How Does Culture Impact On International Business Management Essay

How Does Culture Impact On International Business Management Essay Introduction The study of (Pothukuchi, Damanpour, Choi, Chen, Park, 2002) examines the effect of dimensions of national and organizational culture differences on the performance of international joint venture (IJV). They used the data from a survey of executives from joint ventures between Indian partners and partners from other counties to do the research. Finally, Pothukuchi, Damanpour, Chen, Park (2002) found that there is a negative effect from culture distance on the performance of international joint venture originates from differences in national culture and differences in organizational culture. Whats more, they found that the presumed negative effect from culture distance on the performance of international joint venture originates more from differences in organizational culture than from differences in national culture. Therefore, from the study of (Pothukuchi, Damanpour, Choi, Chen, Park, 2002), we can know that differences in national culture have a negative impact on the performance of international joint venture. Moreover, differences in organizational culture also have a negative impact on the performance of international joint venture. Now, we know that differences in national culture and differences in organizational culture both have a significant impact on the performance of the international business. Differences in culture between partners have a significant impact on the international business. Therefore, it is very important and necessary for the international business people to study and understand how culture impact on the international business. Moreover, Sirmon and Lane (2004) said that when the domain of a social group is closer to the value-creating activities of an alliance, cultural differences between the partners members of that social group will be more disruptive. From Sirmon and Lane (2004), we can know that when cultural differences between the partners are very relevant to the value-creating activities of an alliance, cultural differences will significantly affect the performance of the international business. Therefore, it is very important and worthy to study how the cultural differences between the partners impact the performance of international alliance. Whats more, Sirmon and Lane (2004) found that when the domain of a social group is closer to the value-creating activities of an alliance, organizational culture differences between the partners members of that social group will be more disruptive than national culture differences. Furthermore, they also found that professional culture is the most relevant t o the value-creating activities of an alliance. Therefore, when the domain of a social group is closer to the value-creating activities of an alliance, the professional culture differences between the partners members of that social group will be the most disruptive. From the study of (Pothukuchi, Damanpour, Choi, Chen, Park, 2002) and the study of (Sirmon and Lane, 2004), the culture differences have a significant impact on the international business when the domain of a social group is closer to the value-creating activities of an alliance. This essay will discuss how the culture impact on the international business. Moreover, this essay will discuss how the culture differences impact the international business based on three main readings: (Morrison, 2006, p.168), the study of (Pothukuchi, Damanpour, Choi, Chen, Park, 2002) and the study of (Sirmon and Lane, 2004). Section 2 is definition of culture and international business. Section 3 is discussion and analysis of how the culture differences impact the international business. Section 4 is the conclusion and some suggestions. Section 2 Definition of Culture and International business Culture In order to discuss how the culture differences impact the international business, we must understand what culture is first. Culture can be broadly defined as , a learned, shared, compelling, interrelated set of symbols whose meanings provide a set of orientations for members of a society (Terpstra and David, 1991, p.6). From (Morrison, 2006, p.169), we can know that culture has many aspects, for example, value, behavior, beliefs, communication, sport, music and customs. International Business In order to discuss how the culture differences impact the international business, we should also understand what international business is. From (Morrison, 2006, p.5), we know that an international business forms when business activities of a company straddle two or more countries. A global business forms when a company expands to the extent that a large portion of its business is outside its home country (Morrison, 2006, p.6). Salk and Shenkar (2001, p.163) said that International alliances reside at the confluence of different cultures which include national, organizational and occupational cultures. Therefore, it is very important to study and understand how different cultures impact on the international business. Section 3 Discussion and analysis of how the culture differences impact the international business. Pothukuchi et al. (2002) found that partners cultural differences may have more influence on the performance of international alliance as those differences become more directly related to the alliances primary value-creating activities. An international alliances performance is driven by the alliances effectiveness in achieving its primary value-creating activities. Moreover, Harrison et al. (2001) said that resource complementarity between partners of international alliance is often a necessary condition to optimize this value creation. Therefore, in order to share, combine and leverage complementary resources, the partners employees must interact effectively. Many researchers found