Balanced Score Card (BSC) Advantages and Disadvantages

Balanced Score Card (BSC) Advantages and Disadvantages Abstract The study reports an evidence of the efficiency and usefulness of the Balanced Score Card (BSC) as a management control and communication strategy. This paper firstly examines the available literature on management control and communication which has identified elements of strategic control and effective communication. Secondly, this study presents a model of control and communication significant to the Balanced Score Card. Thirdly, the study further investigates archival and practical interviews data to represent the utilization and also evaluates the effectiveness of control and communication of the Balanced Score Card. The study incorporates data collected from the various departments of a large, international manufacturing company. Data is collected from Indian administrators, managers and the Balanced Score Card designers whose divisions are the purpose of Balanced Score Card. The study congregates evidences in respect to the challenges encountered by many and as in this case even by a large, well financed multinational corporation associated with the implementation and designing the Balanced Score Card. These results may be broadly suitable to other companies planning to adopt or adopting the Balanced Score Card as a management and strategic control tool. The data points out that this particular Balanced Score Card, as applied and designed, is definitely an effective tool for managing corporate strategy. Obtained results also illustrate stress and divergence amongst the top and the middle level management concerning the suitability of certain aspects of the Balanced Score Card as an evaluation, communication and control mechanism. Certain aspects include conformation of laid-back relations amongst successful management control, positive effects, motivation and strategic alignment of the Balanced Score Card. These positive effects include the changes in development and implementation of both the customer focused services and the Balanced Score Card. In contrary, unsuccessful management control and communication originate conflicts and acts as a source of poor motivation in respect of the use of Balanced Score Card as an assessment device. Data Availability: All the data gathered for this research is regulated and supplied under a strict non-disclosure agreement, which necessitates the researcher to safeguard the company’s proprietary information and identity. Introduction The available academic and professional strategy literature asserts that numerous multi-nationals have discovered time-honoured performance measures (e.g., profits, return on investment, and ex post costs) to be inadequate strategies for judgmental action in today’s speedily changing, super-competitive environment. Solitary dependence on present, financial performance measures does not perhaps mirror the significance of present resource verdicts for upcoming financial performance (e.g., Dearden, 1969). However, several years ago, some organisations identified the significance of non-financial performance measures (e.g., General Electric during 1950’s), budding global competition and the mounting up of the TQM movement has broadened the appeal for non-financial measures of performance. Authors have piled up, both the academic and professional literature with suggestions to believe more on non-financial performance measures for both evaluating and managing organisations since the 1980’s (Berliner and Brimson 1988; Dixon et al. 1990; Johnson and Kaplan 1987; Nanni et al. 1988; Rappaport 1999). Along with the normative arguments, empirical research studies can also help in establishing the effectiveness and roles of non-financial measures of performance. Numerous studies have attempted to relate some specific non-financial performance measures to the financial performance (Ittner and Larcker 1998a; Behn and Riley 1999; Foster and Gupta 1999; Banker et al. 2000).1 Results of numerous human resources literature illustrates that, it’s the systems of non-financial performance measures that seems to be comparatively more reliable determinant of firm’s performance than the individual measures themselves. (Huselid 1995; Huselid et al. 1997; Becker and Huselid 1998). The purpose of this research is to study the impact and process of administering an organisation using the non-financial measures of 1 The ever rising body of research study which has examined empirical associations amongst the financial and the non-financial performance measures in a variety of industries and firms also includes Foster and Gupta (1990, 1999), Banker et al. (1993), Barth and McNichols (1994), Banker et al. (1995), Amir and Lev (1996), Banker et al.(1996), Ittner and Larcker (1997, 1998a), Perera et al. (1997), Behn and Riley (1999), Banker et al. (2000), Ghosh and Lusch (2000), Hughes (2000). These research studies repeatedly found significant associations the financial and non-financial measures of performance, although research studies of the effects of performance of including the non-financial measures in the compensation plans are comparatively less steady and consistent. Given the growing empirical and extensive theoretical support, it is not at-all astonishing that several companies report that they are switching to non-financial, forward-looking information for both evaluating present performance as well as for guiding decisions (Ittner and Larcker, 1998b). Performance, particularly in the context of Balanced Scorecard (BSC), a comprehensive structure of performance measurement system. The Balanced Score Card, popularized by Kaplan and Norton (1992, 1993, 1996a, 1996b, 1996c) and also accepted extensively across the globe, has been presented as a better and superior blend of financial and the non-financial measures of performance. 