Customer Relationship Management (CRM) Technology Impact

Customer Relationship Management (CRM) Technology Impact THE IMPACT OF CUSTOMER RELATIONSHIP MANAGEMENT TECHNOLOGY ON INFORMATION AND STRATEGY IN THE RETAIL Industry EXECUTIVE SUMMARY: This report examines CRMs impact on information use and strategy in the retail sector. Regarding CRMs impact on information use the reports reveal that CRMs data warehousing, automation, mining, knowledge management and knowledge sharing capabilities have significantly impacted how organisations retain, share and disseminate information to relevant areas of the business. Key information on buying trends, customer profiles can be elicited so that appropriate modifications can be made regarding pricing, product, promotional and other elements to provide enhanced products and services. CRM, for many retail organisations, has meant information is now used as a source of competitive advantage. Examining CRMs impact on strategy, the report illustrates through the MIT90s framework that strategic alignment between CRM technology and the organisations structure, its strategy, its people and culture is essential for technology to be integrated effectively. The reports findings reveal numerous barriers to CRM. These centre on an over focus on the technical-requirements than on business strategy, a lack of cross-functional coordination, failure to support monitor and evaluate CRM performance, an unreceptive organisational culture to technological change and an inability to see CRM implementation from a holistic approach. An unwillingness to share information and knowledge was also highlighted as a potential inhibitor to unlocking CRM potential. Evidence illustrates that barriers essentially fall under a strategic misalignment between technology, structure, strategy or culture of an organisation. In response, a number of recommendations to aid retail organisations in unlocking CRM potential are provided. These include: a holistic perspective towards CRM implementation; a focus on strategic alignment between CRM and the organisations strategy, structure, individuals and culture; a CRM strategy, outlining its strategic objectives; understan ding the organisations data needs; encouraging organisational agility to provide a more adaptable structure that CRM technology can be integrated more easily into; introducing tailored recruitment and training programs to foster the right CRM competencies backed with an effective incentive system and the facilitating a communal culture organisational culture emphasising teamwork, empowerment, communication, innovation and a strong customer orientation. INTRODUCTION: With managing customer relationships now central to organisational success (Kohli et al, 2001; OHalloran, 2003; Nguyen et al, 2007), developing long-term customer relationships through user enabling Customer Relationship Management (CRM) technology has moved to the ‘top of the corporate priority list for many retail organisations (Smith, 2006:87). But what precisely are the direct implications CRM has on information and on strategy? and why is that many CRM projects in the past have failed? What can retail organisations do to ensure CRM success? It is these areas that this report seeks to explore within a retail sector context. The author has selected to investigate these areas in a retail sector context due to its sheer growth, impact and scale of usage within this industry (Anon, 2009). It has revolutionised the way retail companies utilise data to identify key information trends and thus elicit and apply this knowledge to potentially increase profits (Miller, 1999). The repo rts main body is therefore split into two sections, with section one examining the impact CRM technology has on information use and section two, using the MIT90s framework, exploring the potential consequences CRM has on strategy for retail organisations. Lastly, barriers associated to successful CRM implementation are considered and recommendations presented as to how retail organisations can fully unlock and capitalise on their CRM capabilities. SECTION 1: USE OF TECHNOLOGY The following section provides an explanation of CRM from a theoretical standpoint, through an analysis of literature definitions and a practical one, in terms of hardware, software and data structures. 1.1 Explanation of Technology The range of CRM definitions emerging over the years have provided many interpretations of what precisely CRM is and does (McKie, 2000). Broader, arguably looser definitions view CRM as a natural progression from relationship marketing (Light, 2001), where ‘information systems†¦enable organisations to realise a customer focus (Bull, 2005:593). Richer, complex definitions view CRM technology enabling organisations via the utilisation of customer related information to ‘foster closer relationships with their customers (Levine, 2000; Hsieh, 2009:416). More specifically, McNally (2007:169) defines CRM as a ‘strategic process addressing all aspects associated with identifying customers, creating customer knowledge, building customer relationships, and shaping organisation and product perceptions. Nguyen (et al, 2007:103) echoes this, but provides a more simplified version, ‘CRM is a strategic process that helps companies better understand their customers needs so they can provide these needs to their customers at the right time while improving the companys processes. The emphasis on strategic process in the former two definitions fits particularly well when explaining how CRM works in the retail sector in terms of hardware, software and data structures. Here transactional data from EPOS sales systems, web systems, sales contact systems systems and loyalty schemes (data) through automated data capture is sent to the client server mainframe at head office (hardware) where an analysis of relationships (using software) is conducted (Mutch, 2008). It is then data warehoused and structured in a way that allows the user (with the use of CRM tools) to extract patterns and relationships on important trends, such as information on particular customer profile groups and their purchasing habits, average spend, preference for offers etc. This can then be utilised to identify potential ways of improving profitability and disseminated back to relevant departments. 1.2 Impact of CRM on Information use in the Retail Sector The following section analyses CRM technologys impact on information use in the retail sector. Information here is broken down into three main elements: data; being raw statistics, symbols, numbers, information; processed data considered and knowledge; the application of data and information (Beynon-Davies, 2009). The relationship between one another is also presented throughout. 1.2.1 Impact of CRM on data use A. Provided more efficient and effective use of data, through warehousing, mining and cross-functional integration. CRMs capability for integrating multiple databases across different areas of the retail organisation has impacted data use in the sense that it has enabled users to have access to real time, relevant and accurate customer data. Fallon (2008) and Kaplan (2009) indicate that CRM allows retail companies to absorb raw customer data from multiple sources and integrate it into a centralised CRM system. There it is warehoused and later mined so important trends and information can be elicited and utilised (as applied knowledge) to improve customer relationships (Park and Kim, 2003; Chowdhury, 2009). Where CRMs impact on data use lies is that through data warehousing, users with the aid of CRM mining tools, can analyse masses of real time transactional data such as sales amount, transaction time, place and buyer and non-transactional data, such as customer inquiries/feedback and separate this out into key information on product lines, pricing and customer profile and trends, down to each spe cific retail department and individual store (Miller, 1999). They can then filter back important information and knowledge to management and staff so that the right people at different organisational levels have the necessary know-how to provide enhanced levels of customer service, solve problems and increase profitability (Park and Kim, 2003). B. Negatively impact as a form of customers surveillance Amid growing concerns over data sensitivity and the increasing cross-referencing sale of data CRM has negatively impacted data use (Bodenberg, 2001: Mutch 2008). Literature indicates that CRM technology, with its capability to collect vast amounts of customer data for own strategic purposes, has led to a mass surveillance and monitoring of customer behaviour (Park and Kim, 2003). Consequently, data access and exchange has become more restricted due to stringent data protection legislation and company guidelines over the storage, access and lawful use of personnel customer information (Mutch, 2008). 1.2.2 Impact of CRM on information use A. Information now used as a source of competitive advantage†¦using real time data and information enable a real time response A CRM system allows retail organisations to pull all the transactional and non transactional data together and through the use of CRM tools, extracts key information critical to help coordinate sales, marketing, and customer service departments to better and faster serve customers needs (Smith 2006). In the retail industry CRM has particularly impacted on the way information is used to formulate customer profiles. Organisations can now quickly identify who there customers are, what they buy, how often, the quantities in which they buy etc and use this information to modify pricing, product or service offerings and other elements such as customer service to create an in-depth understanding of customer needs and provide fair value to all customers (Park and Kim, 2003). Put simply, CRM has impacted information use in that users can quickly provide comprehensive summary reports on critical business information to make informed decisions and responses to reduce costs and increase profitab ility at a much faster rate (McLuhan, 2001). 