Multiculturalism

and Discuss issues of equality and diversity and ways to promote inclusion with your learners. Review other points of referral available to meet the potential needs of learners. To fully understand the above we really need to understand the terms. Equality means to be equal before law and without any discrimination. This is particularly important to minorities and to the poor. Through equality every one has the right to fair choices. Diversity is used to describe political entities who have identifiable differences in their background and lifestyles including ethnic minorities.

Inclusion means to meet your learners needs, which some may have more than others. These needs should be appropriately met to enable full participation in the classroom. The main issue related to equality and diversity would be exclusion. If the tutor does not meet the needs for those with a different background then it can often end with the student feeling not only left out but to feel neglected and can lead to missed lessons and also feeling that they don’t belong their. The tutor should be committed to providing equal opportunities for each of his/her students. You should demonstrate your commitment to equal opportunities through everything you say and do in your work with adult students. ”  (1993:13). Promotion of equality within the classroom is not only an expectation but a requirement by law. ‘All students must feel that they are positively and equally valued and accepted, and that their efforts to learn are recognised, and judged without bias. It is not enough that they are tolerated. They must feel that they, and the groups to which they belong (e. g. ender, social-class or attainment groups) are fully and equally accepted and valued by you, and the establishment in which you work’. Petty (1998:69) To promote inclusion within your classroom you will need to respond positively to the diverse needs of your learners. How you communicate with your learners is essential ensuring learners can understand what you are saying. Ensuring body language and comments are appropriate and are no offensive. Teaching methods are also important and you will need to make sure that your methods are varied and support all learning styles.

Ensuring your learners can all participate is also important, therefore not excluding any of them. Allowing your learners to establish working relationships effectively, ensuring everyone is included and that the room is accessible and safe for people with sensory disabilities or lack of mobility. Additional support may be required to enable you to support equality and diversity this could be in the form of a learning support assistant, adapted resources, peer support, varied presentation.

Although inclusion is about supporting your learners needs, it may not always be possible to do this without support for yourself. You should be aware of your limits of responsibility and know when and where to access support for both you and your learners. If you have a line manager then they should be your first point of contact. Your colleagues may be another point as they may have experienced something similar. It is your responsibility to find out what support is available for you. Supporting Equality and Diversity is extremely important and is also a legal requirement.

When planning your lessons you should be taking this into account and structuring your lessons appropriately. If you are unsure you should be aware of your limits and seek advice from your line manager. If you don’t have a line manager you will need to get advice on who you should be asking for help and support. Petty G (1998), Teaching Today, United Kingdom: Nelson Thornes. Daines, Daines and Graham (1993) Adult learning, adult teaching United Kingdom:Dept. of Adult Education, University of Nottingham

Rise of Islam BY stall One of the greatest cultural spread experience in world history was the rise of Islam. Beginning in the Arabian peninsula and Middle east, It ruled over areas of Asia, Africa, and Europe. Islam was appealing to people In many different varieties of communities. It brought valuable changes as an outcome of correspondence while frequent In regards affiliating with orthodox local belief structure. Muslims urged new cultural proselytes for hundreds of years, beginning at around 700 CE.

There were many conquests, far outstretched trade, and extended missionary movement. The geographical aspects of the Muslim people were fairly well accustomed by 1450 CE, which was the end of the post-classical period. Salami’s spread was progressive though remarkably sudden given the substantial geography and assorted regions concerned in. So what really provoked Islam to distribute their culture throughout the globe? How did the intensity of Islam become so surreal? The answer is military conquest, wide spread trade, political domination and religious ideas.

A supporter of the spread of Islam was Its religious attractiveness. Islam represented the truth. They ad many fastened rules and laws. People were tempted by Islam due to peace, comfort, and security they distinguish In It. It also appealed to people that there was only one God (Allah), whom had no partner, son, companion or resemblance. The root of the word Islam Is Salem’, meaning to be In peace with God. In document B (Verses from the Curran) it reads, “Those who submit to God and accept the true faith; who are devout sincere, patient, humble ,charitable, and chaste. This shows that Allah was fair to those who were fair to him, not bring unjust fairness to the people of Islam. Another cause of Salami’s spread was due to their immense military force. Islam spread vastly to other cultures in a factor of military conquest, even though the religion was forbearing of other beliefs. Muslims rarely ever proceeded their religion with force unto people, commonly looking to charging a special tax on the opposition communities.

The famous Jihad, or also known as the holy war recounted by the prophet Muhammad, was primarily used for defense of the faith. It was not used for forced conversion, even though there were minor exceptions. But the triumph of Muslim forces could generate a setting In which other people found It sensible to convert, or in which they were enticed to the religion plainly because of its visible power and accomplishment. During Muhammad’ death in 632 CE, a large growth of Islam spread throughout the Arab’s.

This growth helped impel Arabs to an outpour of conquest, and military rapidly spread through the Middle East, involving the Byzantine Empire. North Africa was one untimely conquest. An unsteady median government, the caliphate, was devised for this West Asian- North African innards by Muhammad inheritors; it thrived until the thirteenth century. Political conquest was a major importance to the thriving of Islam. The Islamic government’s primary aim was to Institute a truly Islamic society.

Islam does not ponder society to be merely an assemblage of Individuals. Rather, It reckons that society also comprises of their social relationships and the social system In which these Individuals exist. These are perhaps the most ultimate factors of a society, as different isosceles are designated as being developed or undeveloped and complex or plain, according to edge and the structure of the overpowering political system, are all part of the compound web of social relationships that contribute to the structure of society.

Therefore, an Islamic society, by visibility, is a supreme society in which social order is esteemed and managed according to fundamental Islamic benefits, teachings and rulings. Lastly, another aspect that caused the blooming of Islam was their extensive trade. The first converts were the Sudanese merchants, accompanied by a few rulers and courtiers. The masses of rustic peasants, however, endure little grazed.

In the lath century, the Lombardi interface, directed by a party of Barber nomads who were stern observers of Islamic law, gave the conversion process a new surge in the Ghana empire and past. The spread of Islam throughout the African continent was neither concurrent nor unvarying, but followed an unhurried and adaptive path. People who spoke of the Islamic religion and its ways of peace strode down the trade routes, spreading Islam to the merchants and people. In conclusion, the spread of Islam was due to the fact that they believed in peace, keeping religion stable and secure.

Belonging When someone is said to be Canadian, it does not just mean being one who lives on this land, or has lived on this land long enough to obtain this citizenship, it means living the Canadian life, it means waking up in the morning wearing a ton of layers and going outside in the freezing cold to do whatever a person needs to do during the day, to be Canadian it also means to belong. Canada is known for the diversity of culture, religion, color, and beliefs, as well as our ability to be able to create a status acceptable to everyone, making Canada, despite our individual diversity and differences, to be united as one.

However, what we don’t realize is that Canada has not always been this way; this is the perspective that Wayson Choy expresses through his novel “The Jade Peony”. His text and word play emphasizes on a world so unknown, yet so important to not only our history, but to our understanding of what our ancestors of our various ethnic origins fought through every day of their lives to create the world in which every day we take for granted.

Where he lays his emphasis on our history is not from the point of view of the adult, but through the eyes of the children who, today, are our fathers and grandfathers. Divided into three major chapters, Wayson Choy begins the narration of his history through the eyes of Jook-Laing, a five year old beautiful girl of Chinese origin born in Canada after her family immigrated to Canada. Isolation is slowly starting to become a major theme in the novel, not only created by the Canadian Government, but by her very own family.

The Canadian Government in the 1940’s, the time period the novel takes place, created harsh laws against immigrants, making it near impossible to live happily: one was never to leave the household, as immigrants must live within the same household even when one becomes married, as well as harsh laws on illness, where, if one were to become sick with any illness- even as innocent as a cold- if the government found out, “The Vancouver Health Inspection Board… posted on our front door, a sign boldly visible from the street: condemned” (p. 32).