that national and organizational culture differences between these employees affect their interactions. This means that differences in national and organizational culture have a significant impact on the performance of international business. It is very important and necessary for the international busin ess people to study and understand different national cultures and organizational cultures. (Morrison, 2006, p.168) also said that culture differences can directly impact the success or failure of a project. He also said that achieving a successful outcome will depend on sensitivity to differences in cultures between partners. This means sensitivity to differences in norms of behavior, value systems and languages between the partners will impact the success or failure of a project. Whats more, Trompenaars (1994) also said that for international business, grasping the interacting cultural dynamic between the global and the local is the key to be successful. Therefore, for international business, sensitivity to differences in cultures and grasping the interacting cultural dynamic between the global and the local is very important because culture differences can directly affect the success or failure of a project. Moreover, Sirmon and Lane, (2004) said that cultural differences stems from national, organizational and professional cultures. The differences in national, organizational and professional culture can inhibit international alliance partners employees ability to interact effectively. This essay will discuss how the culture differences affect the international business from three different aspects: national culture, organizational culture, and professional culture. National Culture We know that different countries have different cultures. From (Morrison, 2006, p.172), nations are distinguishable from each other by a shared cultural history, for example, religion, language, or racial identity. Moreover, all these distinguishing characteristics blend into a national culture. Common language, shared religious, shared moral values, shared history, relationship between the individual and group, and attitudes to education are all the elements of national culture. National culture relates primarily to deep-seated values (Hofstede et al., 1990). National culture influences family life, organizational culture, education, and economic and political structures (Morrison, 2006, p.172). Sirmon and Lane, (2004) also said that the influence of national culture is strong and long lasting. Organizations, while they may develop their own specific values and behavior, are also highly influenced by the national culture of their home country (Morrison, 2006, p.202). Moreover, Hofst ede (1991) found that national culture explains 50% of the differences in managers attitudes, beliefs, and values. Albert (1991) said that national culture differences are clearly seen in economic and political systems, educational systems, and other institutions. Therefore, Sirmon and Lane, (2004) said that national culture differences between partners of the international alliance can challenge the development of successful relationships. Park and Ungson (1997) said that these challenges stem partially from the lack of shared norms or values. Moreover, this lack of common understanding may undermine the partners interpretation of each others strategic intent, which is crucial in global markets and partnerships (Hitt et al., 1995). Whats more, Hennart and Zengs (2002) research findings also suggests that differences in national culture can disrupt collaboration and learning between partners of the international alliance. Furthermore, Sirmon and Lane, (2004) said that a lack of shar ed values and norms may reduce effective communication, trust and knowledge sharing in joint ventures. They said that all these problems have been found to lead to lower the performance of the international business. However, differences in national culture can be beneficial. For example, when the managers work with the foreign partners, they will spend more effort on avoiding misunderstandings in international alliances than they would in domestic alliances. In this case, differences in national culture can lead to high-level communication and a more sustained collaboration. Therefore, differences in national culture also have a good and positive impact on the international business. Whats more, Chui et al. (2002) and Gibson (1999) also said that National culture has been shown to impact on major business activities, from capital structure to group performance. Now, we know that differences in national culture have a significant impact on the international business. Therefore, it is very important to study and understand how the national culture impact on the international business. This essay will also discuss how the national culture impact on the international business by discussing and analyzing how language and religions impact on the international business. (1). Languages Common language is an element of national culture. Language is the basic means of communication between people. Language facilitates social interaction and fosters a system of shared values and norms (Morrison, 2006, p.174). If partners of international alliance cannot have common language to communicate, they cannot cooperate and interact because they cannot communicate. Business people cannot do business with the people who speak different languages. Nowadays, the importance of English as a global language extends far beyond the number of native speakers. English as a global language and common language helps people who speak different languages to communicate. English language is an intercultural means of communicating. Business people can use English in their international business activities. Business people now can do business with the people who speak different languages by using