Fairies in Folklore and Literature Essay -- Exploratory Essays Researc

Pixies in Folklore and Literature Pixies have been a piece of writing, craftsmanship, and culture for in excess of fifteen hundred years. With them have come numerous anecdotes about their communication with grown-ups and youngsters. These accounts have been aggregated by men, for example, Charles Perrault and the Brothers Grimm, who gave the world an enormous assemblage of fantasies, which are still told today. Perrault and the Grimms together assembled more than 600 legends that started from all around Europe. These fantasies and legends frequently included fanciful being called pixies, sprites, and fairies. Pixies are as often as possible depicted as little individuals. Their attire, which is normally green, gold, or blue, is thought to have been made from regular components, for example, leaves and vines which have been planted together to make their dresses and undergarments. A large number of these enchanted creatures had wings and could change frames and vanish when they needed to. There were both male and female pixies, some great and others fiendish. Fiendish female pixies were typically connected with female sexuality and mishandled their enchanted powers by doing hurt (Rose 107-9). They likewise had two, unmistakable living gatherings. One was known as the trooping gathering, a gathering of pixies that lived respectively in a network with legislative power and laws, normally a government. A large portion of these trooping gatherings were found in Irish and infrequently in English old stories. Different pixies are essentially known as single pixies, the ones that don't live inside the network and are related with outside families, spots, or exercises. This gathering would incorporate pixie guardians (Rose 107). All pixies were said to live in the ground, inside a woodland. In the event that people needed to discover the fairie... ... Jane Eyre can been found in the accumulation of Charles Perrault’s work, particularly in Tom Thumb and Bluebeard and The Fairies. It could likewise be contended that Charlotte probably won't have perused or heard these accounts however was acquainted with a significant number of similar subjects through gothic books of the time.    Works Cited Bronte, Charlotte. Jane Eyre. Ed. Beth Newman. New York: St. Martin’s, 1996. Fraser, Rebecca. The Brontes: Charlotte Bronte and Her Family. New York: Crown, 1988. Perrault, Charles. Perrault’s Classic French Fairy Tales. Austria: Meredith, 1967. Rose, Carol. Spirits, Fairies, Gnomes and Goblins: An Encyclopedia of the Little People. Denver: ABC-CLIO, 1996. Silver, Carole. Weird and Secret Peoples: Fairies and Victorian Consciousness. New York: Oxford UP, 1999.                   Â

Visual Arts

â€Å"Artist regularly allude or reference what was gone before† Discuss the announcement utilizing the Renaissance specialists and their enthusiasm for Classical and Hellenistic Greek ideas. The Renaissance was a social development that spread over the period generally from the fourteenth to the seventeenth century. â€Å"Renaissance† implies â€Å"re-birth† and alludes to the re-birth of old style styles of learning. Additionally the Renaissance time frame considered training especially in expressions of the human experience, similar to theory, design and the visual expressions †as a rule methods of review the world as it really was as opposed to as â€Å"The Church† dictated.The Renaissance in Europe, the humanist tasteful and the high specialized principles of Greek craftsmanship kept on motivating numerous ages of European craftsmen. Looking further into the nineteenth century, the Classical customs got from the Classical and Hellenistic Greek ti me frames have kept on ruling the specialty of the western world. The Classical time frame saw changes in the style and elements of figure. The postures become increasingly naturalistic and the specialized aptitude of these Greek stone carvers expanded. They had the option to delineate the human structure in an assortment of stances which were life like and real.From around 500 BC, the sculptures started to portray genuine individuals. E. g. the sculptures of Harmodius and Aristogeitonâ showed in Athens to check the topple of theâ tyrannyâ were said to be the main open landmarks to genuine individuals. The troublesomely in making a stylishly genuine individual and specialized test invigorated much in the method of sculptural development during the Classical and Hellenistic Greek times of history. Lamentably, for us today, these works endure just in parts, The Most well known models enduring today are The Parthenon Marbles†, half of which are in the British Museum in En gland.In the Classical time frame there were a wide range of artists who created numerous lives like sensible works. A portion of these craftsmen or craftsmans include: Phidias which directed the plan and working of the Parthenon. Praxiteles, another incredible Classical stone worker made the female naked good just because. This was in the later piece of the Classical time frame in the mid-fourth century BC. Be that as it may, the best works of the Classical time frame are viewed as the sculpture of Zeus at Olympia and the sculpture of Athena at the Parthenos. The general purpose of the Renaissance is that Europeans especially the Italians in the first place, were looking to theClassical and Hellenistic Greek lessons and giving re-birth to their investigations. Renaissance craftsmans were thinking back to a period of extraordinary information, advancement and improvement. They reinvestigated the human structure and genuine human extent. Michelangelo created a 5m tall â€Å"Davidâ⠂¬  from a strong square of white marble. His work dependent on the scriptural David from the Goliath story is really astonishing a direct result of its extensive thought of the crowd viewpoint, its precise extent from this vantage point and the existence like position. David† was really founded on the Classical models that portrayed the Greek Adonis or excellent male competitor of the first Olympic Games. The change from the Classical to the Hellenistic time frames happened during the fourth century BC. Following the victories of Alexander the Great, Here Greek workmanship turned out to be progressively different and affected by different societies of individuals who were brought into the Greek circle. What's more, in the perspective on some craftsmanship history specialists, it likewise declined in quality and innovation. A significant number of the models recently considered as Classical showstoppers ended up being of the later Hellenistic age.The specialized capacity of t he Hellenistic stone worker was plainly in proof in such significant fills in as the â€Å"Winged triumph of Samothrace† and the â€Å"Pergamon Altar†. During this period, mold turned out to be increasingly naturalistic. Ordinary citizens, ladies, kids, creatures and local scenes became worthy subjects for design, which was authorized by affluent families for the decoration of their homes and gardens. These stone workers no longer felt obliged to delineate individuals as standards of excellence or physical perfection.Hellenistic form was likewise set apart by an expansion in scale, which finished in the â€Å"Colossus of Rhodes† which was made during the late third Century BC. Individuals of the Renaissance were exploratory and creative. To investigate and imagine the Renaissance individuals thought back to the information, thoughts and aptitudes of the Classical Greeks and Hellenistic periods. Obviously, the Renaissance formed into its own style since it was a translation of old style learning more than anything. Renaissance specialists, journalists and students thought back to the Greeks for data and inspiration.Many works of art of the time highlight Greek divinities, etc, despite the fact that individuals quit having confidence in the well before. A case of this could be Botticelli’s Venus. Here in spite of the fact that to us the scene is legendary Venus is again flawlessly proportioned like Michelongelo’s â€Å"David†. Venus additionally has the equivalent contrapposto position which was initially evolved during the Classical Greek time frame. This strategy for representing the subject gave the subject life since it showed a three dimensional thought which implied the subject seemed as though they were alive and traveling through genuine space.As has been shown Renaissance craftsmen were unquestionably affected by â€Å"that which had gone before†. They utilized â€Å"the Golden Mean† rules for huma n extent, they utilized symbolism from Greek legends and they returned to the contrapposto position to give their subjects life. It is unthinkable for any craftsman of any period not to be affected by that which has gone before in light of the fact that society is continually thinking back to improve what's to come. An artist’s practice can't abstain from being affected by â€Å"that which has gone before†.Rather than a period with complete beginnings and endings and steady substance in the middle of, the Renaissance can be viewed as a development of practices and thoughts to which explicit gatherings and recognizable people differently reacted in various occasions and places. They are impacted truly by the old style and Hellenistic piece of Greek craftsmanship. Appeared through the craftsman of the renaissance, model Michelangelo which created a 5m David. This would be in this system of assorted, once in a while combining, some of the time clashing societies that the Renaissance changed our creative mind and our perspective on how we see our reality forever.

