International Business Law Essay - 3061 Words

------------------------------------------------- ------------------------------------------------- ------------------------------------------------- ------------------------------------------------- ------------------------------------------------- INTERNATIONAL BUSINESS LAW ------------------------------------------------- BUSA 391 – SUMMER 2010 Prepared For: Professor Leslie Beck By: Gabriela Popescu ID: 260224311 June 17, 2010. Six months ago, Antiques R Us (a Canadian corporation) entered into a contract with Yankee Antiques (an American company) to purchase â€Å"a desk used by George Washington himself after his retirement from the Presidency†. The sum of $500,000 was to be paid to Yankee Antiques after 30 days of†¦show more content†¦For each separate scenario identified, a suitable course of action has been constructed that best encompasses the strategy stated above. Preliminary Step The authenticity of the desk is the first issue that needs to be resolved: the validity of the contract is contingent upon this sole factor and any following measures to resell the desk cannot be made without proof of authenticity. However, before any tests can be conducted, Antiques R Us must, in good faith, fully disclose the situation and their thoughts on the matter to Yankee Antiques. In trying to maintain good relations with the valued supplier, a letter should be made in writing to Yankee Antiques outlining the doubts and concerns raised by the third party and ask them to provide proof of authenticity. This crucial preliminary step is justified by the following reasons: 1. Full disclosure acts as a letter of intent in this situation; it explains that Antiques R Us still has faith in Yankee Antiques, but that pursuant to the terms of our contract and the request of our client, we have no choice but to require proof of authenticity. In attempting to honour the contract, any del ay in performing our obligations will not be made in bad faith. 2. If the situation is brought to court, Antiques R Us has proof that an attempt was made to inform Yankee Antiques about the authenticity issue. 3. IfShow MoreRelatedInternational Business Law2579 Words   |  11 PagesWORD COUNT: 1981 TABLE OF CONTENT: Pg 1. Introduction†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Significance of trade and investment to world economic growth Overview of trade and investment law 2. Trends in Trade and Investment†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Volume of trade and investment in the last 5yrs in terms of growth Contribution to global economy FDI and Developing nations 3. Effects of Trade liberalization†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Discuss trade liberalization and legal principles DiscussRead MoreInternational Business Law Essay920 Words   |  4 Pages1. State X has accepted the jurisdiction of the International Court of Justice(ICJ) in a unilateral declaration pursuant to Article 36(2) of the ICJ’s Statute. The declaration, however, contains the following provision: â€Å"This declaration shall not apply to disputes with regard to matters which are essentially within the domestic jurisdiction of State X as determined by State X.†(a) Is this provision valid?(b) In a suit between State X and State Y, may State Y invoke this provision as to matters itRead MoreInternational Business And Internet Law Essay2173 Words   |  9 Pages Flora Schulte Nordholt Sassi Nida Bhagat International Business and Internet Law Duo assignments (2000 words) Assignment 3 -Thomas van Essen - Dutch Supermarket moves cross-border In this paper we would like to advise the Dutch supermarket chain on their plans of expanding their services globally. The supermarket chain wants to do this by means of an online platform service from which customers can order their groceries. They will have local distribution centers where the groceries will be deliveredRead MoreCase Analysis : International Business Law4792 Words   |  20 PagesLLM International Business Law LAWS 7100 Advanced Legal Skills End of module assessment: Case analysis Donoghue v Stevenson [1932] AC 562 Written by: David T. Dickson Introduction The purpose of this assignment is to discuss the creation and application the case law resulting from the decision in Donoghue v Stevenson . This decision is often cited in relation to the tort of negligence and a duty of care. As such it could be misunderstood as being the preeminent case for the principlesRead MoreModule Name- International Business Law2023 Words   |  9 PagesName- Paras Gupta Module Name- International Business Law (LWO2999) Module Teacher- Mrs. Lilian Miles Student Number- M00432962 Word Count- 2021 words â€Æ' Introduction In the day to day activities of the business, Parties often face some problems in terms of transactions. 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A web definition defines marketing as a process of planning and executing the conception, pricing, promotion, and distribution of ideas, goods and services to create exchanges thatRead MoreThe Role Of Women Judges On International Courts And Tribunals962 Words   |  4 PagesAssociate Professor and Deputy Director of the Center for International and Comparative Law at the University of Baltimore School of Law, where she teaches public international law topics and conflict of laws. Her most recent scholarship, published in the American Journal of International Law and forthcoming in the Virginia Journal of International Law, examines the causes of and possible solutions for the paucity of women judges on international courts and tribunals. She has presented her work atRead MoreThe Environment And The Culture Of A Country2269 Words   |  10 PagesThe environment and the culture of another country can greatly affect a business that is operating internationally in many ways. Since every country has its own culture and values that differ from country to country, it will affect any business that is attempting to expand internationally, as there won’t only be one culture that ought to be considered before expanding internationally, but quite a few, and also what might be considered as acceptable in one country, it may not be in another. Every

Army Organizational Structure - 806 Words

Army Organizational Structure 1. What is the organizational design of US Army? They have a matrix structure. Here the different functions are interlinked with different subsystems. There are three main subsystem in the organization: †¢ Production subsystem: Secure raw material from the resource environment and convert it into the intermediate goods required by Combat subsystem. Its further subsystems are: ↠ Training and doctrine command ↠ Army Materiel Command ↠ Installation operations ↠ Functional Commands ↠ HQDA support specialty commands †¢ †¢ Combat subsystem: Convert the Armys intermediate products into mission-ready forces. †¢ Integrating subsystem: it integrates all the†¦show more content†¦Ã¢â‚¬ ¢ Final test of an organizations effectiveness is survival(for) Every organization fights for the survival. All the organization when it makes is strategy to win the market, to gain the market share, to fight against the competitors, to go global etc, all that the organization is looking for is toShow MoreRelatedMba 540 Final Exam Essay1639 Words   |  7 Pageshow organizational architecture and corporate culture are related. Use an example of a real-life firm and discuss how its corporate culture blends with its organizational architecture. Organizational architecture and corporate culture should be intertwined within any successful company or organization. In the text, Brickley (2009), refers to organizational architecture as being three legs of a company: assignments of decision rights, 2) methods of rewarding individuals, and 3) the structure of systemsRead MoreWhy Groups Experience Conflict Within The Organization997 Words   |  4 Pagesmany reasons as to why groups experience conflict but one business I want to highlight refers to conflict within the organizational structure. 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3d Negotiation Free Essays

string(24) " to New York state law\." www. hbr. org Savvy negotiators not only play their cards well, they design the game in their favor even before they get to the table. We will write a custom essay sample on 3d Negotiation or any similar topic only for you Order Now Playing the Whole Game 3-D Negotiation by David A. Lax and James K. Sebenius Reprint R0311D Savvy negotiators not only play their cards well, they design the game in their favor even before they get to the table. 3-D Negotiation by David A. Lax and James K. Sebenius COPYRIGHT  © 2003 HARVARD BUSINESS SCHOOL PUBLISHING CORPORATION. ALL RIGHTS RESERVED. What stands between you and the yes you want? In our analysis of hundreds of negotiations, we’ve uncovered barriers in three complementary dimensions: The first is tactics; the second is deal design; and the third is setup. Each dimension is crucial, but many negotiators and much of the negotiation literature fixate on only the first two. For instance, most negotiation books focus on how executives can master tactics—interactions at the bargaining table. The common barriers to yes in this dimension include a lack of trust between parties, poor communication, and negotiators’ â€Å"hardball† attitudes. So the books offer useful tips on reading body language, adapting your style to the bargaining situation, listening actively, framing your case persuasively, deciding on offers and counteroffers, managing deadlines, countering dirty tricks, avoiding cross-cultural gaffes, and so on. The second dimension, that of deal design—or negotiators’ ability to draw up a deal at the table that creates lasting value—also receives attention. When a deal does not offer nough value to all sides, or when its structure won’t allow for success, effective 2-D negotiators work to diagnose underlying sources of economic and noneconomic value and then craft agreements that can unlock that value for the parties. Does some sort of trade between sides make sense and, if so, on what terms? Should it be a staged agreement, perhaps with contingencies and risk-sharing provisions? A deal with a more creative concept and structure? One that meets ego needs as well as economic ones? Beyond the interpersonal and deal design challenges executives face in 1-D and 2-D negotiations lie the 3-D obstacles—flaws in the negotiating setup itself. Common problems in this often-neglected third dimension include negotiating with the wrong parties or about the wrong set of issues, involving parties in the wrong sequence or at the wrong time, as well as incompatible or unattractive no-deal options. 