However, Jook-Laing’s family’s old heritage and Chinese beliefs create the deepest isolation as they shun the idea of traditional Canadian society, where Poh-Poh, elder and Jook-Laing’s Grandmother, describes this life as “poison to young China girl-child” (p. 17). Jook-Laing’s young and highly dream-filled spirit inspires her to dream of the perfect world- a perfect world she never gives up on as play and her “movie-star daydreams” (p. 37) have caused her heart to grow and know that, deep, inside, Canada is a better place than China, no matter what Poh-Poh says to her about her heritage.

However, despite her strong instinct, conflict arises as person versus person/society is introduced when her powerful instinct and her Grandmother’s words “You not Canada. You never Canada. You China. Always war in China” (p. 37) make her isolated from becoming her own person and trapping her in a world she knows is not true to her heart. As a major authority figure of the household, Poh-Poh is never corrected or disagreed with, causing Jook-Laing to feel alone in her internal battle between what she is told and her faith in Canada.

Further, Jook-Laing, along with her other two step-brothers, are strongly looked down upon by their strict, old heritage grandmother, who constantly reminds them of her feelings towards them: “This useless only-granddaughter wants to be Shirlee Tem-po-lah; the useless Second Grandson wants to be cow-boy-lah. The First Grandson wants to be Charlie Chan. All stupid foolish! ” (p. 40). With Poh-Poh’s interrogance towards her grandchildren’s play, it creates further isolation from the norm of society and themselves, along with isolation from their desire to be a child.

Despite her Grandmother beginning to shape the role of the antagonist of the story, Jook-Laing makes a deep connection with an old family friend, Mau-lauh Bak, who not only understands the importance of play, but embraces and cherishes Jook-Laing for her ability to be free in a world so sour towards them. that connects Jook-Laing to the theme of belonging. The second part of the story speaks about Jung-Sum, the kid who was adopted due to the fact that his parents have died from a young age “I TAKE CARE OF MY SELF’ (p. 2). Jung also starts off in the novel isolation for as he doesn’t want his new family to take care of him. But Jung started to box and that is where he found a sense of belonging. Sek- Lung also fell into the same isolation theme from Canada and as well from his family, he was in belief that Poh-Poh was still coming to visit after she had died, and the whole family did not believe the fact, that’s when Sekky fell into the same pattern of isolation.

But it was Sekky that had the most sense of belonging to Canada towards the end of the book, because Canada is a multicultural community there is all kinds of races that live in this great country, and Sekky was a big hater of the Japanese “I have to remember they are the enemy” (p. 189) but when he meets Meiying, and she introduces him to Kaz her Japanese boyfriend, he gets to like him. This shows that the world revolves around hate but once you get to know people, a person’s perspective might change. Sekky finally found his belonging in Canada.

Diversity in the workplace encompasses a range of elements. Differences in national origin, primary language, religion, social status and age can benefit or harm organizations. Managing diversity effectively is the key to leveraging the advantages and minimizing the disadvantages of diversity in the workplace.

Co-workers with diverse cultural backgrounds bring unique experiences and perceptions to the table in groups and work teams. Pooling the diverse knowledge and skills of culturally distinct workers together can benefit companies by strengthening teams’ productivity and responsiveness to changing conditions.

Each employee in a diverse workplace possesses unique strengths and weaknesses derived from their culture in addition to their individuality. When managed properly, diversity in the workplace can leverage the strengths and complement the weaknesses of each worker to make the impact of the workforce greater than the sum of its parts. Learning And Growth

Another advantage of workplace diversity is the opportunity for employees’ personal growth. Being exposed to new ideas, cultures and perspectives can help individuals to reach out intellectually and gain a clearer view of their surroundings and their place in the world. Spending time with culturally diverse co-workers can slowly break down the subconscious barriers of ethnocentrism and xenophobia, encouraging employees to be more
well-rounded members of society.

Communication Issues

Diversity impacts workplace communication in positive and negative ways. Between co-workers, diversity can place impediments in the way of effective communication, which can directly dampen productivity and the cohesiveness of small groups. Spending time with diverse employees can break down communication barriers over the long-term, but first impressions and co-workers’ orientation periods can be difficult to control when cultures clash.

Diversity can strengthen your company’s relationships with specific customer groups by making communication more effective. Customer service representatives can be paired up with customers from their specific demographic, making the customer feel comfortable with the representative, and thus with the company. A number of companies in the southwest United States, for example, prefer to hire bi-lingual customer service reps to deal with Spanish-speaking customers in their native language. Integration Issues

Social integration at work can only be influenced to a small degree. The formation of cliques and exclusive social groups is a natural process that can be impossible to control at times. Because of this, companies can experience informal divisions in their staff, creating a situation where culturally diverse employees avoid exposure to each other during break times and after work. Although there is nothing fundamentally wrong with this scenario, it can hinder the effectiveness of sharing knowledge, skills and experience, thus curbing productivity growth and the effectiveness of teams.

Diversity can help your business grow internationally.

Promotion & Awareness of Cultural Diversity in the Workplace

Diversity is a hot button topic that is often discussed as a requirement, rather than as a competitive business advantage. With the proper environment, diversity can allow your small business to understand the needs of different customer segments, to widen the international scope of your operations and to increase the breadth of your idea generation. Diversity can apply to gender, national origin, physical attributes, sexual orientation, ethnic affiliation and regional differences.

Access to a wide range of experiences can increase innovation and idea creation for your business. Cultural exposure, language understanding, experience with physical limitations or collective experience as a member of a group can be a treasure trove of ideas for new products, new customer interaction strategies and advertising methods. A variety of perspectives helps provide sparks for creativity to flourish and helps new ideas emerge.

Compliance with Legal Diversity Requirements

A diverse workforce can allow you to minimize potential allegations of non-compliance to regulatory diversity requirements. Although proper actions in regards to hiring, promotions and employee behavior still must comply with regulations, diversity may minimize an environment that harbors discrimination.

Adaptability

Employees with a strong background in different cultural environments, language backgrounds and ethnic affiliations may allow your business to explore new markets. Individuals with international understanding and language skills can allow you to offer products to foreign clients and expand your business reach naturally. In some instances, diverse employees can help your company adapt to demographic changes in your physical location.

Increased Customer Relations

Your existing and potential customers may come from diverse backgrounds. Employees that resemble the natural diversity in society can help your company increase customer relationship connections. Shared visions can allow your employees to reach out to customers, relate to their needs and address concerns in a manner that reaches them at their level. Customers that feel heard and understood are more likely to become repeat customers.

Enhanced Reputation

Companies that promote diversity, inclusion and promotion of talent over personal traits are often viewed favorably by customers, business partners and the media. The business also becomes known as a good place to work and has a greater chance of recruiting talented individuals. Positive environments are a breeding ground for success that attracts the best and brightest from all backgrounds.

Laura Acevedo has been a professional writer for more than 15 years. With a background in business, international relations, psychology and technology, Acevedo writes from both experience and an educational foundation. She holds a Master of Business Administration from the University of North Florida and undergraduate degrees in business and psychology.

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The Houston Chronicle is the premier local news provider for the country’s 4th largest city. Currently the nation’s sixth-largest newspaper, the Houston Chronicle is a multimedia company publishing print and online products in English and Spanish that reach millions of people each month. The Houston Chronicle is owned by the Hearst Corporation. Read about limitations of Manpower Planning

can present certain disadvantages.

Much has been written and said about the concept of teamwork in the workplace. Teamwork is typically viewed as a positive concept, as it brings together a group of employees who work for the benefit of the business. While teamwork does offer a variety of advantages, there are also some potential disadvantages you should be aware of when implementing a team concept in your workplace. Ads by Google

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With some teams, there can be a tendency for members to sit back and let others do most of the work. This can cause resentment in the workplace, especially if you as a business owner recognize only the efforts of the team and not those of its leaders. Conflict may occur as a result, which can have a detrimental effect on workplace morale.

