To What Extent Is Winston And Julias Relationship Credible

Table of Contents Introduction Winston and Julia’s Relationship Conclusion Reference List Introduction Nineteen Eighty-Four (1984) is a compelling novel regarding science fiction in the twentieth century. It is written by George Orwell, a renowned writer, and reflects on various aspect of the society at that time. It outlines some elements on how the state could use its power to dominate or influence the lives of people primarily through the aspect of cultural conditioning as the Party can manipulate and control the people through totalitarianism policies.Advertising We will write a custom essay sample on To What Extent Is Winston And Julia’s Relationship Credible? specifically for you for only $16.05 $11/page Learn More This can be seen clearly by how Winston Smith personality is manipulated to the extent that he is not only integrated into the Party’s image but also comes to adore Big Brother though involuntarily. According to the author, the novel is intended to enlighten society on the kind of society they should desire. Winston and Julia are characters in the story, and this piece of work gives an insight into the credibility of their relationship. Winston and Julia’s Relationship Winston Smith belonged to the outside party from Oceania, which represented America and England in reality. He for an extended period kept his feelings to himself until the latter due to fear of being punished as the state was ruthless. His rebellion against Big Brother results in his arrest and mistreatment. Julia, on the other hand, is a young, beautiful and strong woman a kind which does not in any way attract or interest Winston and this makes him hate her so much. However, Julia seems interested in Winston through her acts and at the end of it all we find them falling in love with each other an aspect that was not expected to bear the fact that they were quite different in regard to various aspects of life most sp ecifically the intellectual capabilities although they were both rebellious of the Party. Their reasoning, perspectives, and inspirations were entirely parallel due to some differences in age among other factors. For instance, Winston thought of how the future generations could have a much better life free from the influence of the Party as it was before the party took over leadership, but Julia could not think of this since she did not know of life before the Party. She was rebellious just for the sake of being against the party but nothing much. Their love affair started in a very peculiar manner where Julia falls, and Winston offers to assist her just as he would do to any other person. It was at this moment that Julia gets the advantage of airing what she had longed for a considerable time by giving him a note in which she had written that she loved him. Although Winston had been unreceptive towards women and particularly Julia, he was touched by the words in the note, and their love affair kicked off although they kept the affair secret for a long time (Brodeur and Orwell 1995). The love relationship between Winston and Julia does not seem genuine and credible due to the circumstances that surround it. There appear that there is no complete love between them and there is a lack of emotional connection although they both have the desire of loving one another as can been seen through their desire to stay together.Advertising Looking for essay on american literature? Let's see if we can help you! Get your first paper with 15% OFF Learn More Their relationship seems to be founded much on the idea of companionship which was not provided in the Party’s society rather than love. The political rebellion was the foundation of their affair, and passionate love was lacking. The existence of the common idea of being against the Party is also a contributing factor towards their togetherness as they can easily confide in each other in their struggl e to rebel against the party and in so doing avoid being lonely. The love relationship between them did not go far, and they eventually departed as they both betrayed each other which could have been avoided if they truly loved one another. They could even end up marrying each other (Katifer 2008). Winston and Julia relationship is a good one and makes the novel fulfill its purpose. In the relationship, Julia teaches Winston the idea of love and the love feeling is then manipulated and directed towards Big Brother. The relationship also brings out the human nature where there is usually both love and betrayal. Loyalty and commitment are aspects that can be linked to the relationship between them, and this differentiates Winton and Julia’s relationship from those that have been influenced by the totalitarian state that was in power during their time (Amadae 2003). Conclusion It is evident that the credibility of the relationship between Winston and Julia is questionable due to the basis in which it is founded. Political rebellion is however clearly shown through their relationship and the society at that time is well depicted. We find the two actors betraying each other even with the knowledge that their staying together would play a significant role in freeing themselves from the Big Brother hence proving their rationale. Reference List Amadae, S.M, 2003. Rationalizing Capitalist Democracy: The Cold War Origins of Rational Choice Liberalism. The USA, University of Chicago Press. Brodeur, K, and Orwell, G. 1995. George Orwell’s 1984. USA, Research Education Assoc.Advertising We will write a custom essay sample on To What Extent Is Winston And Julia’s Relationship Credible? specifically for you for only $16.05 $11/page Learn More Katifer, 2008. Winston Julia relationship. Web. This essay on To What Extent Is Winston And Julia’s Relationship Credible? was written and submitted by user Vivienne Wall to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.