3-D negotiators, however, reshape the scope and sequence of the game itself to achieve the desired outcome. Acting entrepre- harvard business review †¢ november 2003 page 1 -D Negotiation neurially, away from the table, they ensure that the right parties are approached in the right order to deal with the right issues, by the right means, at the right time, under the right set of expectations, and facing the right nodeal options. Former U. S. trade representative Charlene Barshefsky, who has negotiated with hundreds of companies, governments, and nongovernmental organizat ions to spearhead deals on goods, services, and intellectual property, characterizes successful 3-D negotiations this way: â€Å"Tactics at the table are only the cleanup work. Many people mistake tactics for the underlying substance and the relentless efforts away from the table that are needed to set up the most promising possible situation once you face your counterpart. When you know what you need and you have put a broader strategy in place, then negotiating tactics will flow. †1 3-D Negotiation in Practice Even managers who possess superior interpersonal skills in negotiations can fail when the barriers to agreement fall in the 3-D realm. During the 1960s, Kennecott Copper’s longterm, low-royalty contract governing its huge El Teniente mine in Chile was at high risk of renegotiation; the political situation in Chile had changed drastically since the contract was originally drawn up, rendering the terms of the deal unstable. Chile had what appeared to be a very attractive walkaway option—or in negotiation lingo, a BATNA (best alternative to negotiated agreement). By unilateral action, the Chilean government could radically change the financial terms of the deal or even expropriate the mine. Kennecott’s BATNA appeared poor: Submit to new terms or be expropriated. Imagine that Kennecott had adopted a 1-D strategy focusing primarily on interpersonal actions at the bargaining table. Using that approach, Kennecott’s management team would assess the personalities of the ministers with whom it would be negotiating. It would try to be culturally sensitive, and it might choose elegant restaurants in which to meet. Indeed, Kennecott’s team did take such sensible actions. But that approach wasn’t promising enough given the threatening realities of the situation. Chile’s officials seemed to hold all the cards: They didn’t need Kennecott to run the mine; the country had its own experienced David A. Lax (lax@negotiate. com) is a principal of Lax Sebenius, a negotiation-strategy consulting firm in Concord, Massachusetts. James K. Sebenius (jsebenius@hbs. edu) is the Gordon Donaldson Professor of Business Administration at Harvard Business School in Boston and a principal of Lax Sebenius. They are both members of the Negotiation Roundtable forum at Harvard Business School and the authors of 3-D Negotiation: Creating and Claiming Value for the Long Term, forthcoming from Harvard Business School Press. anagers and engineers. And Kennecott’s hands seemed tied: It couldn’t move the copper mine, nor did it have a lock on downstream processing or marketing of the valuable metal, nor any realistic prospect, as in a previous era, of calling in the U. S. fleet. Fortunately for Kennecott, its negotiators adopted a 3-D strategy a nd set up the impending talks most favorably. The team took six steps and changed the playing field altogether. First, somewhat to the government’s surprise, Kennecott offered to sell a majority equity interest in the mine to Chile. Second, to sweeten that offer, the company proposed using the proceeds from the sale of equity, along with money from an Export-Import Bank loan, to finance a large expansion of the mine. Third, it induced the Chilean government to guarantee this loan and make the guarantee subject to New York state law. You read "3d Negotiation" in category "Papers" Fourth, Kennecott insured as much as possible of its assets under a U. S. guarantee against expropriation. Fifth, it arranged for the expanded mine’s output to be sold under long-term contracts with North American and European customers. And sixth, the collection rights to these contracts were sold to a consortium of European, U. S. , and Japanese financial institutions. These actions fundamentally changed the negotiations. A larger mine, with Chile as the majority owner, meant a larger and more valuable pie for the host country: The proposal would result in more revenue for Chile and would address the country’s interest in maintaining at least nominal sovereignty over its own natural resources. Moreover, a broad array of customers, governments, and creditors now shared Kennecott’s concerns about future political changes in Chile and were highly skeptical of Chile’s capacity to run the mine efficiently over time. Instead of facing the original negotiation with Kennecott alone, Chile now effectively faced a multiparty negotiation with players who would have future dealings with that country—not only in the mining sector but also in the financial, industrial, legal, and public sectors. Chile’s original BATNA—to unceremoniously eject Kennecott—was now far less attractive than it had been at the outset, since hurting Kennecott put a wider set of Chile’s present and future interests at risk. And finally, the guarantees, insurance, and other contracts improved Kennecott’s BATNA. arvard business review †¢ november 2003 page 2 3-D Negotiation If an agreement were not reached and Chile acted to expropriate the operation, Kennecott would have a host of parties on its side. Though the mine was ultimately nationalized some years later, Chile’s worsened alternatives gave Kennecott a better operating position and additional years of cash flow compared w ith similar companies that did not take such actions. This case underscores our central message: Don’t just skillfully play the negotiating game you are handed; change its underlying design for the better. It is unlikely that 1-D tactical or interpersonal brilliance at the table—whether in the form of steely gazes, culturally sensitive remarks, or careful and considered listening to all parties—could have saved Kennecott from its fundamentally adverse bargaining position. Yet the 3-D moves the company made away from the table changed the negotiation’s setup (the parties involved, the interests they saw at stake, their BATNAs) and ultimately created more value for all involved—much of which Kennecott claimed for itself. How 3-D Moves Work Successful 3-D negotiators induce target players to say yes by improving the proposed deal, enhancing their own BATNAs, and worsening those of the other parties. 3-D players intend such moves mainly to claim value for them- selves but also to create value for all sides. Claiming Value. 3-D negotiators rely on several common practices in order to claim value, including soliciting outside offers or bringing new players into the game, sometimes to create a formal or informal auction. After negotiating a string of alliances and acquisitions that vaulted Millennium Pharmaceuticals from a small start-up in 1993 to a multibillion-dollar company less than a decade later, then–chief business officer Steve Holtzman explained the rationale for adding parties to the negotiations: â€Å"Whenever we feel there’s a possibility of a deal with someone, we immediately call six other people. It drives you nuts, trying to juggle them all. But number one, it will change the perception on the other side of the table. And number two, it will change your self-perception. If you believe that there are other people who are interested, your bluff is no longer a bluff; it’s real. It will come across with a whole other level of conviction. † (For more on Millennium, see â€Å"Strategic Deal-making at Millennium Pharmaceuticals,† HBS case no. 9-800032. ) While negotiators should generally try to improve their BATNAs, they should also be aware that some of the moves they make might inadvertently worsen their walkaway options. For instance, several years ago, we The Three Dimensions of Negotiation Our research shows that negotiations succeed or fail based on the attention executives pay to three common dimensions of deal making. Focus Common Barriers Interpersonal issues, poor communication, â€Å"hardball† attitudes Approach Act â€Å"at the table† to improve interpersonal processes and tactics Copyright  © 2003 Harvard Business School Publishing Corporation. All rights reserved. page 3 1-D 2-D 3-D Tactics (people and processes) Deal design (value and substance) Lack of feasible or desirable agreements Go â€Å"back to the drawing board† to design deals that unlock value that lasts Make moves â€Å"away from the table† to create a more favorable scope and sequence Setup (scope and sequence) Parties, issues, BATNAs, and other elements don’t support a viable process or valuable agreement harvard business review †¢ november 2003 3-D Negotiation worked with a U. S. manufacturing firm on its joint-venture negotiations in Mexico. The company had already researched possible cultural barriers and ranked its three potential partners according to the competencies it found most desirable in those companies. After approaching the negotiations in a culturally sensitive spirit, and in what had seemed a very logical sequence, the U. S. team had nevertheless come to an impasse with the most attractive partner. The team abandoned those talks and was now deep into the process with the second most desirable candidate—and again, things were going badly. Imagine subsequent negotiations with the third, barely acceptable, partner if the second set of talks had also foundered—in an industry where all would quickly know the results of earlier negotiations. As each set of negotiations failed, the U. S. irm’s BATNA—a deal with another Mexican company or no joint venture at all—became progressively worse. Fortunately, the U. S. company opened exploratory discussions with the third firm in parallel with the second. This helped the U. S. company to discover which potential partner actually made the most business sense, to avoid closing options prematurely, and to take ad vantage of the competition between the Mexican companies. The U. S. business should have arranged the process so that the prospect of a deal with the most desirable Mexican partner would function as its BATNA in talks with the second most desirable partner, and so on. In short, doing so would have created the equivalent of a simultaneous four-party negotiation (structured as one U. S. firm negotiating in parallel with each of the three Mexican firms) rather than three sequential two-party negotiations. This more promising 3-D setup would have greatly enhanced whatever 1-D cultural insight and tactical ingenuity the U. S. firm could muster. In addition to strengthening their own position, 3-D negotiators who add parties and issues to a deal can weaken the other side’s BATNA. For instance, when Edgar Bronfman, former CEO of Seagram’s and head f the World Jewish Congress, first approached Swiss banks asking them to compensate Holocaust survivors whose families’ assets had been unjustly held since World War II, he felt stonewalled. Swiss banking executives saw no reason to be forthcoming with Bronfman; they believed they were on strong legal ground because the restitution issue had been settled years ago. But after eight months of lobbying by Bronfman, the World Jewish Congress, and others, the negotiations were dramatically expanded—to the detriment of the Swiss. The bankers faced a de facto coalition of interests that credibly threatened the lucrative Swiss share of the public finance business in states such as California and New York. They faced the divestiture by huge U. S. pension funds of stock in Swiss banks as well as in all Swissbased companies; a delay in the merger between Swiss Bank and UBS over the â€Å"character fitness† license vital to doing business in New York; expensive and intrusive lawsuits brought by some of the most formidable U. S. class-action attorneys; and the wider displeasure of the U. S. overnment, which had become active in brokering a settlement. Given the bleak BATNA the Swiss bankers faced, it’s hardly surprising that the parties reached an agreement, including a commitment from the Swiss bankers to pay $1. 