2 Balanced Score Card is projected to direct strategy growth, execution and communication because it clearly focuses on the financial as well as the non-financial measures of performance. Moreover, a well designed Balanced Score Card could also provide some unfailing feedback for performance evaluation and management control. Atkinson et al. (1997) regarded Balanced Score Card as one of the most momentous developments in the field of management accounting, justifiably attaining a strong research attention. Silk (1998) assessed that approximately 60 percent of the U.S. Fortune 500 companies are experimenting or have by now implemented a Balanced Score Card. Despite its elevated profile, astonishingly very little academic research has actually focused on either the outcomes or the claims of the Balanced Score Card (Ittner and Larcker 1998b). An expected question that arise is: does the Balanced Score Card’s use, content, implementation or format have recognizable effects on either the outcomes or the business decisions that could not be achieved with existing ways, in combination or alone? In the very first study of its category, Lipe and Salterio(2000) identified effects in decision making connected with the format of the Balanced Score Card. The layout of the performance measures in four associated groups appears to communicate decision-related information to subjects presenting a laboratory assessment task. Most of the other previous and current studies, however, are comparatively uncritical explanations of Balanced Score Card adoptions. Kaplan and Norton (1996b) debates that the Balanced Score Card is not principally an evaluation process, but it is a communication and strategic planning device to (1) explain links amongst leading and lagging measures of non-financial and financial performance and (2) offer some strategic assistance to the divisional managers. The Balanced Score Card asserts to describe the necessary steps for reaching financial success; for example, investment in some particular types of knowledge to improve the processes. If these links are valid replications of a company’s economic opportunities and productive and administrative 2 An identical approach for merging the numerous performance measures, the tableau de bord, has been implemented by certain French organisations for numerous years (Epstein and Manzoni 1997). processes, then the Balanced Score Card symbolizes and can also communicate the company’s working strategy. Moreover, communicating these links effectively throughout the company can be decisive to implementing that strategy fruitfully (Tucker et al. 1996; West and Meyer 1997). Some organisations may possibly also use non-financial measures as a basis of performance measurement. On the other hand, they might judicially use the financial performance measures for the purpose of evaluation or they can also enhance the performance by using the Balanced Score Card as a vade mecum to financial success (e.g., Rappaport 1999). The present research is aimed at investigating the management-control and communication attributes and the efficacy of a successful, large, multi-national company’s Balanced Score Card model. The research comprises of qualitative and archival data gathered through interviews with the managers, Balanced Score Card designers, and users to (1) measure the observed attributes of the Balanced Score Card as both a control and strategic communication device and (2) find confirmation of the Balanced Score Card’s evaluation impacts. The present research does not test as to if the company’s Balanced Score Card is a statistically suitable model of the company’s performance and activities. This attribute of the Balanced Score Card shall be tested in succeeding research (Malina 2001). The company commenced using the Balanced Score Card to enhance its strategy. The Balanced Score Card has largely affected the view point and the action of users, both adversely and beneficially. When all segments of the Balanced Score Card are effectively communicated and well designed (as per the criteria mentioned in the study), the Balanced Score Card appears to persuade and inspire the lower-level managers to correspond their activities to the company’s strategy. Additionally, as per managers beliefs these changes result in enhanced sub-unit performance. In spite of this, there is also a consistent confirmation that the weaknesses in strategic communication and the flaws and imperfections of the Balanced Score Card design have affected the relationships amongst some middle and top level managers adversely. The stress survives because the Balanced Score Card design aggravated strong differences amongst their views of upcoming future opportunities. Gaps and weaknesses in communication generate unwillingness and mistrust to change. While certain specific shortcomings and flaws could be exceptionally unique to the company studied, these results appear to reflect largely on the issues of the Balanced Score Card uses and its design. The second section of this research study builds up a research question on the basis of reviewing the literature on communication standing by the features of effectual communication of strategy. The third section then builds up another research question with a synopsis of the attributes of management control tools that successfully control strategy. The fourth section later illustrates the company’s Balanced Score Card and the research site. Then the fifth section discusses about the practices used to analyze and obtain the qualitative and archival interview data. This part also displays a theoretical model for describing the effectiveness of the Balanced Score Card. The following sixth section then derives an empirical model for the effectiveness of the Balanced Score Card and also addresses the raised research questions. Lastly, the final section of this study encapsulates the conclusions and also offers certain suggestion for future research. Literature Review The Balanced Score Card and Communication of the Strategy Kaplan and Norton (1996 c) states that, â€Å"by articulating the outcomes the organization desires as well as the drivers of those outcomes (by using the Balanced Score Card), senior executive can channel the energies, the abilities, and the specific knowledge held by people throughout the organisation towards achieving the business’s long-term goals.