Sunday, January 26, 2020

Organizational Change In Lenovo Group

Organizational Change In Lenovo Group Business organizations have to change to adapt to the changing environment. Management of change has been a hot issue in academic research for years. One popular opinion considers that nowadays corporations will go to die without change. However, how to carry out right change is a challenging question for corporations. Bland and aimless change could be a disaster causing a fast fall to the organizations. Focusing on the issue of management of change in the organization, this essay attempts to take use of the relevant concepts to research and analyze the issue of change within a real organization. The target organization is Lenovo, one of the most famous IT companies in China, where the researcher had opportunity to work. Lenovo has experienced big changes in its development road, especially in 2005, it successfully acquired IBM Personal Computing Division. This acquisition is a milestone in Lenovos history, which has also been an earthquake within the organization. In this essay, the researcher tries to identify and analyze the issues brought by the change within the organization. There are three parts in the main body of this research. Firstly, Lenovos background will be presented briefly. In the second part, an overview of management of change will be made in the first place. Based on the theories and concepts, it moves to the case of Lenovo. The nature and type of change, and the triggers for change in Lenovo will be identified respectively. Moreover, problems caused by the change and Lenovos solution will be discussed in this part. In the third part, taking Lenovo as an example, this essay will provide recommendations for Chinese corporations pursuing change in its development. Company Background The company which this essay focuses is Lenovo Group, the leading IT company in China. Its main task is the manufacture and sale of personal computer. The history of this company can be dated back to 1981. The company was founded by only 11 employees and with the name of Legend, holding the philosophy that bringing IT to more Chinese consumers and businesses. With years of efforts, this company had become the top PC manufacture in China since 1996, and carries out internationalization steps from 2000. It changes the name form Legend to Lenovo, which is the combination of the Le from Legend with novo(meaning neew) from the Latin word in 2004. And year 2005 has witnessed the most significant change of Lenovo the acquisition of IBMs PC Division. This action is considered as a milestone in history of Lenovo, because it combines the leading PC manufactures both in US and China, making a new unified international PC leader. This business decision proves to be correct by the facts. With th is acquisition, Lenovo has become one of the largest PC manufacturers in the world scope. The annual revenue of the company has reached 21 billion US dollars, with a series of brands of PCs, like Thinkpad. Nowadays, Lenovo has been an international company, operating in more than sixty countries with 23,000 employees worldwide. The company has been the third largest PC producer and the fastest growing one in the world top 5 PC manufacturers, with a world market share of 10.2% (Lenovo Official Website, 2012). Change within Lenovo 3.1 Brief Review of Management of Change The necessity of change within the organization has been widely recognized. Though the cause for changes may be different for one corporation from another, the triggers could be summarized into two types, external factors and internal factors. According to Elving (2005), the business environment is constantly changing. Corporations have to keep pace with the changing environment to achieve their business aim according to the environment. This is the external trigger for organizational change. On the contrary, the internal triggers come from the organization inside. Elving (2005) points out that technique development and personnel promotion are important internal triggers. Diefenbach (2007) considers that companies demand of development is one significant internal factor for changing, especially when performance is declining. However, change needs careful consideration. Any imprudent action could be very dangerous. Successful changes are strategic and systematic. Brian and Walter (1993) identify the changes into different types according to the strategies used. They are planned changes, small changes and imploding changes. Donaldson (2000) divided changes into structure, personnel, and technique changes. Changes always face resistance from employees. According to Morrell et al. (2004), the root for resistance against change is peoples fear for risk. Some scholars go deep into the reasons for resistance. De Jager (2001) focuses on the old employees, indicating that changes are always resisted by old employees for their worries about losing the things and interest they have owned. Robbins (2009) emphasizes the cause of refusing change is due to peoples fear of uncertainty, as change could make things from familiar to unknown. Dent (1999) thinks that some resistance may come from employees consideration about the company goal and development instead of themselves. Hence, it is necessary for enterprises to effectively communicate with their employees to make them clear about the significance, purpose and method of change. According to Altman and Iles (1998), the ways of putting forward the change should be flexible and innovative. However, in some special situation, some tough measures c ould be used to show the organizations strong determination. 