English. English helps the business people overcome the problems of intercultural communication in their international business activities. Therefore, having a common language is a very important necessary condition for international business. Today, most of South America is Spanish-speaking, moreover, in recent years Spanish companies have expanded in the region, attracted by a perceived affinity with these markets derived from a common language(Morrison, 2006, p.175-176). Moreover, in a low-context culture, communication is clear and direct, such as America. In a high-context culture, much goes unsaid because ambiguity is the norm and directness is avoided, such as Asian cultures (Morrison, 2006, p.174-175). Difference in language culture will also impact international alliance partners employees communication and inhibit their ability to interact effectively. Therefore, knowing and understanding the partners language culture well is also very important for international business. (2). Religions The system of values and beliefs that characterizes a culture may be embodied in a particular religion (Morrison, 2006, p.179). As well as religious power, religion may exercise considerable political power. It can form a major unifying force in society. In countries where religion is a major element of the cultural environment, sensitivity to local religious beliefs and practices is particularly important in building business relations (Morrison, 2006, p.180). Research has identified over 15,000 distinct religions and religious movements among the worlds population (Barrett, 1997). Therefore, there are many people who have religious beliefs in this world. Knowing the local religious beliefs and the business partners religious beliefs well is very important for the international business. Moreover, many social associations and political parties in many countries are commonly based on religious affiliations. Moreover, these form an essential dimension of the business environment. For example, the growth in membership and influence of large churches in parts of the US impacts on the social and cultural environment of the communities in which they are located. If there is an established religion in a location, a business must take account of its wide ramifications. If there are multiple religions in locations, a business as a good corporate citizen should not discriminate (Morrison, 2006, p.181-182). Knowing the business partners religious beliefs well will help to achieve good outcomes. Do not know the business partners religious beliefs well may lead to the failure of your business. Therefore, we can know that it is particularly important and necessary for the international business to know the business partners local religious beliefs well. Whats more, many aspects of business life are directly (or indirectly) affected by religious beliefs and practices. For example, particular foods that are forbidden such as beef for Hindus; ban or restrictions on consumption of alcoholic drink; religious festivals during which work may be forbidden; clothing requirements; requirement for women and men to be segregated in the work environment in Muslim societies; and the ban on Sunday shopping in some countries (Morrison, 2006, p.187). Organizational Culture From the study of (Pothukuchi, Damanpour, Choi, Chen, Park, 2002), we know that the negative effect on the performance of international joint venture originates more from differences in organizational culture than from differences in national culture. Whats more, from the study of (Sirmon and Lane, 2004), we know that when the domain of a social group is closer to the value-creating activities of an alliance, organizational culture differences between the partners members of that social group will be more disruptive than national culture differences. Therefore, from the study of (Pothukuchi, Damanpour, Choi, Chen, Park, 2002) and the study of (Sirmon and Lane, 2004), we can know that organization culture has more impact on the international business. Organizational culture is very important for the international business. Therefore, in order to discuss how the culture differences impact the international business, we must understand what organizational culture is. From (Morrison, 2006, p.195), organizational culture or corporate culture, like national culture, focuses on values, norms and behavioral patterns shared by the organization. An organizational culture is one that is deliberately fostered among employees, who may have come to the company from a variety of different cultural background. Characteristics of organizational culture include that, for example, common language, shared terminology, norms of behavior, and dominant values of the organization. Hofstede et al. (1990) said that whereas national culture relates primarily to deep-seated values, organizational culture relates primarily to shared beliefs in organizational practices and processes. Weber et al. (1996) found that different organizational cultures between acquirer and target could decrease top managers positive attitudes toward the merger and decrease their cooperation. Therefore, Sirmon and Lane, (2004) said that organizational culture is very important for the success of mergers and acquisitions. They thought that when the partners have the same organizational culture, satisfaction, learning and effectiveness of interactions will be increased. Therefore, same organizational culture between the partners has positive impact on the success of mergers and acquisitions. Whats more, they also thought that if the partners have different organizational cultures, satisfaction, learning and effectiveness of interactions will be decreased. Moreover, from (Sirmon and Lane, 2004), we know when learning, satisfaction and effectiveness of interactions are decreased, the business processes used to share combine and