† Therefore, Kaplan and Norton (1996 c) claims that not merely just the Balanced Score Card exemplifies or helps to create organizational knowledge and strategy, however even the Balanced Score Card itself effectively communicates knowledge and strategy. Merchant (1989) contends that failure in communication is one of the main reasons for poor organizational performance. Because neither the organization’s strategy nor its knowledge succeeds or exists apart from its chief human actors, the capability to communicate effectively may itself be a basis of competitive benefit (Amit and Shoemaker 1990; Grant 1991; Schulze 1992; Daft and Lewin 1993; Tucker et al. 1996). If the Balanced Score Card does articulate the organizations strategy and knowledge in a better manner, then it could act as a foundation of competitive advantage, at-least until all other competitors implement it equally well. However, the organisational communiquà © literature recognizes an intricate set of features that influence the effectiveness or quality of communication in the organisations. Based upon a review of the present literature, an organisations communication system or device could be characterized with the elements of its (1) exchange and creation of knowledge, (2) support of the organisational culture, and (3) messages and processes. These communication characteristics have been briefly reviewed below: Exchange and Creation of Knowledge Knowledge, which could be a tactic or an objective, is the foundation of strategy implementation and formulation.3 Thus, an effectual system of communication holds up an organisations strategy by fostering both tactic and objective knowledge. An effective system 3 Objective knowledge is expressible and observable in the normal language – outcomes and production processes, for instance. However, unspoken language is understood and known but it is not easy to convey in language – an individual’s insights or experiences, for instance. This subsection draws greatly from Tucker et al. (1996). of communication exchanges the objectives (observable) of knowledge amongst the most important individuals so that everyone is aware of the organisations present status. Organisations construct objective knowledge from the integration and development of the new knowledge by individual experts. Objective knowledge generally derives itself from the sharing and refining of the individuals tactic knowledge, which is recognized but not yet usable or articulated by the organisation. Thus, a system of effective communication enables and encourages the individuals to share their experiences and also gathers those shared experiences. This may best possibly be accomplished by frequent and intense sharing, and might also be by dialogue rather than a one-dimensional reporting. Perhaps significantly for the effectiveness of the Balanced Score Card, de Haas and Kleingeld (1999) further debates that participating in the design of the performance measurement system is an essential element of an effective communication of strategy. Support of Values, Beliefs and Culture As per the traditional sight of an effective organisational communication, it supports individual interests and the organisational culture by focusing on certain desired patterns of beliefs, shared values, and behaviour. Effectual communication exhibits that the organisation accomplishes its promises and that group or individual rewards are predicted based upon their actions (Goodman 1998; Tucker et al. 1996). Communiquà © by leaders which steadily articulates shared values, beliefs and goals (Goodman 1998; Tucker et al. 1996) is also efficient in directing behaviour and reinforcing culture. Moreover, effectual communication ought to encourage behaviour coherent with organisational values, beliefs and goals (Goodman 1998). Kaplan and Norton (2000), the proponents of the Balanced Score Card, debates that it can also be a tool of strategic and cultural change. Coherent with Kotter’s (1995) study of change processes, the Balanced Score Card could facilitate change by effectively communicating and creating a convincing realistic vision of and also a method for attaining change. Communication Messages and Processes Individuals make use of and rely on communication only if its messages and processes are observed as trustworthy and understandable. Other features of effectual organisational communication procedures are reliability, predictability, completeness, and routineness (Tucker et al. 1996; Goodman 1998; Barker and Camarata 1998). Besides this, communication is also more successful if it applies well defined terms and concise messages (Goodman 1998). Moreover, effectual communications system prevents misrepresentation of performance or repression of truth. There should be no equivocation concerning the differences between â€Å"looking good† and truthfulness or coherence with winning. An effective system of communication and its operators will be indignant of â€Å"spin, deniability, and truth by assertion† (Goodman 1998). As a result, organisational communication shall be effectual if the messages and processes are a valid and convincing representation of the performance. In a nutshell, effectual organisational communication strategies should hold the recognizable attributes of: Knowledge sharing – including participation and dialogue Support and assistance of organisational culture – changing or existing Valid messages trustworthy, understandable and reliable The organisational communication literature foresees that a Balanced Score Card, which comprises of these above mentioned attributes, shall create positive organisational outcomes, positive motivation, and strategic alignment. The foremost research area shall be: Question 1: Is the Balanced Score Card an (in) effective device for communication, creating (negative) positive organisational outcomes, (in) effective