1.1.3 Impact of CRM on how knowledge is used A. CRM impacts on organisations potential for improving knowledge retention, management and sharing†¦.knowledge as a resource Literature advocates that CRM has enhanced organisations ability to share and utilise knowledge (Krebs, 1998; Fan and Ku, 2010). Reychav (2009:235) concurs CRM has improved ‘employees ability to share knowledge both tacit and explicit and thus develop a customer orientation right throughout the business. This is supported by Krebs (1998) although he argues that codifying and storing tacit knowledge to be a much more intricate process. Irrespective, a wealth of evidence indicates CRM has changed the way knowledge is used in terms of how it is shared (Krebs, 1998). For example, in the retail sector, knowledge on particular buying habits of customer groups can be stored on a CRM system at head office where it is accessed by relevant departments (marketing, accounts, sales) who design appropriate promotional deals or joint offers on product lines to increase sales and profitability. This ‘knowledge can than be disseminated to appropriate retail outlets/stores to be implemente d. SECTION 2: STRATEGY The following section examines CRMs impact on strategy within the retail sector and begins with a short outline of the key issues of CRM that prevent CRM from fulfilling its potential capabilities in practice. These are conceptualised in the following sections using Scott-Mortons (1991) MIT90s framework (see below), which stresses strategic alignment and integration of CRM technology within all areas of the business is essential to capitalise on CRM potential. 2.1 Context The key issues of implementing CRM technology and its impact on business strategy are: 1. Strategic alignment between CRM technology and business retail strategy 2. Ensuring the organisations structure works synonymously with CRM technology 3. The provision of individual training, recruitment and within this revised job descriptions to ensure the development of necessary competencies to maximise CRM potential 4. How organisational culture positively or negatively affect an organisations and its employees ability to use information elicited from CRM technology These are now explored in more depth in the following sections using the MIT90s framework model illustrated below. 2.1 Strategy History is littered with past CRM failures, Carsdirect.com (Anon, 2000) and Lexmark (Songini, 2002) being perfect examples. McLuhan (2001) and Ramsey (2003) indicate most CRM failures are due to focusing overly on technical-requirements (technological determinism) rather than on the business strategy and the organisations needs. A lack of cross functional coordination, failure to support monitor and evaluate CRM performance and a failure to approach CRM implementation from a holistic approach are some of the other cited reasons as to why CRM projects fail (McLuhan, 2001; Bull, 2003). Other academics argue an unreceptive organisational culture to technological change coupled with an unwillingness to share information and knowledge as inhibitors to unlocking the potential benefits that CRM offers (Kotorov, 2003; Pavlovets, 2005). Essentially the problems cited by literature come under the central issue of strategic alignment, a notion stressed in Henderson and Venkatramans (1993) Strategic Alignment Model and Turbans, et al. (1999) cultural model, though arguably conceptualised to greater effect in the MIT90s framework (Scott-Morton, 1991) which is predominantly the main framework used in this report. The model advocates that for IT change to be successful, technology must be aligned to the company as a whole, so that organisational strategy, infrastructure, existing technology, individual roles, training programs, management and the organisations culture work synonymously with each other (Scott-Morton, 1991). Macredie et al. (1998), supports this perspective, concurring that CRM success is dependent on alignment between organisational strategy, structure and culture. Misalignment between these areas prevents CRM from fully delivering its potential capabilities. For example, if a retail organisations structur e restricts CRM access to marketing and senior management only than it is unlikely that crucial information will be fed down to middle management and employees at operational level (those who interact with customers on a day to day basis) who require it most. Conversely, if the CRM system is not complemented with a recruitment and training policy that is designed to source and develop core competencies required to use CRM technology efectively, than it will most likely fail. Thus, a strategically aligned approach to information strategy (see appendix figure 1), ensuring information systems strategy, information management strategy, information technology strategy and information resource strategy are connected to each other and the overall organizations strategy is a critical success factor for integrating CRM effectively throughout the organisation (Earl, 2000; Van Bentum, 2005). The following sections now turn towards ensuring alignment within other areas of the organisation. 