25 billion to survivors. It was, however, an almost unimaginable outcome at the beginning of the small, initially private game in which the Swiss seemed to hold all the cards. Another way for negotiators to claim value is to shift the issues under discussion and the interests at stake. Consider how Microsoft won the browser war negotiations. In 1996, AOL was in dire need of a cutting-edge Internet browser, and both Netscape and Microsoft were competing for the deal. The technically superior, market-dominant Netscape Navigator vied with the buggier Internet Explorer, which was then struggling for a market foothold but was considered by Bill Gates to be a strategic priority. A confident, even arrogant, Netscape pushed for a technically based â€Å"browser-for-dollars† deal. In the book aol. com, Jean Villanueva, a senior AOL executive, observed, â€Å"The deal was Netscape’s to lose. They were dominant. We needed to get what the market wanted. Most important, we saw ourselves as smaller companies fighting the same foe—Microsoft. † But when all was said and done, it was Microsoft that had etched a deal with AOL. The software giant would provide Explorer to AOL for free and had promised a series of technical adaptations in the future. Microsoft had also agreed that AOL client software would be bun- harvard business review †¢ november 2003 page 4 3-D Negotiation Microsoft shifted the negotiations from Netscape’s technical browser-for-dollars deal toward wider business issues on which it held a decisive edge. led with the new Windows operating system. Microsoft—a direct competitor to AOL— would place the AOL icon on the Windows desktop right next to the icon for its own online service, the Microsoft Network (MSN). AOL’s position on â€Å"the most valuable desktop real estate in the world† would permit it to reach an additional 50 million people per year at effectively no cos t, compared with its $40 to $80 per-customer acquisition cost incurred by â€Å"carpet bombing† the country with AOL disks. In effect, Bill Gates sacrificed the mediumterm position of MSN to his larger goal of winning the browser war. How did 3-D moves swing the negotiations in Microsoft’s favor? Microsoft’s Web browser was technically inferior to Netscape’s, so the chances of Microsoft winning on those grounds were poor, regardless of its negotiating skills and tactics at the table. Instead, Microsoft shifted the negotiations from Netscape’s technical browser-for-dollars deal toward wider business issues on which it held a decisive edge. Rather than focus on selling to the technologists, Microsoft concentrated on selling to AOL’s businesspeople. As AOL’s lead negotiator and head of business development, David Colburn, stated in his deposition to the Supreme Court in 1998, â€Å"The willingness of Microsoft to bundle AOL in some form with the Windows operating system was a critically important competitive factor that was impossible for Netscape to match. † Instead of trying to skillfully play a poor hand when dealing with party X on issues A and B, Microsoft changed the game toward a more compatible counterpart Y, emphasizing issues C, D, and E, on which it was strong. These examples of 3-D value-claiming moves conflict with the standard 1-D interpersonal approach to negotiation. Actions taken away from the table—sharply altering parties and issues, restructuring and resequencing the process, changing BATNAs—are not primarily about 1-D interpersonal skills but rather about enhancing the underlying setup of the negotiation itself. Creating Value. By adding complementary parties or issues to the negotiating process, 3D negotiators can not only claim value for themselves but also create more value for all parties involved. In Co-opetition, their influential book on business strategy, Adam Brandenburger and Barry Nalebuff explored the con- ept of the value net, or the collection of players whose potential combination and agreement can create value. 3-D negotiators often facilitate in the development of such value nets. They scan beyond their specific transactions for compatible players with complementary capabilities or valuations, and they craft agreements that profitably incorporate these players. The world of foreign affairs offers many examples in which potentially valuable bilateral deals can be impossible unless a third party with complementary interests is included. In a 1985 issue of Negotiation Journal, University of Toronto professor and international negotiation specialist Janice G. Stein wrote the following about the importance of Henry Kissinger’s 3-D role in a crucial Middle East negotiation: â€Å"The circular structure of payment was essential to promoting agreement among the parties. Egypt improved the image of the United States in the Arab world, especially among the oil-producing states; the United States gave Israel large amounts of military and financial aid; and Israel supplied Egypt with territory. Indeed, a bilateral exchange between Egypt and Israel would not have succeeded since each did not want what the other could supply. † In an example from the business world, the owners of a niche packaging company with an innovative technology and a novel product were deep in price negotiations to sell the company to one of three potential buyers, all of them larger packaging operations. Instead of mainly working with its bankers to make the case for a higher valuation and to refine its at-the-table tactics with each packaging industry player, the niche player took a 3-D approach. Its broader analysis suggested that one of its major customers, a large consumer goods firm, might particularly value having exclusive access to the niche player’s technologies and packaging products, so it brought the consumer goods firm into the deal. The move uncovered a completely new source of potential value—and a much higher potential selling price. It also increased the pressure on the larger packaging companies: They would face more competition and might not be able offer the same kind of exclusive, customized packaging service to their customers. The potential elements of a value net are not always obvious at the start of a negotia- arvard business review †¢ november 2003 page 5 3-D Negotiation Mapping Backward to Yes What does a sophisticated 3-D strategy look like? Consider the experience of Henry Iverson and his partners, who acquired Concord Pulp and Paper (CPP) for $8. 5 million in a highly leveraged transaction. (All company names and details have b een disguised. ) After the basic deal was done, they needed additional financing to make profitable improvements at CPP. Federal Street Bank (FSB) turned them down flat, even after they had used such 1-D tactics as persuasive appeals and elegant lunches. It was time to move into the 3-D realm. But first, some background. To acquire CPP from its creditors, Iverson and his partners had put up $700,000 in equity and obtained $7. 8 million in financing from FSB, consisting of a $1. 3 million short-term loan against receivables and a $6. 5 million loan against assets. Soon after, the opportunity arose for CPP to add a recovery boiler, which would increase plant capacity by 100 tons a day, improve overall quality and margins, and boost yearly net cash flow by $4. 1 million. The boiler would cut CPP’s emissions in its host town of Concord by 95%. Over a two-year construction period, the boiler project would cost $9 million, $6 million of which would go to Bathurst and Felson Engineering (BFE) and the rest to smaller contractors. The FSB loan officer who delivered the bad news cited the bank’s policies: â€Å"We will loan against 50% of unencumbered inventory and 80% of receivables. CPP has neither, and its capital structure is already 93% leveraged. † When Iverson pressed, he was told that if he had more equity, FSB might consider a short-term construction loan—but only if a credible third party would provide guaranteed takeout financing after two years. So Iverson used 3-D negotiating tactics to scan widely and map backward from his current predicament to establish the prior agreements (with as-yet uninvolved parties) that would maximize the chances of an ultimate yes from the bank. Involve UIC. Iverson approached two insurance companies for takeout financing. Unified Insurance Company (UIC) had the most attractive fee structure; Worldwide Insurance had higher fees and was uninterested. Both flatly stated, â€Å"CPP is too leveraged. † Moreover, UIC would only lend against the cash flow of fully completed projects. Iverson coaxed a deal letter from UIC: For a commitment fee plus a share of increased profits from the boiler, Unified agreed to lend, conditional on the successful completion of the project—and more equity in CPP’s capital structure. Involve the EDA. Iverson’s attempts to raise more equity from investors failed, so he dug further and learned that the U. S. Economic Development Administration (EDA) could make junior (subordinated) loans to firms for certified job-creating projects; the overall loan limit was equal to the number of jobs times $50,000. Since the recovery boiler project would generate at least 30 new full-time jobs, this implied a junior 1. 