Cultural Euro Disney

Sample details Pages: 18 Words: 5435 Downloads: 1 Date added: 2017/06/26 Category Statistics Essay Did you like this example? Cultural Euro Disney The word management originated in America and ever since assumptions have been made about the universal acceptability and success of their business practices. There are a number of international ventures which have failed miserably due to Americans not considering the cultural aspects when entering into business in a new country. Euro Disney is a perfect example of the failure of American business processes in another country. The primary aim of this article is to explain how Euro Disney suffered the costs of cultural miscalculations. Geert Hofstedes work on culture has served as the theoretical basis of this article. His dimensions of culture have been used to explain differences in American and French cultures the problems that occurred at Euro Disney. Don’t waste time! Our writers will create an original "Cultural Euro Disney | Cultural Studies Dissertations" essay for you Create order American businesses make assumptions about the transferability of their business, management, marketing, economic and structural models of organizing which frequently fail to take into consideration cultural differences. An example of the consequences of such an approach to intercultural business practice can be found in the Disney Corporations recent European venture, now called Disneyland, Paris. Lack of cultural sensitivity and the negative infiltration strategy used by the Disney Corporation resulted in a great loss of time, money and reputation for which the corporation has only recently begun to compensate. It is the primary thesis of this article that the initial losses experienced by the Disney Corporation may have been prevented if only its representatives had known then what they know now: simply put, that organizations are not distinct, separate entities capable of functioning outside their physical, social and cultural environments. That insight, of course, calls for a different approach to international business, one which begins with the most basic aspect of human organizations, namely effective, meaningful, communicative interactions between people. As international business is becoming critically important in this world of globalization, so is the need to understand cultures, cross cultural psychology and people across nations. There is a lot of focus on cultural studies and plenty of research is done in this area. Yet, there is a lot of scope for further studies due to the gaps in the research. Today there are several models which help understand how people from different nations are expected to act; the one by Geert Hofstede has become the most influential (Hong, Zhang Stump 2007, p. 60) The cultural dimensions by Geert Hofstede have served as the specific theoretical framework for this study. Although there are many criticisms to the Hofsteds model and his dimensions yet there is no other study that compares so many other national cultures in so much detail. Simply this is the best there is. (Mead chapter 2: pg 51) With the advancements in communication and technology, the physical distance between countries is diminishing (Angur et al. , 1994; Jandt, 1995; Samovar and Potter, 1995). This physical distance is not the only thing that needs to be bridged in order to when practicing international commerce. Hofstedes dimensions reflect a nations value system. From further reading into this dissertation have tried to show how American business management tends to assume that they have the best business people that lead to them having the best business practices. While they may work very successfully in their or cultural setting, they do not work across borders. Importance of the study: Scope of the study: Why did u choose this topic? There are many studies that have been conducted in the area of cross cultural psychology, but none that have tried to connect the problems faced at Euro-Disney to Hofstedes dimensions. These dimensions have served as the specific theoretical framework for this study. Purpose, what are we trying to do These dimensions reflect a nations value system. Power distance and Uncertainty Avoidance affects how an organization is structured and how it functions. The two main problems that an organization can face are How to distribute power, and How to avoid uncertainty. Through this research, have tried to show how these two factors were taken for granted at Euro Disney. Furthermore, this research aims at studying the implications of the four dimensions on the working of MNCs and How will it help others and how can they use it for further research My work is a sincere effort to contribute to cultural literature. I hope it proves to be beneficial for further research studies. Overview of the study: Chapter 3 (Case of Euro Disney): This chapter describes all the stages of the research process in carrying out the present study. In particular this chapter gives a clear definition of the research method employed including sampling and data analysis. Chapter 2 (Literature review): This chapter will begin by outlining the existing literature on the concepts of brands, brand image, private brands and consumers perceptions toward private brands. Also in an attempt to meet the main research objective, the other areas (sub-objectives of this research study) such asconsumers attitudes preferences, brand loyalty, brand awareness toward private brands and positioning strategies of private brands have been rigorously discussed, which will provide full support to this research study. Chapter 4 (Discussion): This chapter discusses the results of the research, in particular, presenting statements made by informants with regards to themes that emerged from the transcripts. The chapter ends with a summary taking into account the exploratory nature of the research, and the importance of insight. Chapter 5 (Conclusion Recommendations): This chapter deals the conclusion of the present research study. It will be presented in light of research findings from Chapter 4. By referring to existing literature the discussion will highlight major findings in conjunction to identity development. At the end of the chapter, recommendations for further research will be given. Literature Review As Americans, the word Euro is believed to mean glamorous or exciting. For Europeans it turned out to be a term they associated with business, currency, and commerce. Renaming the park Disneyland Paris was a way of identifying it with one of the most romantic and exciting cities in the world (Eisner). Culture 500-700 Layers of culture 200 Cultural studies Cross cultural management 500-600 Importance of hrm in a cross cultural context International Business and importance of CCM Importance of culture in a international context 500 Theoretical background : Hofstedes diemsions of culture 1300 Case 1100 Reasons 1000 Discussion :using hotsedes dimensions explaining differences cross continents and cultures 2000 Conclusion 600-700 limitations of the study, limitations of hofsteds model American business leaders often assume that physical distance is the only gulf that needs to be bridged in international commerce. (473 pg1. last line) As a matter of fact bridging this gap is just one of the steps in international business. It is much more complicated and a number of factors need to be kept in mind. According to Adler (1986:13)in 473 it is the lack of academic interrogations by cultural scholars that has lead to American parochialism Culture Culture is an umbrella word that encompasses a whole set of implicit, widely shared beliefs, traditions, values and expectations that characterize a particular group of people(Consumer behaviour in travel and tourism By Abraham Pizam, Yoel Mansfeld, p393). There are as many definitions of culture as there are people who have tried to define it. While some phrase it in terms of metal programs others define it as the characteristics a person possesses. Hofstede (1994) defines culture as the collective programming of the mind which distinguishes the members of one group or category of people from another (p. 180). While according to Kroeber and Parsons, culture is transmitted and created content and patterns of values, ideas and other symbolically meaningful systems as factor in the shaping of human behaviour and the artifacts produced through behaviour(pdf 473 page 2) According to Schein culture is A pattern of shared basic assumptions that the group learned as it solved its problems of external adaptation and internal integration, that has worked well enough to be considered valid and, therefore, to