2.2 Structure Numerous writers cite the sheer importance of aligning organisational structure with strategy, technology, the environment and its organisational culture (Mintzberg, 1989; Miller, 1989). In other words, to maximise your IT capabilities, an organisations structure must fit with its environment (Burns and Stalker, 1991; Senge, 1994). Over the years, this has led many retail organisations to shift away from traditional large-scale bureaucratic and hierarchical organisational forms to less traditional divsionalised structures facilitated by business process reengineering. However, evidence suggests such structures not only lose the benefits associated with large-scale bureaucratic organisations such as functional specialism and data interpretation from middle level managers, but also often fail to build strong links between divisions of the business, leading to a loss of shared core competencies and knowledge (Mabey, Saloman and Storey, 2001; Mutch, 2008). Literature is therefore indicat ive neither structure is particularly appropriate when integrating CRM technology. More recently, de-structured organisational forms, with an emphasis on high performance, knowledge creation and the empowerment of teams reflect a more suitable organisational structure in aiding retail organisations to elicit the potential their CRM application offers (Mabey, Saloman and Storey, 2001). Here, structure is built with speed, integration, innovation and flexibility in mind and an adhoc, boundaryless approach more receptive to technology change is instilled throughout the organisation. This encourages a free flowing information exchange throughout strategic, tactical and operational levels, structuring the organisation in a way where senior and middle management staff at retail organisations disseminate key important information and knowledge to employees at operational level. Where CRM role comes into play, is that it can be used to support these networked/lattice forms of organisations (Zuboff, 1988). It therefore appears that organisational agility, termed by Gunneson (1997:3) as ‘a flat, fast, flexible organisation, with continuous interaction, support, and communications among various disciplines, with highly decentralized management that recognises what its knowledge base is and how it can manage that base most effectively, is an essential component of structure. To achieve this, retail organisations must adopt a lattice/network like structure that has a mix of stability and flexibility to support the organisations capabilities and the empowerment of team working through cross functional teams with a focus on developing the collective intelligence of teams to meet the complexity of the dynamic environment (see Lorrimar, 1999). Such a structure is typically flat with large spans of control, features lateral communication and helps develop and maintain a project teamwork ethos and customer focus to ensure decision-making is guided by customer satisfaction (Friesen, 2005:33 ). This increases employee involvement, enhances communication, speeds up decision-making and breaks down boundaries thus enhancing flexibility and capacity to adapt (Clayton, 2006). 2.3 Roles Literature advocates that it is organisational peoples use of CRM, not the technology itself, which is where organisations truly capitalise on opening up CRMs full capabilities (McNally, 2007:169). Accordingly, recruitment, job descriptions and individual training should be amended in order to ensure the retail organisations have the right processes and programs in place to ascertain the competencies needed to utilise CRM technology. Job specifications for staff or ‘librarians accessing CRM should be amended to encourage a proactive approach towards their duties (Owens, Wilson and Abell, 1996). In addition, selection criteria should be adjusted to identify candidates who possess CRM capabilities through IT/CRM related qualification/certificates or direct experience gained through previous employment. Various levels of CRM training programs tailored to each department, and manager should be introduced and should centre on themes which retail procedure and policies regarding data analysis (McKean, 1999), communication competence, such as the use of emails (Ciaborra and Patriotta, 1996) and the ethical use of information to protect the identification of individual customers (Mason, Mason and Culnan, 1995), as well as CRM operational and functional use and how it works across the organisation (Mutch, 2008). The above changes should help retail organisations foster the necessary competencies to ensure CRMs correct use throughout the organisation (Alter, 2009). It is argued that these changes (jobs, processes and a lattice/network like structure), supporting richer communication and information sharing, allow workers to become informated by CRM and view the organisation in its totality, making information and processes once hidden, transparent (Zuboff, 1988). 