motivation, and (non) alignment? The Balanced Score Card and The Management Control of The Strategy general condemnation of managing the organisations on the basis of financial performance measures is that these measures persuade the managers to make short-run, myopic decisions. The financial measures incline to emphasise on the present impacts of the decisions, lacking an obvious link between long run strategy and the short run actions (current criticisms include Luft and Shields [1999], McKenizie and Schilling [1998]). Moreover, the traditional financial performance measures could work in opposition to the knowledge based strategies by considering the enrichment of resources like human capital, which might be crucial to implementing a strategy, such as current expenses (e.g., Johnson 1992). Dixon et al (1990) debates that the time-honoured financial measures, by dispensing costs of many developments, as well work opposing to the strategies based on reduction of manufacturing time, flexibility and quality. For numerous lower level employees, most of the financial measures of performance are excessively comprehensive and also very far isolated from their actions to offer helpful feedback or guidance on their decisions. They may need certain measures that relate more accurately and directly to the outcomes that they can persuade. (McKenize and Schilling 1998). A numerous studies have found proof that the financial, traditional performance measures are utmost helpful in conditions of low complexity and relative uncertainty; and not in the conditions faced by many trans-national organisations today (e.g., Abernethy and Brownwell 1997; Govindarajan and Gupta 1985; Govindarajan 1984; Gordon and Naranyan 1984). Lynch and Cross (1995) debates that all set performance measures should motivate the behaviour contributing to constant improvement and development in certain vital areas of competition, such as productivity, flexibility, and customer satisfaction. Therefore, they should replicate a cause and effect amongst strategic outcomes and operational behaviour (Keegan et al. 1989; Ittner and Larcker 1998a).4 Moreover, as and how an organisation recognizes new strategic goals, it shall also comprehend a requirement for new measures of performance to persuade and supervise its new actions (Dixon et al. 1990). 4 Contemplation of the time lags might be really important for illustrating these cause and effect relationships (e.g., Norreklit 2000, Banker et al. 2000). Hence, organisations optimally and perhaps sensibly might implement a varied set of measures of performance to demonstrate the diversity of management efforts and decisions (e.g., Ittner and Larcker 1998b; Feltham and Xie 1994; Banker and Datar 1989; Homstrom 1979). The empirical evidences in support of these propositions is narrow and limited but growing.5 The Case of Management Control For The Balanced Score Card Kaplan and Norton (1996 b) had organized various measures of performance into the Balanced Score Card, which is itself a admissible expression in most of the Western business management models.6 Indeed, the Balanced Score Card might have diffused extensively throughout the globe on the power of its internal logic and intuition. Kaplan and Norton (1996b) asserts that the Balanced Score Card offers two noteworthy improvements over the traditional non financial or even the financial performance measures. Firstly, the Balanced Score Card discovers four associated fields of activity that might be crucial to almost all organisations and also to all levels inside the organisation: Increasing financial success Providing Customer value Improving the effectiveness of internal processes Investing in growth and learning capabilities Following the rationale of the Balanced Score Card and disregarding the cost benefit considerations, almost every organisation can implement measures in all the four areas to persuade and supervise actions suitable to organisational strategy. An appropriately constructed Balanced Score Card in its utmost basic use, can offer a complete picture of the status of an organisation, similar to a vehicle’s dashboard showing temperature, oil pressure, fuel levels, speed, engine RPM and coolant. 5 For instance, Banker et al. Offers empirical support with the help of widespread time series data in a service firm for the relations amongst lagging financial performance and principal non-financial measures. Moreover, they employ an event-learning method to locate beneficial performance results from incorporating these non-financial measures in the management performance assessments. 6 The advocates of EVA ® or economic value added, also assert improvements over the traditional financial performance measures, but that is also a synopsis of the financial measure, even though the one that rectifies for the claimed financial reporting faults and errors. EVA ® do not integrate the non-financial, complementary performance measures. Therefore, the Balanced Score Card could encourage positive and constructive organisational outcomes like improvements and developments in all the four areas of organisational activity, which comprises of administrative activities and the Balanced Score Card itself. Evaluating this first level of usefulness and effectiveness is the major objective of this study. Moreover, the Balanced Score Card also seeks to connect these measures into one model so as to accurately replicate the cause and effect relationship amongst the individual measures and the categories. Employing the automobile correspondence, the Balanced Score Card encourages a change in the car’s performance (e.g., speed) specified a designed increase in the engine RPM and fuel consumption (and maybe other factors). A model like this may back-up operational decisions, provide trustworthy feedback for performance evaluation and learning, and make forecasts of results given environmental conditions and the decisions.7 The Role of The Balanced Score Card for Performance Measurement and Strategy Implementation The proponents of the Balanced Score Card emphasise its alliance of the critical measures with the links and the strategy of the measures to the valued outcomes. Additionally, the literature on management control recognizes other features of the control systems that might be crucial for the successful operation and implementation of the strategy and shall apply to the Balanced Score Card.8 To be efficient and effective, Balanced Score Card measures ought to be verifiable, objective, and accurate. 