be taught to new members as the correct way you perceive, think, and feel in relation to those problems. Organizational Culture Leadership by Edgar H Schein October 1996. According to Schein Culture exists at three levels, artifacts, exposed values and basic assumptions. Pizam (1993) also believes that there are levels of culture in the society. Firms and organizations are a part of the society/system and thus culture has an impact on them. Pizam argues that organizations are culture-bound, rather than being culture-free (Pizam, 1993: p. 219)-MMp2 Today there is growing importance of culture in cross border interactions. The role of human resources is very crucial as well. Effective human resource decisions and cultural sensitivity form two pillars for the success of an international business venture. The phrase Cross cultural management was first coined by in the year. There are examples of companies who failed due to HRs ignorance and cultural miscalculations. Theoretical background:- Hofstedes Dimensions Cultural dimensions by halls,trompenars, hofstedes, globe study. Although there are many criticisms to the Hofsteds model and his dimensions yet there is no other study that compares so many other national cultures in so much detail . Simply this is the best there is. ( Mead chapter 2: pg 51) As international business is becoming critically important in this world of globalization, so is the need to understand cultures and people across nations. There is a lot of focus on cultural studies and plenty of research is done in this area still there is a lot of scope for further studies due to gaps in research. Today there are several models which help understand how people from different nations are expected to act, the one by Geert Hofstede has become the most influential (Hong, Zhang Stump 2007, p. 60) Hofstedes Dimensions of national culture- Power Distance Index (PDI): Large versus Small power distance The basis for this dimension is the fact that inequality exists at all levels and areas of the society. Inequality exists in areas such as wealth, social status, power and prestige. The word power distance is taken from the work of Mulder (Reference hofstede p71). According to Mulders Power Distance Reduction theory, subordinated try to reduce the gap in power between them and their superiors. On the other hand the superiors try to maintain or increase the power distance. The PDI norm deals with the desirability or undesirability of dependence versus independence in society (Hofstede p. 93). Power distance is described as the degree to which there is unequal distribution of power in a society. This is accepted by the members of a society, organizations and nations which are less or more powerful. Behaviour of members of such institution is affected by the degree of power they posses. A high power distance index is characterized by hierarchical orders, close supervision, autocratic decision making and unequal distribution of power. Everybody has a place in the system which needs no clarification or justification. According to Hofstedes dimensions, Malaysia has the highest score on power distance (104) thus implying that the management would use a top-down information flow and there would be autocratic and paternalistic decision making. In a low PDI society, subordinates with the senior management together make decisions and have strong work ethics. It is characterised by equal distribution of power. Sweden is low on PDI (31)Individualism versus Collectivism (IDV) It deals with how members of a society view themselves compared to the rest of the society and is measured from completely collective (0) to completely individualistic (100). Individualism stands for a preference for a loosely knit social framework in society wherein individuals are supposed to take care of themselves and their immediate families only. Collectivism, on the other hand, stands for a preference for a tightly knit social framework in which individuals can expect their relatives, clan, or other in-group to look after them in exchange for unquestioning loyalty (it will be clear that the word collectivism is not used here to describe any particular political system). Hofstedes own definition is:Individualism pertains to societies in which the ties between the individuals are loose: everyone is expected to look after himself or herself and his or her immediate family. Collectivism as its opposite pertains to societies in which people from birth onward are integrated into strong, cohesive in-groups, which throughout peoples lifetimes continue to protect them in exchange for unquestioning loyalty. Hofstede Hofstede, 2005, p. 76 The fundamental issue addressed by this dimension is the degree of interdependence a society maintains among individuals: an extremely fundamental issue, regarding all societies in the world. It relates to peoples self-concept: T or we Thus, typical traits of countries scoring high on individualism is a frequent use of the word I (in comparison to emitting it, like in Spanish), tendency to live in small households and the expectation on people to have personal opinions on most matters. The three highest scoring countries in the original study were USA (91), Australia (90) and Great Britain (89) whereas the lowest scoring countries were Guatemala (6), Ecuador (8) and Panama (11) (Hofstede Hofstede, 2005, pp. 78-79). Masculinity (MAS) versus Femininity Masculinity stands for a preference in society for achievement, heroism,assertiveness, and material success. Its opposite, Femininity, stands for a preference for relationships, modesty, caring for the weak, and the quality of life. Hofstedes definition goes as follows; A society is called masculine when emotional gender roles are clearly distinct: men are supposed to be assertive, tough, and focused on material success, whereas women are supposed to be more modest, tender, and concerned with the quality of life. A society is called feminine when emotional gender roles overlap; both men and women are supposed to be modest, tender, and concerned with the quality of life. Hofstede Hofstede, 2005, p. 120 Masculinity versus Femininity (MAS) is somewhat unluckily named, since the name tends to give people associations with highly political matters although the dimension doesnt deal with those. A better name might have been Gender role stability, since this is what the dimension actually deals with. This fundamental issue addressed by this dimension is the way in which a society allocates social (as opposed to biological) roles to the sexes. Some societies strive for maximum social differentiation between the sexes. The norm is then that men are given the more outgoing, assertive roles and women the caring, nurturing roles. As in all societies most institutions are populated by men. Such maximum-social-differentiation societies will permeate their institutions with an assertive mentality. Such societies become performance societies evident even from the values of their women. these societies are referred to as masculine. (In the English language, male and female are used for the biological distinctions between the sexes; masculine and feminine for the social distinction. A man can be feminine, but he cannot be female. ) Other societies strive for minimal social differentiation between the sexes. This means that some women can take assertive roles if they want to but especially that some men can take relationship-oriented, modest, caring roles if they want to. Even in these societies, most institutions are populated by men (maybe slightly less than in masculine societies). The minimum-social-differentiation societies in comparison with their opposite, the maximum-social-differentiation societies, will permeate their institutions with a caring, quality-of-life orientated mentality. Such societies become welfare societies in which caring for all members, even the weakest, is an important goat for men as well as women. such societies are referred to as feminine. Masculine and feminine are relative qualifications: they express the relative frequency of values which in principle are present in both types of societies. The fact that even modern societies can be differentiated on the basis of the way they allocate their social sex role is not surprising in the light of anthropological research on non-literate, traditional societies in which the social sex role allocation is always one of the essential variables. Like the Individualism-Collectivism dimension, the Masculinity-Femininity dimension relates to peoples self-concept: who am l and what is my task in life? MAS is the only dimension where there are systematic differences between the