Interesting Items from the 2012 File Reading - UGA Undergraduate Admissions

Interesting Items from the 2012 File Reading - UGA Undergraduate Admissions Interesting Items from the 2012 File Reading We are still deep into reading freshman files, but here are a few interesting items about some of our applicants that we have learned from their files: Second place winner in a national texting tournament (over 500,000 participants), and was a part of a texting documentary National Bowling Champion (for age group) Numerous mascots for their HS team, from the Spartans to the Bears, and even one Mermaid Several applicants already had their own pilot licenses Founded clubs at their HSs or in the communities, such as an Anti-Bullying club, Pay It Forward club, Random Act of Kindness club, several BBQ clubs, Garden club, Rock Climbing club, Knitting club, Sandwich club (not club sandwich), Health club, Carpentry club, Investment club, and a wide range of other groups that are too numerous to name Atlanta Hawks Dancer Professional Recording Artist (actually, several of these!) Synchronized Swimmer Alpaca farm worker Worker in the Green Bay Packers press box Thousands of hours/miles spent traveling and volunteering around the globe by a huge number of applicants, with 6 of the 7 continents visited (did not see a trip to Antarctica) National Fencing Champion Leads in theater productions, ranging from Annie to Oliver and many others Family was offered over 50 cows (I believe the exact number was 57) for applicants hand in marriage on a trip abroad Numerous fluent bi-lingual and tri-lingual students, with one who I believe knows 7 languages CDC intern Fifteen plus applicants deferred their decision for a year, and spent time volunteering in South American, learning another language in China, attending a political science education program in Germany, and volunteering in poverty stricken areas in the United States. Wide range of Volunteer clubs/organizations were created, from Caring Crayons to Cleats for Christ (not all groups began with the letter C, I promise) GM for three Sports Fantasy Leagues (at one time) National Geographic Intern Intern for and small role in the TV show Walking Dead This is by no means a complete list of activities, clubs, sports, highlights, etc., only a partial glimpse into our applicant pool and the unique and interesting things they have done. These are only some of the things that stood out from the crowd during our file reading, so there are a number of other wonderful and amazing things our applicants have done. I just wanted to give you a glimpse of what we see. Go Dawgs!

Point Of View Of The Cask Of Amontillado - 877 Words

The Cask of Amontillado is a short story about a young man, Montresor, who had his familys name insulted. Thus seeking revenge by tricking a man into the catacombs, where Montresor leaves him to die. In this short story, Edgar Allen Poe uses the point of view of Montresor and the conflict between him and Fortunato in order to convey the central idea that in the light of revenge peoples greatest evils can be revealed. Edgar Allen Poe uses first person point of view through the eyes of Montresor in order to express the change a man goes through when dealing with revenge. Poe expresses this transition immediately in the first sentence: Fortunato had hurt me a thousand times and I had suffered quietly. But then I learned that he had†¦show more content†¦Fortunato! I cried. Fortunato. I heard only a soft, low sound, a half-cry of fear. My heart grew sick; it must have been the cold. Another fictional element that Poe uses to express the central idea is the constant conflict between Montresor and Fortunato. The conflict begins when Fortunato laughed at my proud name as Montresor said in the story. Poe uses an external, man vs. man conflict to express the concept of revenge and hatred that humans are capable of. Montresors anger and evil side begin to show very early on in the story through his thoughts, And also the wrong would not be made right unless Fortunato knew that he was paying and knew who was forcing him to pay (Poe). Poe clearly expresses the concept of revenge through Fortunato and Montresors tension. Tension first begins when Montresor says: I know. It does not seem possible. As I could not find you I was just going to talk to Luchresi. If anyone understands wines it is Luchresi. He will tell me†¦ Luchresi? He does not know one wine from another! But they say he knows as much about wine as you know. Through the use of Montresor, Poe can demonstrate both the anger and the deceit that is involved in this conflict. Montresor uses this outside party to lure Fortunato into the catacombs by making him feel insignificant like anyone can doShow MoreRelatedThe Cask of Amontillado by Edgar Allan Poe Essay1693 Words   |  7 PagesThe Cask of Amontillado by Edgar Allan Poe In The Cask of Amontillado, Edgar Allan Poe uses several different artistic choices in the construction of the story. He manipulates the story to be the way he wants it to be by using the point of view of the narrator, the setting, and a common monotonous sentiment throughout. Poe is successful in maintaining a spirit of perverseness that is prevalent in most of his works. The point of view plays a very important role in influencing the readers perceptionRead MoreThe Cask of Amontillado by Edgar Allan Poe and Hunters in the Snow by Tobias Wolff655 Words   |  3 Pagesshort stories: â€Å"The Cask of Amontillado† by Edgar Allan Poe and â€Å"Hunters in the Snow† by Tobias Wolff, I am drawn to more of a suspense feeling with the story â€Å"The Cask of Amontillado.† The difference between the short stories are within their genre. In the â€Å"The Cask of Amontillado† the story is told from the first person point-of-view, which makes the story more personal. The suspense is ever growing, while Montresor and Fortunato are going down the dungeon. â€Å"The Cask of Amontillado† show a horror shortRead More Use of the Single Effect in A Cask of Amontillado Essay733 Words   |  3 Pages Use of the Single Effect in A Cask of Amontilladonbsp; Edgar Allan Poes A Cask of Amontillado is perhaps the most famous tale of terror ever written. Montresor, the storys narrator, leads the reader through his revenge on Fortunato. Montresor entices Fortunato into the dark recesses of the family catacombs with the promise of a very fine wine. At the climax of the story, Montresor shackles Fortunato to a wall and seals him away forever behind brick and mortar. In all of Poes short storiesRead MoreAnalysis Of The Poem The Cask Of Amontillado 982 Words   |  4 Pages The Cask of Amontillado (p. 1846) Kaylie Turner The short story, â€Å"The Cask of Amontillado† is very much influenced by the author’s life. Edgar Allen Poe never knew his parents; his mother died when he was three and his father left him. In consequence, he went to live with John and Frances Allen, in Richmond, Virginia. When, the Allens wouldn’t give him enough money to go to the University of Virginia, he gambled to pay his tuition and ended up in debt. This was atrocious for him, but more adversityRead MoreThe Cask Of Amontillado And The Masque Of The Red Death Analysis1403 Words   |  6 PagesPoe’s life relates to his storytelling through, mystery and suspense, considering his sudden death at the age of 40. Edgar Allen Poe created a unique voice in his stories, The Cask of Amontillado and The Masque of the Red Death, through common theme, diction, and point of view. First and foremost, in The Cask of Amontillado , Poe uses the need for revenge, as a significant theme throughout the entire story. Additionally, this theme was developed when both characters, Montresor and Fortunato createdRead MoreEdgar Allan Poe s The Cask Of Amontillado1232 Words   |  5 Pagesabout the text â€Å"The Cask of Amontillado† by Edgar Allan Poe, some sources will be used to support the thesis statement, which is â€Å"The author uses irony in the text to illustrate the murder of Fortunado by Montresor, who