Costo de un abogado migratorio en Estados Unidos

Costo de un abogado migratorio en Estados Unidos Lo que puede costar  un abogado de migracià ³n en Estados Unidos depende del estado, de la clase de tramitacià ³n, del tipo de contrato, de su fama, etc. Este artà ­culo informa sobre honorarios promedio que cobran los abogados migratorios por tipo de trmites pero tambià ©n sobre causas para entender las grandes diferencias en los costos y las distintas formas de trabajar de los letrados en Estados Unidos que pueden afectar al monto final de los servicios. Factores que influyen en los honorarios de abogados de migracià ³n El monto de lo que cobra un abogado depende de varios factores, empezando por la dificultad de cada caso ya que no todos son iguales y los ms complejos son los ms caros. Otro factor a tener en cuenta es la ubicacià ³n de la oficina del letrado.  Hay una gran diferencia entre lo que se puede cobrar de un estado a otro, incluso dentro del mismo estado, de un pueblo a una ciudad grande. Asimismo debe tenerse en consideracià ³n el tipo de contrato entre el cliente y el letrado.  Por un lado hay  abogados que cobran por hora  un costo que puede ir entre $100 y $500. Por el contrario otros letrados cobran una cantidad fija segà ºn el tipo de tramitacià ³n. Esto à ºltimo es muy comà ºn entre abogados de inmigracià ³n. En algunos casos, por ejemplo, en las peticiones de una tarjeta de residencia para un familiar, es posible un acuerdo entre abogado y cliente, de tal manera que se paga una cantidad inicial al principio y cuando va avanzando el caso se paga el resto del dinero. Si este es el caso hay que tener muy claro cunto se paga y en quà © momento. Los gastos escondidos pueden incrementar enormemente el costo final de un trmite.  Por ejemplo, a la hora de cerrar un acuerdo con un abogado hay que tener muy claro si actividades extras como acudir a corte, visitar un detenido, etc, estn incluidos o hay que pagarlos a mayores. Y en este caso, cul serà ­a el costo. Los desplazamientos a centros de detencià ³n pueden ser carà ­simos, por eso en este caso preguntar si es posible que el abogado consulte con el detenido por telà ©fono.  Incluso hay que saber si se paga a mayores por traducciones, fotocopias, preparacià ³n de entrevistas etc. Preguntar explà ­citamente si en el precio que se paga van incluidas cosas como hablar con el USCIS si estos dicen que no se ha recibido un documento que se ha enviado. Responder a un RFE, es decir, presentar ms evidencias cuando Inmigracià ³n asà ­ lo pide, etc. Adems, la buena fama de un despacho de abogados con un amplio rà ©cord de casos ganados en su especialidad le permite cobrar ms que la media de sus compaà ±eros de profesià ³n. Finalmente es muy importante tener en cuenta que en los precios que cobran los abogados por sus servicios no estn incluidas las cuotas (fees en inglà ©s ) que hay que pagarle al USCIS o en su caso a un consulado. Esas cuotas se abonan a mayores (verifica si puedes calificar para no hacer el pago de la cuota). Listado de precios medios que cobran los abogados de inmigracià ³n Consulta: puede ser gratuita, pero es muy comà ºn cobrar a partir de $100. Tambià ©n es posible que se cobre menos si es por telà ©fono y ms si es presencial. Y que se limite el tiempo de la consulta, por lo que es importante ir preparado y saber todo lo que se quiere preguntar.Visa de fiancà © (prometido de ciudadano): una gran variacià ³n, desde $340 a $2.000Renovacià ³n, extensià ³n de una visa B1/B2 (turista, paseo o placer): $300-$2.000Visa de turista: $500 a $1.000DACA o Accià ³n diferida para Dreamers: de $200 a $500. Incluso $1.000 en casos complicados. Hay numerosas organizaciones sin fines de lucro que brindan estos servicios gratuitamente a los muchachos que califican para la renovacià ³n de la Accià ³n Diferida.Formulario N-400 para solicitar la ciudadanà ­a americana por naturalizacià ³n: $400-$1.000 y ms si hay complicaciones o es una aplicacià ³n que se hace a los tres aà ±os de recibir la residencia.Visa TN para profesionales mexicanos: a partir de $500V isa J-1, no objection waiver: $500Visa J-1, otras clases de waiver: a partir de $3.000 Visa P para atletas o deportistas: $3.000Preparacià ³n de entrevista: $300 y msMocià ³n para reabrir un caso: $3.000Peticià ³n de los papeles para un familiar (I-130): entre $500 y $1.800. Remocià ³n de condiciones de tarjeta de residencia por matrimonio: $500Ajuste de estatus: $600-$ 2.500I-90 para reemplazar la tarjeta de residencia: $500Permiso de trabajo: $350-$400Perdà ³n por inadmisibilidad 212(d)(3), para no inmigrantes que no pueden obtener visa por razones como salud, prostitucià ³n, ciertos rà ©cords criminales, contrabando de personas o presencia ilegal. $1.000-$2.000Perdà ³n (waiver) 601 o el 601A- ms de $4.000Visa H-1B: $900-$1.000 sin el certificado de trabajoLabor certification Perm: $5.000Visa U para và ­ctimas de violencia: $500-$3.000Tarjeta de residencia por patrocinio del empleador: $1.800Visa L-1, transfer dentro de una misma empresa: $3.500 - $5.000Visa O-1, para personas con habilidades especiales: $2.500-$5.000Visa E2 para inversionistas: en torno a l os $5,000 incluyendo solamente los gastos de la visa. Con inclusià ³n de otros trmites como elaboracià ³n plan negocios la preparacià ³n del paquete completo puede rondar los $9.000. Visa de estudiante: $500-$1.500Waiver para la tarjeta de residencia por interà ©s nacional: $5.000Advance parole que se solicita independientemente de otros trmites: $350-$750El costo por representacià ³n de abogado por casos de asilo, al ser muy particulares dependiendo de las circunstancias del solicitante, pueden variar enormemente. Pero hay que esperar un costo alto, como unos $5.000 por el asilo afirmativo y $7.000 o ms por uno defensivo. Consultas gratuitas con abogados de migracià ³n Algunos abogados brindan la posibilidad de consultas gratuitas, que pueden ser de dos clases. En primer lugar, un pequeà ±o contacto con el abogado o una persona de su equipo, generalmente por telà ©fono. Se trata de ver mà ­nimamente si hay posibilidad de sacar adelante un caso migratorio. En segundo lugar, existe la modalidad de pagar por una consulta pero si posteriormente se decide contratar al abogado del monto total del trmite se descuenta la cantidad pagada por la entrevista inicial. En estos casos, aunque habrà ­a inicialmente el pago de la consulta, al final se recobrarà ­a ese dinero en la forma de descuento sobre la cantidad final a pagar.  ¿Quà © hacer si no se puede pagar abogado? Hay ciertos situaciones donde lo ms aconsejable es contar siempre con un letrado. Por ejemplo, casos en los que honestamente es mejor siempre tener un abogado al lado: citaciones en corte de inmigracià ³n.peticiones de perdones,asilo, tanto para la solicitud como para la entrevista,solicitudes de green card auto patrocinadas en casos de violencia domà ©stica (VAWA)y, en general, en todos los casos en los que hay una situacià ³n de ilegalidad y se intenta pasar a la legalidad. Si es imposible pagar el coste de un abogado, intentar que acepte el caso uno que realiza labores pro bono, es decir, acepta representar a algunos clientes sin cobrar por cuestiones humanitarias. Si no es posible, ya que generalmente tiene listas de espera grandes para estos casos en los que no cobran, intentar hablar con un representante acreditado. Y aunque es cierto que en las cortes de inmigracià ³n es posible representarse a sà ­ mismo y que el gobierno no pone abogado a aquellos acusados que no pueden costearlo, pero lo cierto es que los resultados no son positivos. Contar con un abogado que represente a un acusado en corte de inmigracià ³n no quiere decir que se vaya a ganar el caso, pero sà ­ que se va a tener una mayor oportunidad. En casos de sà ³lo llenar formularios es posible, y la ley asà ­ lo admite, llenarlos uno mismo o acudir a un consejero de inmigracià ³n, que ha de cobrar menos que un abogado. Pero hay que entender que no pueden dar consejo legal para un caso concreto ni tampoco representar en corte de inmigracià ³n, si hiciera falta. Tambià ©n se puede acudir a solicitar ayuda a organizaciones sin fin de lucro que brindan apoyo legal o para llenar documentos. Los hay muy reconocidos y no cobran nada o sà ³lo una pequeà ±a cantidad. Pero muchas veces no pueden hacerse cargo de todos los casos porque estn literalmente desbordados de trabajo. Tips que te pueden interesar Antes de contratar a un despacho es recomendable seguir ciertos consejos sobre cà ³mo  elegir abogado de inmigracià ³n  y si no se est en condiciones de hacerlo, es aconsejable contactar con alguna organizacià ³n  reputada de  defensa de los migrantes. Finalmente, los migrantes mexicanos siempre pueden solicitar informacià ³n sobre abogados y otros asuntos migratorios en el telà ©fono gratuito de la CIAM.   Este es un artà ­culo meramente informativo. No es asesorà ­a legal.

FDI Strategy Essay Example | Topics and Well Written Essays - 1500 words

FDI Strategy - Essay Example It is running a thriving business almost in all major countries across the globe and conceivably that is the reason why it is known as the largest conglomerate retailer in the world. Wal-Mart is frequently known as a hypermarket, it works to sale diverse range of commodities and services to the buyers; like from pet shops to cellular phone stores, meat to dairy products. ‘Low price always’ is the catchphrase used by the famous retail organization commonly; it provides goods at the most viable and affordable prices (Stone, 1997). It is likely that majority of the clients of Wal-Mart have no bank accounts and their earnings are less than that of the general average income of the country (Stone, 1997).The company was established in 1962 and helped in serving a healthy contest for all the other small retailers in the economy. Wal-Mart stores are now making substantial amendment in their performances, measures and policies that would help to endorse the use of service animals by customers with disabilities (Lane, 2010). These animals play a chief role to serve independence to people with disabilities. The organization allows animals in their provisions that are well taught; to support people who are physically handicapped (Feed the Future, n.d.). Taking into consideration the world financial disaster the organization has currently changed its catch phrase to ‘Save Money Live Better’ and has efficiently reduced the price of many products sold by them. 2. Analyze the challenges and advantages of FDI for the MNE in the country you selected. The essay explains Wal-Mart’s business attempt in Egypt. The economy of Egypt is a growing economy. In 1990’s the country have received series of financial benefits from the International Monetary Fund (IMF). The nation has received several debt reliefs due to its participation in the Gulf War. All these factors have been responsible for the nation’s considerable macroeconomic performan ces. From 2000 onwards the country has undertaken strict monetary and fiscal policies. These policies undertaken in the country have helped the nation to be liberal towards free market principles and made it open for prompt foreign investments. It is most advantageous for business firms like Wal-Mart to invest in emerging economies like Egypt. This is because these economies have infinite development potential within them. Investing in Egypt will help the company to dramatically improve its portfolios. On the other hand the political and economic conditions of an emerging economy are highly volatile thus it can give favorable or even unfavorable uncertainties to the foreign investors. Wal-Mart should not hesitate investing in Egypt because of the possibilities of unfavorable uncertainties, as this is common to any foreign investments made either in developed or in a developing economy. The markets of most of these economies are fast growing, thus foreign investors may diversify inve stments across several market segments. Moreover the Gross Domestic Product (GDP) of Egypt has been $527.6 billion in 2010, $536.9 billion in 2011 and $548.8 billion in 2012, shows a growing trend in the income level of the county (CIA, 2013). Thus if Wal-Mart invests in Egypt it would experience good market demand because along with the rising income level, the purchasing power of the consumers is improving. However there is a strong disadvantage that may arise as a challenge to Wal-Mart while investing in Egypt, the markets of emerging economies

Answer the following question Essay Example | Topics and Well Written Essays - 250 words - 2

Answer the following question - Essay Example For this reason, the human action does not entirely rely on genetic transfer but also depends on the external factors that are non-biological in nature (Palmer & Donahoe, 1992). As Skinner asserts, relatively undifferentiated baseline behavior by successive contingencies of reinforcement can shape highly organized and complex behavior. The history of Skinners work contains an integrated and comprehensive experiment to reject an informed conceptualization that offers misleading knowledge about a behavior. He has successfully grasped the variable nature of the intended subject and specified an appropriate methodology woven within the scientific fabric of modern biology (Palmer & Donahoe, 1992). His assertion of operant behavior focuses on the action within the conscious control of the organism, either spontaneously or purposely. In his understanding of behavior, he conducted research using the Skinner box that held a small animal with various keys that an animal would press to obtain a reward. Additionally, he developed a cumulative recorder to establish responsive slope line (Palmer & Donahoe, 1992). Using a rat as the experiment object in a Skinner box, he set the generic nature of the concept of stimulus and response in the analysis of operant