biological genders in how they answer. The difference is correlated with two factors; age (older people tend to score more on the feminine side) and how masculine the country is overall (in feminine cultures both genders tend to score equally, whereas men score much higher than women in masculine cultures) (Hofstede Hofstede, 2005). Masculinity is represented by the high end of the scale. The three highest scoring countries in the original study were Japan (95), Austria (79) and Venezuela (73) whereas the lowest scoring countries were Sweden (5), Norway (8) and the Netherlands (14). (Hofstede Hofstede, 2005, pp. 120-121). Uncertainty Avoidance Index (UAI) Uncertainty Avoidance is the degree to which the members of a society feel uncomfortable with uncertainty and ambiguity. This feeling leads them to beliefs promising certainty and to maintaining institutions protecting conformity. Strong Uncertainty Avoidance societies maintain rigid codes of belief and behaviour and are intolerant towards deviant persons and ideas. They try to minimize the possibility of unstructured situations (situations that are novel, unknown, surprising, and different from usual) by strict laws and rules, safety and security measures, and on the philosophical and religious level by a belief in absolute Truth; there can only be one Truth and we have it. People in uncertainty avoiding countries are also more emotional, and motivated by inner nervous energy. Weak Uncertainty Avoidance societies maintain a more relaxed atmosphere in which practice counts more than principles and deviance is more easily tolerated. They are more tolerant of opinions different from what they are used to; they try to have as few rules as possible, and on the philosophical and religious level they are relativist and allow many currents to flow side by side. People within these cultures are more phlegmatic and contemplative, and not expected by their environment to express emotions The UAI deals with how people within a given culture handle anxiety. It needs to be stressed that UAI is not the same as risk avoidance risk is focused on something specific whereas UAI deals with the unspecific general. The definition of UAI is the extent to which the members of a culture feel threatened by ambiguous or unknown situations (Hofstede Hofstede, 2005, p. 167). The fundamental issue addressed by this dimension is how a society reacts on the fact that time only runs one way and that the future is unknown: whether it tries to control the future or to let it happen. Like Power Distance, Uncertainty Avoidance has consequences for the way people build their institutions and organizations. Typical of countries with high UAI is a need for written and unwritten rules. The three highest scoring countries in the original study were Greece (112), Portugal (104) and Guatemala (101) whereas the lowest scoring countries were Singapore (8), Jamaica (13) and Denmark (23) (Hofstede Hofstede, 2005). Long-Term Orientation (LTO) versus Short-Term Orientation This fifth dimension was found in a study among students in 23 countries around the world, using a questionnaire designed by Chinese scholars. It can be said to deal with Virtue regardless of Truth. Values associated with Long Term Orientation are thrift and perseverance; values associated with Short Term Orientation are respect for tradition, fulfilling social obligations, and protecting ones face. Both the positively and the negatively rated values of this dimension are found in the teachings of Confucius, the most influential Chinese philosopher who lived around 500 B. C. ; however, the dimension also applies to countries without a Confucian heritage. The dimension was defined by Hofstede as: Long-term orientation (LTO) stands for the fostering of virtues oriented toward future rewards in particular, perseverance and thrift. Its opposite pole, short-term orientation, stands for, the fostering of virtues related to the past and present in particular, respect for tradition, preservation of face, and fulfilling social obligations. Hofstede Hofstede, 2005, p. 210 Cultures that score high on LTO tend to have so called Confucian values and not surprisingly the three highest scoring countries in the Bond-Hofstede study were China (118), Hong Kong (96) and Taiwan (87). The lowest scoring countries were Pakistan (0), Nigeria (16) and the Philippines (19) (Hofstede Hofstede, 2005). The case of Euro Disney Its first of Walt Disneys theme park, Disneyland, opened in Anaheim, California, in 1955. The Anaheim Park was an instantaneous success. The success story repeated itself with the opening of the theme park in Florida in 1970s, and with Tokyo Disneyland in Japan in 1983. Japans success made the corporates believe that they knew everything about opening a theme park in another country and making it a success. So, in 1992, they turned to Paris, the self-proclaimed capital of European high culture and style. Paris was chosen out of 200 locations around the world because of its demographics and the subsidies Walt Disney was offered by the French government. The Greater Paris areawas a high-density population zone (over 10 million) with people who had a relatively high level of disposable income. It also has the ability to attract substantial number of tourists. There was sufficient land available to meet the demand of the park and necessary supply of water and electricity was economical. The French government was very enthusiastic about getting Disney to Paris because they believed that the project would create 30,000 French jobs. They also gave the company more than $1 billion in various incentives. The Walt Disney had tasted nothing but success until 1992. From its very inception, Euro-Disney faced a number of problems. First was the allegation that Euro-Disney was an assault on the French culture. The cause: lack of cultural sensitivity. People looked at it as a symbol of American clichs. The French framers even blocked the entrance with their tractors on the day of its opening. It was evident that the human resource department had done everything possible to ignore the aspects of cultural awareness and had misunderstood the French laws. They overlooked the traditions and habits of the French people when strategizing the park and how it would operate. The ethnocentric recruiting practice was one of their biggest mistakes. If a company follows ethnocentric hiring practices, the employees of a multinational company who are from the home country will be given preference. Following this, Euro-Disney filled all important positions with employees from the home America. The chairman of Euro Disney was an American who was said to have strong ties with France. What they did not realize was the fact that because he had strong ties with France did not mean he thought like the French. Because of this, they went on to implement Euro-Disney without much consideration to local culture. They filed to credit the local employees for their contribution to the initial planning process. Recognizing performance is the basis for building an affinity to the workplace and a sense of belonging. When operating in a culturally different environment, it is important that a company act globally, but think locally. This was Disneys biggest mistake. They refused to acknowledge the fact that Europe and USA were both Western cultures, but starkly different in their cultures. The theme parks in America did not serve any alcohol, but for the French, serving a glass of wine with lunch was a given. While the French culture is feminine in nature, the American is Masculine. Disney assumed that Europeans would not take breakfast and so they downsized the operation, but surprisingly Europeans did want breakfast. More surprising was the fact that did not want the typical French breakfast. They wanted bacon and eggs! Another big problem was the while Disney was successful in hitting the planned 9 million visitors a year mark, the visitors didnt stay for as long as expected. Most stayed for a day or two as opposed to the four to five days that Disney had hoped for. Europeans thought of theme parks as a full day excursion and not as a weekend destination. The company had spent billions of dollars building the luxurious hotels but because people opted for day excursions, the occupancy levels at the hotels were always low. Because of this, Euro-Disneyland had cumulative losses of $2 billion at the end of 1994[1]. Almost everything that Walt Disney had projected for Euro-Disney was the complete opposite of the reality in Europe. A puzzle of errors: miscalculating everything! Here are the factors that led to the downfall of Euro-Disney from the