seeks salvation through death†. Also, there is going to be an analysis on the irony found in the text in relation with the story. To support this thesis, I am going to use some examples from some sources such as â€Å"Literary analysis: Irony in The Cask of Amontillado by Amelia TibbettRead MoreSimilarities Between Edgar Allan Poe And Cask Of Amontillado1638 Words   |  7 Pageshis short stories, directly relating his works to his personal life. Analyzing the two short stories, The Cask of Amontillado and The Black Cat, there are many connections between the two, expressing Poes sense of writing style, and numerous links ba ck to his life. Edgar Allan Poe creates and expresses his own unique voice in short story writing through the use of diction, point of view, and antagonists and protagonists in his pellicular works. Edgar Allan Poe uses diction to develop the moodRead MoreThe Cask of Amontillado and Hills Like White Elephants577 Words   |  3 PagesAnalysis of â€Å"The Cask of Amontillado† by Edgar Allan Poe amp; â€Å"Hills Like White Elephants† by Ernest Hemmingway Analysis of â€Å"The Cask of Amontillado† by Edgar Allan Poe Abstract â€Å"The Cask of Amontillado† by Edgar Allan Poe, is a short story about a man named Montessor who gets revenge on one of his â€Å"friends† named Fortunado by trapping him and burying him alive. Treatment Setting: Two kinds Plot: Man gets revenge on his â€Å"friend† Characters: Montresor, Fortunado, Montresor’s familyRead MoreEssay on Edgar Allen Poe’s The Cask of Amontillado1048 Words   |  5 PagesEdgar Allen Poe’s â€Å"The Cask of Amontillado Is there really a perfect crime? This is the main point in Edgar Allen Poe’s â€Å"The Cask of Amontillado.† The story is a dark tale of a presumably insane man who suffers from, according to him, â€Å"the thousand injuries of Fortunato I had borne as I best could† (Poe 75). One of the major factors in telling this story is the setting. The story is set primarily in the Montresor family catacombs, which provides the dark setting, filled with human remains, andRead MoreLiterary Analysis Of The Cask Of Amontillado 1493 Words   |  6 PagesBrooke Womack Literary Analysis Paper Into to Literature: American I Dr. Julia Pond 12 October 2017 The Cask of Amontillado The Cask of Amontillado is a tale of terror written by Edgar Allen Poe. This short story is from the point of view from Montresor’s memory. The setting of this story is in a small unnamed European city, at a local carnival and then at the catacombs under Montresor’s home, around duck. The brief synopsis of this story is about the revenge that the Montresor, the antagonist

Analysis Of Tencent A Chinese Investment Company...

The company I’d like to choose is Tencent in China. Tencent is a Chinese investment company established by Huateng Ma and Zhidong Zhang in 1998. Tencent has many services include social network, web portals, e-commerce and multiplayer online games. Tencent’s revenue was 2 billions more than Facebook in 2013. In 2014, it became the fifth biggest company in the contemporary world after Google, Amazon, Alibaba and eBay. Nowadays, it is one of the biggest companies who provide Internet service and it also has the most Internet service users in China. The position of Tencent to competing on analytics is to use analytics to ensure the leader position above Chinese Internet companies. Also, it actually has the ability to compete with other companies on analytics. As one of biggest company in the world, Tencent has the great ability to get the data through their social media platforms. Business has different degrees including reporting and analytics. By the data they got, Tencent not only can get what is happening with their customers, but also can predict what will happen in the future. As the book says, good analytical capabilities require good information management capabilities to integrate, extract, transform, and access business transaction data. Actually, Tencent also has good information management to complete the whole process of getting the important and accurate data what they want. By analytics, we mean the extensive use of data, statistical and quantitative analysis,Show MoreRelatedEquity Valuation Analysis Report - Ten cent Holdings Limited8305 Words   |  34 PagesValuation Analysis Report ACCT6111E Business Valuation Analysis Instructor: Professor Albert Tsang Team members Name Student ID Winnie Yam 1155025593 Sherry Zhang 1155023131 Fiona Tong 1093644801 Tommy Wu 1155021510 Robert Pun 1155026071 21 November 2013 TABLE OF CONTENTS 1.0 Executive summary [3] 2.0 Industry overview [4] 3.0 Company overview [6] 4.0 Financial statement analysis [12] 5.0 Profitability analysis [23]

Nokia Values That Make a Company Global Free Essays

string(36) " the Intellectual Capital Partners\." STraTeGiC Hr MaNaGeMeNT case study with teaching notes Nokia: Values That Make a Company Global By Geraldine Willigan, MBA Project team Author: SHRM project contributor: External contributor: Copy editing: Design: Geraldine Willigan, MBA Nancy A. Woolever, SPHR Ram Charan, Ph. D. We will write a custom essay sample on Nokia: Values That Make a Company Global or any similar topic only for you Order Now Katya Scanlan, copy editor Terry Biddle, graphic designer  © 2009 Society for Human Resource Management. Geraldine Willigan, MBA. This case was prepared by Geraldine Willigan, MBA, former editor at Harvard Business Review, under supervision of Ram Charan, Ph. D. , former faculty member at Harvard Business School, winner of best teacher award at Northwestern University’s Kellogg School of Management, and a regular teacher in executive programs across the globe. The authors gratefully acknowledge the help of Juha Akras, Ian Gee, Antti Miettinen, Arja Souminen, Olli-Pekka Kallasvuo, Hallstein Moerk, Tero Ojanpera and Shiv Shivakumar. Note to Hr faculty and instructors: SHRM cases and modules are intended for use in HR classrooms at universities. Teaching notes are included with each. While our current intent is to make the materials available without charge, we reserve the right to impose charges should we deem it necessary to support the program. However, currently, these resources are available free of charge to all. Please duplicate only the number of copies needed, one for each student in the class. For more information, please contact: SHRM Academic Initiatives 1800 Duke Street, Alexandria, VA 22314, USA Phone: (800) 283-7476 Fax: (703) 535-6432 Web: www. shrm. org/education/hreducation 09-0353 Nokia: Values That Make a Company Global Introduction In the summer of 2006, the global competitive landscape in which Nokia was operating was changing at an astoundingly fast pace. Market growth was shifting to emerging countries, mobile devices were being commoditized, handset prices were declining, networks were combining (Nokia had just merged its own networks infrastructure business with that of Siemens, forming Nokia Siemens Networks, or NSN), Microsoft and Apple were making moves toward mobile devices, new technologies were being developed, and new strategic opportunities were arising as mobile phones were becoming the gateway to the Internet. To win in such a fast-paced and intensely competitive environment, the company had to move with speed and do a superb job of satisfying consumers. Decision-making would have to occur at the lowest possible level to reflect the peculiarities of the local markets while leveraging the power of Nokia’s diverse people, its brand, its financial resources, and its technology and design expertise. Collaboration between locals and headquarters and among multiple cultures and partners was paramount. Nokia conducted extensive interviews with people inside and outside the company, including partners and suppliers, to understand how Nokia was perceived and how it might have to change. That research informed a number of actions and renewed the focus on Nokia’s culture and, in particular, its values. From Paper Mill to Conglomerate to Global Brand Nokia, headquartered in Espoo, near Helsinki, Finland, is the world’s largest mobile handset manufacturer. It holds some 40 percent of the global device market as of the second quarter of 2008. It operates in 150 countries and had more than 117,000 employees, including NSN, as of late June 2008. It is the top-rated brand globally. Annual revenues for 2007 were $74. 