they are confronted by a country with an attractive market but whose political uncertainties induce risks which strongly influence the entry strategies. Minimal involvement The potential of the Indonesian market is arousing a lot of interest. The first to enter this market could take a decisive lead. Any lost time could only be made up for by paying the full price later on; the preemption market strategy is thus a reasonable one. However, all the companies do not have the necessary financial resources to tap the market or wish to reduce the risk; they thus minimize their investments, while ensuring a presence on the market. Two cases corresponding to this situation were studied. The way in which involvement is minimized is very different in both cases: an alliance in the first case and a commercial presence in the second case. The common point between these two cases is that the local entity is used as place for learning, for experimentation and for observation. One could wonder whether the law rate of involvement does not simply reflect the intention to learn. Giving up immediate profits is the corollary of the hope of substantial profits in the medium/long term. EXAMPLE: PT Bank BNP Paribas Indonesia began its operations in Indonesia in November 1989 under the name of PT Bank BNP Lippo Indonesia. This was a joint venture between the BNP group and the Lippo Indonesia group, one of largest Indonesian conglomerates. Up until February 2000, the distribution of the capital was split between the BNP group with 70% and Indonesian partner with 30%. In October 2000, following the merger between BNP and Paribas, this joint venture became Pt. BNP Paribas Indonesia. For the Lippo Group, the co-operation with BNP Paribas was the result of its strategic development plan in the financial business through an alliance with an organization of worldwide reputation. However, the drop in business after the 1997 crisis led BNP Paribas to increase its share to 100%. PT BNP Paribas Indonesia provides corporate banking services for large Indonesia companies and MNCs. That means that BNP Paribas does not have a retail activity on the Indonesian market, which would be very heavy in terms of investment. The presence of BNP Paribas in Indonesia can be justified by its will to accompany its traditional clients, the MNCs, on the majority of their markets. It is also a question of eing present on a market which could experience strong growth. Thus, BNP Paribas is preceding its clients when they decide to enter the Indonesian market. The weak presence of the competition frequently puts BNP Paribas in a position of being the only key player, hich enables it to demonstrate its know-how and which can help it to grow on other markets. The interest of this strategy is further intensified by the fact that BNP Paribas represents other banks in Indonesia. The manager of the subsidiary carries out the daily management operations. The strategic decisions are taken after consultation with the regional office based in Singapore. Many operations are carried out using the regional SOP (standard operation procedure) or logistics platforms. As with every corporate bank, PT. BNP Paribas Indonesia uses strict procedures in terms of credit granting. For these decisions, the senior banker who is located in Paris or New York plays a determining role; he ensures the follow-up of major worldwide account portfolio. In other words, the manager of the Indonesian subsidiary is the nterface with the client (large Indonesian companies or MNC subsidiaries) but also with the market to make the regional office aware of business opportunities. Immersion Whereas the two preceding case is characterized by a will to minimize investment in Indonesia, the following case can be distinguished by the amount of heavy investment. From these two cases, it is articularly hard to generalize, but the local managers appeared to us to be very receptive to the local culture. The two managers interviewed have few contacts with the French expatriate community This situation is also the result of the plant location of these groups which are not present in the center of the Indonesian capital, but rather symbolic located on industrial parks in the suburbs of this large city. Another common point, lies in the large amount of autonomy in decision making and action taking at the subsidiary. The control mechanisms which have been developed are particularly complex; they illustrate perfectly the local / global dilemma. 4 Case n °3 : Aqua, a subsidiary of Danone This agro-food company has invested heavily in Indonesia by taking a majority share in a family company with more than 7. 000 employees. The family was unable to finance its large industrial investment projects. However, the transition was carried out carefully, over several years, with the objective of completely taking over the Indonesian company. The local manager shows the group culture: after 4 months of presence, he speaks to its teams in ndonesian. The manager is the only expatriate; the other managers are Indonesian and mainly trained in the United States or in Australia. The company also benefits from support functions in finance, marketing and human resources, called â€Å"task forces†, all based in Singapore. Every month, one of these teams plays a consulting role. As concerns technology, the local managers are kept directly informed; indeed, the law wage costs bring about very different problems from those encountered elsewhere. Generally speaking, there are few procedures. The group values are internalised, except communication which has