very start. I have discussed these in detail as we move further into the dissertation. Still beset by high costs and low attendances, Euro Disney will find it hard to hit its target of breakeven by the end of September 1996. Costs in the year were reduced by FF 500m by introducing more flexible labour agreements (more part-timers, increased job sharing and the use of more students in the peak season) as well as outsourcing contracts in the hotel operation. But the company admits that the lions share of cost reductions has now been realized. Now it hopes attendances are rising. . . Getting people to spend more once they are at the park might be more difficult. Euro Disney is pinning its hopes on economic recovery in Europe. Itll have to start paying interest, management fees and royalties again in five years time. Management will not say whether itll be able to cope then. 1 Euro Disney, Financial Times Lex column, 30 October 1996(14ED) 1. Miscalculation of drinking habits. Misunderstanding French drinking habits was a serious problem faced by Euro Disney. The management decided to continue with their policy of not serving alcohol in their theme park. Though it worked well in other places but the same did not hold true for Euro Disney. It rather proved to be disastrous because a French meal is incomplete without a wine. Wine is an essential part of the French Culture and is famous all over the world. This miscalculation became a cause of astonishment and consequently the company had to change its policy and serve alcohol. 2. Misunderstanding of breakfast and food norms. Disneys fault of ignoring the cultural differences in food made them commit another blunder. Disney believed that like Americans French would also prefer snacks and hence they downsized their restaurants. This proved to be a wrong decision because French preferred to sit down and eat complete meals rather than carrying away snacks in their hand like Americans. In fact, the data shows that they were trying to serve 2,500 breakfasts in a 350-seat restaurant at some of the hotels. Further, guests wanted bacon and eggs rather than just coffee and croissants (Burgoyne, 1995). This difference between the companys thinking and the actual French culture lead to long lines in front of the restaurants and on top of it when French were denied wine it complicated the matter even further and on the whole French did not have a pleasant Disney experience. 3. Misunderstanding of vacation habits. The Walt Disneys thinking of Americanize European habits put them into another trouble. The company miscalculated the vacation time because the Europeans preferred few longer holidays in comparison with the Americans who took several short breaks. So the companys theory of Americanizing brought loss to them. 4. Miscalculation of per-capita spending. Insufficient market research lead to miscalculation of the per capita spending by the visitors at the park. While the Americans and Japanese who never left the park empty handed, the Europeans did. The European visitors wanted to spend more time on the rides rather than shopping for food and souvenirs which resulted in lower expected revenue. As a matter of Fact spending was about 12% less than predicted. [ ] 5. Miscalculation of transportation preferences. There was a big miscalculation in the transport preferences which was again due to the non- understanding of the differences in the American and the European culture. While availability of boats, trams and trains proved to be beneficialto carry visitors in America from their hotels to the park but with the Europeans this was not the case. Most of the Europeans preferred to walk . Also, as per the calculation it was assumed that most of the Europeans would travel by their own vehicles and hence a lot of parking space was allotted for the cars. Whereas most of the Europeans came by buses and bicycles and the facilities for the bus drivers to park their buses and the rest came out be inadequate and as a result the company was forced to reduce the space for parking lots and provide more space for the buses and the bicycles. 6. Misunderstanding of French labor laws. 7. Violation of French labor law. 8. Miscalculation of risk factor 9. Incorrect global staffing policies and hr orientations :Ethnocentric and polycentric 2. Misunderstanding French traditions and habits: celebrating Halloween instead of French festivals. 3. Nationalistic sentiments ofFrench people: Change in name from Euro Disney to Disneyland Paris 4. Staffing and training problems 5. Rigid Disney dress code 6. Operational errors 7. Labour costs 8. Labour disputes 9. communication problems 10. cultural operational issues Power distance Incorrect global staffing policies and hr orientations: Ethnocentric and polycentric The French were confused when Disney appointed mostly American-born managers into the front-line supervisory positions at Euro Disneyland many of whom were not fluent in the French language. Individualism Rigid Disney dress code threatening highly individualistic French cultural traditions Individualism is the cultural dimension that measures to what extent people to look after themselves and their immediate family members only Americas individualism score of 91 is the highest in the world. Frances score of 71 is also high, 65% more than the world average. American executives at Disney imposed a strict dress code at Euro Disneyland that required extremely short hair and banned beards and moustaches. Disneys dress code was based on Walt Disneys highly individualized, squeaky clean American family values. By imposing the Walt Disney appearance code, the Americans insulted French family traditions. Many of the highly individualistic French refused to work at Euro Disneyland, including a 28-year-old Parisian trumpet player who insisted on keeping his pony tail hairstyle rather than join the closely cropped Disney brass band. Long term orientation Masculinity Disney executives should have adapted to Frances need for low masculinity values like cooperation, friendly atmosphere, group decision making, more employee freedoms and environmental conservation. communication problems cultural operational issues Limitations Conclusion Appendices Layers of culture -Schein 1988 Cultural ice berg Hotstedes table with cultural dimensions Macro and micro level definitions of culture Comparing cultures: adler Onion shape diagram of cultural layers:from notebook Influence of culture on behaviour and behaviour on culture -adlerReferences Effective harnessing of cultural diversity Cultural influence that impact Disneys heavy merchandising policy is often considered by the French to be unbearable and arrogant. From an ideological point of view, Disney has often been accused of conveying the American way of life or the of gently legitimizing American imperialism (Dorfman and Mattelart,1975 In dazzled by Disney p. 122) The intellectual criticised it as an intolerable concession to American cultural imperialism and their campaign against what some called a cultural Chernobyl or even the American nightmare, was widely echoed by French newspapers. (dazzled by Disney p 127 ) The unions mobilized against the way the people were hired and some of the terms of labour contracts, among other things, Disneys grooming requirements (Lanquar, 1992 in DBD, p 128) The reality of industrial labour must not appear in advertising, because it can only stain the visions of happiness projected onto the consumers imagination ( Ewen, 1977,in DBD, p 128) As a matter of fact, the pervasive merchandising policy exerted by Disney raises very negative reactions in a country where culture and business have been traditionally distinct fields of activity. (DBD p. 130) In France, culture tends to remain a state of business. (DBD p. 130) According to the global Disney audiences project, while 28. 2 percent are hostile to Disney, another 47. 8 percent feel Disney is undoubtedly American. (DBD p 130) The study by Dorfman and mattelrt (1975) on Donald duck pointed out that Disney did not just speak for the American way of life, but embodied the American dream of life (dbd p. 131) Disney is an icon of American culture and middle -class family values (the mouse that roared, p. 25) In the work culture at Disney ,fantasy mediates and subordinates issues of power ,politics and ethics through interventions wheat can be called Disney discourse. However lighthearted and fanciful it might seem,Disney discourse does not displace the rigid and authoritarian culture of the workplace. (the mouse that roared, p. 47-48) At Disney, there is little room for individuality and experimentation by employees. Every behaviour and action ,from how one dresses to how one responds to questions are scripted by someone in authority. Innovation is viewed as a breach of policy, and nonconformity is swiftly eliminated from Disneys technocratic utopia. (the mouse that roared, p. 50-51)