7 Whereas the primary claim for value of the various performance measures would create few debates beyond the considerations of benefit and costs, the secondary claim is a rigorous and bold hypothesis. A potentially testable and literal explanation of the balanced score card is that, it explains lagging, leading, or contemporaneous relations amongst the performance measures. For instance, improvements in growth and learning like reduced time of cycle (e.g., Luft and Shields 1999). Similarly, progress in the in-house processes will predictably result in an enhanced customer value (e.g., market share and satisfaction). Lastly, progress in the customer value shall lead to some predictable increment in the financial success (e.g., profits). Generating such a coherent and comprehensive model is an inspirational objective which is similar to imitating the business model of the company itself. Achieving such an experiential result shall not establish any causality amongst the balanced score card elements because (1) factors absent from this model might be correlated alongwith both effects and causes, (2) the causes of earnings might not be generalizable further beyond the context of a particular firm (Norreklit 2000), and (3) few of the proposed measures might not be self-governing and independent. 8 Unless otherwise mentioned, this particular section draws from the summaries in Merchant (1989, Chapter 2) and Simon (2000, Chapter 11). If not, the measures shall be manipulated and will not be able to replicate the performance, or even the managers could in good belief attain good quality measured performance but in-turn cause harm to the organisation. Even if the managers can attain high measured performance by fraud, cheating or any other method, then the system shall lose its required motivational effect and credibility rapidly. Moreover, the combination of Balanced Score Card measures should entirely illustrate the organisations crucial performance variables; instead it should be restricted in number so as to maintain the measurement system administratively and cognitively simple. A comprehensive set of measures of performance shall accurately replicate the difficulty of the organisations tasks and responsibilities, but a lot of measures might be costly, confusing, and distracting to administer. Nevertheless, Lipe and Salterio (2000) failed to find confirmation of any information overload from the various measures used in their experimental study of the Balanced Score Card. Optimistic motivational impact persuades managers to put forth effort for achieving the organisational goals. While enlightening but not manageable the performance measures might be essential, optimistic motivation demands that in some way or the other few of the Balanced Score Card measures should replicate manager’s conduct and actions. For instance, relative performance assessment (e.g., across alike business units), which is capable of identifying â€Å"influenceable† however, not absolutely controllable results, can be an essential constituent of the Balanced Score Card (e.g., Antle and Demski 1988), but it shall not be adequate by itself. Widespread goal setting researchers validate that the performance should be correlated to demanding but achievable targets (e.g., Locke and Laltham 1990). Without such unequivocal Balanced Score Card targets, the performance would likely be comparatively lower than what could be realistically achieved. Finally to fabricate the goal commitments, the Balanced Score Card shall be linked to well understood and prompt penalties and rewards. Rewards which are ambiguous, uncertain, or delayed shall be unsuccessful motivational devices. Consequently, even if an organisation’s Balanced Score Card replicates its crucial performance variables and the links to valued and appreciated outcomes, it might be unproductive and disastrous as a successful management control tool if it lacks the other attributes. For instance, Ittner et al (2000) asserts that bias in a bank’s Balanced Score Card escorted it to both the bank’s deterioration to its interim financial measures of performance and little advantageous impact. To recapitulate, an effective and successful management control device, which is competent to promote required organisational results, shall have the subsequent, apparent management control elements to, firstly, achieve strategic alignment: A complete but economical combination of the measures of crucial performance variables, correlated with strategy; Crucial performance measures just casually correlated to valued organisational results; and Successful and effective – accurate, purpose, and confirmable – measures of performance, which seems to be associated to effectual communication. Secondly, to further encourage positive motivation, an efficient management control tool should have the attributes of: Measures of performance reflecting the managers influenceable actions or/and controllable actions, e.g., measured by relative or/and absolute performance; Appropriate standards or performance targets that are demanding but attainable; and Performance measures which are associated to meaningful and significant rewards. The Management control theory forecasts that, if the Balanced Score Card contains these attributes, then it becomes probable that the Balanced Score Card shall encourage positive outcomes and motivation and strategic alignment as well. Consequently, the secondary research area/question which complements the first is: Question 2: Is the Balanced Score Card an (in) effective