leverage resources will be inhibited. Sirmon and Lane, (2004) said that it will be more difficult for partners who have different organizational cultures to effectively achieve the primary value-creating activities. Professional culture From (Van Maanen and Barley, 1984; Jordan, 1990 ¼Ã¢â‚¬ ºBrown and Duguid, 1991; Lave and Wenger, 1991), we know that professional cultures develop through the socialization. Individuals receive the socialization during their training and occupational education. Then this socialization will be reinforced through the individuals professional experiences and interactions that lead to a broad understanding of how their occupation should be conducted. Moreover, Trice and Beyer (1993) said that professional cultures form as people, who span individual organizations, share a set of norms, values and beliefs related to their occupation. Sirmon and Lanes (2004) research findings suggests that professional culture differences are often the most relevant and salient cultural differences that the interacting employees face, and thus professional culture differences are the most disruptive to the alliances effectiveness in achieving its primary value-creating activities Section 4 Conculsion This essay discussed and analyzed that how the culture impact on the international business. Moreover, this essay discussed how the culture differences impact the international business based on three main readings: (Morrison, 2006, p.168), the study of (Pothukuchi, Damanpour, Choi, Chen, Park, 2002) and the study of (Sirmon and Lane, 2004). After discussing how the culture differences impact the international business, we know that: An international alliances performance is driven by the alliances effectiveness in achieving its primary value-creating activities. Moreover, resource complementarity between partners of international alliance is often a necessary condition to optimize this value creation. In order to share, combine and leverage complementary resources, the partners employees must interact effectively. However, national and organizational culture differences between these employees affect their interactions. Therefore, partners cultural differences may have more influence on the performance of international alliance as those differences become more directly related to the alliances primary value-creating activities. Achieving a successful outcome will depend on sensitivity to differences in cultures between partners. This means sensitivity to differences in norms of behavior, value systems and languages between the partners will impact the success or failure of a project. Therefore, culture differences can directly impact the success or failure of a project. Cultural differences stems from national, organizational and professional cultures. The differences in national, organizational and professional culture can inhibit international alliance partners employees ability to interact effectively. Differences in national culture lead to the lack of shared norms and value. The lack of shared values and norms may reduce effective communication, trust and knowledge sharing in the international business. Moreover, this lack of common understanding may undermine the partners interpretation of each others strategic intent, which is crucial in global markets and partnerships. All these problems have been found to lead to lower the performance of the international business. Therefore, differences in national culture can disrupt collaboration and learning between partners of the international alliance. Differences in national culture may have a negative impact on the performance of the international business. In some circumstance, differences in national culture can lead to high-level communication and a more sustained collaboration between the partners. Differences in national culture also have a good and positive impact on the international business. Therefore, differences in national culture can also be beneficial for the international business. Knowing and understanding the partners language culture well is also very important for international business. In countries where religion is a major element of the cultural environment, sensitivity to local religious beliefs and practices is particularly important in building business relations. When the domain of a social group is closer to the value-creating activities of an alliance, organizational culture differences between the partners members of that social group will be more disruptive than national culture differences. Therefore, the negative effect on the performance of international joint venture originates more from differences in organizational culture than from differences in national culture. Moreover, different organizational cultures between acquirer and target could decrease top managers positive attitudes toward the merger and decrease their cooperation. Organizational culture is very important for the success of mergers and acquisitions. Professional cultures form as people, who span individual organizations, share a set of norms, values and beliefs related to their occupation. Professional culture differences are often the most relevant and salient cultural differences that the interacting employees face, and thus professional culture differences are the most disruptive to the alliances effectiveness in achieving its primary value-creating activities. Some suggestion for the international business which reside at the confluence of different cultures: Morrison, (2006, p.202) said that in the international environment, a polycentric approach will make it easier for the international organization to adapt to the different cultural environments of foreign operations. (Morrison, 2006, p.168) also said that joint ventures is a good way to make international business relationships successful. Whats more, cultures are not fixed and