Self Management - 4277 Words

1. Introduction In any type of industry, Self-management skills which are sometimes referred to as personality traits are important in determining the quality of services or quality of product provided to the customers. Skill Management is beneficial to both the organization and the employees as it is a way for maximizing the time and talents in achieving the projected goals. The organization benefits from increased productivity and capability while Employees benefit from higher motivation and commitment, career development, increased knowledge and job satisfaction. 1.1 Objectives of Study The study involves the following: * To understand the entire procedure of Self management * To study the accuracy and quality of†¦show more content†¦Ability to accept this as a unfortunate reality and being able to dissolve that tension without serious trouble is a fantastic project management skill that one could possess. (vi) Team Building Team and team members are one if the team members stand united. With their own ability to teamwork it will play a massive role in the effectiveness of the work groups. A project manager can play a strong hand in setting a good example to team mates on how things are done, and also encouraging healthy working relationships between members. (c) Emotional Control Not all humans possess same control of emotions on the during the pressure situations. Many of the employees are sensitive to very simple matters while others are least bothered. As a manager one can avoid the succumbing to pressure or stress by being proactive expected matters of concern and have a critical situation management system (d) Discipline Addressing disciplinary issues is a reality for most managers. The main disciplinary problems are: * Absenteeism; * Wasted time; * Substance abuse In the modern workplace, managers and HR personnel face a range of legal issues when managing employees. Increasingly, employees challenge disciplinary action taken against them and bring unfair dismissal claims if their employment is terminated. Managers need to be suitably trained to effectively manage performance, discipline and termination of employment in order toShow MoreRelatedSelf-management competency2388 Words   |  10 Pages1. The skill I want to develop and my understanding of this skill The skill I want to develop is the self-management competency. According to the textbook, taking responsibility for your life at work and beyond is a managers self-management competency. Related to the text, my understanding of self-management competency is that it includes six aspects of definitions below: (1) understands oneself and has an inner drive to get things done with directed energy; (2) gets the best from ones own abilitiesRead MoreEmotional Intelligence And Self Management858 Words   |  4 Pagesphysical altercations. Emotional Intelligence is affiliated with four other components such as; Self-management, Self-awareness, Empathy, and Relationship management. If you can control your emotions, anger, responses, and behavior then you are on the correct path of self-management. Good decision-making is inclusive with self-management as well as taking the initiative to complete tasks or solve problems. Self-manage is controlling your triggers and knowing when to release the triggers to make improvementsRead MoreThe Issue Of Team Self Management Essay2062 Words   |  9 PagesLiterature Review: Self-Management The issue of team self-management is one of great interest in today’s complex environment, it seems many businesses are restructuring themselves in an attempt to â€Å"modernize† and stay relevant. Some of the most successful organizations in modern times were nothing more than an idea a decade or two ago, with names like Facebook and Zappos. Part of this successful â€Å"startup culture† includes decentralization of decision-making, often leading to a more flexible andRead MoreIdentity Management, Self Presentation And Impression Management944 Words   |  4 PagesThe first concept I will be defining and analyzing goes by multiple names including, identity management, self-presentation and impression management, but I will be using the term the book calls it which is image management. Image management is the behavior of attempting to manage the way we want to present our image and the way we want to be seen by others (Mullen Goethals, 71). We manage a multit ude of impressions and identities to the public by how we act, dress, associate with, what we sayRead MoreReputation Management a Self Article1512 Words   |  7 PagesREPUTATION MANAGEMENT Reputation management is the process of managing the reputation a particular company. Reputation Management is the process of removing negative opinions and converting those negative opinions in to positive one. Reputation management is the process of tracking people actions/opinions, looking for positive and negative opinions. Reputation management is not a new concept. Right from Tata groups to street vendors in the corner relies on their reputation. Reputations ofRead MoreSelf-Management Team Description2786 Words   |  11 PagesSelf-management team description A self-managed team is a team where the responsibility in ensuring that the targets are met by effective work by holding collective responsibility. Commonly within companies that use this system of managing, will have a common goal to be achieved by the use of broad frameworks and aims. Self-management features When the team is being set up companies will give the members of the self managed team two parameters; levels of responsibility and autonomy. This givesRead MoreDefinitions of Self-Management, Time and Stress for Nurses1200 Words   |  5 Pagessays she can’t get out of her driveway. This can test the true self-management of how a nurse handles stress. The purpose of this paper is to discuss how nurse leaders and managers can handle stress and time through self-management. The main points this paper will discuss are the definitions of self-management, time, and stress, sources of stress, signs of stress, strategies to manage stress, time management concepts, and how self-management relates to nurse leaders and managers. This topic is very importantRead MoreA Brief Note On Self Management And Customer Service1468 Words   |  6 PagesI have been a Patient Access Specialist for the past eight years, in that time I have learned much about self-management and customer service. I have held several jobs prior to the current positon I hold; I was a cashier at Burger King, new employee trainer, waitress, and team lead waitress at Applebee’s. I was a medical biller, medical coder, and office manager at Freeman Chiropractic. The last two position I held were at Michigan Heart and vascular and currently Otsego Memorial Hospital as a patientRead MoreBenefits Of A Subordinate Taking On More Self Management1481 Words   |  6 Pagesestablished. Self-Management A leader who is developing his employees to self-manage, needs to encourage his employees to take on more responsibilities, and place them in a position that has an effect on their team and the company. This is where mentoring becomes a factor in their success. Placing an employee in a position of responsibility can encourage them to become more motivated and instill a sense of pride and belonging. The benefits of a subordinate taking on more self-management, in most casesRead MoreSelf Management : A Critical Component For The Effective Management Of Chronic Health Conditions792 Words   |  4 PagesSelf-management is a critical component for the effective management of chronic health conditions. Chronic disease self-management education programs aim to empower patients through providing information and teaching skills and techniques to improve self-care and interactions with health care professionals, with the ultimate goal of improving quality of life. (Jordan Osborne 2007). *** ******Engagement of health care professionals and their endorsement of self-management activities are critical

A Case Study On Banque Accord A Closer Look Free Essays