device for management control, creating (negative) positive organisational outcomes, (in) effective motivation, and (non) alignment? Subsequent explanation unfolds the information of a model which replicates the two stated research questions. This model, supported and based on the review of all literature, demonstrates that the Balanced Score Card’s communication characteristics and management control generate results by creating motivation (or not) and strategic alignment. This research also explains about the labour and efforts put in for collecting the data on an applied Balanced Score Card’s organisational communication attributes and management control, along with the facts confirming the Balanced Score Card’s effects on organisational outcomes, motivation, and  strategic alignment. It is audacious to judge the efficiency and the efficacy of the Balanced Score Card against the facts from a non experimental, single Balanced Score Card implementation. Though, a careful and detailed assessment of a crucial case could be generalizable to the theory and instructive (i.e., analytical generalisation, Yin [1994, 10-32]), which in this particular case is that the Balanced Score Card could be an effective management control and strategy communication device. The Characteristics of Balanced Score Card and The Research Site Synopsis of The Research Site The research site is an Indian Economic Times 500 company having over 15000

We Are Not the Greeks :: Argumentative Persuasive Argument Essays

Shelley once said, "We are all Greeks," a sentiment which was echoed by many of his contemporaries who shared his belief that theirs was an age of achievement comparable to the Greeks.[1] Even beyond that era, people today hold a widespread belief that, although we aren't quite Greek ourselves, we are quite capable of understanding them, and that we have an innate familiarity with the Greek tradition. Our claim of an affinity to Greek literature can be found almost anywhere in modern society; the intelligentsia sprinkle allusions to all things Greek in books and films; the reference to Homer is considered the calling card of academic legitimacy. We are the consumers of a dominant culture that is rife with references to Greek literature. Consumerism does not lead to understanding, however. Anyone could justifiably make the argument that people experience the same struggles and emotions no matter what years bookend their lives and regardless of what gadgets or people fill up the space between them. However, to say that an emotion finds expression equally well on a Greek face or an American face leads to a false sense of our affinity to the Greeks. The point is not whether we share the same range of human experience, but whether we are capable of understanding the same means of expression. Just as much as we accept that Greek is a language foreign to us, we must accept that cultural differences exist that make most of those familiar names and quotes merely accessible parts of a culture that is largely inaccessible to the masses today. The average American is separated from the Greek epic. Although the lowest man is as capable of tragic struggle and feeling as any Greek hero, he is not capable of comprehending the scale and scope of the epic in his own life. We have no way of grasping the gargantuan undertaking of an epic. The epic poem is nonexistent in modern literature, and the number who read epic poems is decreasing rapidly as well. We may read excerpts or quotes about famous works, and from those remarks be able to afford remarks of our own, but this is a form of Cliffs Notes to cultural fluency. The fact that these facile and passing acquaintances serve as the bulk of our culture's understanding reveals the imperfect nature of what we assume we know. We feel qualified to claim a connection with the Greeks, through no proper understanding of our own, but rather through an opinion about an interpretation of a translation.

Globalisation and Religion Essay

Secularisation theory has argued that modernisation has undermined religion. The importance of science and technology on economic development and rational worldview on which they depend on are seen as destroying the belief in supernatural. However religion can contribute to development, but most recently sociologists have examined what role religion may play in development in today’s globalising world. This can be seen in India. Globalisation has brought rapid economic growth and has seen India become a more important player in the world political stage. It has brought prosperity to some, notably the Indian middle class. Nanda shows that 85% of India is Hindu and this is where globalisation has taken place. Globalisation has created a huge and prosperous, scientifically educated middle class working in IT, pharmaceuticals, etc. These are who secularisation theorists say will be the first to abandon religion. However Nanda sees a vast majority of this class continue to believe in the supernatural. A study of developing societies in 2007 shows that Indians are more religious and only 5% claim their religion has declined in the past five years. It also found that urban areas are more religious that rural areas. Nanda goes as far to say that it is becoming fashionable to be seen as religious. She examines what motivates this. Nanda rejects poverty and existential insecurity as a reason for their belief because they are not poor. She also rejects the idea that their religiosity is a defence mechanism to modernisation and westernisation. She argues that their religiosity is to do with their ambivalence to their new found wealth. This has helped to see the relationship between globalisation and religion, as Nanda points out that globalisation has increased the religiosity in India. She also examines the role of Hinduism in legitimating a triumphalist version of Indian nationalism. From a survey it found that 93% of Indians believe they have a superior culture to others. Nanda notes that the Indians’ success in the global market have