Not Team Players

Some workers may not function well as part of a team, preferring to work on their own. If your work environment requires working as a team to accomplish a task, you’ll need to be sure you’re screening out the ;quot;loners;quot; during the hiring process. While these individuals may be excellent workers in the right environment, they’ll likely have difficulty fitting into your work culture, resulting in dissatisfaction.

Limiting Creativity

Teamwork may also limit creative thinking. Employees may be so focused on working for the overall good of the team and fitting in to the team concept that they put their own ideas on the back burner. This lack of innovative thinking may keep your company from moving forward, resulting in stagnation.

Longer Process

According to the Entrepreneur.com, a team can sometimes take longer to produce a desired result. Teams typically need to go through a variety of processes, such as member selection, organization and socialization on the way to completing the task at hand. Teams can also result in added expense, as they can tie up resources like money, manpower and equipment.

Inherent Conflict

Whenever a group of people is assembled to achieve a goal, at least some conflict is likely to occur. Contrasting personal styles can clash and some members may have difficulty accepting ideas that differ from their own. Peer pressure can also result in a team member going against her better judgment to escape the wrath of other members or to facilitate the completion of a project.

Organizations around the world are experiencing the effects of cultural and global diversity. Kellogg, Starbucks, McDonald’s, and Arbor are four companies introduced in this paper.

They have been researched in order to identify how each company is affected by demographic factors, how these factors are managed, and what systems are implemented to enhance the success of the business; thus, this paper illustrates the key course concepts and their application to the best practices of these companies. The dynamics and dimensions of diversity in an increasingly global business environment can challenge the demographic factors of most organizations.

Basically, Kottak and Kozaitis (2003) declare, “In the 21st century, the overwhelming majority of the world’s population, along with a large percentage of the populations of the United States and Canada, will be descendants of the non-Western groups” (Ch. 1, p. 29). In other words, organizations will need to learn how to manage the complexities of a diverse workforce. Among these complexities, organizations will encounter demographic factors such as age, race, education level, religion, political party preference, sexual orientation, and gender (Kottak & Kozaitis, 2003).

Because of these diverse factors, organizations need to be prepared to recognize the individuals’ behavior that is influenced by culture, values, and beliefs. To illustrate, culture refers to people’s identity in their traditions, customs, and way of life (Kottak & Kozaitis, 2003). In fact, Kottak and Kozaitis (2003) declare that culture is all encompassing. In essence, it is important for organizations to know that individuals are influenced by popular culture as well. Therefore, individuals in a diverse workplace need to understand and respect each other’s differences.

It is not enough to know that the workplace is composed of people with different views in life, values, and attitudes. Kottak and Kozaitis (2003) state that “Ethnic diversity may be associated with positive group interaction and coexistence or with conflict” (Ch. 5, p. 12). Knowing that diversity can be beneficial to the organization will help management integrate appropriate value systems within the company. However, in the event that conflict exists as a result of diversity, management would need to consider alternative best practices to address the organizational conflict.

Given the complexities of a diverse workforce, organizations need to examine constantly alternative solutions to help them manage the demographic factors within the company. Kottak and Kozaitis (2003) declare that “Failure to achieve an accurate account and appreciation of a race-based group of people results in racism” (Ch. 6, p. 3). Certainly, organizations need to mitigate any potential and undesirable outcomes that can negatively affect the reputation and profitability of the business.

To put it differently, “The great sociopolitical paradox of the contemporary world is that both integration and disintegration are increasing” (Kottak & Kozaitis, 2003, Ch. 3, p. 5). In addition, globalization is contributing to the workforce diversity around the world, and organizations are continually being challenged to learn new ways to manage these changes. Organizations are not only challenged with internal changes but also with external forces such as economic and political factors.

The importance of understanding the presence and influence of diversity that affect the contemporary American culture can prove enormously beneficial for any organization. In effect, organizations need to learn how to effectively manage the effects of demographic factors involving their planning and decision making in motivating and rewarding individuals (Kottak & Kozaitis, 2003). Consider for instance, Kellogg started its business more than 100 years ago and has quickly expanded into new geographies, leading to a stead fast growth plan that provided them with a global business, which still stands strong today.

While remaining a superior global food company, Kellogg’s management realized that they had to have the strongest possible resources to support their business growth in a diverse and competitive environment (Kellogg, 2009). Likewise, Starbucks is managing its competition challenges; the current economic conditions are factors that Starbucks needs to consider in order to market the new products to preserve its clientele and bring in new customers. Hence, Starbucks is wise to use the four P’s model; Price, Product, Place, and Promotion, to determine the course of action best suited to stay ahead of the competition.

To be clear, both Kellogg and Starbucks are managing the effects of postmodernity; that is, “postmodertnity describes our time and situation—today’s world in flux, with people on the move who have learned to manage multiple identities depending on place and context” (Kottak & Kozaitis, 2003, Ch. p. 29). To manage the influence of postmodernity within the context of demographic factors, Kellogg and Starbucks are implementing strategic approaches to aid them in their success involving global and cultural diversity.

For example, Kellogg committed itself to developing a comprehensive and ground-breaking supplier diversity program. This program was to cultivate strategic procurement relationships with W/MBE-owned, controlled and operated businesses while supplying products and services Kellogg purchased; this would allow them to foster the growth of their business while marketing the long-term growth of Kellogg (Kellogg, 2009). Similarly, Starbucks expanded the menu to include products to target non-coffee drinkers, with the introduction of blended or iced cold coffee drinks, frappuccino’s, lattes, mocha’s, and teas.

Starbucks creatively integrated a diverse menu consisting of bold aromas to creamy sweet flavors, attracting a range of customers to Starbucks at various times and for various reasons. Starbucks’ intention to satisfy the demographic factors has prompted management to add items on the menu for anyone willing to try; among them, Professionals heading to an early morning meeting needing a “stout” cup of coffee, housewives stopping for a late morning latte with friends after dropping the children at school and the high school and college students in search of Wi-Fi connection and snack (Kembell, 2002).

Another company that has continued to strive for cultural adaptability in a diverse global environment is McDonald’s. This company is an organization that can be found in every country, servicing nearly 47 million customers around the world. Because of McDonald’s unique demographic factors, managers are trained through a comprehensive Management Development Program. This program encompasses McDonald’s core values and principles along with the dedication to serve customers, the community, and employees (McDonald’s, 2009).

One of the demographic factors affecting McDonald’s management planning involves the aging population in Australia. In other words, McDonald’s management is challenged with having to change its marketing approach in order to reach the newly identified groups (Monash University, 2009). Similar to Kellogg and Starbucks, McDonald’s management is searching for effective systems to help aid the company in addressing the increasing changes in demographics.

Fortunately, McDonald’s continues to find strength on its business models in which McDonald’s management is “committed to exceeding […] customers’ expectations in every restaurant every time” (McDonald’s, 2009). Accordingly, McDonald’s management recognizes that the company’s core values go beyond demographics, for this reason, McDonald’s philosophy declares, “We will seize every opportunity to innovate and lead the industry on behalf of our customers” (McDonald’s, 2009).

Effectively, the best practices of McDonald’s, Starbucks and Kellogg demonstrate the dedication and commitment to learn and adopt successful systems that will help them serve customers regardless of demographic factors. Unquestionably, these organizations need to also integrate rewards and motivation systems to help them sustain a diverse workforce anywhere in the world. For example, Arbor Education and Training is a leading provider of workforce development services to job-seekers, workers, employers, and communities nationwide (Arbor E & T, 2009).