6 billion (51. 1 billion euros). The company began in the late 1800s as a paper mill, then evolved into a diversified industrial company and was an early entrant in the mobile era in the 1980s. In the 1990s, CEO Jorma Ollila restructured the conglomerate to focus on mobile phones and telecommunications, and Nokia became the technology and market leader, starting first in Europe, then expanding to the United States and dozens of other 2009 Society for Human resource Management. Geraldine Willigan, MBa 1 developed and emerging economies, including China and India. In the early 2000s, Nokia was briefly challenged by Motorola and Samsung but was able to maintain and soon to increase the lead. In 2006, Olli-Pekka Kallasvuo (OPK, as he is known at Nokia) became CEO. Nokia’s strategy at that time was changed to c over both the mobile device market as well as services and software. In 2007, Nokia announced that it would become more like an Internet company. Transforming the Culture for the New Challenges As Nokia’s leaders pondered what would hold people together and enhance collaboration and speed across their large global company, they arrived at an answer—culture, of which values had long been a foundation. Values align people’s hearts and emotional energy and define how Nokia employees (â€Å"Nokians†) do business with each other and the rest of the world. Because Nokia’s existing values had been unchanged for more than a decade and research showed there was some ambivalence about them internally, the executive board, comprised of the CEO and about a dozen senior leaders, decided it was time to re-examine the values. OPK selected a team of people to create a process for doing so. The challenge to the team was to get all the people of Nokia intellectually engaged. In keeping with Nokia’s culture, the values would have to be the result of â€Å"the many† communicating with â€Å"the many. † Assigning this task was not trivial. It required that senior management be committed to live with the outcome. The values that emerged from the bottom up would have to be taken seriously and stick—or the organization would be seriously harmed. As the team got to work and explored the options, they determined that the best approach would be to combine high tech and high touch. The high-tech part of the values-creation process would be through the â€Å"Nokia Jam†Ã¢â‚¬â€using IBM’s Jamming technology that would allow all Nokians to engage in an online dialogue. The hightouch part would come through the use of the World Cafe methodology. The World Cafe methodology had sprung up in the mid 1990s to accommodate a large group of people from diverse disciplines and far-flung locations around the world who wanted to discuss issues of common interest. 2 That group was known as the Intellectual Capital Partners. You read "Nokia: Values That Make a Company Global" in category "Papers" To create an informal conversation among so many people, participants were divided into small groups seated around tables to discuss a given question. The groups would then repeatedly disperse and individuals would rotate to other tables, so ideas were disseminated, cross-pollinated and combined. As the conversations continued, facilitators compiled the ideas that emerged. The World Cafe methodology had been used in some small pockets within Nokia but had never been tried on a companywide scale. The concept was right, but it was impractical for all 50,000-plus Nokians to directly engage in a dialogue. So the idea emerged to have a subset of people from across Nokia get together to discuss Nokia values with a totally clean slate, as if they were recreating Nokia on the planet Mars. 2  © 2009 Society for Human resource Management. Geraldine Willigan, MBa A trip to Mars became the metaphor for assembling a cross-section of Nokians to participate in the World Cafe format and create the new values. Nokia’s Trip to Mars Nokia produced 5,000 elegant, visually exciting invitations that looked like boarding passes and airline tickets. These were sent in bundles through snail mail to people at various organizational levels and functional areas, including HR, in each of the business units. The instruction to the recipients was to find a way to randomly distribute their bundle to people in their offices and factories whom they would trust to have a discussion about Nokia’s values and culture. The recipients could also keep a ticket for themselves. Each ticket was in a â€Å"wallet† that described what Nokia was doing. It stated the current values and gave instructions for how to proceed, first by going to the Nokia Way web site to learn more and to register for a cafe in their local area. Participants also got two luggage tags, which they were supposed to discuss with their colleagues beforehand: a green one, which represented the values or ideas Nokia should be sure to take with it as the company moved forward, and a gray one, for things that could be left behind. Nokia held 16 cafes in 60 days around the world. More than 100 employees representing a cross-section of Nokia attended each one. The day of the cafe, small groups discussed a predetermined set of questions. One person served as host and stayed at the table while everyone else rotated to other tables, eventually returning to their original spots. People had taken the preparation very seriously and interviewed their teams ahead of time; some brought stacks of paper with various notes and ideas. As the discussions took place, ideas began to emerge and converge. Facilitators captured them graphically and in written scripts. The outputs from each cafe were then uploaded to the Nokia Way web site, and everyone at Nokia had access to it and was invited to comment. Several thousand more employees were able to participate in the dialogue through the means of the web site, giving their opinions and making suggestions and sometimes asking questions they hoped the next cafe would address. The sessions were also videotaped and edited into short video blogs that were so funny and engaging that they logged approximately 30,000 visits. The video blogs, too, elicited comments from fellow Nokians. The mix of people attending the cafes was just what Nokia’s executive team had hoped for: an assortment of people from offices and factories and from every functional area and organizational level. The cafe process allowed those diverse viewpoints to be heard. Engineers said Nokia needed greater tolerance for risk, for instance, while marketing people wanted more stability. In the process, it broke down biases and misconceptions and began to build social bonds. â€Å"Latin Americans were not the only people with emotions! one participant commented. Another said: â€Å"At first it felt like I couldn’t even find a common language with my Mexican  © 2009 Society for Human resource Management. Geraldine Willigan, MBa 3 marketing colleagues in Nokia. It was exciting when we found a common language and vision, and everybody was on board. † As the cafes took place, four values began to emerge. These were to be presented to the top 30 leaders at the final global cafe to be held in Helsinki. But instead of writing them on a PowerPoint slide, the values were presented in a way that was experiential. Representatives from each of the Nokia Way cafes were chosen to attend, and on day one of the Helsinki cafe, they got together and brainstormed how to make the values come alive. They recreated some of the skits, songs and visual aids their local cafes had generated to express the thoughts and feelings that underlay the values. The representatives from the Finnish cafes built a bird’s nest and a sauna in the hotel meeting room