Discuss the origin and current situation of the Taiwan issue and the Essay

Discuss the origin and current situation of the Taiwan issue and the possible resolutions for Chinese government handling the Ta - Essay Example The United States 7th Fleet was tasked with patrolling the Taiwan Strait to stop a raid of Taiwan. Americans offered military and economic aid, and, in 1954, a joint security agreement was reached with the China’s Republic as part of America’s Cold War strategy of suppression of the Beijing government. However, military and financial aid was restricted to what Taiwan required to defend and finance itself against the People’s Republic of China, but not to hold up Chiang Kai-shek’s vision of â€Å"going back to the mainland.† The regime created, in 1949, on Taiwan, had provincial and national levels (Cole 4). The state level, with selected, as well as appointed officials from the mainland, represented itself as the Republic of China in global forums and apparently arranged for a go back to rule the entire mainland. Part 2: the current situation 2. Controversy of sovereignty over Taiwan i) Position of the People's Republic of China (PRC) The position o f PRC is that the Republic of China (ROC) stopped being a lawful regime after the founding of PRC on October 1st, 1949 and that they are the successor of ROC as the only lawful regime of China with the right to manage Taiwan with regards to the â€Å"succession of states† theory (Bush and O'Hanlon 23). The stand of PRC is that they and ROC are two diverse groups in the Chinese Civil War that never lawfully subsided. Hence, PRC argues that the two groups belong to one sovereign nation, China. Because Taiwan’s independence belongs to China, then PRC’s regime, along with its supporters, deem that the secession of the island should be settled upon by the 1.3 billion citizens of China rather than just the 23 million citizen of ROC who, at the moment, live in Taiwan (Bush and O'Hanlon 23). In addition, PRC states that the UN’s Resolution by its General Assembly recognizes that PRC controls China’s entire terrain including Taiwan. UN further classifies th is matter through acknowledging PRC as they only legal representatives of China. Therefore, PRC considers that it is within its lawful capacity to prolong its jurisdiction of Taiwan through any means possible (Bush and O'Hanlon 24). Furthermore, the stand of the People’s Republic of China is that ROC does not fulfill the fourth principle of the Montevideo Convention. PRC argued that the Montevideo Convention was agreed upon by only 19 states at the 17th Global Conference of American States (Bush and O'Hanlon 24). Therefore, the authority of the United Nations and the United States should supersede the Montevideo Convention. ii) Position of the Republic of China (ROC) ROC, on the other hand, claims that it maintains all the traits of a nation and that it was succeeded or replaced by PRC since it is still in existence even after PRC’s establishment. In line with the Montevideo Convention (1933), the mainly consulted source for the meaning of statehood, a nation should po ssess a defined territory, a permanent population, a regime, as well as a capacity to start relations with other nations (Bush 33). ROC affirms to meet all these principles since it has a government practicing successful jurisdiction over clear territories

Organizational change in the face of profitability drop in McDonalds Essay

Organizational change in the face of profitability drop in McDonalds Corporation - Essay Example It is evidently clear from the discussion that it is undisputable fact that change is inevitable and one of the most fundamental processes of any organization. Presently, than ever before, organizations face rapid change. Globalization and increased expectations of customers and employees, competition, technological advancements, and need to boost profitability is what have made change to be inevitable in organizations. Besides, more concern by stakeholders of organizations has prompted the management to adopt change strategies in order to convince the stakeholders that they are capable of achieving the organizational objectives. However, various studies have shown that despite the fact that change is inevitable and most companies management are planning and implementing change, the process of managing change is proving a great challenge. According to Isern and Pung, leaders rarely achieve their objectives when they have embarked on a major effort of change in their respective organi zations. They note that there are factors that distinguish successful and unsuccessful efforts to change. They argue that a true transformation within an organization is characterized by integration of different change types (commercial, operational, and organizational), sustained effort that last for longer periods, and high ambitions. Isern and Pung further note that numerous surveys have shown that have difficulty achieving intended results. According to a 2006 online survey by McKinsey Quarterly only 38 percent of the executives across the globe who responded reported to have had a complete success on the transformations they instituted in their organizations. A tenth of those who responded acknowledged that their organizational transformation efforts were completely unsuccessful (Isern and Pung, 2007, p.1). It is in the light of this that this discussion will critically evaluate using appropriate models, theories and practical interventions how a manager can successfully manage a ‘radical change’ within a complex organization. The evaluation will focus on radical change in regard to aspects such as a sharp drop or slide in profitability. The discussion will assess organizational change in the face of profitability drop in McDonald’s Corporation. Change Model Managing radical change within an organization may not be an easy task as various surveys have shown. Radical change may be prompted by various circumstances such as enticing new customers, fighting competition, and sharp drop in profitability. Since managing change needs to be done appropriately in order to be successful, it is important that certain model or models be adopted. In this case, and in particular reference to managing change in the face of drop of McDonald’s profitability, Kotter’s 8- Step Change Model will be used. Kotter (1996, p. 26) states the first step in managing change is through creation of urgency. Change will be of help to the company if the c ompany really wants it; therefore, there is need for development of sense of urgency. Burnes (2009, p.103) agrees with Kotter’s proposition of creation of urgency around a need by arguing that it is essential in motivating employees in the organization to get things moving. According to Kotter, creation of urgency entails the following; examining opportunities that can and should be exploited, identifying potential threats and developing scenarios of possible future happenings, giving of convincing and dynamic reasons so that people can talk and think about them, and requesting support of stakeholders, industry players, and customers so as to strengthen the argument about change. McDonald’