Arbor employees come from many different walks of life, employees of all ages, religions, and other factors; these employees are treated equally within the organization in decisions concerning rewards and performance. Kottak and Kozaitis (2003) state that “Cultural diversity refers to variation in institutions, traditions, language, customs, rituals, beliefs, and values” (Ch. 4, p. 6). In summary, organizations are required to continually scan their business environment in order to identify the challenges that come with a diverse workforce.

Overall, Kellogg, Starbucks, McDonald’s, and Arbor are challenged with cultural diversity, yet each company is finding the way to integrate successful best practices in the workplace. As noted, the dimensions of diversity in relation to each demographic factor play a crucial role in how Kellogg, Starbucks, McDonald’s, and Arbor cope with the increasing changes of the business environment. Accordingly, the practices of these companies serve to address the presence of a diverse workforce in a constantly changing society.

Synopsis of Kellogg by Wendy Harris

Kellogg Company, a company with many competitive advantages in global communications, started its company more than 100 years ago and quickly expanded into new geographies. With a stead fast growth plan that provided them with a global business which still stands strong today. While remaining a superior global food company, Kellogg Company realized that they had to have the strongest possible resources to support their business growth. A great deal of that strength was acquired through raw materials and other products and services from the widest and best foundation of resources.

During the building process, Kellogg Company committed itself to developing a comprehensive and ground-breaking supplier diversity program. This program was to cultivate strategic procurement relationships with W/MBE-owned, controlled and operated businesses while supplying products and services Kellogg purchased; this would allow them to foster the growth of their business while marketing the long-term growth of the Kellogg Company. Kellogg’s code of conduct, their management staff is required to hold certain employees to special responsibilities under the Code.

Kellogg believes it’s their managers’ responsibility to create and maintain a work environment in which all employees and agents know that ethical and legal behavior is expected of them at all times. Each manager is expected to model the highest standards of ethical business conduct and encourage discussion of the ethical and unethical as well as the legal implications of business decisions. It is the mangers responsibility to make sure that anyone needing additional information in an effort to do his or her job receives appropriate policies and training.

It is the managers’ responsibility not to hire or retain any employee or agent who they feel may engage in unlawful conduct or unethical activities. In 2005, Kellogg incorporated an awards program called the W. K. Kellogg Values Award, which is given annually to one individual and one team of employees who best exhibit the K Values while working. This program initiated to support their code of conduct as well as the company’s mission.

Synopsis of Starbucks by Colleen Holdahl

Young urban professionals consuming specialized coffees were the first to patronize Starbucks.

Today the popular coffee chain attracts 25 million people each week and draws a large demographic of patrons varying in age and ethnic backgrounds (Hanft, 2005). The most common customer Starbucks attracts is of course, the coffee drinker, yet the company expanded the menu to include products to target non-coffee drinkers, with the introduction of blended or iced cold coffee drinks, frappuccino’s, lattes, mocha’s, and teas. With the presence of bold aromas to creamy sweet flavors, a range of customers are frequenting Starbucks at various times and for various reasons.

Starbucks has items on the menu for anyone willing to try: Professionals heading to an early morning meeting needing a “stout” cup of coffee, housewives stopping for a late morning latte with friends after dropping the children at school and the high school and college students in search of Wi-Fi connection and snack (Kembell, 2002). Adding new products is a challenge as Starbucks must consider many factors. For example when the new Creme Frappuccino was created, Starbucks took into consideration the demographic areas to launch the drink, the market to target, and the packaging of the new product.

Introducing the Creme Frappuccino, Starbucks faces a competition that the company has not previously experienced, with competitors imitating the Creme Frappuccino. Competition and the current economic condition, both are factors Starbucks needs to consider how to market the new products to preserve current patrons and bring in new customers. Starbucks is wise to use the four P’s model; Price, Product, Place, and Promotion, to determine the course of action, best suited to stay ahead of the competition.

Emotions are potent internal influences described by Hawkins, Mothersbaugh, and Best (2007) as “strong, relatively uncontrollable feelings that affect behavior” (p. 364). Starbucks is in a controversy over the supposed injustice and treatment toward coffee growers in Ethiopia. The controversy deals with negative emotions of customers, due to the report that Starbucks deprives the Ethiopian growers of $90 Million annually by opposing the Ethiopian government’s efforts to trademark three locally grown coffee beans (Economist, para. ). The Creme Frappucino gives Starbucks an opportunity to offer a guilt-free alternative to non-coffee drinkers or patrons who oppose the Ethiopian controversy, during the time the legal and public-relations situation is in transition. Synopsis of McDonald’s by Marisela Jimenez McDonald’s is an organization that can be found in every country, servicing nearly 47 million customers around the world. Because of McDonald’s unique demographic factors, managers are trained through a comprehensive Management Development Program.

This program encompasses McDonald’s core values and principles along with the dedication to serve customers, the community, and employees (McDonald’s, 2009). Hence, the demographic factors affecting McDonald’s vary from each country, yet management understands that by following McDonald’s philosophy, their planning can help mitigate the effects of each demographic factor. To illustrate, some of the demographic factors affecting McDonald’s management planning involves the aging population in Australia, the decline in birth rate, the changing family, the increase in ethnic diversity, and the population growth.

In other words, McDonald’s management is challenged with having to change its marketing approach in order to reach the newly identified groups (Monash University, 2009). To address this organizational conflict involving the demographic factors, McDonald’s management focuses on its services and products. Accordingly, McDonald’s management is trained to approach each conflict with honesty and integrity (Monash University, 2009). Not only is McDonald’s management keeping up with the rapid demographic changes, they are also continuing to manage conflict by remaining committed to their principles.

This means that McDonald’s management is “committed to exceeding […] customers’ expectations in every restaurant every time” (McDonald’s, 2009). Fundamentally, McDonald’s best practices on dealing with organizational conflict are strongly carved on its philosophy; that is “We will seize every opportunity to innovate and lead the industry on behalf of our customers” (McDonald’s, 2009). Hence, McDonald’s management recognizes that their focus is every customer, regardless of age, ethnicity, sex, and location.

McDonald’s is an organization that understands how to motivate and reward people. Consider for instance, McDonald’s has what is called People Promise. This means that McDonald’s promises to “value each and every employee, their growth and their contribution – every day in every way” (McDonald’s, 2009). McDonald’s managers recognize and respect each employee; each employee is empowered and coached. This organizational practice is found in every McDonald’s around the world, for this reason, McDonald’s prides itself on offering “more than a pay check to our employees.

Our Crew members enjoy flexible schedules, paid training and the chance to have fun working with friends while learning valuable life skills” (McDonald’s, 2009). Synopsis of Arbor E&T by Eduardo Mata Arbor Education and Training (Arbor E & T) is a company with offices throughout the United States and have a very diverse workforce that demonstrates a unique demographic factor. Arbor Education and Training is a leading provider of workforce development services to job-seekers, workers, employers and communities nationwide (Arbor E & T, 2009).

Arbor employees come from many different walks of life, employees of all ages, religions, and other factors and these employees are treated equally within the organization when it comes to decisions concerning rewards and performance. Founded in 1968, Arbor E&T is now the largest single supplier of job-related education, counseling and employment assistance under federally funded programs such as the Workforce Investment Act and the Temporary Assistance for Needy Families programs (Arbor E & T, 2009).

Management planning for many of its customers receiving federally funded assistance requires that certain guidelines are followed and because of being federally funded and services provided must meet the customer’s requirements and expectations along with the government regulations. Arbor E & T provides services to a wide variety of customers seeking employment, education or training and also provide excellent services to migrant and seasonal farm workers and United States Veterans seeking employment and other services. Training is provided to the entire workforce in providing the best services possible to each group.