to represent Nokia’s passion for innovation (the bird’s nest was for the hatching of ideas, the sauna to represent the fire of passion). The next day, the group made their presentation to the senior leaders, and after some discussion, the four values that had came out of the cafe process were affirmed. OPK, who, like many Finnish people, was ordinarily quite reserved, was visibly moved by the intensity and sincerity of the feelings expressed. He felt as though he could hear the voices of Nokians around the world, and he, too, wholeheartedly supported the values. He asked that a representative present them to a group of 150 top leaders that was meeting three or four weeks later as part of the annual Strategy Sharing process. The group selected Ganeas Dorairaju, a native Malaysian who had been working in Finland for the past decade, to represent them. He stood in front of the top leaders and explained the values and the process by which they were created. At the end of it, the audience gave him a standing ovation. One leader wondered if the values could be turned into a catchy tune. Soon after, an employee teamed up with her husband and did just that! Nokia’s New Values3 Nokia’s new values and the explanation of them are as follows: n achieving together. Achieving together is more than collaboration and partnership. As well as trust, it involves sharing, the right mind-set and working in formal and informal networks. engaging You. For us, ‘engaging you’ incorporates the customer satisfaction value and deals with engaging all our stakeholders, including employees, in what Nokia stands for in the world. Passion for Innovation. Passion for innovation is based on a desire we have to live our dreams, to find our courage and to make the leap into the future through innovation in technology, ways of working and through understanding the world around us. Very Human. Being very human encompasses what we offer customers, how we do business, how we work together, and the impact of our actions and behavior on n n n 4  © 2009 Society for Human resource Management. Geraldine Willigan, MBa people and the environment. It is about being very human in the world—making things simple, respecting and caring. In short, our desire is to be a very human company. The world cafe process generated values that are different and more open-ended than most companies’. As leaders at Nokia note, the values require discussion. People might not know right away what â€Å"very human† means, but once people start to discuss it within the context of Nokia, it becomes very clear. People do, in fact, have those discussions. They use them to say, â€Å"Hold on a minute, is this engaging you? Are we meeting that value in what we’re doing? † ‘Very Human’ is closely associated with technology; it reflects the fact that Nokia has to develop devices that are easy to use. And ‘Achieving Together’ is about customers and suppliers as well as fellow Nokia employees. ‘Achieving Together’ also helps remove the fear associated with being an industry pioneer. The values are aspirational but also model what was already working well at Nokia. In India, for instance, where Nokia has built a dominant market position of some 75 million subscribers in a very short time, the values were evident before they had been articulated, which likely influenced the input of the three cafes conducted in that country. One of the key factors that drove business success in India was the distribution system, which Nokia and its business partner, ATL, built from scratch when large consumer electronics retailers declined to carry mobile phones because of their low margins. Working together to find an alternative, Nokia and ATL hit on the idea to mimic the small (sometimes just 5 x 5 feet) kiosks that are found in villages across India from which vendors sell fruits and vegetables. They recruited individuals interested in running their own kiosks, trained them and ensured they would have products in the right quantities and at the right margins for those vendors to make a living. The Nokia team wanted to be sure that whatever arrangement they designed would benefit Nokia, ATL and the individual mobile phone vendors. That way, they would Achieve Together. The Nokia team in India—a mix of native Indians and technology and other experts from such far-flung Nokia locations as Finland, China and Indonesia—collaborated in listening to and observing people in various parts of India to understand their needs. Their approach was collaborative and Very Human. As a member of the leadership team in Nokia India explains, â€Å"One thing that Nokia prides itself on is that it is not arrogant. That comes across in every interaction. People never take for granted that they know everything. Because of conditions in parts of the country, Indians needed a mobile device that was dustproof and didn’t slip out of sweaty hands. They wanted a device that could be an alarm clock, radio and flashlight (or â€Å"torch†) as well as a phone. Nokia’s Passion for Innovation drove the team to find the technology solutions Indians needed. Nokia found that the process of creating values itself had merit. It allowed the many to connect with the many and demonstrated that heterarchy was more important than hierarchy. It captured Nokia employees’ understanding of the challenges they were facing personally and organizationally and their desire to create an organization  © 2009 Society for Human resource Management. Geraldine Willigan, MBa 5 that could meet them. It also reflected the spirit of bonding across cultures, functions and silos. As a member of the executive team says, â€Å"It is proof that a strong global corporate culture is possible. † The next order of business was to track the effectiveness of the values. To that end, the company has created a number of vehicles. Nokia includes values in its annual employee survey, â€Å"Listening to You,† and made them a key part of the change pulse survey it undertook during a recent reorganization. The suggestion arose to have pictures to demonstrate the new values, so the company staged an employee competition for photos that represent the values. Photos were posted online, and employees voted for their favorite. The top prize went to a quality manager in one of Nokia’s Chinese factories, who got to accompany Nokia’s brand people on a photo shoot in Paris. Given the quality of Nokia’s artistic skills, it was a choice prize. More than 22,000 employees took part in the competition, and Nokia has a rich bank of photographs to represent the new values. Nokians now are learning to create 90-second films that tell how values are making a difference in their work. These films can be uploaded to a video hub where fellow employees can view them. As of October 2008, more than 60 films had been uploaded to the internal VideoHub, and they have had over 50,000 viewings. 6  © 2009 Society for Human resource Management. Geraldine Willigan, MBa Teaching Notes Global companies require the alignment of their employees and partners not only on the strategy itself but also on the values needed to make that strategy successful. Values reflect and shape corporate culture. A shift in strategy often requires a shift in values. The Nokia case explores the connection between values, strategy, and the collaboration, innovation, speed and flexibility that are required for Nokia to succeed. Nokia is a very large company, with one of the highest brand recognitions in the world. It has the rare ability to design a new strategy and reshape its culture to deliver the strategy at the same time. The Nokia case describes Nokia’s social process for achieving alignment on values—a component of corporate culture—across geographies, silos and hierarchical levels. The learning objectives of the case are as follows: n note NOTE note Instructor’s Note Distribute only pages one through sixNOTE case study document to of this students. A PDF version of this document is also available online for your convenience. To learn the social process of engaging multicultural, multi-country employees in generating and agreeing on a set of values. To concretely demonstrate one way to build a workforce receptive to crossfunctional, cross-cultural teaming that can therefore make fast, high-quality decisions and increase the organization’s flexibility. To probe and deepen understanding of the relationships between strategy, culture, values and business outcomes. To encourage participants to brainstorm alternative ways to engage employees and accomplish similar results. To challenge participants to think critically about whether Nokia’s approach to creating values can apply to other business issues. n n n n The case is appropriate for graduate students in higher-level HR courses and for HR professionals at the highest levels.  © 2009 Society for Human resource Management. Geraldine Willigan, MBa 7 The classroom instructor might want to pose the following questions for discussion: 1. Why did company management choose values as a foundation for taking the culture to the next level? Nokia needs collaboration because it must routinely leverage its technology platforms, global brand and manufacturing footprint, experience base in multiple countries, and in-depth knowledge of consumers and the marketplace. While individuals must have some degree of freedom to act, they cannot know everything or understand in depth all of the implications of various trade-offs that must be made in the ordinary course of business. As people come together to exchange information and make trade-offs, they must also have a common glue to hold them together. Values can be a uniting factor; they can be the glue. In the process of creating values, discussions touch on other topics, such as strategy, management style, opportunities, competition, priorities, and the inadequacies of organizational structure and reward systems. Values can fill in the gaps or provide what formal mechanisms miss—for instance, they can support open communication outside of formal reporting relationships. 2. What is your view about the four values the cafe approach produced? Note that they are few in number—four instead of 12. They describe the kind of company many people would like to work for. They can be applied in the real world and are relevant to any job function or organizational level. They are in keeping with requirements for Nokia to succeed. They capture the sense of higher purpose and human dignity people long for in their personal and work lives and therefore encourage positive, authentic behavior. 3. How do Nokia’s values compare with those of your company? Graduate students can compare with a company they are familiar with or one the instructor presents. One option is to look at the values of a competitor—for instance, Apple, given that Apple is now going into the cell phone business. Consider whether people â€Å"connect† with the values, or whether the values are too abstract or too generic to be meaningful. How many are there? Are they actually practiced? Do they relate to company strategy? 4. How will Nokia’s values help execute the change in business strategy? The process and content of the values build trust, making people more receptive to information and ideas from elsewhere in the company. Information flows are likely to be nonhierarchical. Nokia should therefore be able to innovate and respond to change better and quicker. Take, for example, the value â€Å"achieving together. † This value is now fully socialized at all levels in the company. It gives a lower-level person the freedom to call a higher-level person for collaboration and expertise where needed. By reinforcing this behavior, the values help break hierarchies, silos and other barriers. 8  © 2009 Society for Human resource Management. Geraldine Willigan, MBa 5. concisely define the behaviors that were stimulated through the cafe approach at Nokia. What information channels got opened? Individuals took time to think about the company and how it does and should operate. They expressed their ideas, knowing their ideas could have wide visibility and make a difference. Before attending the cafes, people sought input from their peers. Participants listened to the views from many other employees. They sought commonality among the viewpoints. They experimented with creative ways to express their ideas. Employees became excited about the company and renewed their emotional commitment to it. Information flowed across boundaries. Because participation in the value creation process required no special knowledge, every participant was on equal footing, including newer employees, whose fresh ideas and energy got released. Thus, information flowed up even from some of the youngest Nokians, who represent the future of Nokia. 6. What’s your evaluation of the social process for engaging thousands of employees across the globe in defining the values? It was an efficient way to engage a broad, diverse set of people. The ready acceptance of the values (the output) indicates that the process was effective. It mirrored the patterns of communication and cooperation in a matrix organization. 7. What does Nokia’s cafe process say about its senior leaders? The senior leaders were secure about their role in the company and heir personal power. Once they committed to the process, they had to be prepared to accept the output. They also had confidence in Nokia employees. They were willing to â€Å"let go. † Senior management of any company should not feel insecure about the outcome of the bottom-up process. Because the process is open, it has built-in sincerity. People want to do the right thing. Also, broad participation is a check against a few radicals who want their way. 8. If Nokia were to use the cafe process again in 2010, what change in values would you anticipate? The outstanding goal of this process is to produce a set of values that are enduring. If the company were to do it again, the values themselves might not be very different, but they might be deepened or tweaked because people will have examples of how they have been used, or not used. The exception is if Nokia were to make a 180-degree change in strategy direction. Then some new values might be needed. If such new values did not emerge through this process, consider whether the strategy shift will succeed. Also consider how the outcome might be different if some regions are far more successful than others going forward, and how working relationships might be affected. Consider, too, the values of younger people who will be entering the workforce around that time.  © 2009 Society for Human resource Management. Geraldine Willigan, MBa 9 The instructor needs to press participants on how concrete the values are, how engaged the people are, what are the pros and cons of having values cascade upward, why this process generates energy, and how management can measure whether the values are indeed being practiced and having the intended results. The instructor can jumpstart discussion by dividing the class into eight small groups and having each group discuss one of Nokia’s four values, addressing the following: If the group participants were the leaders, how would they ensure that the value takes deep roots and builds a superb social fabric while at the same time improving business results? The instructor may choose to broaden the discussion to explore issues around new theories of organization and management, such as Enterprise 2. 0 and the use of Web 2. technologies that promise to overcome the bureaucracy associated with hierarchy and make the organization more agile and productive. 4 What some people refer to as Enterprise 2. 