Why people prefer to choose to eat low-fat food(research paper) Essay

Why people prefer to choose to eat low-fat food(research paper) - Essay Example In the U.S., obesity is almost an epidemic with nearly 65% of the adult population being estimated to be either overweight or obese (Hedley et al., 2004). The rapid economic and social changes that have occurred in China and other developing countries have also been associated with changes in diet, physical activity and health. Higher fat diets, and high incidence of obesity are found among lower-income and rural Chinese as well (Wang et al., 2006). Global availability of cheap vegetable oils and fats is one of the reasons for the observed increase in fat consumption among low-income nations (Drewnowski & Popkin, 1997). Consumption of fast food is associated with higher caloric intake and the excess calories consumed will contribute to obesity, excess sodium intake, and higher saturated fat intake as well (Lin & Frazao, http://findarticles.com). The science of nutrition has changed significantly in recent years, and information on healthy eating, wrong diet and its health effects is readily available in magazine articles. People have more access to the Internet, print media, and TV for nutrition advice than before. Information on the benefits of eating low-fat foods is easily available (www.medicinenet.com/script/main/art.asp?articlekey=51537). Public health initiatives of government institutes also offer information on low-fat foods e.g., the Obesity Education Initiative of the National Heart Lung & Blood Institute in the U.S. (http://www.nhlbi.nih.gov/health/public/heart/obesity/lose_wt/lcal_fat.htm). College students are also becoming health-conscious and seek advice from online sources (http:// askville.amazon.com/SimilarQuestions.do?req=low-fat-easy-quick-vegetarian-cookbook-college-student). Several universities too offer healthy eating tips to students online e.g., University of Oregon (http://healthed.uoregon.edu/10tips.htm). In addition to the health benefits, it has become a fashion for many people, even