to meet the group’s standards. Besides the geographic mobility of the few foreign managers, training is one of the main vehicles for spreading culture. This is only â€Å"in-house training† according to their specificity, which is organized in Asia or in Paris. One is tempted to conclude that control is based on values, ways of thinking, enabling the company to adapt locally with complete freedom. It can be noted that the Singapore regional coordination ensures the group’s presence even if it is only temporary, minimal and specific. The subsidiary is responsible for its financial performance, but the group influences the marketing methods, technologies and finance through a close but discrete piloting. Global piloting The last two subsidiaries studied have one main feature: they both â€Å"undergo† strict control from their head offices. The difference being from the two previous cases is that these companies are based in the Jakarta business district, completely immersed in a cosmopolitan culture. They are characterized by the large presence of expatriates and various and numerous contacts with the Parisian headquarters. Case synthesis and discussion The observations carried out reveal three recurring factors: the presence of French expatriates, the existence of an intermediary level between the parent company and the Indonesian subsidiary and the misuse of the joint venture. The French expatriate manager often represents the first lever of control. This observation must however be balanced: there are other mechanisms highlighted in the case presentations and there is also bias in the case selection. The French expatriate manager is happy to share his experience which, for the researcher, facilitates the exchanges a lot. It is a means for them to break with a certain form of nsulation. However, when reading the directory of French companies located in Indonesia, one can see that usually the manager is French. The proposed theoretical framework was based on the local / global distinction whereas the reality appears to be more complex with the existence of a quasi-systematic regional direction. A buffer seems necessary either to apply decisions or to support local initiatives. The Asian office is often located in ingapore or Bangkok but sometimes in Paris. The office generally has few means; it is a country manager who frequently carries out this coordination role. The analysis of the role of this level would in itself be a research subject. Finally, the joint venture is often presented as a privileged way to enter an unknown market. This type of governance would make it possible to spread the risk and take advantage of the local partner’s market knowledge. This is what we observed for only one of our six cases. In the other cases, the co-operation is only an administrative constraint which should imperatively be respected in order to obtain authorization to invest in Indonesia. One of the limits of this type of organization is that it makes us believe that development opportunities can only be seized with a minimum of involvement hereas a strong implication is essential to overcome the real cultural barriers. For example, how can one imagine working with a partner who always says â€Å"yes† or more precisely never dares to say â€Å"no†? Having raised these recurrent facts, it is now interesting to present a synthesis of the control mechanisms observed by classifying them according to the proposed a nalysis grid A first striking fact is the difficulty to observe mechanisms enabling the global circulation of local learning, except in the case global piloting strategies (case 5 and 6, L’Oreal and Total). The fact that these mechanisms are not emphasized does not mean that they do not exist. The two cases are in particular engineers who go back to France presumably with bags of local knowledge thus contributing without doubt to the constitution of a more global knowledge. In the other case, his type of knowledge is circulated through interaction between the local manager and his international business manager in Paris. In both cases, one can witness the role of a local information agent. The similarity between the two cases is to be found in the media learning models which move from the center to the periphery and which make up a form of group culture, including sophisticated reporting systems, as well as a specialized structure for international business. The tools which make it possible to produce and mobilize global knowledge (box 1), in accordance with the global corporate model, are mainly not that suprising: it concerns information systems and communication strategy. When products need to be adapted to a market, apart from communication, R&D centralization is a powerful control lever. An original tool has been identified with the case of the senior banker who can make us think of operational form of matrix structure. For the two global piloting cases (L’Oreal and Total) one can see the emergence of a configuration which is based on linking a media learning model (where the center lights up intensely the whole of its empire) and of an evangelist model, limited in range, which would seem to balance the other model. At this stage of the research, one could formulate the idea of a relation between these two models: the first would arouse the second, the latter being finally the control of the control. If the amount of investment justifies uniform knowledge, the weaknesses of the imperial model could be corrected by inoculation in the center of the organization coming from the periphery and brought about by the channel of