0 or depict as a flat organization includes the direct exchange of information among people at lower organizational levels and bottom-up decisionmaking. Nokia’s value-creation process is representative of this new way of engaging employees and doing business. The following questions c an prompt discussion: n Is there a negative side to mass participation, or connecting the many to the many? Lack of knowledge or commitment can cause people to generate bad ideas that nonetheless gain momentum. Senior management will appear to be heavy-handed if it derails or ignores them. The major risk is when management is not trusted by employees, is erratic or seen as incompetent. Under those conditions, this process will fail. If that failure gets the attention of the board, which in this day and age is likely, the board might well insist on a change in management. Good management should learn from anything that comes in that does not match their expectations. In what situations, or for what issues, does a cafe-type approach work or not work? Any time a new leader is starting to take charge of a unit or company, cafe-type approach is a fantastic tool to energize and align people and hear what’s on their minds. This could be used to generate ideas around any particular topic—for instance, to gather ideas for coping with the global financial crisis. Do you think employees want to weigh in on all issues? In this knowledge worker society, tapping everybody’s brain and energy can create momentum and be a competitive advantage. People want to participate. There may be some managers who don’t want to hear what people have to say. The blockage tends to be from management, not the employees. n n 10  © 2009 Society for Human resource Management. Geraldine Willigan, MBa n How do you know if the masses are generating a better or more authentic solution than a smaller number of experts? The adoption and application will reveal the validity of the solution. Let’s remind everybody that â€Å"experts† are also employees. All experts can learn from the front lines. Experts also can be narrow. An open process will surface those conflicts in point of view. In a fast-moving, highly volatile environment, it is hugely important to draw those conflicts to the surface and get them resolved. Even if the outcome is not better in some absolute sense, it will be better accepted. to what extent does engagement affect business performance? How can you measure it? An employee audit or pulse survey are common tools to measure engagement as well as perception of business performance beyond financial numbers. Have people shown more commitment? In this case, the value of achieving together might be evident in shorter decision cycle times. n  © 2009 Society for Human resource Management. Geraldine Willigan, MBa 11 For Further reading Lawler, E. E. III, Worley, C. G. (2006). Built to change: How to achieve sustained organizational effectiveness. San Francisco: Jossey-Bass. Shirkey, C. (2008). Here comes everybody: The power of organizing without organizations. New York: Penguin. Charan, R. (2007). Know-how: The 8 skills that separate people who perform from those who don’t. New York: Crown Business. McGregor, D. (2005). The human side of enterprise. New York: McGraw-Hill. Hamel, G. (2007). The future of management. Cambridge, MA: Harvard Business School Press. Goldsmith, M. (2007). What got you here won’t get you there: How successful people become even more successful. New York: Hyperion. 12  © 2009 Society for Human resource Management. Geraldine Willigan, MBa endnotes 1 For more on the history of Nokia, see â€Å"The Story of Nokia† on the Nokia web site, www. nokia. com/a4303001. For more on the World Cafe methodology, see www. theworldcafe. com /reading. htm. Nokia’s earlier values are as follows: 2003 n Customer Satisfaction n Respect n Achievement n Renewal 1992 n Customer Satisfaction n Respect of Individual n Achievement n Continuous Learning 3 4 For more on theories of organization, see, for example, Andrew P. McAfee. (2006, Spring). Enterprise 2. 0: The dawn of emergent collaboration. MIT Sloan Management Review.  © 2009 Society for Human resource Management. Geraldine Willigan, MBa 13 SHrm members can download this case study and many others free of charge at www. shrm. org/education/hreducation/pages/c ases. aspx. If you are not a SHrm member and would like to become one, please visit www. shrm. org/join. 1800 Duke Street Alexandria, VA 22314-3499 How to cite Nokia: Values That Make a Company Global, Papers

Impacts of FX Rates on the International Business

Question: Write a research report on the topic "Impacts of FX Rates on the International Business". Answer: 1. Introduction (Research topic): Foreign exchange rate is one of the major components for business owners dealing with services or products offered overseas. In recent years, most of the organizations have been facing challenges for exciting business on the international platform due to the fluctuation of the foreign exchange rates. However, small and medium size enterprises do not heed to foreign exchange rates in doing business in an efficient manner (Hodrick 2014). The business globalization has experienced a robust change in the business making process. It provides huge exposure to the business organizations. Moreover, it facilitates to enhance the entire sales volume in the business. On the other hand, the business globalization has some drawbacks including the fluctuation of the FX rate (Sermpinis et al. 2013). It has a huge impact on the global business. Most multinational organizations have been trying to implement different strategies for reducing the business risk of the volatile FX rate. In this context, the researcher provides a brief methodology with theoretical perspective. The researcher develops the research questions for investigating the research topic in an efficient manner. In the methodology section, the researcher engages different tools and techniques for analyzing the research topic in a proper way. The researcher also provides the ethical checklist along with the Gantt chart consisting of estimated timeline for executing the research in a systematic manner. 2. Literature Review: Banti, Phylaktis and Sarno (2012) have discussed that the business globalization has been facing numerous challenges. However, the fluctuation of FX rates indicates a big challenge for the multinational organizations, who conducts business on the global platform. With the involvement of the business globalization, the organization could be able to enhance their business opportunity. Consequently, in recent years, most organizations have been focusing on the globalization to experience the profitable outcome of the business. Mancini, Ranaldo and Wrampelmeyer (2013) have argued that organizations face several challenges to executing the business on the global platform. The most important business risks indicate the fluctuation in FX market. On the other hand, Hodrick (2014) have stated that global companies need to expose the foreign exchange market, as organizations produce products for a specific country. Many business analysts have provided brief ideas in the process of conducting business globally diminishing the challenges like currency fluctuation. Banti, Phylaktis and Sarno (2012) have highlighted some of the important methods of reducing the currency fluctuation risks out of the business. With the involvement of new strategies for diminishing business risks including currency fluctuation, the multinational organization could avoid the potential losses. Mancini, Ranaldo and Wrampelmeyer (2013) have opined that the business must be on the top of the exchange rate. According to Hodrick (2014), international companies need to have potential knowledge on the impact of the local currencies on other currencies. Moreover, the business needs to evaluate how other currency impacts on the exports, imports, suppliers, and clients. On the other hand, Sermpinis et al. (2013) have argued that the global organizations must conduct research on the past rates. Through the accumulation of past rat es records, organizations could be able to handle the sudden change in the business. Frenkel and Johnson (2013) have stated that the timing of foreign purchase needs to be conducted properly for diminishing the currency exchange rates. Global organizations must consider the fact that the dynamic product purchasing order could facilitate companies to avoid the risk of FX fluctuation. Hodrick (2014) has discussed that floating exchange rates consist of several disadvantages including higher volatility, the tendency to worsen existing problems and utilization of inadequate resources predicting exchange rates. Among these risks, higher volatility in FX rates indicates major challenges for a global organization to conduct business effectively. On the contrary, Chaboud et al. (2014) have discussed beneficial aspects of the floating exchange rates. Floating exchange rates do not need for the international management. Moreover, the floating exchange rates do not require for recurrent central bank intervention. Mancini, Ranaldo and Wrampelmeyer (2013) have discussed that floating exchange rates do not require to intricate capital flow restrictions. Hence, it can be assessed that the FX rates play an important role in the globalization of the business. With the involvement of managing the FX rates, global companies could enhance the business opportunity, which would facil itate them to experience the profitable outcome of the business. 