3.2 Analysis on Change in Lenovo In August 2004, the chairman of Lenovo Group, has officially announced the acquisition of IBMs PC Division with a total of $ 12.5 billion (Lenovo Official Website, 2012). It is completed in 2005. It is undoubted that this business action is an enormous change within the organization. The rapid growth of Lenovo after the acquisition has proved that this decision of change is correct and well handled. The experience of Lenovo makes a good example for those who are troubled by the change within the organization. Trigger for Change of Lenovo The acquisition of IBM is a big change for Lenovo. The process of this acquisition lasts for five years from 2000 to 2005. This change is carried out with careful consideration and prudent behaviors. As mentioned above, triggers for change could be external and internal. External triggers emphasize the changing environment which enterprises have to keep pace with so as to complete their business goal, while internal triggers come from the organization inside, such as technique, personnel, etc. (Elving, 2005) Looking into the case of Lenovos acquisition of IBM, it could be found that this big change is driven by both external and internal factors. The external triggers for this change are summarized as follows. First of all, it is a necessary step for Lenovo to fulfill internationalization. Nowadays, facing competition pressure, a number of successful enterprises go abroad for more chances and bigger markets. The internationalization provides enterprises opportunities for sustained development. Lenovos choice of being internationalized is to conform the world economic development, which strengthens its competitive edge. On the one hand, before the acquisition of IBM, Lenovo has been a leading company in Chinese PC market. The company has occupied 1/3 of the segment, and the top PC company in China for 8 years. For Lenovo, the market of China is too limited for Lenovo to pursue further development, and it has the capability to go internationalization. On the other hand, with Lenovos business becoming mature, the company faces more and more challenges. After Chinas entry into WTO, a number of famous PC companies pour into Chinese market, such as IBM, Toshiba, Dell. Besides the brand advantage s, these PC giants are strong enough to provide products at attractive price. This fierce competition causes price war in Chinese PC market. Under this circumstance, Lenovo bears unprecedented competitive pressure. To Lenovo, pursuing internationalization is not only for development, but also for survival. It is proved that the acquisition of IBM is a fast rout for Lenovo to carry out international expansion, which makes it the number five top PC producer globally. Secondly, through this change, the bargaining power with suppliers has been strengthened a lot. As mentioned above, the Chinese PC market falls into a price war. Thus, the cheap price raw materials are very important. The acquisition of IBM makes Lenovo the world leading PC company. It improves Lenovos position when bargaining with the suppliers. One of the most important internal triggers for Lenovo to conduct this change is to acquire the most developed PC technology. IBM is considered the pioneer in PC producing all over the world, and the IBM PC is generally acknowledged as high-ended brand. The acquisition of IBM makes it possible to access the most developed technique. Whats more, besides technique in research and development, tactics in management, production, marketing and after service are all valuable treasures for Lenovo. The technique and management skills sharpen competitive edge of Lenovo. According to Diefenbach (2007), companies demand of development is one important internal factor for change. Following this concept, Lenovo makes the decision of change in order to acquire the brand of Thinkpad, the word-famous PC brand, and to reach more customers. In this acquisition, Lenovo makes an agreement with IBM, that takes use of the brand of Thinkpad. This agreement avoids the risks of unrecognizing the Lenovo brand in international market. It is a safe step to introduce Lenovo to international market and makes it possible for consumers to try Lenovos products. Moreover, some of the foreign consumers hold negative opinions to products made in China, which are considered as low quality and lack of technique. The use of Thinkpad brand gains the access to the new customers and tries to change their impression on Chinese PC. Problems Arising with the Change within the Organization Changes always resisted by people for the uncertainty and risks. This change in Lenovo is an earthquake to the whole company, which faces a lot of problems. The most challenging one is about people. Human resources are considered the most valuable asset for modern enterprises. Generally, the turnover of employees in acquired company is always a critical issue for the buyers, Lenovo is no exception. IBM employees have strong enterprise culture background. How to minimize the turnover and make foreign employees accept the management of Lenovo, a Chinese localized corporation, is a big challenge for the company, especially in the high-level management team in US market. In addition, this change does not only concern the overseas employees but also is closely related to the original Chinese employees. How to balance the two groups and make them harmoniously integrate together are not easy tasks. Its known that the salary and remuneration system of the US and Chinese companies are totally different. Hence, the company needs to find out an effective way to satisfy both groups of employees, making them feel equally and well treated. Moreover, problem is also shown in culture integration. Cultural differences may cause misunderstanding and conflicts within the organization. For Lenovo and IBM, the cultural differences exist not only in the level of corporation but also the nationality. Peoples behavior and form of thinking are deeply rooted in the national culture. It is inevitable that the western and eastern culture collide with each other after the change. The point is how to improve the mutual understanding and make the two groups of people working in a harmonious environment. However, as a localized company, Lenovo has no enough experiences on culture integration. 