Arbor management is committed to providing the leadership, training, and resources required to enable our employees to consistently adhere to regulatory requirements, to tirelessly seek improvement of our processes, and to continue to provide world-class services to all of our customers. We are dedicated and caring people who form a company providing excellent human services that enhance the lives of individuals. The company rewards its employees based on employee performance and whether their goals were met for the preceding year. As found in Arbor E & T (2009): Our goal is to be known by our clients and by the workforce development community as the leading provider of services in the markets we serve, i. e. , One-Stops, TANF, youth, early childhood education, and vocational training programs. Our quality management system is a critical element of our effort to achieve this goal. ”

References

1. Arbor. (2009). Arbor education and training. Retrieved October 17, 2009 from http://www. arboret. com/ Hanft, Adam. (April 1, 2005). What you can learn from starbucks. Retrieved October 13, 2009 from http://www. inc. com/resources/marketing/articles/20050401/starbucks. html.
2. Hawkins, D. , Mothersbaugh, D. and Best, R. (2007). The Economist. Consumer behavior: building marketing strategy. Retrieved October 13, 2009 from http://highered. mcgraw- hill. com/sites/0073101370/information_center_view0/revision_changes. html.
3. Kellogg Company. (2009). Kellogg company. Retrieved October 17, 2009, from http://www2. kelloggs. com/General. aspx? ID=466
4. Kellogg Company. (2003). We act with integrity and show respect in everything we do. Retrieved from http://files. shareholder. com/downloads/K/749861120x0x196418/ ec25a03a-7081-450d- a942-16ee7ad2ee1b/GlobalCodeofEthic. df
5. Kembell, B. (April 2002). Catching the starbucks fever: starbucks marketing strategy. Missouri State University.
6. Kottak, C. P. , Kozaitis, K. A. (2003). On being different: diversity and multiculturalism in the north american mainstream. (2nd ed. ). New York: The McGraw-Hill Companies.
7. McDonald’s. (2009). Our story. [Online]. Available: http://www. mcdonalds. ca/en/aboutus/index. aspx (2009, October 16).
8. Monash University. (2009). Briohny’s report. [Online]. Available: http://www. monash. edu. au/lls/llonline/writing/business-economics/marketing/3. 3. 2. xml (2009, October 16).

CPPS Policy Factsheet: National Unity CPPS is pleased to bring to you its “CPPS Policy Fact Sheet” on national unity. In this factsheet, we will look at government policies which affect national unity and explore their effects on social cohesion and integrity in Malaysia. BACKGROUND Malaysia is one of the most plural and heterogeneous countries in the world, with three major ethnic groups — Malay, Chinese, and Indian — plus several other indigenous tribes. It has a checkered history, having been under four different colonial powers at one time or another since the 16th century.

This ethnic and cultural diversity is reflected in the wide variety of languages spoken and religions practiced in Malaysia; even within the same ethnic group, various traditions prevail. Modern Malaysia is increasingly forced to confront the tensions arising from this fount of diversity, and the politics of race and religion. Malaysia has been free of ethnic bloodshed, but there remains much room for Malaysians to understand one another and to see each other as equal parts of an indivisible nation.

National unity is a key target of government policy; the Department of National Unity is tasked with promoting greater integration amongst the country’s various communities. However, numerous government policies and laws differentiate between Malaysians on the basis of ethnic background, to the point that many feel they have been the target of discrimination. Overall Malaysians are pleased with the progress the country has made in coming to terms with its plural and diverse nature. Yet, there is still significant room for improvement and ensuring that every Malaysian believes there is a place for them under the Malaysian sun.

Flash points

The Department of National Unity defines national unity as “a situation in which all citizens from the various ethnic groups, religions, and states live in peace as one united nationality, giving full commitment to national identity based upon the Federal Constitution and the Rukunegara. ” Wawasan 2020 (Vision 2020), a government policy targeting developed status for Malaysia by the year 2020, names national unity as a key component of a developed country. The “Bangsa Malaysia” (Malaysian Nation) policy mphasises “people being able to identify themselves with the country, speak Bahasa Malaysia (the Malay language) and accept the Constitution. ” Prior to Bangsa Malaysia, the government’s main thrust towards national unity was the National Culture Policy implemented in 1971, which defined the “indigenous culture” and Islam as two important bases for the national culture. The 2006 National Education Blueprint targets racial polarisation in the school system, aiming to use classes on the Constitution and other such activities to bring students together, while promoting Mandarin and Tamil classes in national schools.

In 2008, the government announced new quotas for government scholarships, with 55% allocated to the bumiputra and 45% for non-bumiputra; previously the quota stood at 90% to 10%. The old ethnic quota system in university admissions was abolished in 2004. The National Service programme which commenced in 2003 is meant to address racial polarisation and encourage national unity by bringing youths from a variety of backgrounds together in one setting.

The New Economic Policy and other associated affirmative action programmes have helped dampen Malay fears of falling behind the rest of the nation socioeconomically, but also led to concerns of government-backed discrimination amongst the non -Malay communities.

Basic statistics and facts

Malays and other bumiputra comprise 65% of the population; Chinese make up 26%, and the Indians 8%. (2000 census) 60. 4% of Malaysians are Muslim, 19. 2% are Buddhist, 9. 1% are Christian, 6. 3% are Hindu, 2. % follow Confucianism/Taoism/ another traditional Chinese faith, and 2. 4% practice other faiths. (2000 census) 93% of Malays attend national schools, 90% of Chinese attend Chinese vernacular schools, and 70% of Indians attend Tamil vernacular schools. (Prime Minister’s address to the 2004 Malaysian Education Summit) Bumiputra corporate equity stands at 19. 4%. (Mid-Term Review of the 9th Malaysia Plan) 41% of Malaysians either describe national unity as “superficial” or “imposed”, or believe there is no national unity at all in Malaysia. Merdeka Centre Ethnic Relations Perceptions Poll) 25% believe that Malaysians from different ethnic groups are drifting apart rather than becoming more united, and 15% believe that the situation will only worsen over the next decade. (Merdeka Centre Ethnic Relations Perceptions Poll) There is a clear correlation between age and mixing outside one’s own ethnic group; younger Malaysians are likelier to say they find it difficult to relate with those not from their own racial background, and less likely to say they like mixing with people of a different race. CPPS Minda Muda study) 22% do not have any friends from ethnic groups other than their own. Of those who do, 60% rarely or never take meals with their friends from other ethnic backgrounds. (Merdeka Centre Ethnic Relations Perceptions Poll) Roughly 2/3rds of young Malaysians’ close friends are primarily from the same ethnic group or religion as them. (CPPS Minda Muda study) Only 57% of Malaysians believe that government policies should focus on promoting interests common to all Malaysians, with 25% believing that government policies should focus on the interests of specific ethnic groups. Merdeka Centre Ethnic Relations Perceptions Poll) 75% of young Malays can say they have never been treated unfairly on account of their race; however, only 45% of their Chinese peers and 49% of the Indians say the same. For religious discrimination, the same figures stand at 82% for the Malays and 53% for others. (CPPS Minda Muda study) Recent polls suggest that ethnic inequality is the 2nd-most pressing issues faced by Malaysians, at 17%, with only price hikes and inflation considered more pressing, coming in at 20%. 3% are somewhat or very dissatisfied with government efforts to address ethnic inequality. (Merdeka Centre Voter Opinion Poll 4 th Quarter 2007) Article 153 of the Federal Constitution states: “It shall be the responsibility of the Yang di-Pertuan Agong to safeguard the special position of the Malays and natives of any of the States of Sabah and Sarawak and the legitimate interests of other communities in accordance with the provisions of this Article. ” Article 153 has been used to permit quotas in the provision of public scholarships, civil service positions, and business licences.