Student Council Structure Essay Example for Free

Student Council Structure Essay This article deals with the nature of student councils and the responsibilities of the representatives across the B schools in India with the example of the successful change in the structure of the student council at TAPMI. Student council is a curricular or extra-curricular activity for students within grade schools around the world. The student council helps share students’ ideas, interests, and concerns with teachers and school principals. They often also help raise funds for school-wide activities, including social events, community projects and school reform. Wiki According to Several Schools: A Student Council is a representative structure for students only, through which they can become involved in the affairs of the school, working in partnership with school management, staff and parents for the benefit of the school and its students. Almost all the Bschool of the country have a so called â€Å"student body† or a â€Å"student council† which is an elected body of the student representative. They often take charge of organizing events in the school and work on several projects throughout the year. Its role in nurturing student’s behavior and enhancing the developmental activities at schools is complementary. The student council is meant for the benefit of the students. The elected members of the council become the link between the students and the school administration. Often, school councils are involved in planning the yearly curriculum and are shouldered the responsibility of organizing various events in the academic year. This creates the opportunity to include topics of interest to the students and also conduct activities that complement student learning and make learning a fun experience for students. The students who involved with the student council develop several leadership and communication skills in the path of handling responsibilities shouldered for being a student’s representative. On the other hand, the schools also stand to benefit from students councils. Firstly, the students take up the responsibility of organizing various events in the school, which would otherwise be an extra burden on the school administration, plus the students’ interest and involvement in the events are guaranteed. In some schools even the fund raising responsibilities are given to the students. But then we do not live in an ideal world – is student council actually doing what it is supposed to do? In most cases, this council works in a lose-win mode. Either the college management makes the student representatives as puppets in implementing more and more non-student friendly â€Å"rules† or the student council decides on how to â€Å"run† the college the student’s way. Instead of being complementary the student council and college management often works so as to have the â€Å"upper hand† in decision making regarding the life at campus. Let’s look at it from the students point. Are we selecting the right people in the student council? Isn’t it a truth that in more cases than not we elect people who either has money power or muscle power to be in the student council – much the same case as our politicians? Most often, students who can lobby win the posts rather than the people who actually deserve it. How many times have we felt that these people misuse their power for personal benefit and that a change is needed, but then who cares – why should I get my hands dirty to improve the system? Isn’t my job just to get a good placement, flying grades and get over with my 2 years? College will survive on its own – anyways it never cared about students! What most people fail to understand is that no college can ever grow without the efforts of management as well as students which should be complementary. No college event can ever be successful if both the stakeholders are not involved in its planning.

Some Problems With Ecofeminism :: Karen Warren Essays

Some Problems With Ecofeminism ABSTRACT: Karen Warren presents and defends the ecofeminist position that people are wrong in dominating nature as a whole or in part (individual animals, species, ecosystems, mountains), for the same reason that subordinating women to the will and purposes of men is wrong. She claims that all feminists must object to both types of domination because both are expressions of the same "logic of domination." Yet, problems arise with her claim of twin dominations. The enlightenment tradition gave rise to influential versions of feminism and provided a framework which explains the wrongness of the domination of women by men as a form of injustice. Yet on this account, the domination of nature cannot be assimilated to the domination of women. Worse, on the enlightenment framework, the claim that the domination of nature is wrong in the same way that the domination of women is wrong makes no sense, since (according to this framework) domination can only be considered to be unjust when the o bject dominated has a will. While ecofeminism rejects the enlightenment view, it cannot simply write off enlightenment feminism as non-feminist. It must show that enlightenment feminism is either inauthentic or conceptually unstable. Karen Warren claims that there is an interconnection between the domination of nature by humans and the domination of women by men. She uses the following argument schemas to set out the 'logic of domination'. A1. Humans do, and plants and rocks do not, have the capacity to consciously and radically change the community in which they live. A2. Whatever has the capacity to consciously and radically change the community in which it lives is morally superior to whatever lacks this capacity. A3. Thus, humans are morally superior to plants and rocks. A4. For any X and Y, if X is morally superior to Y, then X is morally justified in subordinating Y. A5. Thus, humans are morally justified in subordinating plants and rocks. (1) She points out that the assumptions A2 and A4 are critical, since without them, all that can be shown is that people are different from plants and rocks.A4 in particular expresses the logic of domination.(269) This key assumption recurs in the reasoning justifying male domination of females: B1. Women are identified with nature and the realm of the physical; men are identified with the "human" and the realm of the mental. B2. Whatever is identified with nature and realm of the physical is inferior to ("below") whatever is identified with the "human" and the realm of the mental; or conversely, the latter is superior to ("above") the former.