3.3 Solution of Lenovo on Problems Caused by Change Considering the problems arising from the change, Lenovo carries out a set of measures to make the change grows in a positive way. On the one hand, at the first beginning of the change, Lenovo makes a survey to investigate employees opinion to the acquisition. Data collected shows that most of the employees both in IBM and Lenovo present positive attitude towards the event, though some of the foreign staff shows worries about the future. According to the survey result, Lenovo makes guarantees to the staff in IBM that the IBM PC division is managed in international style and the salary and remuneration system is not changed. This action eliminates the biggest worries from the IBM employees, and strengthens their confidence about the acquisition, which maintains a lot of IBM original staff. On the other hand, to the Chinese employees in Lenovo, the company offers a new set of salary and remuneration scheme, which deduces the gap of the treatment so as to balance between the two groups of employees. The efforts of Lenovo are effective and efficient, which reduces the resistance in the process of change. With regards of the cultural differences, Lenovo tries to find similarities between the two in corporate culture as the starting point. In the whole process of the acquisition, Lenovo seek common ground with IBM while reserving differences, which makes the employees in both teams set up a unified identify about the future of the company. But it does not mean Lenovo evades differences. The company takes use of tactics to increase the communication between the two. For example, it holds cocktail party, sets up culture integration discussion board, and builds cultural integration committee. For the management team, special training for cross-culture management and languages is also given to the employees in the company. Recommendations on the Resistance of Change The case of Lenovo makes a good example for Chinese enterprises, which are troubled by the resistance of Change. According to the case of Lenovo, this essay gives the following recommendations. First of all, as stated by Robbins (2009), communication is an excellent way to handle the resistance. In the case of Lenovo, the company pays attention to the effective communication with its employees about the change within the organization. At the very beginning of the change, it makes survey among employees in both US and China. Though this survey, the company conveys the initiative and the importance of the change. With data collected, the company knows about employees attitude towards and worries about this change. All the worries are carefully considered by the company, and solution and strategies are made accordingly, such as the guarantee about management system and the salary and remuneration system to IBM employees, and the adjustment of Chinese employees salary scheme. The fact proves that the communication before the acquisition is effective, which guarantees the change go smoothly. In general case, the resistance comes from employees feeling of uncertainty and fear of risks. Good communication could help the employees understanding about the whole facts, thus eliminate peoples doubt and resistance. Talks and discussion are two ways commonly used in communication. Additionally, one objective of communication is to know about employees thought about the change. Therefore, it is important for company to be willing to listen to different voices and accept the suggestions about the change. Making employees involved in the decision making process is an effective way to get their support (Lawrence, 1963). It should be noticed that to make the employees involvement contributes to the development of the company, employees training and development are necessary and important Secondly, conducting a change is a systematic work, which needs a careful plan. Blind action always causes failure. It takes five years for Lenovo to complete this change. During this process, Lenovo has never stopped for adjusting the plan for the acquisition, and it involves the management philosophy, human resources, corporate culture, technique, production, marketing etc. almost every aspects in a company. Although some changes may be very small, they still need careful plan in to ensure an effective implementation. Conclusion In conclusion, management of change has been a critical issue for enterprise. This essay takes use of the relevant concepts to research and analyze the issue of change within Lenovo, the leading IT company in China. It focuses on the event of acquisition of IBM, the biggest change within the organization, going deep inside of the issues brought by the change. The triggers for change could be external and internal. Enterprises have to be adopted to the changing environment. It is the external trigger for change. Internal triggers come from the organization inside, such as the technique, personnel. Moreover, the demand for development is another important internal trigger. The triggers for the change of Lenovo are the combination of the external and internal factors. For external triggers, on the one hand, internalization is the development trend for successful enterprises. On the other hand, the company faces strong competition from international PC companies like Dell, IBM. To enhance the competitive edge, the change for internalization is necessary. One of the most important triggers for Lenovo is the demand new technique from IBM. Whats more, through this change, Lenovo can acquire the brand of Thinkpad and reach out new customers in international market. According the theories of change, organization change is always resisted by the em ployees for the feeling of uncertainty and fears of risks. The biggest problem of this change for Lenovo also comes from people. On the one hand, IBM employees worry about changing to the Chinese management style, and losing interests in salary and remuneration. On the other hand, different salary and remuneration systems make Chinese employees feel unequal and dissatisfied. Whats more, this change may also cause cultural conflicts between the Chinese and the Americans. Recognizing these resistances, Lenovo takes some effective measures which ensure the implementation of the change. Lenovo sets up a good example for organization pursuing change. Its experiences are summarized and given as recommendations in this essay. Firstly, successful change is based on the effective communication with employees. Secondly, changes either big or small need careful consideration and plan. .