Education policies

Young Chinese Malaysians are considerably dissatisfied with the state of the education system when it comes to promoting national unity. (CPPS Minda Muda study) 64% of Chinese parents feel the education system is preparing students to be tolerant towards those of other races and religions, as opposed to 78% of Malay parents and 83% of Indian parents. (Merdeka Research Centre Education System Perceptions Survey) 86% of Malaysians believe that the time has come for a national education convention involving all races to review various aspects of our education policies. Merdeka Centre Education System Perceptions Survey) 42% of Malaysian youth reject a quota system for admissions to public universities. (Merdeka Centre Youth Expectations Survey) 37% of Malaysians believe that the streaming of primary education based on mother tongue will negatively affect ethnic relations in the long run. (Merdeka Centre Ethnic Relations Perceptions Poll) 12% believe that the best way to improve ethnic relations in the country is to standardise on one education system. Merdeka Centre Ethnic Relations Perceptions Poll) Incidents of intolerance in the school system are often publicised in the media. Recently, a teacher told her students Indians were monkeys and children of prostitutes. The government’s response in such cases has been unsatisfactory; in here, the teacher was only transferred, with no further apparent penalty. Students often attend different primary school systems according to their mother tongue, curbing opportunities for interaction between young of different ethnic backgrounds.

At the secondary level, many bumiputra students opt for one of the MARA junior science colleges or other bumiputra-dominated boarding schools, further reducing young Malaysians’ exposure to peers from different backgrounds. Universiti Teknologi Mara (UiTM) is exclusively attended by bumiputra students; suggestions by Selangor Chief Minister Tan Sri Khalid Ibrahim that it take in 10% of non-bumiputra was protested violently by students. A former Minister of Higher Education publicly declared that he would never see non-bumiputra students set foot on the campus.

Although the quota system for university admissions has been abolished, there are regular calls from within the ruling party (Umno) for its restoration. Suspicions remain that the quota system is still in place by de facto, as the proportion of admitted bumiputra continues to hover between 50% and 60%. The quota system for government scholarships remains, and moves to increase the non-bumiputra quota or abolish the quotas entirely have come under fire. National Service is a popular remedial programme for racial integration; 73% of youth believe it has a positive effect on national unity, and 87% say it ought to be retained. Merdeka Centre Youth Expectations Survey)

Economic policies

The NEP has ended but broadly refers to affirmative action for the Bumiputera in social, economic, corporate, distributive trade, and educational aspects. Its relevance has been debated recently, with some groups calling to replace this with a non-racebased affirmative action policy, focusing instead on need and meritocracy. A key target of the NEP was to have the bumiputra control 30% of corporate equity by 1990; when this target was not met, successor policies continued with a variety of bumiputra preferences.

The 30% goal remains a key target in economic policy, and claims that it has already been attained have met with withering criticism Under the Industrial Coordination Act, the state has wide-reaching powers to achieve the 30% target. This power was most frequently used in the 1970s, when vast restructuring of numerous private enterprises took place. Public corporations must have a bumiputra equity stake of at least 30%, although there are exceptions granted. Tax breaks for companies with 30% or more bumiputra ownership are common.

The state has taken over several foreign enterprises and established numerous government-linked corporations (GLCs) with the explicit purpose of increasing the bumiputra equity share. Loose employment quotas apply to large establishments, which must employ staff in the same proportions as the overall ethnic composition of the country. Similar quotas also apply to the boards of directors for a number of firms. Civil service positions are subject to even more stringent quotas; a common and targeted ratio is 4 bumiputra to 1 non-bumiputra. There are overt bumiputra preferences in public procurement, where construction contracts, etc. re frequently given to bumiputra-controlled firms without an open tendering process. Government policy is to encourage GLCs to follow government procurement procedures, extending the preferences to the commercial sector. In a controversial move, Maybank in 2007 announced it would only utilise law firms with a bumiputra ownership stake of 51% or more; after public outcry, the policy was rolled back. Price discrimination, whereby the government subsidises bumiputra contractors’ bids, is also a frequent practice. All new real estate developments are required to provide a certain discount for bumiputra buyers.

Shares in initial public offerings (IPOs) meant for bumiputra ownership are also frequently sold at a discount. No government policy has ever set explicit targets for inter- or intra-ethnic income inequality. The government monitors the incomes of various ethnic groups, but reducing income disparities or uplifting the poor in general is not a major priority. Studies indicate significant dissatisfaction amongst the Chinese population with the government’s economic policies, which a substantial number perceive as detrimental to national unity. CPPS Minda Muda study) 39% of Malaysian youth believe that Malay preferences in government assistance ought to be abolished. (Merdeka Centre Youth Expectations Survey). The Lina Joy case in 2007 ended with the apex Federal Court ruling 2-1 that Malaysians legally defined as Muslims cannot convert out of Islam without going through the Muslim Syariah court system. In 2005 Maniam Moorthy (also known as Mohammad Abdullah) was buried as a Muslim because official records indicated he had converted from Hinduism to Islam; his family protested as he had never given them any indication of conversion, and continued to practice the Hindu faith. The civil courts refused to hear the matter, and referred the Hindu family to the Muslim Syariah courts.

In 2005, T. Saravanan converted from Hinduism to Islam, and filed an application in the Syariah Courts to dissolve his civil marriage and gain custody of his children. His wife, R. Subashini, insisted that only the civil courts could dissolve a civil marriage, but the civil courts held that they had no jurisdiction over the matter because as a Muslim Saravanan was now subject to Islamic family law. 2007 saw the case of Revathi Massosai, whose parents had registered her as a Muslim at birth, but had been raised as a practicing Hindu by her grandmother.

When she filed an application to change her legal status from Muslim to Hindu, she was detained by Muslim religious authorities and sent for rehabilitation, where she claimed she was forced to consume beef and follow Muslim religious traditions. Numerous non-Muslim places of worship, primarily Hindu temples, have been demolished in recent years as illegal structures on public land. Non-Muslim activists claim that as historical landmarks, many of these buildings should have remained standing, and allege government discrimination in targeting non-Muslim places of worship.

Interfaith dialogue has often been attacked as a challenge to the position of Islam, which is the official religion of Malaysia. Attempts to set up an Interfaith Commission have been rebuffed as a non-Muslim attempt to regulate Islamic beliefs, and civil society-organised forums on Muslim religious issues such as conversions have been forced to a premature close by vocal protests. Top government officials, including the present Prime Minister and his predecessor, have declared Malaysia an Islamic state although no related amendments to the law have been made.

It is not clear what ramifications this has in store for the nonMuslim communities, but some fear this is an implicit justification for perceived injustices like the aforementioned cases. Mean Ranks Respondents were asked to rank on a 5-point scale the following statements, with “1” as “Fully Disagree” and “5” as “Fully Agree. The statements here read: “Government policies to help the poor should be for a particular group of Malaysians only. ” “Government economic policies are good for national unity. “I think the NEP has been good to unite the country together. ”

Identity and politics

45% of Malaysians see themselves as Malaysian first, with 42% (including over half the Malays) identifying primarily as members of their respective ethnic groups. 12% believe they are equally Malaysians and equally members of their own ethnic communities. (Merdeka Centre Ethnic Relations Perceptions Poll) Young Malaysians have different orientations; 40% say they see themselves as Malaysian first, but 39% — mostly Malay — identify primarily as the member of a religious group. 0% of Chinese Malaysian youths see themselves as a member of their own ethnic group first, as opposed to 7% each for the Malays, Indians and non-Muslim bumiputra. (DiGi Snapshot: MERDEKA Youth in Focus) Ethnic stereotyping is prevalent, with 58% of Malaysians saying Malays are lazy, 65% saying Chinese are greedy, and 58% saying Indians cannot be trusted. (Merdeka Centre Ethnic Relations Perceptions Poll) 70% of Malaysians believe they should help those from their own ethnic group first before helping others.

Only 56% are more concerned about other Malaysians than their Muslim, Chinese or Indian counterparts overseas. (Merdeka Centre Ethnic Relations Perceptions Poll) 75% view their own culture as superior to other Malaysian cultures. However, 92% say they are happy to live in Malaysia because they get to enjoy different cultures. (Merdeka Centre Ethnic Relations Perceptions Poll) 67% of Malaysians want each ethnic group to maintain its own cultural identity; however, 10% of the Malays prefer all people to practice Malay cultural traditions.