PESTLE analysis of Nike

PESTLE analysis of Nike Nike is a global brand specialising in the design and manufacture of athletic apparel, footwear, accessories and equipment; it is headquartered in the United States, Europe, and the Asia Pacific Region (Whitehead, 2012). Its products are available through over 20,000 retail outlets, including those in its own footfall outlets, e.g. Nike Factory stores (Whitehead, 2012). This study considers the contemporary business environment of Nike using a PESTLE approach, paying particular attention to any human resources management (HRM) issues that may arise under each heading. Overall, it is argued here that Nike has attempted to address various business and social challenges by harmonising its value proposition to ‘Consumers, shareholders, business partners, employees, and the community.’ (Ferrell et al. 2009, p.417). Political In the estimation of some observers, Nike has benefited considerably from the growth-orientated policies of the US government, which has maintained low interest rates, currency exchange stability, and internationally competitive tax arrangements (Whitehead, 2012). Nike has also benefited from cooperation with government initiatives in terms of transparency in the global value chain; one example of this lies in membership of the Clinton administration’s 1997 Apparel Industry Partnership (Wagner, 2009). As will be discussed further below, political pressures have featured more negatively in concerns over Nike’s employment practices (Whitehead, 2012). Economic In common with all consumer-facing organisations, Nike faced challenging trading conditions since the financial crises of 2008-9 and contingent economic slowdown; this has applied in both Western markets (such as the US) and the Asia-Pacific region (Whitehead, 2012). Conversely, Nike has used its established brand equity to take advantage of growing consumer demand in emerging economies (Whitehead, 2012). The corollary to this has been an expansion of Nike’s value chain in which it has also taken advantage of the lower wage rates paid in those economies (Whitehead, 2012). Nike has defended the contingent CSR critiques by arguing that it has provided employment in otherwise underdeveloped economies, and paid the established local rate for labour (Whitehead, 2012). In HRM terms, this implies a considerable divide between the higher-value strategic and design function retained in the US, and those in outsourced manufacturing (Davies, 2006). Social/Societal In the macro-economic sense, Nike (and its competitors in the sportswear sector) are the beneficiaries of a growing societal preoccupation with health and fitness (Davis, 1992). As Elliot and Percy (2007, p.52) indicate, ‘Brands can also be used to counter some of the threats to the self posed by post-modernity, such as fragmentation, loss of meaning and loss of individuality’. However, Nike also faces continuing challenges arising from its CSR (corporate social responsibility) position, chiefly related to the nature of its global value chain (Foster and Harney, 2005). Nike was caught up in the ongoing debate around globalisation, perceived by many pressure groups to be ‘Increasing the inequalities of political power and influence, as well as highlighting new dimensions of inequality’ (Hurrell and Woods, 1999, p.1). From the 1990s onwards, Nike adopted the standard industry practice of outsourcing much of its skilled, semi-skilled and unskilled manufacturing to emerging economies, including those in the Asia Pacific region (Foster and Harney, 2005). Sweated labour (including that of children) was allegedly being used in a manner that contravened both local and international standards, as well as Nike’s stated CSR position (Foster and Harney, 2005). Moreover, the corporation’s compliance with requirements regarding pay and working conditions was brought under further scrutiny, when it emerged that the relevant workplace and HR records were not being properly maintained (Foster and Harney, 2005). In some circumstances, it was suggested that these lapses were achieved with the connivance of local officials (Foster and Harney, 2005). To counter these allegations, Nike began to incorporate greater transparency in its reporting, providing the locations of specific manufacturing facilities (Carter, 2005). In 1993 it published its Memorandum of Understanding, clarifying its expectations regarding the conduct of suppliers and subcontractors (Hadjikhani et al., 2012). The point here is that Nike has to avoid being caught up in consumer boycotts, especially where these can be globally popularised via the internet; as Goul Andersen and Tobiasen (2006, p.205) point out, ‘Within the framework of globalisation, political consumerism takes on a particular significance, sometimes providing the only opportunity to influence outcomes as trans-national companies are outside the regulatory powers of national governments’. In HRM terms, these kinds of lapses can also undermine employee confidence in leadership regarding CSR issues (Schwartz et al., 2012). Technology In common with most consumer-facing corporations, Nike has been able to use enhanced levels of digital metrics to analyse customer demand and revise its segmentation accordingly (Myerson, 2007). In the optimum model, transaction and supply chain event management are linked via SOAP (Simple Object Access Protocol) and MPPS (Massively Parallel Processor System) systems (Myerson 2007). Meanwhile consumers will be able to make contact-less payments via mobile phone platforms (Myerson, 2007). These processes may however accelerate the speeding-up of the hollowing-out of the workforce, reducing the amount of employment on offer (Davies, 2006). Legal Nikes growth strategies have relied on internationalisation and, correspondingly, the corporation has to adapt rapidly to the legal and policy frameworks in all of its trading areas (Legendre and Coderre, 2012). Countries with a common law legislative framework (i.e. the United Kingdom and United States tend to favour a less interventionist approach that supports the interests of shareholders. Meanwhile, states which have code-orientated legal systems (e.g. Germany, France and Spain), tend to acknowledge wider stakeholder interests (Legendre and Coderre, 2012). However, Nike has still faced legal difficulties in the course of its international expansion; following allegations of sweated labour, it closed some factories in Pakistan and moved its operations to Thailand and China (Grisini and Seppala 2010). However, the contingent unemployment led to difficulties with the Pakistani authorities, as well as criticism over the resulting unemployment (Grisini and Seppala 2010). As the Asia-American Free Labour Institute (AAFLI) has argued, ‘Nike’s strategy is to pit six factories against each other and have them compete for orders based on who produces the cheapest shoe. The government doesn’t protect the workers, the union is complacent, and Nike looks the other way’ (Hadjikhani et al., 2012, p.23). In 2003 Nike countered claims that it paid below the minimum wage in countries such as Indonesia, stating that it had paid, on average, ‘Double the minimum wage as defined in countries where its products are produced under contract. History shows that the best way out of poverty†¦is through exports of light manufactured goods that provide the base for more skilled production (Jennings, 2012, p.156). Nike was subsequently sued under California’s Unfair Competition and False Advertising laws, on the basis that its statements were false (Jennings, 2012). Following initial defeat and later appeals to the California Supreme Court, Nike settled privately with the plaintiff, prompting speculation that it had done so to avoid further damaging revelations (Jennings, 2012). Again, such crises can undermine the role that CSR has in harmonising the HRM effort across the organisation (Schwartz et al., 2012). Environmental In formal terms at least, Nike maintains a positive position with regard to green (i.e. environmental) issues, with ISO 14000-compliance presented as part of its overall policy (Gallagher and Weinthal, 2012). Launching its initial sustainability policy in the early 1990s, Nike appointed 100 ‘sustainability champions’ to oversee pilot projects in various aspects of its business, such as the reduction of carbon emissions and elimination of waste (Holt et al., 2009, p.4). As Willard (2002, p.80) explains, externalised costs, such as those arising from human resources, ‘Must be considered if the market’s â€Å"invisible hand† is to reconcile the basic conflict between making decisions based solely on short-term profit and making decisions based on social and environmental responsibility’. In HRM terms, the involvement of employees in the operation aspects of environmental policy is calculated to have a positive effect on both productivity, and the psychological contract of staff (Schwartz et al., 2012).