Saturday, January 18, 2020

The Occupation of Japan During 2nd World War

The occupation of Japan was, from start to finish, an American operation. General Douglans MacArthur, sole supreme commander of the Allied Power was in charge. The Americans had insufficient men to make a military government of Japan possible; so t hey decided to act through the existing Japanese gobernment. General Mac Arthur became, except in name, dictator of Japan. He imposed his will on Japan. Demilitarization was speedily carried out, demobilization of the former imperial forces was complet ed by early 1946. Japan was extensively fire bomded during the second world war. The stench of sewer gas, rotting garbage, and the acrid smell of ashes and scorched debris pervaded the air. The Japanese people had to live in the damp, and col d of the concrete buildings, because they were the only ones left. Little remained of the vulnerable wooden frame, tile roof dwelling lived in by most Japanese. When the first signs of winter set in, the occupation forces immediately took over all the s team-heated buildings. The Japanese were out in the cold in the first post war winter fuel was very hard to find, a family was considered lucky if they had a small barely glowing charcoal brazier to huddle around. That next summer in random spots new ho uses were built, each house was standardized at 216 square feet, and required 2400 board feet of material in order to be built. A master plan for a modernistic city had been drafted, but it was cast aside because of the lack of time before the next winter. The thousands of people who lived in railroad stations and public parks needed housing. All the Japanese heard was democracy from the Americans. All they cared about was food. General MacAruther asked the government to send food, when they refus ed he sent another telegram that said, â€Å"Send me food, or send me bullets.† American troops were forbidden to eat local food, as to keep from cutting from cutting into the sparse local supply. No food was was brought in expressly for the Japanese durning the first six months after the American presence there. Herbert Hoover, serving as chairman of a special presidential advisory committee, recommended minimum imports to Japan of 870,000 tons of food to be distributed in different urban areas. Fi sh, the source of so much of the protein in the Japanese diet, were no longer available in adequate quantities because the fishing fleet, particularly the large vessels, had been badly decimated by the war and because the U.S.S.R. closed off the fishing g rounds in the north. The most important aspect of the democratization policy was the adoption of a new constitution and its supporting legislation. When the Japanese government proved too confused or too reluctant to come up with a constitutional reform that satisfied MacArthur, he had his own staff draft a new constitution in February 1946. This, with only minor changes, was then adopted by the Japanese government in the form of an imperial amendment to the 1889 constitution and went into effect on May 3, 1947. The new Constitution was a perfection of the British parliamentary form of government that the Japanese had been moving toward in the 1920s. Supreme political power was assigned to the Diet. Cabinets were made responsible to the Diet by having the prime minister elected by the lower house. The House of Peers was replaced by an elected House of Councillors. The judicial system was made as independent of executive interference as possible, and a newly created supreme court was given the power to review the constitutionality of laws. Local governments were given greatly increased powers. The Emperor was reduced to being a symbol of the unity of the nation. Japanese began to see him in person. He went to hospitals, schools, mines, industrial plants; he broke ground for public buildings and snipped tape at the opening of gates and highways. He was steered here and there, shown things, and kept muttering, â€Å"Ah so, ah so.† People started to call him â€Å"Ah-so-san.† Suddenly the puybli c began to take this shy, ill-at-ease man to their hearts. They saw in him something of their own conqured selves, force to do what was alien to them. In 1948, in a newspaper poll, Emperior Hirohito was voted the most popular man in Japan. Civil li berties were emphasized, women were given full equality with men. Article 13 and 19 in the new Constitution, prohibits discrimination in political, economic, and social relations because of race, creed, sex, social status, or family origen. This is one of the most explicitly progressive statements on human rights anywhere in law. Gerneral Douglas MacArthur emerged as a radical feminist because he was â€Å"convinced that the place of women in Japan must be brought to a level consistent with that of women in the western democracies.