2. loan of up to $1. 5 million. However, the EDA loan had to be 50% matched by a Local Development Administration (LDA), which did not exist in Concord. At this point, Iverson took stock of the barriers: the engineer wouldn’t proceed without money and, in any case, wouldn’t guarantee more than the boiler itself—the only thing BFE would build. The rest of the required system would be complex. Local and regional contractors were in no position to guarantee the overall project. FSB wouldn’t do a construction loan without guaranteed takeout financing and more equity. UIC wouldn’t do permanent takeout financing without a successful project and more equity. The EDA wouldn’t lend without matching funds from the LDA and a guarantee of a successful, certified, job-creating project. And there was no LDA to certify the jobs or provide matching funds. Involve the Town of Concord. Undaunted, Iverson approached the 3. Concord Town Council and proposed that it form an LDA, which could raise matching funds, to facilitate the recovery boiler project. He argued that construction and operation of the project would create new jobs and dramatically cut CPP’s odors and pollution levels. And it would add at least $180,000 a year in property taxes if the new boiler were built. The council received these arguments favorably but, before committing, wanted assurances that the project would actually work. Involve Derano. In great need of some plausible guarantee of project success, Iverson approached Derano, a large, national (bondable) engineering, design, and project management firm. Derano expressed serious doubts about managing an already-designed project with BFE and local contractors in place. But by offering to pay above the normal fee, Iverson got Derano to manage the overall project and to give a nonrecourse performance â€Å"guarantee†Ã¢â‚¬â€all conditional on CPP’s raising project financing. 4. harvard business review †¢ november 2003 page 6 3-D Negotiation Concord Pulp and Paper starts negotiations for funding here Derano (national project management firm) †¢ funding Finish 5 Town of Concord â€Å"guaranteed† project †¢ less pollution †¢ more jobs †¢ lower taxes Start 1 Recovery Boiler Project Bathurst and Felson Engineering †¢ funding 4 2 Economic Development Administration †¢ LDA †¢ certified jobs †¢ matching funds Federal Street Bank †¢ more equity †¢ guaranteed takeout financing Unified Insurance Company †¢ more equity †¢ actual project 8 7 6 LDA Go back to Concor d with Derano deal. Carrying Derano’s letter that gave the provisional guarantee, Iverson revisited Concord’s Town Council, which agreed to create an LDA. The LDA would be instructed to issue bonds for $500,000, backed by tax revenue increases and presold to wealthy citizens, local and regional contractors, and other area businesses. As a government entity, the LDA would also formally certify the expected successful job-creation impact of the recovery-boiler project. Go back to the EDA with the Derano letter and the LDA commitments. Iverson approached the EDA, arm-in-arm with the Concord LDA, which brought matching fund commitments and its formal job certification 5. 6. along with Derano’s guarantee) of the boiler project. With this backing, EDA committed to a $1 million junior (subordinated) loan (plus the $500,000 matching loan from Concord’s LDA)— all conditional on Iverson’s obtaining construction and long-term financing. Go back to UIC to modify its â€Å"more equity† provision. Iverson successfully negotiated with Unified Insurance to modify the â€Å"more equity† term of its commitment l etter to include junior debt, since the EDA–LDA subordinated debt met UIC’s real interest in a greater financial cushion for the UIC loan. Go back to FSB with Derano, LDA and EDA commitments, and UIC modification. Returning to the bank, Iverson argued that EDA–LDA loans 7. 8. would provide the functional equivalent of FSB’s requirement for more equity. In making the case to the riskaverse loan officer, he tactfully noted that UIC, a â€Å"notoriously demanding creditor,† was willing to treat it as such to financially cushion UIC’s permanent financing. Surely that would be adequate to protect FSB’s brief twoyear exposure. With this condition met—and given Derano’s performance â€Å"guarantee† and the LDA’s certification—the bank agreed that UIC’s commitment letter met its interest in guaranteed takeout financing. FSB’s new construction-loan commitment unlocked the EDA–LDA money, which started funds flowing to Derano and BFE. And the project was launched. harvard business review †¢ november 2003 Copyright  © 2003 Harvard Business School Publishing Corporation. All rights reserved. 3 page 7 3-D Negotiation tion. For example, a U. S. European conservation group wished to preserve the maximum amount of rain-forest habitat in a South American country. From membership contributions and foundation support, the conservation group had U. S. dollars it could use (after converting the dollars to local currency at the official exchange rate) to buy development rights. The owner of the land and the conservation group negotiated hard and tentatively agr eed on an amount of rain forest to be protected and a price per hectare based on local currency. But 3-D thinking ultimately improved the deal for all sides. The host country was indebted in dollar-denominated bonds, which were trading at a 45% discount to their face value (given their perceived default risk). The country had to use scarce dollar-export earnings, needed for many pressing domestic purposes, to keep its debtservice obligations current; of course, interest payments were determined by the face value of the debt, not the bond discount. These facts suggested that more value could have been created by adding two other sets of players to the initial negotiation between the landowner and the conservation group. In this green variant of a debt-for-equity swap, the conservation group bought country debt from foreign holders at the prevailing 45% discount. It then brought this debt to the country’s Central Bank and negotiated its redemption for local currency at a premium between the discounted value of the debt and its full-dollar face value (up to an 82% premium over the discounted value). The conservation group then used this greater quantity of local currency from the Central Bank to buy more development rights from the landowner at a somewhat higher unit price. This expanded four-party negotiation—sequentially involving the conservation group, international bondholders, the Central Bank, and the landowner—benefited everyone more than the best result possible in the initial negotiation between just the landowner and the conservation group. The bank was able to retire debt and cancel dollar-interest obligations, which were very costly to the country, using cheaper (to it) local currency without exporting more or diverting scarce export earnings. The conservation group was able to save more rain forest at the same dollar cost, and the landowner got a higher price in a currency it as better positioned to use. To find complementary parties and issues, as the conservation group did, you should ask questions that focus on relative valuation. What uninvolved parties might highly value elements of the present negotiation? What outside issues might be highly valued if they were incorporated into the process? Are there any parties outsid e the immediate negotiations that can bear part of the risk of the deal more cheaply than the current players? On the other hand, it is sometimes necessary to shrink—or at least stage—the set of involved issues, interests, and parties in order to create value. For example, rather than enter into a full multiparty process at the outset, an industry association that wants to negotiate a certain set of standards may benefit from first seeking agreement between a few dominant players, which would then serve as the basis for a later deal among the wider group. Or, negotiations to forge a multi-issue strategic alliance between two firms may be dramatically simplified by one side which instead proposes an outright acquisition. Certainly, the form chosen for a transaction can dramatically affect the complexity of negotiations and the value to be had. The planned merger of equals by Bell Atlantic and Nynex would have required separate negotiations with regulatory authorities in each of the 13 states served by the companies. To avoid having to undergo politically charged negotiations at 13 different tables, the parties changed the game by creating a functionally equivalent structure in which Bell Atlantic was the nominal acquirer. Indeed, it can be necessary to change the process, rather than the substance, of a negotiation. For example, two partners seeking to terminate their relationship may have difficulty determining exactly who gets what. But they may instead be able to agree to a special mechanism like the â€Å"Texas shoot-out,† in which one side names a price at which it would be either a buyer (of the other’s shares) or a seller (of its own shares) and the other side must respond. Often, changing the form of a negotiation by bringing in a skilled third-party mediator creates value. For example, two intensive mediation efforts by outside parties helped to finally thaw the frozen negotiations between Microsoft and the Justice Department. Many fundamentally different variants arvard business review †¢ november 2003 page 8 3-D Negotiation of mediation, arbitration, and other special mechanisms exist, but all are options to change the game itself rather than efforts to negotiate more effectively by purely interpersonal means. Implementing a 3-D Negotiation Strategy Sophisticated negotiators act in all three dimensions to create and claim value. While 3-D negotiators should play the existing game well , as tacticians and deal designers, they should also act as entrepreneurs, seeking to create a more favorable target game. They can do so by scanning widely to identify possible elements of a more favorable setup; â€Å"mapping backward† from the most promising structure for the deal to the current setup; and managing and framing the flow of information to improve their odds of getting to yes. Scan widely. To act outside the box, one must first look outside the box. By searching beyond the immediate deal on the table for elements of a potential value net, 3-D negotiators can retrain their focus on complementary capabilities and valuations that other players might add. Useful game-changing questions include: Who outside the existing deal might most value an aspect of it? Who might minimize the costs of production, distribution, risk bearing, and so on? Who might supply a piece missing from the current process? Which