2.4 Culture Different aspects of organisational culture impact CRM use both positively and negatively in numerous ways. Van Bentum, (2005) analysis of organisational culture distinguishes between several variants of culture. Of these more ‘mercenary (characterised by heavy inward competition and intense internal and external rivalry) types of culture, often lend themselves to a communication framework that does not match with the knowledge management, knowledge retention and sharing capabilities that CRM offers. This impacts CRM use negatively, creating reluctance on behalf of the individual to use a system that transfers their core knowledge to an internal ‘rival. It is this mismatch between culture and technology that is why many CRM projects fail. Such organisational cultures restrict CRMs knowledge sharing capability and discourage its use by workers (Van Bentum, 2005). Sub-cultures operating within departments or functions of the organisation are also seen to negatively hinder C RM use, often displaying resistance and an unwillingness to change and adapt to CRMs integration (Leverick, et al. 1998). In illustrating a more positive impact culture can have on CRM use, Van Bentum, (2005) advocates a ‘communal culture based on openness, innovation and continuous learning. Here culture positively impacts CRM in the sense that it is embraced by organisational people with a clear customer orientation, who in turn seek to utilise its capabilities to the fullest in their day-to-day activities. It is this type of culture that retail sector organisations currently operating a ‘mercenary type culture, should move towards. Another cultural aspect impacting CRM use is that organisational peoples belief system regarding CRM ease-of-use and usefulness can have a significant impact on its performance highlighted (Avlontis and Panagopoulous, 2005). If perceived useful and easy-to-use, CRM leads to performance improvements. Conversely, if perceived as not useful and difficult to use, CRM will have little impact on performance and on fulfilling its strategic objectives (Avlontis and Panagopoulous, 2005). The above cultural impacts on CRM use are indicative of a clear correlation between the type of organisational culture and IT performance (Davis, 1989; Avlontis and Panagopoulous, 2005). Literature indicates that retail organisations (particularly management spearheading/championing CRM) must nurture a communal CRM culture through an environment of teamwork, innovation, trust and a receptiveness towards CRM technology in order to ensure its embracement throughout the organisation (Avlontis and Panagopoulous, 2005:Van Bentum, 2005). an appropriate cultural foundation, is prerequisite to CRM success. SECTION 3: CONCLUSIONS RECOMMENDATIONS This report has sought to examine CRMs impact on information use and strategy in the retail sector, revealing some of the reasons was as to why CRM projects fail and recommendations to capitalise on CRM potential. The reports main findings and recommendations are summarised below: 3.1 KEY FINDINGS 1. CRM technology has significantly impacted the relationship between data, information and knowledge and their use in the retail industry. Data and information are now used as a source of competitive advantage. Knowledge is now seen as a resource through retention and sharing. 2. Strategic alignment is a critical for CRM success. 3. There are numerous barriers to successful CRM often attributable to a strategic misalignment (summarised in appendix figure 2). 3.2 RECCOMENDATIONS 1. A holistic perspective towards CRM implementation and strategic alignment between CRM and the organisations strategy, structure, individuals and culture is a critical for CRM success (Scott-Morton, 1991; Macredie, et al. 1998; Bull, 2003). 2. A CRM strategy, outlining its strategic objectives and a clear plan for integrating it into the organisations business processes and systems are perquisites for any successful CRM implementation project. 3. Understanding data needs and how the data will be used to extract information and elicit knowledge to increase profitability is critical. 4. Organisational agility to adapt to contextual factors such as new CRM technology is essential. De-structural changes in specific departments such as implementing flatter structures, introducing cross-functional teams and lateral communication channels is more suited to unlocking CRM potential (Lorrimar, 1999; Mabey, Saloman and Storey, 2001). 5. Organisational peoples role in how CRM is used is a major determinant of its success (McNally, 2007). Tailored recruitment and training programs to foster the right CRM competencies supported with an effective incentive system are critical (Avlontis and Panagopoulous, 2005). A communal organisational culture emphasising a strong customer orientation, teamwork, empowerment, communication, innovation, accurate expectations regarding system usage and a receptiveness towards new technology is crucial to elicit employee commitment to CRM (Van Bentum, 2005). APPENDIX * Open focussing on technical-requirements reather than on the business strategy and organisations needs (McLuhan, 2001; Ramsey, 2003) * Lack of cross functional coordination (McLuhan, 2001) * Failure to support monitor and evaluate CRM performance (McLuhan, 2001; Bull, 2003) * Failure to approach CRM implementation from a holistic approach (McLuhan, 2001; Bull, 2003) * An unreceptive organisational culture to technological change (Kotorov, 2003) and sub cultures displaying resistance and an unwillingness to change and adapt to how CRM fits into their working duties acts as a barrier to unlocking CRM potential (Leverick, et al. 1998) * An unwillingness to share information and knowledge as inhibiting CRM potential (Kotorov, 2003; Pavlovets, 2005)