A New Approach to Portfolio Matrix Analysis for Marketing Planning

A NEW APPROACH TO PORTFOLIO MATRIX ANALYSIS FOR STRATEGIC MARKETING PLANNING 1 2 Vladimir Dobric , Boris Delibasic Faculty of organizational science, [email  protected] rs 2 Faculty of organizational science, delibasic. [email  protected] rs 1 Abstract: Portfolio matrix is probably the most important tool for strategic marketing planning, especially in the strategy selection stage. Position of the organization in the portfolio matrix and it’s corresponding marketing strategy depends on the aggregation of values of relevant strategic factors. Traditional approach to portfolio matrix analysis uses averaging function as an aggregation operator.This approach is very limited in realistic business environment characterized by complex relations between strategic factors. An innovative approach to portfolio matrix analysis, presented in this paper, can be used to express complex interaction between strategic factors. The new approach is based on the logical aggregation operator, a generalized aggregation operator from which other aggregation operators can be obtained as special cases. Example of traditional approach to portfolio matrix analysis given in this paper clearly shows it’s inherited limitations.The new approach applied to the same example eliminates weaknesses of traditional one and facilitates strategic marketing planning in realistic business environment. Key words: Portfolio matrix analysis, strategic marketing planning, logical aggregation, aggregation operator. 1. INTRODUCTION The portfolio matrix analysis is widely used in strategic management [2, 3, 6]. It offers a view of the position of the organization in its environment and suggests generic strategies for the future. Some of the most frequently used portfolio matrices are the ADL (developed by Arthur D.Little), the BCG (Boston Consulting Group) and the GE (General Electric) McKinsey matrix. Other models that can be considered as versions or adaptations of the original GE McKinsey matrix are the Shell directional policy matrix and McDonald’s directional policy matrix (DPM) that is used in this paper. The application of any of these portfolio matrices can be, roughly, divided into two stages: the first stage, which includes the analysis of the business position of the organization, and the second stage in which the strategies that should be used in future are recommended based on the estimated position.The difference between aforementioned matrices lies in number and meaning of factors used in the analysis process as well as in the number and generality of recommended strategies. It is common for all the portfolio matrices that the position of the organization in a portfolio matrix is based on estimated values of two factors: the one describing external environment (market attractiveness in DPM) and the other describing inner characteristics of the organization compared to the major competitors (business strengths/position in DPM).On the basis of portfo lio matrix analysis , a generic marketing strategy is recommended based on an organization’s position in the portfolio matrix. In the portfolio matrix analysis, values of two factors describing external and internal environment are estimated as aggregations of values of strategic factors influencing respective environment. The choice of the most adequate aggregation functions depends on the condition in which organization operates, i. e. an aggregation functions describing external and internal environment should have a behaviour which models organization’s external and internal environment conditions respectively.In the traditional approach to portfolio matrix analysis, weighted arithmetic mean is commonly used as an aggregation function. This aggregation operator describes an averaging behaviour, thus, it can be used to model business environment in which high and low values of strategic factors average each other. In the realistic business environment strategic fact ors can interact in a more complex way, i. e. they can average each other, reinforce or weaken each other (disjunctive or conjunctive behaviour), or exhibit various forms of mixed interactions [2, 3, 6].It is clear that the use of weighted arithmetic mean as an aggregation operator can’t express all the possible interactions between strategic factors that exist in a realistic business environment. This explains why the traditional approach to portfolio matrix analysis is highly limited, with the inherited weaknesses that can’t be overcome without substantial modification. Therefore, under previous conditions, it is obvious that a new approach to portfolio matrix analysis is needed.This new approach must take in consideration all the possible forms of interactions between strategic factors that can occur in a realistic business environment. These interactions can be expressed with a logical aggregation operator, so a new approach to portfolio matrix analysis can be base d on this operator. W eighted arithmetic mean and other known aggregation operators are just, as we will see in the following sections, special cases of logical aggregation operator. 2. THE MCDONALD’S DIRECTIONAL POLICY MATRIX (DPM)Although the DPM, like other models of portfolio matrices, attempts to define an organization’s strategic position and strategy alternatives, this objective can’t be met without considering what is meant by the term „organizationâ€Å". The accepted level at which an organization can be analysed using the DPM is that of the „strategic business unitâ€Å". The most common definition of an SBU is as follows [3]: (1) It will have common segments and competitors for most of the products; (2) It will be a competitor in an external market; (3) It is a discrete, separate and identifiable „unitâ€Å"; 4) Its manager will have control over most of the areas critical to success. DPM has two dimensions each built up from a n umber of factors: (1) Market attractiveness and (2) Business strengths/position. Using these factors, and some scheme for weighting them according to their importance, strategic business units are classified into one of nine cells in a 3 X3 matrix. Each cell is connected to a generic strategy recommended by the DPM. Factors used to form aggregated dimensions of DPM vary according to concrete circumstances in which SBU operates. Notice that previous explanations taken rom [3] suggest weighted arithmetic mean as an aggregation operator, thus, traditional approach to DPM analysis only considers a case of averaging behaviour between strategic factors. That is only one of the