issues promise mutual advantage? What devices might bring such potential value-creating parties and issues into the deal? And at what point does complexity or conflict of interest between parties call for shrinking the scope of the negotiation? Scanning beyond the current game to claim value normally focuses on a parallel set of questions: Are there additional bidders or parties who could favorably alter BATNAs in other ways? Can certain issues be linked for leverage? Such scanning should result in a map of all the actual and potential parties (including other interested groups within an organization, if necessary). You need to assess their actual and potential interests and BATNAs, as well as the difficulty and cost of gaining agreement with each party and the value of having its support. Your map should also identify the crucial relationships among the parties: who influences whom, who tends to defer to whom, who owes what to whom, who would While 3-D negotiators should play the existing game well, as tacticians and deal designers, they should also act as entrepreneurs. find it costly to oppose an emerging agreement with key parties on board, and so on. The founders of new ventures almost always need to scan widely in order to construct the most promising sequence of deals that lead to a self-sustaining company. Consider the situation WebTV Networks founder Steve Perlman faced in the early and mid-1990s. He had obtained seed funding, developed the technology to bring the Web to ordinary television sets, created a prototype, and hired his core team. Running desperately low on cash, Perlman scanned widely and discovered an array of potential negotiating partners—ISPs, VCs, angel investors, industrial partners, consumerelectronics businesses, content providers, manufacturers, wholesale and retail distribution channels, foreign partners, and the like. He needed to engage in 3-D analysis to determine the right subset of potential partners to create the most promising deals to build his company. Map backward and sequence. It is helpful to think of the logic of backward mapping as being similar to the logic of project management. In deciding how to undertake a complex project, you start with the end point and work back to the present to develop a time line and critical path. In negotiation, however, the completed â€Å"project† should be a set of value-creating, sustainable agreements among a supportive coalition of parties. For instance, when Perlman’s WebTV was almost out of money, it might have seemed obvious that he should approach venture capital firms first. However, because VCs were deeply skeptical of consumer-electronics deals at that time, Perlman mapped backward from his VC target. He reasoned that a VC would find WebTV more appealing if a prominent consumer-electronics company were already on board, so Perlman embarked on a sequential strategy. After his first choice, Sony, turned him down, Perlman kept reasoning backward from his target. Finally, he was able to get Phillips on board. He then used Phillips to reopen and forge a complementary deal with Sony. Next he negotiated new venture money—at a far higher valuation—since both Sony and Phillips had signed on. With new money in the tank, it was fairly straightforward to thread a path of supporting agreements through manufacturers, wholesale and retail distribution channels, content providers, ISPs, and alliance harvard business review †¢ november 2003 page 9 3-D Negotiation A 3-D player’s ability to determine whether a related negotiation happens before or after his own—as well as whether the results become public—can greatly influence the outcome. partners abroad. As the WebTV case suggests, a common problem for a would-be coalition builder is that approaching the most difficult—and perhaps most critical—party offers slim chances for a deal, either at all or on desirable terms. To improve the odds of getting to yes, figure out which partners you would ideally like to have on board when you initiate negotiations with the target party. As the answer to this question becomes clear, you have identified the penultimate stage. Continue mapping backward until you have found the most promising sequence of discussions. Consider the successful sequencing tactics of Bill Daley, President Clinton’s strategist for securing congressional approval of the North American Free Trade Agreement, as reported in a 1993 New Yorker article: â€Å"News might arrive that a representative who had been leaning toward yes had come out as a no. ‘Weenie,’ [Daley would] say. When he heard the bad news, he did not take it personally. †¦He’d take more calls. ‘Can we find the guy who can deliver the guy? We have to call the guy who calls the guy who calls the guy. ’† Beyond pure sequencing, the 3-D negotiator can use the scope of the negotiation—how elements are added, subtracted, combined, or separated—to influence the chances of bringing each party on board. Issues can be added to make a deal more attractive (as Microsoft did with AOL) or a BATNA less attractive (as happened to the Swiss banks). And by not bringing on board a party to whom others have antipathy, negotiators can increase the probability of their success. That’s what James Baker did when building the first Gulf War coalition; by omitting Israel from explicit membership in the group, he was able to attract moderate Arab states. Manage the information flow. Some negotiations are best approached by gathering all affected parties together, fully sharing information, and brainstorming a solution to the shared problem. Frequently, however, vital 3D questions involve deciding which stages of the process should be public or private as well as how information from one stage should spill over to or be framed at other stages. A wry story illustrates the potential of such choices to set up a linked series of negotiations. A prominent diplomat once decided to help a charming and capable young man of very modest background from Eastern Europe. Approaching the chairman of the state bank, the statesman indicated that â€Å"a gifted and ambitious young man, soon to be the son-in-law of Baron Rothschild,† was seeking a fast-track position in banking. Shortly thereafter, in a separate conversation with the baron, whom he knew to be searching for a suitable match for his daughter, the statesman enthusiastically described a â€Å"handsome, very capable young man who was making a stellar ascent at the state bank. † When later introduced to the young swain, the dutiful daughter found him charming, with enviable talents and prospects, and acceptable to her father. When she said yes, the three-way deal allegedly went through—to everyone’s ultimate satisfaction. Setting aside the dubious factual base and ethics of this negotiation, notice how the diplomat’s 3-D actions set up the most promising game for his purposes. By separating and sequencing the stages of the process, as well as opportunistically framing his message at each juncture, the statesman created a situation that fostered an otherwise most unlikely outcome. Of course, had the banker, the baron, the daughter, and the young man been initially thrown together in a face-to-face meeting, it is doubtful that even the statesman’s suave 1-D approach could have closed the deal. Analogously, potential investors should be wary of the common tactic of separating deals to close both: for instance, getting investor A to commit funds based on the commitment of â€Å"savvy investor† B, when B has indeed committed, but only on the informal (and wrong) understanding that â€Å"reputable investor† A has unconditionally agreed to do so. Negotiations to assemble land for a real estate project offer another good example of the importance of staging the release of information. Early knowledge of a developer’s plans can be quite valuable to landowners in the target area. Since landowners may use this knowledge to extract maximum price concessions in later stages of assembly, the need for secrecy and separation of the individual negotiations is usually obvious. Indeed, the choice of which parcel to buy first, second, and so on, may depend on the relative odds that a given purchase will leak the developer’s intentions as well as whether the parcels already obtained would permit some version of the project to go ahead, or whether they would be useless with- harvard business review †¢ november 2003 age 10 3-D Negotiation out a later acquisition. Indeed, a 3-D player’s ability to determine whether a related negotiation happens before or after his own—as well as whether the results become public—can greatly influence the outcome. For example, according to a 1985 article in International Studies Quarterly, while the United States was in separate talks with Japan, Hong Kong, and Korea over textile trade agreements, a Korean n egotiator told the U. S. representatives, â€Å"We’ll ask Hong Kong to go first, then see what they get. The Koreans apparently regarded Hong Kong officials as highly skilled negotiators, with better language skills for dealing with the Americans. An observer reports that, â€Å"After waiting for Hong Kong and Japan to go first, Seoul asked for the features they had secured and then also held out for a bit more. † In essence, the order chosen by the Americans (as encouraged by the Koreans) revealed information about the U. S. approach that was of great value to the Koreans. One wonders whether the Americans should have rethought the sequence and started with Seoul. erfecting these 1-D skills, negotiators should also be innovative 2-D deal designers who have mastered the principles for crafting value-creating agreements. And the third, often-missing dimension—actions taken to change the scope and sequence of the game itself—can be crucial to a negotiation that would otherwise be completely out of tactical reach. Negotiators must take care to keep sophisticated 3-D moves from blurring into the unethical and manipulative. Yet without 3-D actions, coalitions vital to many worthy initiatives could never have been built. To create and claim value for the long term, great negotiators should be at home in all three dimensions. To do anything less is to risk playing a one- or two-dimensional strategy in a three-dimensional world. 1. A complete set of sources for this article can be found at www. people. hbs. edu/jsebenius/hbr/3-DNegotiation. pdf. †¢Ã¢â‚¬ ¢Ã¢â‚¬ ¢ That negotiators should be good listeners, persuaders, and tacticians is a given. But beyond Reprint R0311D; Harvard Business Review OnPoint 5372 To order, see the next page or call 800-988-0886 or 617-783-7500 or go to www. hbr. org harvard business review †¢ november 2003 age 11 Further Reading Harvard Business Review OnPoint articles enhance the full-text article with a summary of its key points and a selection of its company examples to help you quickly absorb and apply the concepts. Harvard Business Review OnPoint collections include three OnPoint articles and an overview comparing the various perspectives on a specific topic. 3- D Negotiation is also part of the Harvard Business Review OnPoint collection Masterful Negotiating, Product no. 5410, which includes these additional articles: Six Habits of Merely Effective Negotiators James K. Sebenius Harvard Business Review March 2002 Product no. 9411 Negotiating the Spirit of the Deal Ron S. Fortgang, David A. Lax, and James K. Sebenius Harvard Business Review February 2003 Product no. 3051 To Order For reprints, Harvard Business Review OnPoint orders, and subscriptions to Harvard Business Review: Call 800-988-0886 or 617-783-7500. Go to www. hbr. org For customized and quantity orders of reprints and Harvard Business Review OnPoint products: Call Frank Tamoshunas at 617-783-7626, or e-mail him at ftamoshunas@hbsp. harvard. edu page 12 How to cite 3d Negotiation, Papers