A further 25% of Malaysians would like to see different cultures mix and give birth to a new unique set of traditions. (Merdeka Centre Ethnic Relations Perceptions Poll) 90% are proud to be Malaysian, and 93% have never thought of emigrating to another country. (Merdeka Centre Ethnic Relations Perceptions Poll) 40% of Chinese and Indians believe they are second-class citizens. A vast majority of Malaysians — 94% — however say that no matter how difficult ethnic relationships sometimes get, Malaysians should consider themselves lucky to live here. Merdeka Centre Ethnic Relations Perceptions Poll) There is a clear divide about the political direction of the country. Non-Malays are nearly unanimous in hoping that all cultures and religions will be given equal rights, but this is shared by only 38% of the Malays. 16% favour a Malay-dominant country, while 43% would like a more Islamic country. (Merdeka Centre Ethnic Relations Perceptions Poll) While 46% of Malaysians, most of them Malay, believe that Malaysian society is mature enough to discuss racial and religious issues openly, 49% think that these issues are too sensitive to merit an open discussion. Merdeka Centre Ethnic Relations Perceptions Poll) 55% of Malaysians believe that politicians are to blame for segregating the people through racial politics. A slim majority of the Malays, however, disagree. (Merdeka Centre Ethnic Relations Perceptions Poll) The most popular of five different proposals to improve national unity was the implementation of just and fair government policies, favoured by 34% of Malaysians, especially 59% of the Chinese. The next-most popular suggestion was to hold more programs such as National Service and Rukun Tetangga, garnering support from 22%.

The mean Malay rating for religious harmony was 7. 3, as opposed to 5. 5 for Chinese respondents and 6. 8 for Indians/Others.

Policy recommendations

The government’s focus should be on the initiatives to promote Malaysia’s domestic entrepreneurial capacity. As history has indicated, entrepreneurial capacity cannot be cultivated primarily through selective patronage and easy access to bank loans and government concessions. The need now is for the promotion of policies based on merit.

Immediate implementation of a more merit-based public personnel system in the civil service for enhancing equality of opportunity in recruitment and career advancement. The various public service commissions should be made more representative in order to enhance public confidence in their guardianship of the merit system. Annual intake of fresh recruits should comprise 60 percent of Malays and 40 percent of non-Malays. Terminate the policy and practice of having some public tertiary institutions open to only specific ethnic groups.

Set out clear and transparent criteria of admissions applicable to all public tertiary institutions. The criteria should include a weighting for socio-economic and geographical/regional background to compensate for socio-economic and geographical/ regional disadvantage. Introduce/expand the provision of scholarships for academic excellence, to be applied to the top 5 per cent of applicants/ enrolees in selected fields assessed as critical to Malaysia’s social, cultural and economic needs and future.

Introduce a provision for scholarships to the next 5 per cent of applicants/enrolees in selected fields assessed as critical to the civil service. Introduce/ expand a loan scheme for all others that will be discounted in proportion to academic achievement, that is, achievement of highest honours will result in a conversion of 80 per cent of the loan to a scholarship, and so on. This addresses issues of affordability, while simultaneously factoring in an incentive to performance.

End all explicit or implicit quotas in the recruitment and promotion of faculty as it is ridiculous to entrust the higher education of our young to any but the most qualified. Consideration should be given to the establishment of a special department or agency to look after non-Bumiputera ethnic minority affairs, and especially to provide oversight in the fair and unbiased implementation of government programmes. Such an agency should be broad based and include representatives from government, interest groups, ethnic minority communities and NGOs.

The national identity of Singapore is characterized to the social and moral value system linked with the lifestyle of her people across the period of time. This form of identity is founded on bringing into play the essence of the existence of people. Accordingly, the media sets in to promote the existence and sustenance of this belief amidst challenges of extinction, demise and disintegration. What the media does is to strengthen the fundamental concept of citizenship, belonging, productive initiatives as well as work.

This paper seeks to present an explorative study of the role of media as a significant apparatus in constructing a sense of nationhood or national identity. The media therefore is a tool used by Singapore to promote all cultural, social, historical, moral and religious ideologies embedded in the multiracial representation to speak loudly about her heritage and identity. The Media Digitalization as well as globalization influences how the media makes its contribution to the process of national heritage.

In view of this, Moran (1997: 67-69) asserts that the content of the media as well as the reception of the media are factors that are heavily affected by the digitalization of the media. Arguably, the media counters the impacts of media ownership and media imperialism which is brought about by the commercialization of media. As such, the Singapore media structures its homegrown content in a bid to cater for all tastes an interest.

This means that all programs that feature in media make it possible for the public to freely explore the beliefs and this happens within the precincts of the media unraveling the society which they operate thereby reminding the viewership about the nature of their culture and identity. All these happen in a package that is critically fashionable. Rather than encourage the sense of shared experiences, values or experiences, the media influences the attitudes as well as the actions of the Singaporean audience.

From this concept, Eddie (2008:21-25) argues that its role advocates for free individualism which champions for permissiveness in making decisions. It is a national value for Singaporean to make decisions without being influenced by the concerns of the society or even the societal preconception. The growth of the national identity is fostered by the media through various tools and mechanisms that are supported through media.

Stone (2000: 46-47) further outlines that these tools and mechanisms of media influence the people of Singapore and their behavior towards creating a Singapore society that is capable of facing certain challenges as well as benefit from the vital foundation behavioral, social and national tools. Accordingly, these mechanisms that are supported by the media through society include religion, family, school and law.

Furthermore, the national identity of Singapore is developed through a consolidation of its segment of media such that it fosters a sense of belonging to the country by spearheading cultural movements, in a bid to sustain cultural heritage. In light of this, the media highlights the national outlook of Singapore by publishing the creativity, belief and expectation of the people of Singapore both at local and international levels. Radio and its programs in Singapore continually reflect the composition the country that is multilingual as well as multiethnic.

For instance, radio Singapore airs its programs in all the four official languages that are composite of the Singaporean population. This includes the Chinese, Malay, Tamil as well as English (Giddens, 2001: 50-62). With regard to this, the media in Singapore is entrusted with the primary responsibility of interpreting all the policies and objectives of the government thereby contributing to the maintenance of a sense of national identity.

Essentially, the media promote the idea that portray a process of unification that blend a network of multi ethnicity and racial diversity evidenced through the interaction of poetic, linguistic, aesthetic as well as cultural difference. The concept of free and independent media is an element that largely contributes to the set of behaviors as well as ideas that are based on a multifaceted conceptualization of the nation.

Selvari (2007: 78-83) points out that ways in which various groups of people in the Singaporean society identify themselves, is strongly influenced by what they watch on television, read in the paper or even listen over the radio. Through this, national identity is addressed in the media as composite of historical, religious as well as cultural aspects. Singapore and National Identity Significantly, Singapore is a multiracial nation and in such an environment, tension is evident.

Chen (2000: 25-27) poses that what cushions this tension is the media that address multiracial issues through entertaining and informative programs. Accordingly, such tension continues to exist between ethnicity, cultural identity, language. Contemporary classification of the population of Singapore into Chinese, Indian, Malay and other groups share characteristics that were ascribed by former colonist and appreciating such diversity promotes a national image.

To achieve this appreciation and multiracial understanding, the media has been on the forefront to preach reconciliation and healing therefore leading to what is today multiethnic and racial tolerance. For example, the racial rioted that marred the country in early 1950s threatened the process of nation building which is very harmonious (Kit-wai Mai, 1999: 131-134). In light of this, the media resolved to disseminate the information concerning the significance of multicultural diversity and how national building can be realized.