3. Research Questions: The researcher develops the below research questions for executing the investigation in a systematic way. What are the challenges of multinational organizations to execute business on the global platform? How does a high volatile FX rate create difficulties for the global organizations to conduct business in an efficient manner? What are the rationales of the volatility of the FX market? How do the global organizations reduce the impact of the volatile FX rates in the business? 4. Research methodologies and techniques: The researcher includes different tools and techniques for investigating the research topic in an effective way. In this context, the researcher employs the quantitative research method for executing the research process in a detailed manner (Panneerselvam 2014). The research design has three parts including explanatory, exploratory and descriptive. The exploratory research design facilitates the researcher to evaluate different facts on the previous research. Exploratory research design identifies the nature of the research topic (Pickard 2012). On the other hand, explanatory research design enlightens the rationale of the research topic. Descriptive research design is the most authenticate design, as it provides a detailed evaluation of the investigation area (Taylor, Bogdan and DeVault 2015). In this context, the researcher selects descriptive research design for evaluating factors of volatile FX rates in the global business. By involving the descriptive research design, the researcher identifies the rationale and significance of the FX rates on the global business. Figure 1: Research Design (Source: Neuman and Robson 2012) Research approach can be divided into two parts including inductive and deductive approach (Robson and McCartan 2016). In this context, the researcher chooses the inductive approach, as it facilitates the investigator evaluating the precise data on the research study. Figure 2: Research approach (Source: Neuman and Robson 2012) 5. Gantt chart: Calculation Referred to MS Excel Figure 3: Gantt chart (Source: Created by author) 6. Research process: The research process consists of different steps. In the 1st step, the investigator identifies the research area for investigating in an efficient method. In the 2nd stage, the researcher develops aim, the objective on the research topic. Moreover, the research questions will be developed at this stage based on objectives. In the third stage, the researcher provides a brief literature review on the topic through different theoretical aspects. Different theoretical views of authors would facilitate the researcher to highlight the rationale of the research topic. The investigator includes the data accumulation method in the 4th step. Data collection process facilitates the researcher to gather a huge amount of the reliable data on the topic. In the final stage, the investigator analysis the accumulated data based on several statistical tools. Figure 4: Research process (Source: Taylor, Bogdan and DeVault 2015) 7. Data collection and data analysis: Data collection technique indicates two prime processes including primary and secondary (Robson and McCartan 2016). The researcher accumulates a huge amount of valid and reliable data from the primary method. On the other hand, the secondary process suggests data collection from books, journals, and online websites. Consequently, it reduces the data validation. However, in this context, the researcher involves both primary and secondary method to execute the research. Primary data will facilitate the researcher to accumulate huge data on the research topic of impact FX rates on the business globalization, whereas the secondary data will contribute to enhancing the information in the literature review (Taylor, Bogdan and DeVault 2015). Data analysis consists of two major techniques such as a qualitative and quantitative method. In this project, the researcher selects quantitative research method for investigating the research topic (Pickard 2012). In the quantitative analysis, the researcher will be able to include the statistical analysis such as mean, median, standard deviation and mode. It will enhance the data analysis process in an effective method. Moreover, quantitative analysis facilitates the researcher to conduct the correlation and regression analysis on the topic of the impact of volatile FX rates in the global business (Panneerselvam 2014). In this context, the researcher includes the probability sampling technique to select the respondents. Random selection will facilitate the investigator to reduce the bias from the data accumulation process (Miller et al. 2012). The researcher opts for 200 experts from FX market for collecting reliable data on the research topic. The small sample size will be selected for reducing the cost of the research. The investigator will conduct an online survey for executing the quantitative analysis. Several online platforms such as FaceBook, Twitter, and Skype will be included for conducting the survey within the short timeline. Figure 5: Data analysis (Source: Neuman and Robson 2012) 8. Research outcomes: Research outcomes indicate a broad range of data and information on the particular research topic. Several analytical frameworks facilitate the researcher in identifying the rationale of the research topic. Research outcome contributes investigators to evaluate the impacts and issues of the FX rates on the global business. In this context, the research outcome provides a detailed discussion on different business risks due to the high volatility of the FX rates. References: Banti, C., Phylaktis, K. and Sarno, L., 2012. Global liquidity risk in the foreign exchange market.Journal of International Money and Finance,31(2), pp.267-291. Chaboud, A.P., Chiquoine, B., Hjalmarsson, E. and Vega, C., 2014. Rise of the machines: Algorithmic trading in the foreign exchange market.The Journal of Finance,69(5), pp.2045-2084. Frenkel, J.A. and Johnson, H.G., 2013.The Economics of Exchange Rates (Collected Works of Harry Johnson): Selected Studies(Vol. 8). Routledge. Hodrick, R., 2014.The empirical evidence on the efficiency of forward and futures foreign exchange markets(Vol. 24). Routledge. Mancini, L., Ranaldo, A. and Wrampelmeyer, J., 2013. Liquidity in the foreign exchange market: Measurement, commonality, and risk premiums.The Journal of Finance,68(5), pp.1805-1841. Miller, T., Birch, M., Mauthner, M. and Jessop, J. eds., 2012.Ethics in qualitative research. Sage. Neuman, W.L. and Robson, K., 2012. Basics of social research: Qualitative and quantitative approaches. Panneerselvam, R., 2014.Research methodology. PHI Learning Pvt. Ltd.. Pickard, A., 2012.Research methods in information. Facet publishing Robson, C. and McCartan, K., 2016.Real world research. Wiley.