Banque Accord is a subsidiary of financial giant the Auchan Group1. Founded in 1983, Banque Accord was established in two stages: In 1983, with the issuance of â€Å"Accord† retail cards in Auchan’s hypermarkets; and, in 1987, with Auchan’s acquisition of Banque Delort, a subsidiary and affiliate of the banking group known as Credit Commercial de France2. Auchan subsequently called its newly acquired bank as â€Å"Banque Accord 3. We will write a custom essay sample on A Case Study On Banque Accord: A Closer Look or any similar topic only for you Order Now   Ã¢â‚¬  The newly acquired bank’s mission was to customize the rules that have proven successful in the area of retail distribution and bring it to the financial services field, by allowing consumers to avail of simple yet innovative discounted products and services. 4 Essentially, Banque Accord operates as a bank aligned with the credit and retail industries in general5. Put simply, Banque Accord brings electronic banking functions to retailers, and payment and financing options like cards and consumer credit, closer to its consumers. As a rule, the purchase of financial resources is backed by sound ratings from globally respected institutions like Moodys and Standard Poor. For the year 2006, Banque Accord received higher ratings compared to the previous year6. Moody’s gave the bank an A2 grade, while SP gave it an A or â€Å"Stable† rating7. To note, the word â€Å"Accord† suggests being able to agree on â€Å"financial solutions† for the company’s clients8. The dynamism of Banque Accord, which eventually became well-respected in international financial circles, is due to the fact that it is wholly-owned by a bank and a retail group. Since its inception, Banque Accord has noteworthy achievements, four of which are9: (1) consolidating – in the same organization – electronic banking, issuing of retail cards and providing credit to consumers; (2) creating a network of banking instruments in shopping centers; (3) an ever-widening range of goods and products available to clients (such as payment card facilities and services, revolving credit, traditional credit, and the like. 10); and (4) its takeover of Egg France in 2004, permitting direct online access under the monicker Oney. fr/ These factors, combined with the marketing genius of its Chief Executive Officer Damien Guermonprez, Banque Accord has evolved in 2006, into an international presence with operations in nine countries, and a database of 4,800,000 customers11. 1 (Dauchy, 2007, p. 2) 2 (Dauchy, 2007, p. 3) 3 (Dauchy, 2007, p. 4) 4 (Dauchy, 2007, p. 4) 5 (Dauchy, 2007, p. 16) 6 (Dauchy, 2007, p. 16) 7 (Dauchy, 2007, p. 16) 8 (Dauchy, 2007, p. 3) 9 (Dauchy, 2007, p. 3) 10 (Dauchy, 2007, p. 3) 11 (Dauchy, 2007, p. 3) Banque Accord: A Case Study 1 In Banque Accord’s financial disclosures for 2006, the company reflected a EUR353,167,000 increase in assets in just 12 months12. Banque Accord also reported a net income of EUR34,413,000 in 2005, as compared to EUR24,206,000 in 200413. Despite the potential for further international growth, Banque Accord has to contend with possible areas of difficulties, which include14: (a) the use of mobile phones as potential replacement for bank cards in transactions; (b) innovations in consumer credit; and (c) the development of e-business in the retailing industry. Regardless of these trends that Banque Accord has to contend with, the bank continue to be innovative and continues to explore newer concepts to maintain its prestige and originality in the banking and retail industries. 12 (Dauchy, 2007, p. 17) 13 (Dauchy, 2007, p. 17) 14 (Dauchy, 2007, p. 17) 15 (Dauchy, 2007, p. 3) Banque Accord: A Case Study 2 I. The Auchan Group Founded in 1961 by Gerard Mulliez, the Auchan Group started out in the North area of France with one hypermarket, which, simply defined, is a commercial complex which combines a department store with a supermarket16. Currently, in 2006, the Auchan Group runs 360 hypermarkets spread across 11 countries. In France, Auchan operates 654 supermarkets 17. Since the inception of Auchan, the company’s vision has remained the same. That is, to improve the purchasing power of its customers 18. Banque Accord is an Auchan subsidiary which has developed an identity of its own within the Auchan Group. Nevertheless, Banque Accord’s mission is identical to Auchan’s, and in essence, the bank has a dual vision 19: †¢ customer oriented: providing its clients with a means to purchase; and †¢ corporate oriented: assisting Auchan in maximizing turnover and revenue, therefore aiding the Group to reduce costs. Accordingly, Banque Acord’s mission, â€Å"The bank for consumers† is aimed towards Auchan’s clients at the hypermarkets 20. Banque Accord achieves its mission by making available to Auchan’s clients, certain services like discounted financial options and payments which are directly accessible to these clients. Being a part of the Auchan Group is a contributing factor to Banque Accord’s human resources practices: By training a group of responsible professionals who consider their jobs fulfilling, the company is able to achieve growth and guarantee their clients quality service21. II. Banque Accord’s Internal Strengths In studying the case of Banque Accord, one is accosted with the company’s inherent strengths. Whatever weaknesses there might be for the company, these are easily addressed based on the operating standards adopted by the Bank. Nevertheless, inherent strengths of Banque Accord include: A. European Market Share The modes of payment offered by Banque Accord is characterized by diverseness, regulatory and technical issues and the intricacy of the value chain of the industry22. Cash payment is predominant in 16 (Dauchy, 2007, p. 4) 17 (Dauchy, 2007, p. 4) 18 (Dauchy, 2007, p. 5) 19 (Dauchy, 2007, p. 5) 20 (Dauchy, 2007, p. 5) 21 (Dauchy, 2007, p. 5) 22 (Dauchy, 2007, p. 6) Banque Accord: A Case Study 3 Spain, Italy and Germany23. However, majority of Banque Accord’s clients in Great Britain and France use bank cards24. The bank card is considered a â€Å"pivotal† product for the company that issued it25. The card can be very much compared to a traditional bank’s checking or current account, which is most convenient for customers to use. Retailers or outlets that have tie-ups with bank cards are able to sell â€Å"progressively†, in coordination with various financial services like cross-selling or up-selling26. The European market where Banque Accord mainly operates was reportedly worth EUR930 billion in outstanding credit in 2005 (Source L’observateur Cetelem), and is manifesting fast growths in many countries27. Within Europe, where Banque Accord operates, there are distinct differences between countries. In Great Britain for example, the average outstanding credit per household is double that of France’s28. In simple words, buyers in Great Britain have greater use for bank cards than customers in France do. The differences between countries may be attributed to diverse cultural orientations, regulatory requirements and marketing procedures29. Another example is: frequently, young people are refused credit on the grounds that they do not have a stable means of paying it. On the other hand, it is quite common for a consumer to accumulate excessive credit30. A solution to this would be the use of regulatory systems and which monitor and prevent bad debts. B. Positioning and Diverse Services The business of Banque Accord is30: (a) issuing different types of payment cards like for example, retail cards, gift cards and bank cards; (b) proffering consumer credit and other related services; and (c) managing its retail partners electronic processing of monetary transactions. Electronic Banking is a technical service directly given by Banque Accord to its retailers, which is a source of pride to the bank31. Its electronic banking services is geared towards functioning as a bank – â€Å"receiving† transactions – providing the support in the retailers’ issuance of cards, managing authorization, 23 (Dauchy, 2007, p. 6) 24 (Dauchy, 2007, p. 6) 25 (Dauchy, 2007, p. 6) 27 (Dauchy, 2007, p. 6) 28 (Dauchy, 2007, p. 8) 29 (Dauchy, 2007, p. 8) 3-0 (Dauchy, 2007, p. 8) 31 (Dauchy, 2007, p. 9) Banque Accord: A Case Study 4 2005, to form a division called CardOps33. Being owned by a retailing group, Banque Accord’s aim is ATMS, payment terminals, etc 32. Banque Accord’s electronic banking services were grouped together in proximity to its customers, and minimizing costs of electronic banking. The core business of Banque Accord is the issuing of a range of cards, which have different functions. The bank’s cards may be a type of payment, a retailer’s marketing tool, a â€Å"support† product of the bank that is incorporated in its associated services34. It is widely said that an Accord card may be likened to a Swiss Knife with flexibility in functions — credit card, payment card and loyalty card 35. Various examples of an Accord card’s use are36: (a) Sample 137: Card Type : Retail Card Function : A