Mughal Painting Essay Example For Students

Mughal Painting Essay The McHugh paintings of India revolved around themes, like battles, court scenes, receptions, legendary stories, hunting scenes, Wildlife, portraits, etc. The Victoria and Albert Museums of London house a large and impressive collection of McHugh paintings. Mogul miniature Indo. Lilacs miniature painting of court life or the natural world, produced in northern India in the ateliers (workshops) of the Mogul emperors Kafka, Changer, and Shah Johan (1 6th-17th centuries). Persian Safaris artists introduced the traditions of miniature painting from Persian art, but the atelier then developed its own unique style, combining Persian and European techniques as well as Hindu and Islamic traditions, Exquisite and meticulously detailed miniatures were painted with great realism n glowing, jewel-like colors. Many paintings were worked on by more than one artist, often both Hindu and Muslim perhaps one doing the outline, while the other colored. Islam arrived in India in the late 10th century, and subsequent waves of zealous and increasingly strong Muslim armies destroyed all Hindu and Buddhist temples between the 11th and 13th centuries. Little remains of Indians original Hindu and Buddhist art, although Persian painters employed in the Muslim courts adopted some of the characteristics of Hindu art. The first atelier was set up by the third Mogul emperor under Safaris printers. However, the emperors atelier soon became more celebrated for its miniatures. Realistic royal portraits were produced, and albums of birds, animals, and flowers were painted for Exchange, Who took over Sabas atelier when he died. Mogul miniatures remained popular during Exchangers reign, but began to decline under Shah Johan (reigned 1628-1666), as many Of the artists began to move to different courts in Ragout and Decant. Baber, the first emperor of Mussels used to identify him with the Tumid family tradition and this family was ardently devoted to the arts of the book. The paintings of early period of Mussels can be seen in a specialist organization of a palace studio or scriptorium, which was managed then by Abyssinia. This scriptorium was headed by the legendary painter Bighead of McHugh period. But unfortunately, the scriptorium broke up at the end of Hussar Bazaar s reign and Bighead was brought to Tabors by the Saving Shah Small to organize the palace studio there, Some other painters were taken to Babushka by the Zebu conqueror, Muhammad Shabbily. But the tame this scriptorium was not spoiled and it served as a model for the later built scriptorium by Human and Kafka, The McHugh emperor, Baber himself was an expert of painting and inherited the taste of his Tumid predecessors. He had to abandon his entire baggage sometimes to include a whole library of illustrated books having paintings. Baber had never a stable residence, which was needed for keeping those expensive illustrated paintings, as those were very expensive. But When became the ruler of Samaritan, he became able to stock them properly. Both Baber and Kafka were intensely attached With painting and Kafka s great-grandson Changer was popular for his naturalistic representation and also for natural history. The Persian painting in drawings and studies in albums made for the Tumid rulers of Heart and the Turncoat rulers of Shirrs and Tabors reflect their interest in naturalism. Their interest in naturalism was been motivated by Chinese drawings, paintings and textiles. This inclination towards naturalism brought a gradual revolution in the attitude of Muslim authors to painting as such. There is a common belief that Islam proscribes figural art but an attitude of conditional tolerance towards figural representation was illuminated in few South Asian Muslim paintings, In the mid-sixteenth-century, a writer officials rout librarian Dust Muhammad and the Aqua (Judge) Mad was inspired by Baber 5 style of painting. He therefore wrote a treatise on painting saying life like things should be the criteria of the paintings. Baber s interest in natural history, with which his memoirs are instilled, was even more original. One of the accounts of Mussels unfurls the tact that Baber was immensely inclined towards painting. Baber s inclination towards natural painting can be imagined from few of his lines uttered when he was approaching a sheet of water near Kabul. He said, we saw a wonderful thing something as red as the rose of the dawn kept wowing and vanishing between the sky and the water When we got quite close we learned that the cause was flocks of geese, geese innumerable which, when the mass of birds flapped their wings in flight, sometimes showed red feathers, sometimes not. According to the history, Human was not a worthy successor of rich McHugh painting. It is said so because in the early sass the Saving Shah Thomas, Whose painting studio in Tabors was the finest and the most highly specialized in the Islamic world, doubted the authenticity of commissioning so many beautifully illustrated manuscripts, at least to the extent of releasing room his service some of the finest painters of his studio. But Human s stay in Persia was good for the history of McHugh painting. During his visit he brought Mir Stayed All and bad al-Samara reputed calligrapher) to India and they established the Imperial McHugh painting studio. He continued to keep these painters even when he was still in exile and it was a considerable investment for the future painting. Mir Stayed All is said to have implemented a scene from a polo match on a gram of rice, with goal posts at each end and horsemen, two in the centre tot the field, one galloping in from a corner and a tour-the being ended a polo stick by an attendant, He had drawn some of his figure paintings in unfavorable conditions. The calligraphic skill of Bad al-Assam was displayed in the last chapter of the Koran, the Shirt al-lasts_ In that particular art work, he wrote on one side of a grain of rice, with a commentary to it on the other. Another McHugh painter of that time called Mullah Pasha was praised for his skill in drilling poppy seeds with minute holes. But, there was hardly anyone in Human s court, who was able to look for the details of such a wonderful art work. The portraits of painters in McHugh and Saving art show them wearing spectacles quite frequently and the best work of these painters were done mainly at there early young age. This is probably due to these miniature paintings done by them. It was during the reign of McHugh Emperor Human that India saw a new addition to its heritage Of miniature earl When the Emperor Human was in Safaris court of Shah Thomas l, he got introduced to Persian paintings. On his return to India, he began patronizing the Persian paintings With the help Of two proficient artists Stayed All and Abdul Assam. Their discrete style along with the integration of the local fashion of painting gave rise to distinct style of art, which became renowned as McHugh painting. During the reigns of Kafka, Changer and Shah Johan the McHugh painting refurbished and blossomed further. Temperament was a famous painter of Baber s period, whose successor at Heart and Samaritan and the Savvied painted various miniature paintings in the public rooms tot the Mussels emperors. Temperament himself is said by later historians to have ordered illustrations of his victories and feasts in various palaces built for him at Samaritan. One more painter called Shah Thomas as even reported to have decorated the Chill Stun palace at Gavin himself, with scenes including the appearance of Joseph before Photograph s wife (Kulak)_ His personal initiative might have been flatteringly exaggerated and he might not even have sketched the sort of thing he wanted but he merely specified it in detail. Kafka got decorated the walls of his private apartments at Fattener sir by the painters of his studio, but these have very little traces to hue a proper idea of them. Most Of these paintings were small in scale and not monumental. The British Museum now contains the paintings of arioso later McHugh figures, including Kafka, Changer and Prince Korma (who ruled as Shah Johan). In these paintings, the central figure is labeled as Temperament and is often said to be Human. But, there is no authenticity Of the persons in these paintings. If it was the genealogical scene of the Mussels then Baber must be the centre figure of the painting. The landscape and figures are very much in the style of court painting at Tabors in the early sass and looked so different from any McHugh painting of the later sixteenth century. When the second McHugh emperor, Human (reigned 1530-1540 and 1555-1556) as in Tabors in the Safaris court of Shah Thomas l, he was exposed to Persian miniature painting. When Human returned to India, he brought with him vivo accomplished Persian artists, Stayed All and Abdul Assam. Their works, and the assimilation of local styles during succeeding decades, gave shape to a distinct style, which became known as McHugh painting. The Titanium (literal meaning wrasses of a parrot), now in the Cleveland Museum of Art, is among the earliest examples of McHugh painting. The manuscript was made in the reign of Huntsmans son, Kafka (r, 1556-1 ASS), Another manuscript the Humanism, also dad early in Sabas reign, is said to have contained about 1400 large paintings on cotton (only a fraction have survived) and took about IS years to complete. As per the historical record, it is said that the first painting off portrait of Kafka was done by Bad al-Assam in 1551. In the Berlin album of Kafka, there is a