attributed to Hindu values. These are constantly promoted by media and politicians. Ultra nationalism, worshiping Hindu gods and India itself has become a civil religion. In recent years the East Asia tiger economies such as Korea and Singapore are now becoming industrialised. Also China has become a major global power. Sociologists argue that this success is because of religion acting similar to Calvinism. Redding sees their post Confucian values as encouraging, similar to the protestant work ethic. Similarly Berger argues that Pentecostalism in Latin America acts as a functional equivalent to Weber’s protestant ethic. He says that they embrace the work ethic and lifestyle of Calvinists aspect of life which in result its members continue to prosper. However Berger underlines Weber’s point that religious ideas alone are not enough to produce economic development. He says that natural resources are also needed. For example while Protestantism has grown in northern Brazil, the religion lacks resources and remains backwards. By contrast, the south, which is developing rapidly, has both a work ethic derived from Pentecostalism and the necessary resources. Christianity has also become globalised. Lehmann says that it has done this by accompanying globalisations, imposed my indigenous population and in the past 100 years it has spread because of its popular following. The symbols and imagery from local cultures attributes to their success. They attack cults and perform exorcism, and accept and validate beliefs. This has contributed to the relationship between globalisation and religion as it shows that religion has helped countries to develop and using the idea of protestant ethic in Latin America gives a valid explanation as to why they have grown. A further link between globalisation and religion is explained through fundamentalism. Fundamentalism has a response to globalisation and related trends. Giddens’ describes fundamentalists as traditionalists. He sees that this is a relatively new term and sees its growth, as a production of and reaction to globalisation. He claims that it has undermined traditional norms and values. They say that religion offers certainty to a now uncertain world due to the choice which people have. A contrasting view to this however is Beckford. He criticises fundamentalists for ignoring other important developments, including how globalisations also affects non fundamentalist religions such as Catholicism. Giddens’ groups all types of fundamentalism together, ignoring any differences between them. Jeff Haynes argues that we should not focus narrowly on the idea that Islamic fundamentalism is a reaction against globalisation. For example in the Middle East, conflicts caused by the failure of local elites to deliver on their promises to improve the standard of living are often the fuel that drives fundamentalism. This evidence argues that globalisation has undermined traditional religious beliefs. Religion has also created a cultural defence whereby religion serves to unite communities against external threat. In this situation religion has a special significance for its followers because it symbolises the group or societies collective identity. There are two examples of this from the late 20th century and those are Poland and Iran. It has created war and terror such as the war in Iraq. Therefore the effect of globalisation on religion is a ‘clash of civilisations.’ Huntingtons’ view is that religious defences are creating a new set of hostile ‘us and them’ situation as there is an increase in competition against cavitations for economic and military power. An example of this is the 9/11. Although there are some critics such as Jackson who believe it is a western ideology that stereotypes nations. Also Armstrong argues hostility towards the west does not stem from fundamentalist Islam but to western foreign policy in the Middle East. This shows that’s due to globalisation is has increased religiosity but has created friction between countries. This has had a negative effect in the world. Overall globalisation has brought rapid economic growth and has seen India become a more important player on the world political stage. It has also increased Indians religiosity which is shown in Nandas’ argument which she also says this relationship is because of the optimism about the opportunities globalisations will bring and the result of the ambivalence to their new found wealth. But also like Huntington says, both religion and globalisation has created a ‘clash of civilisations’ and created both war and terror. In conclusion this relationship between globalisations in religion is good as it has helped countries such as India in the economy and has increased their religiosity. However it could also be argued that it has created friction between religions and in result has had a negative impact on the world.

Adolf Hitler As A Leader Of Nazi Germany - 1640 Words

Adolf Hitler is known throughout the world as being the leader of Nazi Germany in the early twentieth century, and ultimately the instigator for World War II. His actions have faced much scrutiny since the conflict was resolved, but the genius behind this war effort is seeded in the politics of his egregious nature. Early Life and Upbringing Hitler was born on April 20, 1889, at Braunau-am-Inn, Austria. Alois,his father, had risen from a poor peasant background to become an Austrian customs official and was able to provide his son with a secondary school education. Adolf, a bright and talented student at his village school, felt out of place in the much larger urban secondary school. He gave himself up to aimless reading, dreamed about becoming an artist, and developed a talent for evading responsibilities. Poor school marks prevented him from obtaining a diploma and after the death of his father, he left his home in Linz, Upper Austria, in 1907 to seek his fortune in Vienna. Hitler s professed aim in Vienna was to study art, especially architecture, but he twice failed, in 1907 and 1908, to get