payment card issued or released by retailer Banque Accord: Auchan cradholders total 4,000,000 in Europe, and the card is accepted by other retailers (b) Sample 238: Card Type : Loyalty Card Function : Retailer’s marketing instrument which could be used to attract and maintain a loyal base of clients Banque Accord: N/A (c) Sample 339: Card Type : Bank Card Function : A traditional card issued by banks, this card may be used overseas Banque Accord: MasterCard Accord and VisaCard Accord (d) Sample 440: Card Type : Gift Card 32 (Dauchy, 2007, p. 9) 33 (Dauchy, 2007, p. 9) 34 (Dauchy, 2007, p. 9) 35 (Dauchy, 2007, p. 9) 36 (Dauchy, 2007, p. 10) 37 (Dauchy, 2007, p. 10) 38 (Dauchy, 2007, p. 10) 39 (Dauchy, 2007, p. 10) 40 (Dauchy, 2007, p. 10) Banque Accord: A Case Study 5 Function : This type of card may be utilized to personalize service, and enhances customer relationships. Banque Accord: Auchan Gift Card Hence a card is useful to: ? the retailer, because it can be used as a marketing instrument and promotes consumer loyalty; and ? the consumer, because it is convenient means of financing and payment41 There is a distinct connection between owning a card, how the type of card benefits the customer and the retailer, and the amount of business the customer does with the retailer42. It is established that a customer who has access to credit through cards increases his or her purchasing power. A client who has no card hardly visits a retailer in a month, owning a loyalty card enables a customer to make three visits. Having a retail card allows the client to make four visits per month to the favorite retailer and having a bank card gives the client the opportunity to make at least five visits to the retailer 42. Banque Accord boasts of an orientation which is discount-oriented and customer-oriented43. Banque Accord has two selling and pricing concepts44: — annual subscription; and — cash back, which is defined as the money paid to the customer related t his or her card use. For example in France, Banque Accord gives a 40% discount incentive to annual subscribers for a refular Visa Card, and 60% discount on a Visa Premiere Card45. Based on the spending habits of the customers, an annual subscription increases the potential for the cleints’ purchasing statistics. Other Financial Products Apart from cards, Banque Accord also offers its clients other services, lilke46: (1) in-store credit wherein the individual retailers define their own credit policies along with different formulas for achieving revenue; (2) personal loans, which are granted to customers as a come-on, at interest rates based on current market prices; (3) revolving credit, which is built up by a credit reserve; 41 (Dauchy, 2007, p. 10) 42 (Dauchy, 2007, p. 10) 43 (Dauchy, 2007, p. 10) 44 (Dauchy, 2007, p. 10) 45 (Dauchy, 2007, p. 12) 46 (Dauchy, 2007, p. 10) Banque Accord: A Case Study 6 (4) Auchan savings account; (5) life insurance, which is a tieup with Suravenir and offers life plans at simple and reduced costs; and (6) non-life insurance. As evidenced by the wide range of â€Å"other† services that Banque Accord offers, its value chain is distinguished by a huge number of product alliances47. Thus, Banque Accord has been known for its flexibility. As a result, the bank has largely-increased the potential spending capacity of its client-base. Sometimes, the bank’s products are managed by other partners — at times their competitors — depending on which country the operation is in48. How to cite A Case Study On Banque Accord: A Closer Look, Free Case study samples

Going to a Movie Archetypes in the Star Wars Movie Essay Example For Students

Going to a Movie: Archetypes in the Star Wars Movie Essay These same paradigms also complement an underlying theme of the trilogy. Within Star Wars: A New Hope and Return of the Jed, archetypes exist that exemplify the theme that good can triumph over evil through perseverance. Primarily, symbolic archetypes flourish within George Lucas masterpiece. As an example, the contrast Of colors in Luke clothing represents a loss of innocence in the main character. As a teenager in Star Wars: A New Hope, he wears clothes Of all White, representing his pureness as a young adult. Swept away by adventure, Sneaker can no longer cling to his security blanket of virtue after learning about the force and the evil Of the Empire. This change in him is noticeable when, in Return of the Jed, Luke discards his former white and chooses a more somber black. His attire complements his morose, yet determined heart. Also, this contrast of white and black is evident in the setting of the tuft movies. The Rebel base consists of mostly light backgrounds, while the Death Star and the home of Jab the Hut appear dark and mysterious with evil forces. This perceptible difference shows that the place with good forces, the Rebel base, seems flourished with light colors, and that the evil settings contain the symbolic color of black. Another symbolic archetype presents itself as the force, a power that can be employed for good or ill and upholds the universe. The force can be compared to a supernatural intervention: while this frequently refers to a more godlike figure, the Jed Knights consider their path a religion, a force with a will of its own. It can work for or against Luke, as it aids both Dart Evader and his son in their struggles for the galaxy, a common characteristic of paranormal intervention. In addition, Hoods swamp could indicate the symbolic archetype, water _ As Luke Jaywalker trains with this Jed master, he matures, ultimate by the symbolic avatar of Hoods home. On his last visit to Wood, Luke also learns his fate, accepting his duty as a Jed knight and the hope that rests in his sister, Leila. Certainly, the symbolic avatar archetype lies in Hoods home and final resting place. Clearly, the two movies Of Star Wars contain numerous symbolic archetypes. Also. Star Wars: A New Hope and Return of the Jed include many situational archetypes. One such archetype evident in these movies is the journey. The hero of the story, Luke Sparkler, goes on numerous journeys throughout the movies. One of such archetypes is the quest of finding his true identity, which concludes with the realization that Dart Evader is his father and that Leila appears to be his twin sister. Another is the quest to find knowledge; in this case, he is seeking the force. With the guidance from Obi-Wan Kenton, he acknowledges the force, letting his body become in tune with its being. Moreover, he is also on the quest to rid the land Of the danger from the threat Of the Empire. Evident in both movies, Luke, Han Solo and Leila, along with their companions, combine forces to destroy the evil forces and save the people Of the universe from danger. These quests are evident when they try to destroy the Death Star and its rebuilding, and Luke attempts to face Dart Evader. Additionally, the two movies also contain examples of tasks. First, RD gives Luke and his companions a message from Princess Leila, who wants them to save her from the Empire. Therefore, they go on this task of saving her from the evil. Another task can he seen when Luke attempts to save both Han Solo and Princess Leila from the grasp of the outlaw, Jab the Hut. In all of these tasks, the hero is faced with numerous difficulties trot the dark side, which he must overcome and save his captured friends. The battle between the good and evil is obviously the fight between the Rebel alliance and the Empire, which is evident throughout the Star Wars series. .u012f12a6b21e9cfbb08f16f403b9196c , .u012f12a6b21e9cfbb08f16f403b9196c .postImageUrl , .u012f12a6b21e9cfbb08f16f403b9196c .centered-text-area { min-height: 80px; position: relative; } .u012f12a6b21e9cfbb08f16f403b9196c , .u012f12a6b21e9cfbb08f16f403b9196c:hover , .u012f12a6b21e9cfbb08f16f403b9196c:visited , .u012f12a6b21e9cfbb08f16f403b9196c:active { border:0!important; } .u012f12a6b21e9cfbb08f16f403b9196c .clearfix:after { content: ""; display: table; clear: both; } .u012f12a6b21e9cfbb08f16f403b9196c { display: block; transition: background-color 250ms; webkit-transition: background-color 250ms; width: 100%; opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #95A5A6; } .u012f12a6b21e9cfbb08f16f403b9196c:active , .u012f12a6b21e9cfbb08f16f403b9196c:hover { opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #2C3E50; } .u012f12a6b21e9cfbb08f16f403b9196c .centered-text-area { width: 100%; position: relative ; } .u012f12a6b21e9cfbb08f16f403b9196c .ctaText { border-bottom: 0 solid #fff; color: #2980B9; font-size: 16px; font-weight: bold; margin: 0; padding: 0; text-decoration: underline; } .u012f12a6b21e9cfbb08f16f403b9196c .postTitle { color: #FFFFFF; font-size: 16px; font-weight: 600; margin: 0; padding: 0; width: 100%; } .u012f12a6b21e9cfbb08f16f403b9196c .ctaButton { background-color: #7F8C8D!important; color: #2980B9; border: none; border-radius: 3px; box-shadow: none; font-size: 14px; font-weight: bold; line-height: 26px; moz-border-radius: 3px; text-align: center; text-decoration: none; text-shadow: none; width: 80px; min-height: 80px; background: url(https://artscolumbia.org/wp-content/plugins/intelly-related-posts/assets/images/simple-arrow.png)no-repeat; position: absolute; right: 0; top: 0; } .u012f12a6b21e9cfbb08f16f403b9196c:hover .ctaButton { background-color: #34495E!important; } .u012f12a6b21e9cfbb08f16f403b9196c .centered-text { display: table; height: 80px; padding-left : 18px; top: 0; } .u012f12a6b21e9cfbb08f16f403b9196c .u012f12a6b21e9cfbb08f16f403b9196c-content { display: table-cell; margin: 0; padding: 0; padding-right: 108px; position: relative; vertical-align: middle; width: 100%; } .u012f12a6b21e9cfbb08f16f403b9196c:after { content: ""; display: block; clear: both; } READ: The Big Lebowski EssayAs expected, the good triumphs over the evil forces after the end of these battles, destroying the dark powers with the help of the hero and his companions. Also, the magical weapon that aids the hero, Luke, in the movies is the light saber. It clearly exemplifies the extraordinary quality of the hero, because no one else, including Dart Evader, can utilize the weapon and use its powers to a full potential. It further fits the archetype because the mentor figure, Obi-Wan Cannon gives Luke the weapon and teaches him how to fight with its forces. Furthermore, unalienable wounds are also evident in the two movies of Star Wars. The most evident one is Dart Evaders mask and his breathing condition. As many audiences can hear, Dart Evader breathes simultaneously through a black mask. This wound seems unalienable and cannot be healed fully. Obviously, situational archetypes thrive throughout the trilogy of Star Wars. Another collection of archetypes employed by George Lucas is setting, which allows the audience to better empathic his works. The flap. right blue prints SST of his settings through the trilogy by employing common archetypes that can be found in a myriad of places, including simple fairy tales. One frequent archetype is the underworld, which can be linked with the Death Star, It is the home base tooth Emperor, Dart Evader, and their followers, which is also the setting in which the hero, Luke, encounters his worst fear of turning to the dark side. Another archetype apparent in Star Wars can be taunt in the vast abyss of space, a prime example of the wilderness. Space seems the only region where rules do not apply and that people, creatures and rumors run wild. In the movies, the outer space is a vast unknown area that no one can control, similar to the untamed wilds. In addition, the garden is defined as a place of harmony, nature and innocence; yet, it may be ruined or poisoned, and the hero is forced to leave this paradise. The garden can be compared to the Awoke woods on the moon Ender_ These woods contain tiny teddy bear like creatures that represent simplicity and utterly radiate innocence. These lovable characters put the hero at a sense of ease, but within these woods a storm trooper base is poisoning the Kooks ways and childlike style of life. Luke is forced to leave for fear of endangering his companions and newfound friends, when Dart Evader and his storm troopers discover him. Undoubtedly, the movies of Star Wars contain numerous setting archetypes. As a final point, the movies also contain an abundance Of character archetypes. Primarily, the archetype that strikes most audiences first is the hero. Luke Jaywalker fits this archetype because of his qualities of a hero. His aunt and uncle are his foster parents; the movie does not portra y his childhood, which the audience knows little about. Moreover, he lives in an ordinary world in the ginning of Star Wars: A New Hope: a farm with no adventures, He is expected to help with uncle with chorus around the farm, like a regular teenager would do. However, he gets a call to adventure by the message of Princess Leila and meets his allies, C-POP, RD and Han Solo, whom are his loyal companions willing to face any type of danger. Obi-Wan Kenton as Lakes mentor through teaching him the force and the light saber. Additionally, Master Wood, Obi-Wan Kenos mentor, also serves as Lakes mentor and teaches him about the force. The hero also confronts his enemy, the people in the Empire. Numerous other character archetypes are also present in the Star Wars trilogy, including Chewable, who reflects the qualities of the friendly beast. .u2ffd7ca8a7658cf4b1e7e3d2886c170b , .u2ffd7ca8a7658cf4b1e7e3d2886c170b .postImageUrl , .u2ffd7ca8a7658cf4b1e7e3d2886c170b .centered-text-area { min-height: 80px; position: relative; } .u2ffd7ca8a7658cf4b1e7e3d2886c170b , .u2ffd7ca8a7658cf4b1e7e3d2886c170b:hover , .u2ffd7ca8a7658cf4b1e7e3d2886c170b:visited , .u2ffd7ca8a7658cf4b1e7e3d2886c170b:active { border:0!important; } .u2ffd7ca8a7658cf4b1e7e3d2886c170b .clearfix:after { content: ""; display: table; clear: both; } .u2ffd7ca8a7658cf4b1e7e3d2886c170b { display: block; transition: background-color 250ms; webkit-transition: background-color 250ms; width: 100%; opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #95A5A6; } .u2ffd7ca8a7658cf4b1e7e3d2886c170b:active , .u2ffd7ca8a7658cf4b1e7e3d2886c170b:hover { opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #2C3E50; } .u2ffd7ca8a7658cf4b1e7e3d2886c170b .centered-text-area { width: 100%; position: relative ; } .u2ffd7ca8a7658cf4b1e7e3d2886c170b .ctaText { border-bottom: 0 solid #fff; color: #2980B9; font-size: 16px; font-weight: bold; margin: 0; padding: 0; text-decoration: underline; } .u2ffd7ca8a7658cf4b1e7e3d2886c170b .postTitle { color: #FFFFFF; font-size: 16px; font-weight: 600; margin: 0; padding: 0; width: 100%; } .u2ffd7ca8a7658cf4b1e7e3d2886c170b .ctaButton { background-color: #7F8C8D!important; color: #2980B9; border: none; border-radius: 3px; box-shadow: none; font-size: 14px; font-weight: bold; line-height: 26px; moz-border-radius: 3px; text-align: center; text-decoration: none; text-shadow: none; width: 80px; min-height: 80px; background: url(https://artscolumbia.org/wp-content/plugins/intelly-related-posts/assets/images/simple-arrow.png)no-repeat; position: absolute; right: 0; top: 0; } .u2ffd7ca8a7658cf4b1e7e3d2886c170b:hover .ctaButton { background-color: #34495E!important; } .u2ffd7ca8a7658cf4b1e7e3d2886c170b .centered-text { display: table; height: 80px; padding-left : 18px; top: 0; } .u2ffd7ca8a7658cf4b1e7e3d2886c170b .u2ffd7ca8a7658cf4b1e7e3d2886c170b-content { display: table-cell; margin: 0; padding: 0; padding-right: 108px; position: relative; vertical-align: middle; width: 100%; } .u2ffd7ca8a7658cf4b1e7e3d2886c170b:after { content: ""; display: block; clear: both; } READ: Sample Letter Regarding the Israeli Cinema EssayThe animal represents the side of nature that aids the hero and his allies. The shadow figure seems to fit Dart Evader; he is an opponent with whom Luke must struggle until the end and defeat The emperor of the Empire is the devil figure, who tries to lure Luke to the dark side. Princess Leila appears to be the damsel in distress; the hero, Luke, must rescue her when the Empire on the Death Star captures her. Also, in the Return of the Jed, Jubbah the Hut uses her as a trap to lure Luke and is companions. Visibly, the movies Of Star Wars contain numerous character archetypes. With the ending credits, people arise stiffly from their theater seats. Finishing off their popcorn, they stride into the startlingly bright light of everyday life. The impact of such a phenomenal movie is not easily brushed off, however. The well- known battle between light and darkness that surrounds the movie also stirs the hearts of every viewer. In conclusion, the archetypes of Star Wars reinforce the subtle theme that through perseverance, good can eventually triumph over evil. In the quest to save the universe from the danger of the empire, the hero, Luke, uses his magic weapon, the light saber, to tight the shadow, Dart Evader, whom must be destroyed by the hero at the end, Through this battle between the good and the evil, Luke eventually wins the battle with the help of his allies and guidance from Obi-Wan Kenton and Mater Wood, his mentors. Thus, he achieves the task of destroying the Death Star. Evidently, these archetypes in Star Wars: A New Hope and Return of the Jed portray the theme that the good can eventually triumph over evil through perseverance.