possible interactions between strategic factors that can occur in realistic business environment. Other possible interactions like conjunction, disjunction or mixed interaction can’ t be modelled by using weighted sum of factors as an aggregation operator. Definitions of market attractiveness and business str engths/positions dimensions are g iven in [3].Market attractiveness is a measure of the marketplace potential to yield growth in sales and profits. It is important to highlight the need for an objective assessment of market attractiveness using data from the organization’s external environment. The criteria themselves will, of course, be determined by the organization carrying out the exercise and will be relevant to the objectives the organization is trying to achieve, but they should be independent of the organization’s position in its m arkets [3]. Business strengths/position is a measure of organization’s actual strengths in the marketplace (i. . the degree to which it can take advantage of a market opportunity). Thus, it is an objective assessment of an organization’s ability to satisfy market needs relative to competitors. DPM, together with generic marketing strategy options is shown in Picture 1. Picture 1: Directional policy matrix 3. TRADITIONAL APPROACH TO DIRECTIONAL POLICY MATRIX ANALYSIS In this section, traditional approach to DPM analysis using simple example will be presented, highlighting it’s inherited limitations originating from using non-adequate aggregation functions.Tables 1 and 2 are slight modification of tables that are used in DPM analysis example in [3] on pages 202 and 203, where market attractiveness and business strengths/position are evaluated by using weights and scores of relevant strategic factors. The only modification applied on tables in [3] is the normalization of weights, scores and corresponding evaluations to [0, 1] interval. This is done with simple transformation, which is covered in the following sections. Table 1: Market attractiveness evaluation Strategic factor (Fi) Score (si) Total (M) 0. 25 0. 25 0. 5 0. 15 0. 1 0. 1 1. Growth 2. Profitability 3. Size 4. Vulnerability 5. Competition 6. Cyclicality W eight (wi) 0. 6 0. 9 0. 6 0. 5 0. 8 0. 25 0. 15 0. 225 0. 09 0. 075 0. 08 0. 25 Total 1 0. 645 Table 2: Business strengths/position evaluation Strategic factor (Fi) 7. Price 8. Product 9. Service 10. Image Total W eight (wi) 0. 5 0. 25 0. 15 0. 1 1 You company Competitor A Competitor C Score (si) Total (B) Score Total (A) Score Total (C) 0. 5 0. 6 0. 8 0. 6 0. 25 0. 15 0. 12 0. 06 0. 6 0. 8 0. 4 0. 5 0. 3 0. 2 0. 06 0. 05 0. 4 1 0. 6 0. 3 0. 2 0. 25 0. 09 0. 03 . 58 0. 61 0. 57 Market attractiveness (M) and business strengths/position (B) are evaluated using weighted arithmetic mean as an aggregation function of scores {s1, †¦, s6} and {s7, †¦, s10} given for relevant strategic factors {F1, †¦, F10} using weights {w1, †¦, w10}: M = w1 s1 + w2 s2 + w3 s3 + w4 s4 + w5 s5 + w6 s6 = 0. 645 (1) B = w7 s7 + w8 s8 + w9 s9 + w10 s10 = 0. 58 (2) The same equations can be given in matrix form: M = W M SM (3) B = W B SB (4) where M and B are market attractiveness and business strengths/position evaluation respectively, W M = [w1, T , w6] and SM = [s 1, †¦, s6] are weighting and scoring vectors for market attractiveness strategic factors , T and W B = [w7, †¦, w10] and SB = [s7, †¦, s10] are weighting and scoring vectors for business strengths/position strategic factors. Notice that the exact position of the organization on the DPM is not given with business strengths/position value (B), but the relative business strengths/position value (BR), since business strengths/position is actually a measure of organizational abilities (B) (internal environment) relative to the competitors (i. e. respective abilities of market leader) [3].In our example market leader is Competitor A (from Table 2), thus, organization’s relative business strengths/position value (BR) is calculated as: BR = B/A (5) Relative business strengths/position value (BR) is then plotted on the horizontal axis of the DPM using a logarithmic scale [3]. These explanations are not of importance for the domain of our investigation, so no futher cons iderations regarding relative business strengths/position value (BR) and DPM plotting are given. In the rest of this paper, the only consideration will be given to market attractiveness (M) and business strengths/position (B) evaluation.W eighted arithmetic mean used for an aggregation function assumes that the interactions between strategic factors show averaging behavior, i. e. it is used to model business environment in which values of strategic factors average each other. This is the mayor drawback of traditional DPM analysis. Realistic business environment demands more modelling power for more complex factors interactions. Besides averaging, strategic factors can reinforce or weaken each other (disjunctive or conjunctive behaviour respectively), or exhibit various forms of interactions which are neither strictly averaging, conjunctive or disjunctive, but mixed, i. . aggregation function exhibits different behaviour on different parts of the domain (mixed behaviour). Under these circumstances, it is obvious that a new approach to portfolio matrix analysis demands an usage of different aggregation operator, the one capable of modelling all the possible interactions between strategic factors that can take place in a realistic business environment. The paper presents an approach to portfolio matrix analysis, using logical aggregation operator, which eliminates weaknesses of traditional one. If we return to ur example shown in Tables 1 and 2, we can restate possible business external and internal environment conditions in the following way: 1) It is possible that interactions between market attractiveness or business strengths/position strategic factors show averaging behaviour, i. e. scores {s1, †¦, s6} or {s7, †¦, s10} given to strategic factors {F1, †¦, F10} can average each other using weights {w1, †¦, w10}. In this case market attractiveness and business strengths/position are evaluated as shown in equations (1) and (2) , or in their m atrix equivalents (3) and (4). ) It is possible that interactions between market attractiveness or business strengths/position strategic factors show conjunctive behaviour, i. e. scores {s1, †¦, s6} or {s7, †¦,s10} given to strategic factors {F1, †¦, F10} can weaken each other. In this case market attractiveness and business strengths/position evaluation depends upon the lowest score among the relevant factors: M = min(s1, †¦, s6) (6) B = min(s7, †¦, s10) (7) 3) It is possible that interactions between market attractiveness or business strengths/position strategic factors show disjunctive behaviour, i. e. cores { s1, †¦, s6} or {s7, †¦, s10} given to strategic factors {F1, †¦, F10} can reinforce each other. In this case market attractiveness and business strengths/position evaluation depends upon the highest score among the relevant factors: M = max(s1, †¦, s6) (8) B = max(s7, †¦, s10) (9) 4) It is possible that interactions between market attractiveness or business strengths/position strategic factors show mixed behaviour. For example, scores {s1, †¦,s6} or {s7, †¦,s10} given to strategic factors {F1, †¦, F10} can average, reinforce and weaken each other depending on their values.Thus, the aggregation function can be conjunctive for low scores, disjunctive for high scores, and perhaps averaging when some scores are high and some are low (different behaviour of aggregation function on different parts of the domain). Example for this kind of aggregation function’s behaviour will be given in the following sections. Logical aggregation operator can express all previous types of interactions, so it naturally imposes itself as a replacement to weighted arithmetic mean aggregation operator in the new approach to portfolio matrix analysis.Notice that interactions between strategic factors from organization’s external environment (market attractiveness factors) and those from organizationâ €™s internal environment ( business strengths/position factors) are not recognized in traditional approach to DPM analysis [3]. If those interactions can be recognized, they can easily be integrated into the model in the new approach. In the following section basic theory of logical aggregation will be briefly examined. After examining the theory, a simple example of new approach to portfolio matrix analysis using Tables 1 and 2 will be presented. . LOGICAL AGGREGATION Aggregation functions are functions with special properties. The purpose of aggregation functions (they are also called aggregation operators, both terms are used interchangeably in the existing literature) is to combine inputs and produce output, where the inputs are typically interpreted as degrees of preference, strength of evidence or support of hypothesis [1]. If we consider a finite set of inputs I = {i1, †¦, in}, we can aggregate them into single representative value by using infinitely many aggregatio n functions.They are grouped in various families such as means, triangular norms and conor ms, Choquet and Sugeno integral, uninorms and nullnorms, and many others [1]. The question arises how to chose the most suitable aggregation function for a specific application. This question can be answered by choosing logical aggregation function – a generalized aggregation operator that can be reduced to any other known one. Logical aggregation is an aggregation method that combines inputs and produces output using logical aggregation operator [4, 5].In a general case logical aggregation is carrried out in two distinct steps: 1) Normalization of input values which results in a generalized logical and/or [0, 1] value of analyzed input ij: ? ? ? : I > [0, 1] (10) 2) Aggregation of normalized values of inputs into resulting globaly representative value with a logical aggregation operator: n Aggr: [0, 1] > [0, 1] (11) The first step explains the reason for modification of tables from [3] in previous section, in order to obtain Tables 1 and 2 with normalized values of strategic factors’ scores on which logical aggregation operator can be applied.Operator of logical aggregation in a general case (Aggr ) is a pseudo-logical function ( ), a linear convex combination of generalized Boolean polynomials ( ) [4, 5]: Aggr (? i1? , †¦ , ? in? ) = (? i1? , †¦ , ? in? ) = ? wj? j? (? i1? , †¦ , ? in? ) (12) where (? ) is a generalized product operator and (? ) is an aggregation measure as defined in [4, 5]. Generalized Boolean polynomial is a value realization of Boolean logical function ?. Boolean logical function is an element of Boolean algebra of inputs ? (i1, †¦ , in) ?BA(I), to which corresponds uniquely a generalized Boolean polynomial (? i1? , †¦ , ? in? ) as it’s value: : [0, 1] > [0, 1] n (13) Logical aggregation operator depends on the chosen measure of aggregation (? ) and operator of generalized product (? ). By a corresp onding choice of the measure of aggregation (? ) and generalized product (? ) the known aggregation operators can be obtained as special cases [4, 5], e. g. for additive aggregation measure (? := ? add) and generalized product (? := min) logical aggregation operator reduces to weighted arithmetic mean: Aggradd in (? i1? , †¦ , ? in? ) = ? wj (? ij? ) (14) After considering basic theory of logical aggregation, we can return to the domain of our investigation. In the following section the new approach to portfolio matrix analysis will be presented thoroughly using the same data from Tables 1 and 2. 5. A NEW APPROACH TO PORTFOLIO MATRIX ANALYSIS If we consider again Tables 1 and 2, and four cases of possible business environment conditions as defined in Section 3, we can design new aggregation functions that model all the aforementi oned conditions using logical aggregation operator.In this section an example to all four types of strategic factors interactions will be given, toget her with logical functions modeling them. A starting point for the new approach to portfolio matrix anal ysis is a finite set of strategic factors F = {F1, †¦ , F10} and a Boolean algebra BA(F), defined over it. The task of logical aggregation in DPM analysis is the fusion of strategic factors’ scores into resulting market attractiveness and business strengths/position values using logical tools. Logical aggregation has two steps: (1) Normalization of strategic factors’ scores (score Sj corresponds to factor Fj as its predefined value): ? ? : Sj > [0, 1] (15) that results in a logical and/or score sj ? [0, 1] of analyzed strategic factor Fj (j = 1.. |F|). Normalization of scores in S is done with simple transformation. In the original tables in [3], score (Sj) of strategic factor (Fj) belongs to interval [0.. 10], e. g. Strategic factor Growth (F1) has score S1 = 6 in the original table in [3]. The normalized score (s1) for this factor (F1) is given in Table 1 wit h the following equation: s1 = 6/10 = 0. 6 (16) The same transformation is applied to the rest of the strategic factors in tables in [3], resulting in Tables 1 and 2. 