† So the Japanese women got their equal rights amendment long before a concerted effort was made to obtain one in America. Compulsory education was extened to nine years, efforts were made to make education more a traning in thinking than in rote memory, and the school system above the six elementary grades was revised to conform to the American pattern. This last mechanical change produced great confusion and dissatisfaction but became so entrenched that it could not be re vised even after the Americans departed. Japan†s agriculture was the quickest of national activities to recover because of land reform. The Australians came up with the best plan. It was basis was this: There were to be no absentee landlards. A person who actually worked the land could own up to 7.5 arcers. Anyone living in a village near by could keep 2.5 acres. Larger plots of land, exceeding these limits, were bought up by the government and sold on easy terms to former tenants. Within two years 2 million tenants became landowners. The American occupation immediately gained not only a large constituency, for the new owners had a vested interest in preserving the change, but also a psychological momentum for other changes they wanted to ini tiate. The American labor policy in Japan had a double goal: to encourage the growth of democratic unions while keeping them free of communists. Union organization was used as a balance to the power of management. To the surprise of the American authorties, this movement took a decidedly more radical turn. In the desperate economic conditions of early postwar Japan, there was little room for successful bargaining over wages, and many labor unions instead made a bid to take over industry and o perate it in their own behalf. Moreover large numbers of workers in Japan were government employees, such as railroad workers and teachers, whose wages were set not by management but by the government. Direct political action therefore seemed more meani ngful to these people than wage bargaining. The Japanese unions called for a general strike on February 1, 1947. MacArthur warned the union leadership that he would not countenace a nationwide strike. The strike leaders yieled to MacArthur†s will. The re after the political appeal of radical labor action appeared to wane. The Americans wanted to disband the great Zaibatsu trust as a means of reducing Japan†s war-making potential. There were about 15 Zaibatsu families such as – Mitsui, Mitsubishi, Yasuda, and Sumitomo. The Zaibatsu controled the industry of Japan. MacArthur†s liaison men pressured the Diet into passing the Deconcentration Law in December 1947. In the eyes of most Japanese this law was designed to cripple Japanese business and i ndustry forever. The first step in breaking up the Zaibatsu was to spread their ownership out among the people and to prevent the old owners from ever again exercising control. The stocks of all the key holding companies were to be sold to the public. Friends of the old Zaibatsu bought the stock. In the long run the Zaibatsu were not exactly destroyed, but a few were weakened and others underwent a considerable shuffle. The initial period of the occupation from 1945 to 1948 was marked by reform, the second phase was one of stabilization. Greater attention was given to improvement of the economy. Japan was a heavy expense to the United States. The ordered breakup of the Zaibatsu was slowed down. The union movement continued to grow, to the ult imate benefit of the worker. Unremitting pressure on employers brought swelling wages, which meant the steady expansion of Japan domestic consumer market. This market was a major reason for Japan†s subsequent economic boom. Another boom to the economy was the Korean War which proved to be a blessing in disguise. Japan became the main staging area for military action in Korea and went on a war boom economy with out having to fight in or pay for a war. The treaty of peace with Japan was signed at San Francisco in September 1951 by Japan, the United States, and forty-seven other nations. The Soviet Union refused to sign it. The treaty went into effect in April 1952, officially terminating the United States military occupation and restoring full independence. What is extraordinary in the Occupation and its aftermath was the insignificance of the unpleasant. For the Japanese, the nobility of American ideals and the essential benignity of the American presence assuaged much of the bitterness and anguish of defeat. For the Americans, the joys of promoting peace and democracy triumphed over the attendant fustrations and grievances. Consequently, the Occupation served to lay down a substantial capital of good will on which both America and Jap an would draw in the years ahead.