painting of him with Hinder Mira. A later period painting of Kafka s court depicts Human in a tent. The painters recruited by Human had to change their individual style as per Kafka s taste. During Kafka s time, the Persian style Of painting disappeared gradually. Kafka is regarded as the actual patron f McHugh painting even though he was reported to be illiterate and even dyslexic. The paintings Of Sabas court included the album leaves and a bizarrely dressed, blue-eyed, wandering dervish somewhat figure. Kafka s first and greatest project was said to be the copying and illustration Of a romance already popular in India, the Ham-name, the heroic developments of the Emir Ham, a kinsman of the Prophet. Art Review: Forgotten Fence by Carolyn Rosenberger EssayIn the art Of portrait miniature Sangrias paintings work miracles. His passion for nature was unrestricted, keen observer of flowers, grass, plants, animals and birds and had fondness Of music, poetry, traveling like his ancestors, especially grandfather Baber. He had artistic and aesthetic background from his childhood had been in contact with paintings. Thats why had great involvement in that art form and patronized personally the royal atelier. Popular subject matters were court scenes, flora, fauna and birds. The choice of material reflects Sangrias own taste, The Imperial albums paintings depict Sangrias interest in Cuffs, Muslim rulers, Princess visiting ascetics. Having great affection for his pets cheetah, carrier pigeons and his consideration for the royal stud elephant was famous. He shifted Imperial Library to Lahore tromp Agar. Lahore became the enter of artistic activity. When visited Lahore found his palace decorated with many paintings. His master artists painted beautiful, refined and high quality art and McHugh miniatures reached its highest peak. His wife Nor Johan had strong personality with complete control over her husband. Due to her influence female portraits began to appear, Under Changer the fusion of style India, Persian and European gave force and individuality to McHugh painting. When Emperor Kafka was in power, the political, economic and cultural landscape had begun changing. The McHugh paintings encouraged innumerable painters ho further brought more rudiments of precision and practicality into these paintings. These renewed paintings also depicted the events from the epics of Inhabited and the Ramadan. The animal fables, Which are famous in India by the name Panchromatic, were also depicted in McHugh paintings. The portfolio of McHugh paintings is large and diverse involving the comprehensive countryside backgrounds and rudiments of individual portraiture. The artistic scenario excelled during sovereignty of Changer (1605-27). The paintings emerging during his reign illustrated scenes and events from his life. A biographical portrayal of Changer known as the Jinrikisha , which was written during his lifetime has numerous pictorial idiosyncrasies paintings. The colors used in these paintings were lighter and the brush strokes were more intricate. Human figures, flowers, animals and birds formed the various themes on which the McHugh paintings emerged during Changer reign, ABA al- Has was a painter during the McHugh period in India. Changer was the McHugh ruler during that time, ABA al-Has originally belonged to Afghanistan. It was considered the city with an artistic tradition . He was the son of Aqua Raze of Hear, Emperor Changer took the initiative to train ABA al-Has in his spacious studios and workshops. Soon he excelled his father and his employer. As an acknowledgement to his talent, Changer conferred him the title Nadir-Uzi-Shaman (Wonder of the Age). Thus ABA al-Has became the royal painter at the Durbar of Changer, He was bestowed the task of documenting events of the imperial court. This documentation resulted in striking portraits. Not many of ABA al-Has s paintings lasted, but those that distinguish him as the artist, shows that he had also worked on a varied subjects, comprising some day-to- ay scenes. Squirrels in a Plane Tree is the most famous painting created by him. Today he is unanimously associated with this painting. The painting adorns the British Library. It is regarded as masterful depiction Of animal posture and movement Such a painting as it was, could only have been deduced from direct observation. The picture portrays European squirrels, unknown in India during that time. His work indicates that Changer s zoo may have held a few of those animals. As an alternative to the fact it is also believed that on one of his travels ABA al-Has may have accompanied Changer. But the signature on the painting is perplexing, as it is signed as Nadir al-Cars (Miracle of the Age), which is the title of status Mansard. But the style of the painting decidedly does not match with Status Mansard s style. Taut there remains a possibility that both painters collaborated on this painting. The development of McHugh kingdom was drooped when Shah Johan took up the throne, The financial condition also became very severe. Therefore, as a sensible ruler he also neglected the Imperial studio of painting and concentrated more on other more important things. Most of the paintings of Shaman s time ere concentrated on the first decade of his reign. Only major manuscript done by Shah Johan was a journal, which was all about praising his reigning period. This journal covered twenty years and in it the paintings veer executed simultaneously with the texts. Despite of the financial problems, he did not cut the financial support to the painters working under his patronage. Shah Johan s painting studio tried to follow the rich culture of Changer to a considerable extent. Shah Johan s painting albums were well known for their floral margins, Which were extraordinary as well as botanically accurate but their subject matter as narrower in range. Most of the paintings were formal single portraits. For this, some Of the portraits had a misleading family likeness. For example, that identified as the ambassador of the Safaris Shah Safe, Muhammad All Beg, painted by Hashish looked similar to another portrait of a Safaris official in the British Museum who might not be the same person at all. It was evident from the paintings of State occasions like Shah Johan s accession to the throne in 1628 that his painters also readily seized any opportunity to depict figures in large groups. The naturalism of Sangrias paintings started becoming a secondary consideration during the time of Shah Johan. The individualism of the European, Muslim and Hindu elements, religious, cultural and stylistic pattern of paintings made under Kafka and Changer were missing remarkably. This reflects Shah Johan s greater commitment to Muslim orthodoxy and the rejection of the Hindu element in the McHugh state. V-or this reason, probably, Shah Johan handed over some of the painters of his studio to his much- pampered favorite son, Dare Oshkosh, who was killed in 1658. But still, the paintings of his period maintained the brilliance and gloss, the elimination of raring features, which represented in a sense a zenith of the McHugh style. During the reign of Shah Johan (1628-58), McHugh paintings continued to develop, but they gradually became cold and rigid. Themes including musical parties; lovers, sometimes in intimate positions, on terraces and gardens; and ascetics gathered around a fire, abound in the McHugh paintings of this period. Governed avgas a noted painter during the reigns of Kafka, Changer and Shah Johan. Musical events, lovers and ascetics formed the main themes Of the McHugh paintings during the reign of Shah Johan (1628-58). Shah Johan is most distinguished for his architectural feat, the Tax Mall that took 16 years for its come lotion. Style of painting, confined mainly to book illustrations and miniatures, that evolved in India during the McHugh Dynasty. McHugh paintings developed from the 16th to 18th centuries during the reign of the McHugh emperors and had a distinctive blend of Indian, Islamic and Persian styles. The close study of nature, the royal life and the aristocratic tastes, all formed the prominent hallmarks of the McHugh painting. Emperor Rearrange did not actively patronize the McHugh paintings but some f the renowned paintings were seen during his reign, Again during the rule of Muhammad Shah (1719-48), the McHugh paintings saw a short upsurge but slowly the art had begun to downfall. An endowed artist of the Delhi-based court of the McHugh emperor Muhammad Shah, India Mall kept alive the saga McHugh art by painting in illustrious Delhi style after moving to Locknutbuy I-Has, Bishop Dads, Governed and Adulate are some of the celebrated artists of the McHugh period. Rearrange (1658-1707) did not actively encourage McHugh paintings, but as this art form had gathered momentum and had a number of patrons, McHugh paintings intended to survive, but the decline had set in. Some sources however note that a few Of the best McHugh paintings were made for Rearrange, speculating that the painters may have realized that he was about to close the workshops and thus exceeded themselves in his behalf. A brief revival was noticed during the reign of Muhammad Shah Rearrange (1719-48), but by the time of Shah Lam II (1759-1806), the art of McHugh painting had lost its glory. By that time, other schools of Indian painting had developed, including, in the royal courts of the Ragout kingdoms of Restaurant, Ragout painting and in the cities ruled by he British East India Company, the Company style under Western influence, The McHugh paintings depicted events from the various aspects of the erstwhile McHugh Empire, These paintings portrayed the scenes from the battlefields, hunting sports, the wild elite and animals and also the court scenes. One of the McHugh paintings illustrate a prince and his companions smoking a Hausa , in the presence tot beautiful ladies in the lovely environs of a walled fort gardens. The hunting scene in the McHugh paintings corresponded to a classic genre that depicted royal hunts and the general portray of the royal life. McHugh Painting that emerged during the reign of McHugh Empire around 16-19th centuries was limited to the images on the books and albums filled with paintings, calligraphic prints and ornamental borders. These splendid albums full of McHugh paintings were enveloped in leather, which was gilded, embossed and painted. In the initial phases the technique often involved a team of artists, one determined the composition a second did the actual coloring and a specialist in portraiture worked on individual faces. Probably the earliest example of McHugh painting is the illustrated folktale Tutu-name (Tale of a Parrot).