What Makes Islam, Islam? :: Islam

Religion can be viewed from many different perspectives. People throughout the world hold different religious values. One person’s religious value will not match the religious values of another person. Globalization as a whole has affected the way we view the different religions and our feelings towards them; it has moved towards a more symbolic representation of ideologies. Many have come to believe that the west is more superior to others. Martha Crenshaw argues that globalization is a key driver of terrorism because there is a comparison between countries having less access to means of production and others having more access. Furthermore, most religions go against each other’s beliefs and as for Islam; they have neglected the ideologies of the west. In order to understand how religious values are interconnected is through language games; we think in certain ways because of issues of power. There is a strong belief that Islam and politics are directly tied. They are tied in the sense that the building blocks of the religion dictate how they ought to behave in the political environment. Through this mandatory follow up behavior that the religion delineates, many have come to believe that its teachings are a form of terrorism. Mandaville argues that what has challenged the Islamic link between politics and religion was the emergence of secularism, which went against the belief that politics and religion could go together. Islam has been a religion that has been accused of supporting terrorist activities in the world. Different assumptions have been brought up to understand better the linkages between what really lies behind the Islam religion and politics. Peter Mandaville argues that Islam is dynamic and that it has changed over time; situated within time and politics. Through day-to-day knowledge of what is happening in the world there is observable evidence that Islamic followers have employed different techniques to proclaim ‘power’. The techniques being employed are basically inflicting pain in the opponent by methods of kidnapping, hijackings, and recruiting members (such as Al-Qaeda in the Middle East) in order to make them a more powerful and a more appealing group in their societies. According to Mandaville, Islam is directly linked to politics (they cannot be separated); Muslims wanted to challenge new technological innovations as well as new institutions without forgetting about their religious values. Mandaville proclaims an important aspect of the Islamic religion. During the Ottoman Empire many Muslims gained important power and began to interact with Europeans in order to move into a more modern system; but times have changed.

Describe Gender Roles at Work and in the Home Essay

Males and females have always had different gender roles and these roles have an impact on the workplace and home. However there are also some disadvantages for both of them. This essay will describe gender roles at work and in the home with reference to Japan. Firstly, many women are distressed by the balance between home and work. They face â€Å"role overload† ,which means trying to merge the roles of worker and mother or wife. When both spouses work outside, women tend to do the â€Å"lion’s share† of the housework. For example, an Australian research showed that working women do roughly 70 hours of housework while working husbands only do approximately 31 hours. In Japan many women work fulltime share the housework with their spouse. However there are still some women who work both at home and at the work place and still experience â€Å"role overload. † Secondly, many men also experience challenges with gender roles. While they are less likely to suffer from prejudice, there are more disadvantages than advantages. For example, many men tend to experience stress from the pressure to make money, the situation employment, and social expectations. In Japan, many men experience these problems as well as the responsibility to earn a good salary. However the current financial crisis makes difficult for them to keep their position and workplace. Thirdly, a lot of women are confronted with inequality at work. Nowadays their rights have become much better than in the past and therefore gender equality is guarded in many places by laws. As a result, most women can get higher salaries than before. However inequality at work still remains and even though men and women have the same qualifications or skills, women still earn lower salaries and have lower status. For example, many of their jobs are inferior to men’s jobs and they do not have opportunities to get higher positions because of the â€Å"glass ceiling. † In Japan, women’s rights have improved and many can get higher positions, like cabinet ministers in the Japanese government. However for some women this problem still continues. In conclusion, many workplace rights have become much better than in the past and many women can get good salaries and positions. However both spouses still experience â€Å"role overload† and pressure to earn money. When these problems are dealt with, people’s lives will improve in the future.

American Government Exit

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