Friday, January 10, 2020

Fast Food and Healthy Food

Life today is not like how it was before. Along time ago, people ate foods that were field with balanced amount of nutrients value. Not with chemicals, preservatives, artificial colors and flavors which are known as Fast Foods. Long days of working and training effects our choices for food, a meal from nearest fast food restaurant becomes most appealing idea. Most of people who eat junk food more frequent don't know its bad effect on their body which can be prevented if they use more healthy alternatives . Although, we consume both of them as food, yet they are majorly different. Fast food remains extremely popular, despite their unhealthy impact to our body. However, there are many reasons to try to make healthier choices. Eating junk food as a primary method of nourishment will lead to diseases and illness because your body is being deprived from its needed nutrias. While, by eating healthy you are strengthening your body and giving it proper nutrients to defend it in a time of illness . While, Obesity, diabetic, Hypertension, cancer and other chronic diseases are highly related to fast food. It has more calories on average meal than healthy food do, leading to greater weight gain and illnesses. It is important to watch carefully what you eat, especially at fast food restaurant. Knowing the nutritional content is very important. Beware of the processed and fast foods that have long ingredient list you can hardly pronounce Junk foods are loaded with lots of sugar, salt and worst types of fat . Healthy foods such as fruits, vegetables, whole grain, lean meat and fish provides a balanced amount of nutrients . They are by definition nutrient-rich, with vitamins, Minerals and fiber that benefit your body. If you are trying your best to be healthy it is essential to find food that will treat your body well . Healthy food helps you focused and make you more productive. It provide not only energy source for your body , but also makes your body performs in its optimum . Because, junk foods are heavily full with fat they slow down your metabolism and make you lazy . it will leave you tired and do not supply your body with proper nutrient needed to function adequate . Thus, the next time you think about burger, pizza or chips just think about the harm they can do to your body over a period of time. Do not give in temptation instead eat fruits and vegetable, nourish your body with vitamins and fiber. Remember if you eat well you will feel and look well.

Thursday, January 2, 2020

The Freedom Of Speech Yellow Journalism - 1088 Words

Rome, which was one of the strongest ancient empires, worshipped a god, Janus. Romans believed that Janus protected their beginnings, gates and time; in particular, Janus was the male with two faces (Martin, 2012). Similarly, freedom of speech is Janus with two faces reflecting freedom and limit. According to Canadian Charter of Rights and Freedoms, Canadians are free to think their own thoughts, speak their own minds, to gather peacefully into groups and to associate with whomever they wish, as long as they do not infringe valid regulations which protect the right and interests of others (Canadian Charter of Rights and Freedom, 1982). Therefore, in a democratic society, the freedom of speech should be properly regulated to prevent yellow journalism, to protect sensitive state secrets from abuse and to promote a high quality of speech based on responsibility. The regulated freedom of speech prevents yellow journalism. 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