Eurocentrism Essay

Eurocentrism can be defined as the idea that the Roman and Greek cultures gave rise to the modern explosion of ideas and learning. Within this idea is contained the notion that the origins of Greek culture lie strictly within the borders of what is currently considered Western Europe, making the ancestors of Western Europeans responsible for all the progress of the modern world (Dussel, 465). This idea is considered by modern historians to be false and based not on factual accounts but rather on the distortion of history by colonizers (Blaut, 10). This distortion of history is based on the Inside-Outside or Center-Periphery models of civilization which pinpoint an area of the world as the peak of civilization, and the areas outside of it as barbaric. This model depicts Greater Europe as the insider area which contained the civilized culture, and it posits a gradual diffusion of that culture to the other parts of the world surrounding it. Yet this model presents an erroneous view of the world’s process of civilization. The ideas that are based on the models above tend to identify Europe on the one hand as being civilized and making strides in scientific and technological advancement. On the other hand, this view places the world outside of Europe in a position of stagnancy, with knowledge remaining static unless ideas were learned from Europe. This idea also gives rise to an ethnocentric idea of â€Å"European† intellectualism as being the reason for the centralization of knowledge within that area. It also gives rise to the antipathetic idea of non-West European culture as necessarily consisting of inferior ideas which might be described as â€Å"savage, atavistic, uncivilized [and] evil† (Blaut, 16). The truth is very different, however, as the Greek and Roman cultures that contributed to the â€Å"civilization† of Europe must give attribution for its ideas to a wide array of cultural influences whose origins span areas as far as Africa and Asia (Dussel, 465-468). According to Dussel, Europe cannot claim Greece as a part of its earliest origins. Furthermore, during the height of Greek cultural dominance, awareness existed in the Greek world of the progressive nature of the Egyptian (African) and Turkish (Asian) civilizations (Dussel, 465; Yurco, 1). Yet, while this Greek center civilization was aware of the existence of civilized Africans and Asians, their knowledge of what is now Modern Europe was minimal and the area considered to be populated by â€Å"the uncivilized, the non-political and the non-human† (465). The idea that Greece bequeathed civilization to Rome and to Europe is false. Rather, a dichotomy existed between the Latin (West) and Greek (East) cultures, and this configuration did not include a strict conception of Europe. The Greek culture was dominated in classical times as much by the Arab (Muslim) culture as it was by the Byzantine (Christian) culture. Therefore, the Aristotelian basis of civilization was historically strongly connected to the Middle Eastern and even Asian (Turk) civilizations (466). What actually occurred to lead to the development of civilization in Europe is based on an interplay of cultures from all over the continents of Africa and Eurasia. Such thinkers as Thomas Aquinas and Albertus Magnus relied heavily on the ideas that came from the Turkish-derived Aristotelian ideas (Dussel, 466). The ideas generated by Aristotle were actually studied in what is now modern-day Iraq (Baghdad) before Aquinas became exposed to them. Indeed, Aquinas’ exposure came only after the Muslims in Spain translated these works into the Latin vernacular. The arrival of these works in Paris during the late 1100s B. C. marks the initial period in which differentiation occurs between Europe and Africa/Asia (466). The Crusades, which followed during this era, therefore may be seen as the first attempt made by Europe to become dominant in the newly differentiated territories of Africa and the East—and these campaigns might be considered failures (466). Eurocentric ideas concerning the Old World can therefore be seen to be a myth based on the colonially driven histories that have been passed down in the recent past. The failure of the Crusades might be seen as a way in which Europe itself was kept out of the civilization encompassed by the Turkish and Muslim regions, which spread their dominance from Morocco to India and even to the Philippine island of Mindanao. Even the Roman Empire, which dominated Europe for centuries, never penetrated to become the center of civilization in the African and Asian worlds (Dussel, 466). Before this time, the only empire that came close to being dominant and of Eurasian origin are the Hellenistic empires. Yet these empires are not one and the same as Europe, and never gained as large a dominance as the Muslims had after them (467). In contrast to the Eurocentric model of civilization is the strong