conviction and personal experience from among the expatriate executives who were then repatriated. One observed the tools enabling organizations to capitalize from learning which is only produced and mobilized locally (box 4, the epidemic model). That mainly concerns cases 1 and 2 (Sanofi and BNP Paribas). It can be explained by the careful strategies of these firms and their limited involvement. The subsidiaries would be laboratories where one tries to adapt and control the local conditions for a possible expansion on a regional level. There is therefore a balance between the epidemic model and the media model which takes on the form of centralizing some knowledge which is mainly related to the technology of the product or service. This learning configuration thus enable a certain acclimatization, if possible, of a core competence and letting local learning processes adapt them. It has been noted that some tools producing global knowledge which will be differently mobilized from one country to an other: training, international experts and tasks forces (which only have an advisory role and distinguishing them from the senior banker). At first sight, we could have thought that these tools would not be widespread; that is not the case. Some of the tools observed are used in different ways. This is the case with corporate culture (box 1 or 2) or expatriates (box 1 or 4). A strong culture can lead to homogeneous behaviour at a global level (Total). However, when the respect for and the adaptation to local cultures are key values (Danone and Air Liquide), the culture brings about different behaviour according to the context. These two last cases are characterized by an initiatory learning model which is based on important information, expertise and training, but leaves the subsidiaries with a strong amount of autonomy. These companies core competences (technology, brand, markets knowledge†¦) could be circulated gently and unintentionally with support from the regional offices as concerns the cultural implications. This is backed up by a second occurrence: the need to adapt locally leads to the organization of learning around a central point made up of a local manager and his regional alter ego. Let us note that it is in these two cases that one observes the lowest number of expatriates and in some cases totally absent. These few cases not only illustrate the different types of control mechanisms used but also the variety of their uses. Two main results emerge. The first one is the identification of three learning configurations linked to the control systems. The first includes two flows, one based on the media model which is balanced by an other flow from an evangelist model. The second one is also based around a media model and uses local support through an epidemic mode. The third one which is also based on a media model which guarantees the group values, is organized around tension between an epidemic and an initiatory model. The first one ensures a certain homogeneity of initiatives and the second one the adaptation and the suitability. Conclusion The proposed analysis grid concerning the interactions control / learning which are based on the phases of the learning process (production and knowledge mobilization) and its locus (local / global) has been developed to study parent company / subsidiary relations. Numerous control tools which can be used in different ways have been observed; tools enabling the control / innovation or integration / differentiation dilemma to be overcome, to broaden its dynamic perspective and to provide deeper analysis of the adaptive process. This grid which was used during the observation period, even though superficial, has finally provided positive results. It reveals learning structures and takes into account their internal and external coherences. It appears to be relevant. One needs, of course, through further in-depth case studies, to test the validity of those three configurations which have been identified. Finally, since we are limited to examine the learning produced by the control system, it would be suitable to examine the relevance of this grid in relation to other sources of knowledge (i. . : dealings with the suppliers and customers, market research†¦ ). These results will necessarily be confirmed through further investigations. The perception of headquarters would be very enriching. One could also contemplate making some comparisons with the practices of American, British, Japanese or German companies. The interviewees have often underlined the differences that exist in practices between their group and their main competitors. It would appear that in terms of international management there exists a French exception. As far as the expert are concerned, the analysis grid represents a diagnostic tool which enables control system weaknesses or further action levers to be identified, to understand further the general configuration of relations between the parent company/ subsidiary and also the general coherence of adaptive mechanisms. It is finally possible to envisage using this grid to analyze other control situations. If we have chosen to work from the specific point of an international management problem, the suggested model could also be applied to other issues, provided that we take are taking into account a question of suitability between local and global learning and that there is a central link between this two points. We should also consider that organizational control systems play a key role in the acquisition, circulation, memorization and use of organizational knowledge.