2) Aggregation of normalized scores {s1, †¦ , s6} and {s7, †¦ , s10} of factors {F1, †¦ , F10} into resulting market attractiveness (M) and business strengths/position (B) values with a logical aggregation operator: M = Aggr (s1, †¦ , s6) (17) B = Aggr (s7, †¦ , s10) (18) Aggregation of scores {s1, †¦ , s6} and {s7, †¦ , s10} for strategic factors {F1, †¦ , F10} is accomplished using generalized Boolean polynomials (? M? ) and (? B? ): Aggr (s1, †¦ , s6) = ? M? (s1, †¦ , s6) = [? M(F1, †¦ , F6)]? (19) Aggr (s7, †¦ , s10) = ? B? (s7, †¦ s10) = [? B(F7, †¦ , F10)]? (20) Generalized Boolean polynomials ? M? (s1, †¦ , s6) and ? B? (s7, †¦ , s10) are value realizations of Boolean logical functions ? M(F1, †¦ , F6) and ? B(F7, †¦ , F10) , which belong to Boolean algebra of strategic factors BA(F). Notice that interactions between strategic factors from organization’s external environment (market attractiveness factors) and those from organization’s internal environment (business strengths/position factors) are not stated in [3]. If they exist, they can easily be integrated into the model.Adequate generalized product operator (? ) in the domain of portfolio matrix analysis is min operator (? := min). If we return to the possible business environment conditions stated in Section 3, we can formulate logical functions to express corresponding types of interactions between the strategic factors: 1) If the interactions between market attractiveness or business strengths/position strategic factors show averaging behaviour, then the new approach to portfolio matrix analysis reduces to traditional one, as stated in equations (1) and (2), or matrix equivalents (3) and (4). ) If the interactions between market a ttractiveness or business strengths/position strategic factors show conjunctive behaviour, they are expressed in the following way: ? M = F1 ? F2 ? F3 ? F4 ? F5 ? F6 (21) ?B = F7 ? F8 ? F9 ? F10 (22) Market attractiveness and business strengths/position evaluation are given with corresponding generalized Boolean polynomial (? := and, ? := min): M = Aggrand (s1, †¦ , s6) = ? M min B = Aggrand min = [F1 ? F2 ? F3 ? F4 ? F5 ? F6] min (s7, †¦ , s10) = ? B min min = [F7 ? F8 ? F9 ? F10] min(s1, s2, s3, s4, s5, s6) = 0. 25 (23) min (24) = min(s7, s8, s9, s10) = 0. 5 3) If the interactions between market attractiveness or business strengths/position strategic factors show disjunctive behaviour, they are expressed in the following way: ? M = F1 ? F2 ? F3 ? F4 ? F5 ? F6 (25) ?B = F7 ? F8 ? F9 ? F10 (26) Market attractiveness and business strengths/position evaluation are given with corresponding generalized Boolean polynomial (? := or, ? := min): M = Aggror (s1, †¦ , s6) = ? M min min = [F1 ? F2 ? F3 ? F4 ? F5 ? F6] min max(s1, s2, s3, s4, s5, s6) = 0. 9 (27) B = Aggror (s7, †¦ , s10) = ? B min min = [F7 ? F8 ? F9 ? F10] min = max(s7, s8, s9, s10) = 0. 8 (28) 4) If the interactions between market attractiveness or business strengths/position strategic factors show mixed behaviour (aggregation function exhibits different behaviour on different parts of the domain), they can be modelled with the following logical functions, e. g. realistic external and internal business environment, where strategic factors show mixed behaviour, can be modelled as: ?If the external environment conditions are that profitabilty (F2), size (F3) and cyclicality (F6) are important, but if the profitability (F2) is not high enough, growth (F1), vulnerability (F4) and competition (F5) are important, we can write the following expression: ?M = (F2 ? F3 ? F6) ? (c(F2) ? F1 ? F4 ? F5) (29) ? If the internal environment conditions are that price (F7) and product (F8) are importan t, but if the price (F7) and product (F8) are not competitive, service (F9) and image (F10) are important, we can write the following expression: ?B = (F7 ? F8) ? (c(F7 ? F8) ?F9 ? F10) (30) Market attractiveness and business strengths/position evaluation, for organization’s external and internal environment conditions respectively, are given with corresponding generalized Boolean polynomial (? := min): M = Aggr? (s1, †¦ , s6) = ? M = [(F2 ? F3 ? F6) ? (c(F2) ? F1 ? F4 ? F5)] = = s2 ? s3 ? s6 + (1 – s2) ? s1 ? s4 ? s5 – s2 ? s3 ? s6 ? (1 – s2) ? s1 ? s4 ? s5 = 0. 25 (31) B = Aggr? (s7, †¦ , s10) = ? B = [(F7 ? F8) ? (c(F7 ? F8) ? F9 ? F10)] = = s7 ? s8 + (1 – (s7 ? s8)) ? s9 ? s10 – s7 ? s8 ? (1 – (s7 ? s8)) ? s9 ? s10 = 0. 6 (32) min min min min min minRemember that when plotting the DPM, the exact position of the organization on the business strengths/position axis (horizontal) is calculated using relative business strengt hs/position value (BR) and logarithmic scale (see equation (5)), for all aforementioned types of strategic factors interactions . 5. CONCLUSION Traditional approach to portfolio matrix analysis uses weighted arithmetic mean as an aggregation function, thus, it can only be used to model business environment in which strategic factors’ interactions show averaging behavior. This is only one of the four cases of realistic business environment conditions, i. . strategic factors’ interactions showing conjunction, disjunction or mixed behavior are not covered in the traditional approach. The new approach uses generalized aggregation function – operator of logical aggregation. This operator can model all the possible business environment conditions – types of interactions between the strategic factors. This paper shows that traditional approach to portfolio matrix analysis is just a special case of the new one, since the weighted arithmetic mean is actually a spe cial case of logical aggregation operator.Usage of logical aggregation operator in the new approach clearly improves the traditional one, allowing more modeling power for complex relations among the strategic factors. Since the new approach to portfolio matrix analysis covers all four types of strategic factors’ interactions, it facilitates strategic marketing planning in a realistic business environment. 5. BIBLIOGRAPHY [1] Beliakov G. , Pradera A. , Calvo T. , Aggregation functions: A guide for practitioners , Springer-Verlag, Berlin Heilderberg, 2007. [2] Leibold M. Probst G. J. B. , Gibbert M. , Strategic Management in the Knowledge Economy†, Wiley VCH, 2005. [3] McDonald Malcolm, Marketing Plans (fourth edition), Butterworth-Heinemann, 1999. [4] Radojevic D. , â€Å"Logical aggregation based on interpolative Boolean algebraâ€Å", Mathware & Soft Computing, 15 (2008) 125 -141. [5] Radojevic D. , â€Å"(0,1) – valued logic: A natural generalization of Bool ean logicâ€Å", Yugoslav Journal of operational Research, 10 (2000) 185 – 216. [6] Roney C. W. , Strategic Management Methodology, Praeger Publishers, 2004.