Compare the pre-titles sequences of two James Bond films- Goldfinger and Goldeneye Essay Example

Compare the pre-titles sequences of two James Bond films- Goldfinger and Goldeneye Paper There has been a large change in society in terms of excitement for the audience. The old film Goldfinger, and the more recent Goldeneye, are films to suit two different types of audience. Over the past thirty years, there have been higher expectations within the action film industry such as action, humour and stunts. The two James Bond films have many similarities because they are the same theme. The classic opening with the barrel of the gun and blood down the screen are in every James Bond film. It is almost a trademark. Another trademark is the theme tune in both films. People know what the film is just from the theme tune because of its large popularity. The action scene at the beginning is to attract the audience interest and attention. It shows the kind of action to expect. For example, in Goldeneye the start has many stunts such as the bungee or plane. Therefore, it will have lots of stunts later through the film. James Bonds personality is the same. His charm and witty puns is what attracts people to him. The style of his clothes such as his smart white tuxedo makes the audience still familiar with the same type of James Bond. We will write a custom essay sample on Compare the pre-titles sequences of two James Bond films- Goldfinger and Goldeneye specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Compare the pre-titles sequences of two James Bond films- Goldfinger and Goldeneye specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Compare the pre-titles sequences of two James Bond films- Goldfinger and Goldeneye specifically for you FOR ONLY $16.38 $13.9/page Hire Writer Because he is a ladys man he is admired by both woman, for being attractive, and men, for his exceptional charm with any woman. His similarities with woman are also in the title sequence. The actions of the women give a sort of prologue for the film. As well as many similarities there are also many differences. The technology in the films is very different. They supply an expectation from the audience because they usually get the high-tech gadgets. The action is also different especially the stunts. More modern films such as Goldenye have more thrilling and ambitious stunts. This is done by new technology and graphics. Societys cloths have changed in the past thirty years. In Goldfinger, James Bond wears a wet suit which covers his tuxedo. In Goldeneye he wears a stealthy black outfit for infiltration. The plots of the films have also changed. The bad person in Goldenye is a classic villain who paints his dead victims gold (to go with his name). In Goldenye it has a good agent who seems to be killed. However, the film later reveals that he is actually the main villain. This twist in the film gives a greater excitement to the audience. The directing of James Bond is different. In Goldfinger his moves with a hop, skip and a jump. He has a hand to hand fight with a bad person. These basic actions are what would be expected from a film thirty years ago. However, today it would be seen as boring to the audience. In Goldenye, James Bond sneaks around the facility with a silence pistol. When his cover is blown they end up shooting lots of guards. The large amounts of violence from the deaths of the guards help to fill up the audiences excitement. When his fellow agent is killed which makes it even more interesting James Bond is left pinned with many guns aiming at him. As well as excitement it also builds tension as the audience wonder what he is going to do. To finish the pre-title opening, he rides over a cliff into a plane. Before the title sequence there is a large explosion. All these different actions and violence give a greater thrill. The light and camera angles are also used to entertain the audience. In Goldfinger the scene is done under the cover of darkness. Although in Goldenye it is done during the day. This is to make the scene look more dangerous as he will be more easily seen. This builds up tension for the audience. He meets the other agent in a dark storage room to show the stealth of the mission. The stealth makes it look even more exciting. Camera angles in Goldfinger are mainly focused on him. James Bonds facial expressions are used to emphasise action and danger. The camera angles on Goldeneye are focused on him and the surrounding area. The close up shots is used to create the feelings of tension with facial expressions. The far out shots indicate danger and large action scenes. For example, the far out shot of the dam in Goldenye shows the danger James Bond has to do. When the camera looks over the dam to show the great height it makes the audience nervous from looking at the great height. There are far more camera angles in the modern film with quicker shots. This is used to build up the tension and excitement in the audience. For example, when James Bond is running along the dam there are many angles. These are focused from a side to show his action, at his feet to show the pace of his running and his body from a far out shot to show the distance of his running. These fast camera shots are used to build up the excitement. There are no camera angles on his face to help create mystery. Because it does not show his face the audience cannot be completely sure it is James Bond. The only sound in the film is the running of his feet which also create tension. In Goldfinger, there are only a few camera angles which change over a longer time. This does not create as much excitement and tension in the audience. They are mainly further out shots so the shot captures more of James Bond from one angle. The camera angles was not as important in that time as society had a lower expectation for action and thrill. The title sequences of the two films are different because of the change in society. There are naked woman in Goldeneye because it entertains the audience more. It is now seen as acceptable in society to show woman naked because of the more lax nature. There are dressed woman in Goldfinger but are wearing revealing cloths. The film has tried to make the woman as naked as possible without overstepping the boundaries of society. People have higher expectations in Goldeneye than in Goldfinger. They want more killing, violence and stunts. This is to give the audience an all round thrill. The action in the film is represented with music to give an audio perspective. The music is usually the James Bond theme so people can always associate it with action and excitement. As well as expectations of the film, people also have expectations of James Bond. They want him to have action, humour as well as some sexual content. This is because it is what the audience have previously seen from James Bond and enjoys his personality. His classic speech of Bond, James Bond is well known and used by every actor to identify him as James Bond. The technology in both films has gadgets, cars and woman. This is the usual from James Bond and is admired by men as they are boys toys. The technology has to keep up with society. In Goldfinger, James Bonds explosive was on a timer like a clock. In the more recent Goldfinger, the explosive were on a more modern digital timer. Technology is very important in James Bond especially in later films. Goldenye is based on advanced technology such as the helicopter and satellite. As the technology has improved in the film it has also improved out of the film. More advance graphics means that the action and stunts can be even wilder. Blue screening makes the film and action better as they can add scenes where they have never been. This was done in Star Wars to add different scenes and other worlds. If the two films were made at the same time, the plot would be different but the technology similar. Both Goldfinger and Goldeneye were able to satisfy society in their time. However as technology and stunts improve people want to see more action and excitement. Both the films have action in the pre-title sequences although the action is much better in the more recent Goldeneye than Goldfinger.

Test Taking Tips for Parents to Help Your Kids

Test Taking Tips for Parents to Help Your Kids With increased emphasis on standardized tests in todays schools, helping a child navigate the demands of taking tests is a necessary task almost every parent has to face. It may be your child taking all the tests, but youre the one who needs to help him through it. Here are some test-taking tips for parents to help you get your child ready. Test Taking Tips For Children Tip #1: Make attendance a priority, especially on days that you know standardized testing will be administered or there is a test in the classroom. Though its important for your child to be in school as many days as possible, making sure hes there when the test is taken helps to ensure he wont lose more learning time because he has to make up a test during school. Tip #2: Make a note of test days on the calendar from spelling quizzes to big high-stakes tests. That way both you and your child know whats coming and will be prepared.​​ Tip #3: Look over your childs homework daily and check for understanding. Subjects like science, social studies and math often have cumulative exams at the end of units or chapters. If your child is struggling with something now, it wont be easy for her to have time to try again to learn it just before the test. Tip #4: Avoid pressuring your child and provide him with encouragement. Few children want to fail, and most will try their hardest to do well. Being afraid of your reaction to a bad test grade can increase anxiety, which makes careless mistakes more likely. Tip #5: Confirm that your child will be receiving any pre-determined accommodations during tests. These accommodations are detailed in his IEP or 504 plan. If he doesnt have one but needs some assistance, make sure youve communicated with his teacher about his needs. Tip #6: Set a reasonable bedtime and stick to it. Many parents underestimate the importance of a rested mind and body. Tired children have difficulty focusing and are easily flustered by challenges. Tip #7: Make sure your child has enough time to wake up fully before he has to go to school. Just as rest is important, so is having enough time to get his brain engaged and in gear. If his test is first thing in the morning, he cant afford to spend the first hour of school groggy and unfocused. Tip #8: Provide a high-protein, healthy, low-sugar breakfast for your child. Kids learn better on full stomachs, but if their stomachs are full of sugary, heavy foods that will make them sleepy or slightly queasy, its not much better than an empty stomach. Tip #9: Talk to your child about how the test went, what he did well and what he would have done differently. Think of it as a mini-debriefing or brainstorming session. You can talk about test-taking strategies after the fact as easily as beforehand. Tip #10: Go over the test with your child when he gets it back or when you receive the scores. Together you can look at any mistakes he made and correct them so he knows the information for the next test. After all, just because the test is done doesnt mean he can forget everything he learned! And perhaps most important, watch your child for signs of stress and anxiety, which is an all-too-common occurrence among children today. The stress can be caused not just by tests and test-taking, but by increased academic demands in elementary school as well as increased amounts of homework and decreased time spent on stress-relieving activities and recess. Parents can help by keeping a close eye on their children and stepping in when they see signs of stress.

The Coup d'tat of 18 Brumaire Essay Example | Topics and Well Written Essays - 750 words

The Coup d'tat of 18 Brumaire - Essay Example This is due to his great skill during wars and his help during the French revolution. He also contributed to imperial democracy which was widespread in Europe during the French revolution. Since his childhood, he trained and served as an artillery officer in France. Born of a noble Italian, he became famous too fast that he was soon included in the French army. To his success, he led to the success of an invasion in the Italian peninsula. After his leadership and military tactics, he became staged leading to his name as the First Consul. He staged a coup d'etat in 1799 but it did not work in the overthrow of the then present government (Bader 25). Napoleon also led the French to Napoleonic wars in the 19th century. The wars involved all the major leaders and states in Europe. The war took long but in most of the cases, Napoleon helped his army to conquer new states. In his wars, Napoleon worn most of the wars in Europe through improvising on war strategies while were advanced as comp ared to his enemies. Through his wars and victories, he was able to maintain the French as a sphere of influence. Formation of alliances with allies during the wars helped increase his manpower that served the army. Invasion of Russia in 1812 and the peninsular war marked Napoleon’s turning points fortunes and successes. During the Grande Armee, his reputation was badly damaged such that it was not recovered in future. He was later defeated by the Sixth Coalition in 1813. This consecutive attracts led to his exile to Elba. He then decided to get into war again but lost. This led to his return to power and war and was defeated in 1815 at the battle of Waterloo. He found out that he was not ready for most of the French wars due to his deterioration in war tactics. He decided to continue living in confinement at a British island named Saint Helena. After his failed war attempts he gave up and late died of a stomach cancer. However, this information was only available he royal me mbers. Some of scholars and researchers speculate that he was targeted by his enemies in war and was issued with arsenic poison to help terminate his life and leadership in the French military. Napoleon Bonaparte and the Coup d'etat of 18 Brumaire It was a first French consul that aided to terminate the French revolution. The coup was led by Napoleon Bonaparte since he has exposure to advances military and leadership tactics. He also had a great influence to the French where he was able to convince physically fit men to join the army. This led to the creation of a strong army that did not fear any enemy during wars. Some scholars argue that he had charismatic type of leadership style that helps him to obtain a large population of followers. Since he was bright and gifted in tactical situations, he was able to organize the coup of 18 Brumaire without knowledge of the other leaders on 9th November 1799 (Englund 22). The coup had several impacts such as overthrowing the Directory and r eplaced it with the French Consulate which was widespread at the moment. Karl Max in his studies was able to name the coup as the ‘Eighteenth Brumaire of Louis Napoleon’ which was derived from the 1851 coup by the nephew of Napoleon. However, Napoleon had come up with other coups to come up with the Brumaire coup. General Jean Victor Marie Moreau was an ally to Napoleon and he helped in the coup (Englund 22). Coup of 18 Brumaire and its contributions to the general course of the French revolution The coup led to the crushing of the Directory. However,