Turkish (Muslim) civilization—historically represented by the term â€Å"Asia† (Blaut, 20). This area, which later became known as the Ottoman Empire, was dominant within its region. It even began conquering territory into south-eastern Europe, and this idea falsifies the theory of all civilization issuing from Europe. Even in the sixteenth to eighteenth centuries, European presence in the African and Asian continents was merely a matter of trade rather than dominance. The idea of a Eurocentric world actually found root only during the nineteenth century when colonization occurred in areas of the Old World (India, Asia, African and China). During this period, the multifaceted Greek culture was adopted and re-classified as European. The Greek culture is then identified with that of the Romans and then the two are placed at the center of the world’s historical civilization. It is at this point that Europe is able to emerge as the world’s intellectual benefactor. However, the fact that at this point no united â€Å"world history† existed and their location made it impossible for them to be central in providing for the surrounding territories an impetus toward civilization (468). Colonization in the nineteenth century can be seen as the chief mechanism through which Eurocentrism has been able to become dominant in global thinking. In order to maintain the colonial thrust, European colonizers were prompted to create ideologies that support the dominance that European countries had gained in their respective colonies. Religious, social, and scientific ideas that were spawned during that time gave rise to the Eurocentric ideas that are extant even in modernity. According to Blaut, â€Å"A [Christian] missionary might have great love and respect for the people among whom he or she worked, but could not be expected to believe that the culture and mind of these non-Christians was on par with that of Christian Europeans† (24). The social and legal theories being fashioned at the time were created by those who were in charge of making the policies that the theories should support. Therefore, intellectual history became biased in its outlook regarding the comparative worth of the cultures that stand alongside the European culture. However, in the disciplines of economics and anthropology ideas and truths were discovered which did not fit well with the tendency toward Eurocentrism. Such ideas as equilibrium and stasis developed in Keynesian economics. In geography, stasis was found to be a natural occurrence in regionalism. Theories of equilibrium and stability were embodied in such anthropological ideas as functionalism, while cultural relativism â€Å"declared in essence that each culture has intrinsic worth† (Blaut, 27). However, within the discipline of Anthropology, political motives can be found for publicizing the fact of cultural relativism, though tempered with a Eurocentric overtone. The notion of the intrinsic worth of the culture would have the effect of discouraging unrest, while the Eurocentric overtones would have the complementary effect of evoking gratitude in the heart of the colonists toward the colonizers (27). Overall, however, colonial indoctrination has been characterized by a teleological view of the West’s advancement, which is responsible for the benefits accorded Latin American, Asian, and African nations. Many other cultures outside of Europe experienced great progress and civilization throughout history. Yet, the result of inattention to the civilization status of Europe and other regions at other time periods has given rise to contemporary confusion surrounding these cultures. One such problem can be found in the misunderstood racial composition of Egyptians. In fact, the analysis of the racial composition of the Egyptian royalty gives credence to the idea that multiculturalism existed in the Egyptian civilizations of the past. Peoples from lands traditionally connected with Europe became traders and settlers in Egypt—and this underscores the centrality of this civilization during the ancient times. Such centrality naturally rebuts the idea behind Eurocentrism. However, the fact that interbreeding led to the Europeanized features of many of the Egyptian drawings and mummies has helped fuel the myth that European cultures played all the dominant roles in the civilizations of the past (Yurco, 2). Eurocentrism involves the idea that civilization was generated from a European center and somehow diffused to the other areas of the world. This idea finds its strength in the recent dominance that Europeans have had in the several continents of the world. Colonialism needed justification, and the method by which this was done involved the creation of ideas and systems that placed Europeans at the forefront of history. It involved the Europeanization of the Greek cultures and the oversimplification of the factors leading up to the current socio-political state of the world. Furthermore, the fact that world history has been written down and propagated mainly during the period European dominance has facilitated the Eurocentrism that can now be seen in the historical understanding of the world.