It is important to note that the media does not protect the national image as an icon that is monumental but rather, it contributes to national identity by creating an environment where every member of the Singapore society move forward towards a more tolerant, pluralistic and understanding position of the national identity. To illustrate, Erhard (2007: 167-169) asserts that the contribution of the media in Singapore has emphasized on making the larger Singapore population to understand the importance and value of a sense of national identity.

According to scholars, the relationship between the media and national identity should be inspired by the establishment of a framework through which the indoctrination of the national image are added to the society in the most positive way (Birch, 1993: 35-38). In addition, the media has for years used an instrumental model to collect narratives, ideas and myths used by various groups in Singapore to maintain establish cultural image and thus maintain an identity.

To effectively address this question, the media is responsive to the diversified interest of the Singapore society and at the same time mindful of the inherent need to understand the element of national image. As such, programs aired by the broadcast media deeply reflect the myriad factors that sum up the cultural orientation of the people of Singapore. With regard to this, the role of the media in contributing to the national identity rests in the pedestal of value in protecting and sustaining a sense of national identity (Giddens, 2001:65-68).

Consequently, the nation broadcast has the power to provide a focus point which revolves around developing the national culture. Stone (2000: 45-46) explains that by providing a reliable central point from which the people of Singapore can trace their cultural understanding, the media builds a process of promoting unity and infusing the belief of the people of Singapore to the whole nation. The Interplay between Media and National Identity In essence, varieties of media interact to offer a common foundation of identity.

With regard to this, it is upon the government and the citizens at large to gain meaningful force to the values of the society typified by the social behavior, beliefs and national goals. These give the media a leeway to act as a monitoring unit of the dispensation of these social behaviors as well as values. Arguably, the role of the media through civic discourse does not simply border the paradigms of expression but goes to the lengths constituting what is inherent in the national heritage and image.

Erhard (2007: 195-198) postulates that through what is called civil dialogue, the media challenges the society to articulate its prospects, assumptions, norms and opportunities as regards their national image and consequently allow for the transformation of the already articulated ideals. Considering the small size of Singapore coupled with its nature of national discourse that is local, controlled media and its freedom facilitates an expressive process that favors a political and civil expression.

This expressive process makes it easier to identify with thereby it is possible to clearly examine the national identity (Selvari, 2007: 207-209). Essentially, these national discourse and conservation is manifested in a number of frameworks that range from newspaper, speeches, popular culture as well as the factors that constitutes a process of self reflection and can be reached by a larger population of the public. In addition, the system of media practice allows for the participation of the public; a factor that yields a situation of feedback mechanism.

Evidently, this is an opportunity for Singapore, a country that does not have an overt political influence and hence, media provides a chance for the Singaporean to negotiate with the government as pertains national identity through letters to the editor, opinion polls and surveys that promotes consultative democracy (Giddens, 2001:76-79). The national debates and other public documents are made accessible by the media and continue to shape the national perception of Singapore.

Eddie (2008: 33-34) gives examples of the memoirs of Lee Kuan to articulate the issue that national debates mirrors the citizen’s perspective of the national identity. Accordingly, participation of the citizens in national debates such as the recent one that was dubbed “Dying for Singapore” reflects the duties of a citizen and thus position the media as an institution with the task of represented the symbols of national identity. The memoirs of Lee serve to influence as well as inform the popular appreciation of what Singapore has transformed into from time immemorial.

This important aspect of history gives the whole Singapore population a sense of responsibility for what Singapore has transformed into. In other words, the response of the public to such memoirs symbolizes an element of indirect renegotiation of the meaning of its national identity. As such the media is seen as an instrument that provokes the nation’s attitude of self conversation to national identity thus contributing to it. This is a fact that is reinforced by public reactions to media reports: a factor that offers invaluable appreciation into the insight of cultivating a sense of national identity.

With regard to this, the media makes citizens of Singapore to understand what their culture means and fosters a scenario whereby people delve in cultural practices that desirable and acceptable not only in Singapore and but also around the globe. According to Monre (1995: 31-33), media generates tremendous influence on culture through consecutive generations and points the need for change in the same cultural unit. Arguably, it is evident that the people of Singapore will culturally behave in a given inclination according to how it has been over the years.

This also means that even if the visitors from other country come, they are likely to acclimatize to the cultural behavior by virtue of the emphasis the media gives a cultural heritage of Singapore. In addition, the media reflects the perception the people of Singapore have on the culture. This happens through contexts of the lives of Singaporeans as they positively promote cultural values their and ability to keep pace with the wheel of progress in the world.

In light of this, the media mirrors how various communities in Singapore conceive values; thus conceptualizing that Singapore has to carry a given cultural behavior across all communities (Stone, 2000: 45-47). On the same note, Birch (1993: 46-49) notes that the media determines how the attitudes of people changes over these values and beliefs therefore, all beliefs inherent in the culture of Singapore is reflected through the media as championed by the family, religious groups, educational institutional and social dimensions.

With the changing world in terms of globalization and digitalization, media continues to play a very relevant role in representing the image of Singapore internationally. Chen (2000: 87-89) asserts that media facilitates the appreciation of the people of Singapore to cherish the importance of national identity. Accordingly, media has cushioned citizens of Singapore against the negative effects of globalization by emphasizing on value and social behavior typical of Singapore.

For example, as a result of globalization, prostitution has set into play thus undermining the image of Singapore but the continued role of the media to enlighten people on the dangers associated with prostitution, the national image is restored and people regard prostitution as an enemy that should be fought. Accordingly, the Ministry of Information and Public Service Broadcasting has stipulated that towards building a national identity, the media should function as a tool of enlightenment.

This is achieved this through providing entertainment, education as well as information (Kit-wai mai, 1999: 153-157). To succinctly foster the central sense of national identity, the media at all times uphold the values of impartiality, balance as well as objectivity. In addition to contributing to national identity, the media has served and continues to serve the general welfare of the people of Singapore by carrying out objective that add up to long term success of Singapore as a society.

Accordingly, Eddie (2008:23-25) postulates that programs that are broadcast are made accessible by the entire Singapore population and at the same time, they address the taste and interest of all groups in the Singapore population. To reinforce this point, Moran (1997: 123-125) further argues that minority groups normally have a set share of programs aired in their favor. This therefore indicates the effort of the media to collectively promote national identity through balance.

By distancing itself from certain vested interest that is not in the interest of the nation, the media preaches national cohesion which is a component of national identity. The Ministry of Culture and Heritage collaborates with the Information Sector to establish the symbolic heart national identity. According to Chen (2000: 102-105), the media comes out to assume the position of the custodian of national identity. In view of this, imaginary efforts to maintain, create and negotiate questions of cultural identification which are shouldered by the semi authoritarian authority of Singapore are also guided by the information industry.

It is observed that the primary framework to construct the Singapore’s identity is characteristic to the civic role that the media play. Kit-wai Mai (1999: 169-173) notes that self conversation within the society facilitates the growth and strength of national identity and as such, it is a function that serves as a defining rubric for the national identity given that it is epitomized through various media (Monre, 1995: 45-49). Conclusion It is in the strategy of the media to promote the cultural objectives of the Singaporeans.

Arguably, this strategy rests in the belief of regular information that captures cultural activities through press conferences, websites, broadcast media as well as bulletins. The reliability and usefulness of media is rated high in Singapore due to the evident factor of its role in contributing to the national identity. Through entertainment, education and information, polices of the government, matters of public affairs, current and international events are all captured, programmed and produced for the basis of addressing components of Singapore national identity and heritage.

Newspaper, television, radio, magazines and movies are among the components of media that continue to play a significant role in the development of national identity. Accordingly, Singapore has one of the effective as well as dynamic systems of media which continues to foster national image by integrating various ethnic communities. In motivating, education and entertaining the mass, the media influences people to participate in acclimatizing to the fats industrializing and urbanizing Singapore society thus participating in the national building.

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