admitted to the Academy of Fine Arts. These failures destroyed what little order he had established in his life. He withdrew completely from family and friends and wandered aimlessly through the city, observing its life. Though he continued to read voraciously, he derived most of his knowledge from secondhand sources, coffeehouse talk, newspapers,and pamphlets. He encounteredShow MoreRelatedAdolf Hitler As A Leader Of The Nazi Germany1398 Words   |  6 PagesAdolf Hitler was the leader of the Nazi Germany party from 1934 to 1945. During his time of leadership, he initiated fascist policies that ultimately led to World War II. What he is most infamous for the horrendous acts he committed against the Jewish people in Germany as well as other groups of people, such as gypsies, the handicapped, homosexuals, and many others. While Hitler is most known for the genocid e he committed, he is also recognized by many historians as a powerful and effective leaderRead MoreAdolf Hitler As A Leader Of Nazi Germany1677 Words   |  7 PagesAdolf Hitler once said â€Å"It is more difficult to fight against faith than against knowledge† (â€Å"30 Eye Catching Hitler Quotes.). In a dictatorship there is one ruler who is in charge of everything in the nation in which he/she rules. Adolf Hitler was born on April 20, 1889 in Braunau am Inn. Hitler also known as Fà ¼hrer; he was chancellor of Germany from 1933 to 1945, and served as dictator from 1934 to 1945. Adolf Hitler was the leader of Nazi Germany, he was one of the initial causes which triggeredRead MoreEssay on Adolf Hitler927 Words   |  4 PagesAdolf Hitler Adolf Hitler, to some, was a great ruler, but to others he was a murderer. Hitler was the leader of the Nazi party and was the dictator of Germany. He ordered to have millions of Jews murdered or thrown in prisons. Adolf Hitler was born April 20, 1889, in a small town in Australia called Branuan. His dads name was Alios Hitler and was a customs official. He was 51 years old when Adolf was born. Klara Polz, Adolfs mother, was a farm girl and was 28 when Adolf was bornRead MoreAdolf Hitler As A Post Christ1349 Words   |  6 Pagessometimes refer to Adolf Hitler as a post-Christ Nero because of Hitler s ruthless attitudes and actions towards innocent citizens, similar to Nero when he persecuted Christians during his rule about two thousand years prior(Kershaw). Hitler dealt with a depressing childhood, which included the deaths of his parents and the inability to pursue his dreams as an artist(Knapp). Thereafter, Hitler became interested in politics, as he eventually joined the Small German Workers party(Nazis) and won the faithRead MoreAdolf Hitler And The Barbaric Acts Of Prejudice1134 Words   |  5 PagesAdolf Hitler is most commonly known for the unforgivable acts of prejudice he comm itted throughout the course of his life. His abysmal actions left a scar on the world that could never be healed. However, Hitler possessed extreme intelligence and vocational skills. Although innovative and bright, he became corrupt as he turned against non-Aryans. His dream of pursuing his desire to be an artist slowly drifted from his mind as visions of a pure bred mother Germany came into focus. Hitler’s significantRead MoreThe Rise Of Adolf Hitler1457 Words   |  6 PagesThere are many world leaders in different countries and regions on earth who play a significant role in societies. Their role is significant because they have derived their power from their own birthright or from the people who have elected them. The rise of Dictator Adolf Hitler to supreme power in Nazi Germany would prove to be an event in history that was totally inexplicable in any terms. He was an adventurer who desired to conquer the German people and dominate the entire world, reshaping itRead M oreAdolf Hitler Was A Bad Man827 Words   |  4 PagesMarch 21, 2017 Adolf Hitler Adolf Hitler was a bad man who did many bad things in his lifetime. He was responsible for the Holocaust and for World War II. Who was Adolf Hitler? What motivated him as dictator of Germany? What did he do in the course of his lifetime? Adolf Hitler was born on April 20th, 1889. He was born in Braunau am Inn, Austria, of German descent (Hitler). Hitler s father s original name was Schicklgruber but he changed it in 1876 to Hitler (Adolf). Hitler had three sistersRead MoreHitler s Impact On The World War II1636 Words   |  7 Pagesa square, saluting and chanting Hitler s name. World War II has begun and many Germans hope for improvements in the economy. Their leader is Adolf Hitler. Adolf Hitler, dictator of Germany in World War II, was a powerful speaker who caused over 5 million deaths in concentration camps. Though Hitler s impact can be felt in modern times, the roots of his atrocious behavior began at childhood—more specifically—high school. Years before Adolf Hitler was born, Hitler s great grandfather, Johann GeorgRead MoreWhy Adolf Hitler Was A Great Leader1200 Words   |  5 Pages31 March 2015 Why Adolf Hitler Was A Great Leader. Can you really call a Murderer a Great Leader? A â€Å"Great Leader† Can be define as a leader who is self aware, self direct, socially aware, visionary, and having the ability to motivate one. Adolf Hitler is self aware, self direct, socially aware, visionary, and having the ability to motivate. From what we know for being a Great Leader we can say Adolf Hitler was a Great Leader. I believe that Hitler was a indeed a â€Å"Great Leader†. Although some believeRead MoreHitler, Stepping Into The Light. . Hitler, Racist And Murderer?1102 Words   |  5 PagesHitler, stepping into the light. Hitler, racist and murderer? Leader and visionary? Or both? Cassi-Dee Muller reports. Adolf Hitler, known for his rise to power, his revolutionary dictatorship and his starting of a world war. But was he simply a bad man with a negative impact on the world? Or was he just being an excellent leader? Born in Austria 1889, Hitler was an average young German until his adult life, where he achieved the position as the leader of the Nazi party. As a Nazi, he believed