Blue Collar Jobs Essay

In the current economic situation in the U.S, graduating high school and going off to college for a degree has pretty much become the goal for most of the students here in the United States. According to the Institute of Education Sciences, studies have shown that between 1999 and 2009, the number of students in the United States perusing a degree in college full time has risen by almost 45% while part time students increased by 28%. With the vast expanding number of students, the number of job openings for these certain fields are simply not enough to provide every graduate with a job. Because of this problem the unemployment rates are staggeringly high here in the United States which includes the 44% those coming out of college. (Rampell) Take Kyle Bishop for example. Currently 24, he has been waiting tables, delivering beer, and working at a bookstore since 2009 when he graduated from the University of Pittsburgh. (Rampell) Stories like this arise every day and only more appear. It will eventually affect future college students pursuing a degree and those who return to study to obtain a degree. Despite these stories however, many companies have been seeking employees to fill up positions for months to years. Many of these jobs have included machinist, welder, and many more in manufacturing, hence blue collar jobs. Now you may be thinking, how can companies not fill up position for manual labor? But with the pace of the advancement of technology in modern society, machinery has become more complicated and requires a higher skill cap to use compared to before while the number of workers with the skill to operate them has been dwindling. In the North Dakota oil fields, there is a 30% shortage of petroleum engineers and a 10% shortage of machinists that the companies simply cannot find enough workers with the skillsets to fill up these positions. According to news article from the Dallas Morning News the workforce is very skilled but they’re mostly people with experience who are soon to retire. It seems like jobs can’t be found without experience and experience can’t be gained without a job however, many say vocational school may become a solution. Students will be able to gain experience by learning about certain jobs in the field and acquiring the skills required without the need of actually finding a job. More people would become qualified to take over the empty positions and those soon to be empty as people begin to retire and more skilled workers join the workforce which could ease the unemployment rates. Every move made can affect the future of the United States economy and the future workers. Education is certainly very important but obtaining skills to work certain jobs is probably one of the most important factors in getting a job.

China s Largest Population On Earth - 1727 Words

Introduction China is home to the largest population on Earth and they have experienced dramatic growth during their recent history. China’s GDP in 1952 was a mere 67.9 billion USD which has grown to 10.87 trillion USD today. This GDP growth is mirrored and positively correlated with China’s tremendous population growth. China has experienced a population growth from under 552 million in 1950 to nearly 1.4 billion today. This tremendous growth has brought about an increased dependence on the advanced production of food in China. In order to feed this growing population farmers have been forced to effectively grow their crops and increase their cultivation per square meter for their farm land. Food has been a staple part of the†¦show more content†¦In October of 2005 the preserved remains of ancient noodles were discovered at the Lajia archaeological site which sits on the second terrace of the Yellow River near Qinghai. These noodles where a revolutionar y find allowing anthropologists to further research ancient Chinese food. The noodles were made from foxtail and broom corn millet and were preserved for thousands of years in the rock. From these findings it is clear that grain based noodles have been a staple part of the Chinese diet for thousands of years. During the time frame from around 2070 BC to 221 BC five chief grains made up the staple diet of the Chinese. This time period included the Xia, Shang, Zhou dynasties and the Warring States Period is commonly referred to as â€Å"the period of five grains.† Anthropologists and historians have found and studied many different records that argue over which grains were in fact a part of the five grains. According the Classic of Rites which was comprised by Confucius and his followers during the 6th century the five staple grains included soybeans, rice, proso millet, foxtail millet, and wheat. Scholars argue over the which grains were a part of the traditional five. Another version of the Classic of Rights replaces rice with hemp. Before the rise of Confucius there was no prior record of the way that the Chinese cooked their food. Confucius through his teaching and wisdom laid the groundwork and developed the normsShow MoreRelatedGlobal Climate Change Causes And Effects On The Environment And The World s Oceans916 Words   |  4 Pagesgas concentrates in the atmosphere, the earth becomes warmer. Water vapor, carbon dioxide, and methane are the gases that lead to the greenhouse effect. Pollution of the earth causes damage to the ozone layer in the atmosphere, and it’s easy for the sun rays to pass in the earth. Global climate change causes a negative impact on the environment and the world’s oceans. Global climate change causes many problems for the planet. The population growth of earth is 7.125 billion. 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