static. Cultures can change. Therefore, organizations should be capable of change as they expand internationally because there are interactions between cultures and growth of international markets and global brands. Albert, M. (1991) Capitalisme contre Capitalisme, Paris: Seuil. Barrett, D. (1997) Annual statistical table on global mission:1997, International Bulletin of Missionary Research, 1 (1):24-5. Brown, J.S. and Duguid, P. (1991) Organizational learning and communities of practice: toward a unified view of working, learning, and innovation, Organization Science 2(1): 40-57. Chui, A.C.W., Lloyd, A.E. and Kwok, C.C.Y. (2002) The determination of capital structure: is national culture a missing piece to the puzzle? Journal of International Business Studies 33(1): 99-127. Gibson, C.B. (1999) Do they do what they believe they can? Group-efficacy beliefs and group performance across tasks and cultures, Academy of Management Journal 42(2): 138-152. Harrison, J.S., Hitt, M.A., Hoskisson, R.E. and Ireland, R.D. (2001) Resource complementary in business combinations: extending the logic to organizational alliances, Journal of Management 27: 679-690. Hennart, J.-F. and Zeng, M. (2002) Cross-cultural differences and joint venture longevity, Journal of International Business Studies 33(4): 699-716. Hitt, M.A., Tyler, B.B., Hardee, C. and Park, D. (1995) Understanding strategic intent in the global marketplace, Academy of Management Executive9 (2): 12-19. Hofstede, G. (1991) Cultures, Organizations: Software of the Mind, London: McGraw-Hill Hofstede, G., Neuijen, B., Ohayv, D.D. and Sanders, G. (1990) Measuring organizational cultures: a qualitative and quantitative study across twenty cases, Administrative Science Quarterly 35: 286-316. Jordan, A.T. (1990) Organizational culture and culture change: a case study, Studies in Third World Societies 42: 209-226. Lane, H.W. and Beamish, P.W. (1990) Cross-cultural cooperative behavior in joint ventures in LDCs, Management International Review 30(special issue): 87-102. Lave, j. and Wenger, E. (1991) Situated Learning: Legitimate Peripheral Participation, Cambridge: Cambridge University Press. Lyles, M.A. and Salk, J.E. (1996) Knowledge acquisitions from forging parents in international joint ventures: an empirical examination in the Hungarian context, Journal of International Business Studies 27(5): 877-903. Morrison, J. (2006), The International Business Environment, palgrave macmillan Parkhe, A. (1991) Interfirm diversity, organizational learning, and longevity, Journal of International Business Studies 22(4): 579-601. Park, S.H. and Ungson, G.R. (1997) The effect of national culture, organizational complementarity, and economic motivation on joint venture dissolution, Academy of Management Journal 40(2): 279-307. Pothukuchi, V., Damanpour, F., Choi, J., Chen, C.C. and Park, S.H. (2002) National and organizational culture differences and international joint venture performance, Journal of International Business Studies 33: 243-265. Salk, J.E. and Shenkar, O. (2001) Social identify in an international joint venture: an exploratory case study, Organization Science 12: 161-178. Sirmon, D.G., and Lane, P.J. (2004), A model of cultural differences and international alliance performance, Journal of international Business Studies (2004) 35, 306-319. Terpstra, V. and David, K. (1991) The Cultural Environment of International Business (Cincinnati: South-Western Publishing Co.). Trice, H.M. and Beyer, J.M. (1993) The Culture of Work Organizations, Englewood Cliffs, NJ: Prentice-Hall. Trompenaars, F. (1994) Riding the Waves of Culture (New York: Irwin). Van Maanen, j. and Barley, S.R. (1984) Occupational communities: culture and control in organizations, Research in Organizational Behavior 6: 287-365. Weber, Y., Shenkar, 0. and Raveh, A. (1996) National and corporate culture fit in mergers/acquisitions: an exploratory study, Management Science 42:1215-1227.

Difference between cost accounting and financial accounting Essay

?In recent years, the range of accounting application is expanding rapidly, along with the increasing demand of economic market. As is well known, accounting is a key aspect of business. And in the accounting profession, there has been already existed interpenetration and overlapping among the different kinds of accounting. Cost accounting and financial accounting are two main components of accountancy. The former one is a part of accounting. In cost accounting, it dramatically researches the variable cost, fixed cost, overheads and capital cost, which is beneficial to calculate the cost and control the cost. And in another part of accounting, financial accounting, we record the business and make the financial statements through this kind of approaches. There are lots of similarities and differences between these two methods. Meanwhile, each of them has its own scope of application. People use different accounting methods to solve different financial problems. Cost accounting refers to the total cost of the products. It is a mixture of financial accounting and management accounting, and it is a method to analyze the cost information. The former method is a procedure of gathering, calculating, concluding and evaluating various alternative courses of action, (Vanderbeck, E. J. 2013), while the latter one is a field of accounting, which is considered to be the provision of financial statements prepared for decision makers and other stakeholders. (Wikipedia, 2013). The latter method is the process of integrating financial data that taken from an organization’s accounting records and issuing in the form of statements for the advantages of people outside the organization for an interval time. (Weil, R. L. 2012). More and more differences are appeared in cost accounting and financial accounting. Firstly, we use them for different purposes. Cost accounting aims at calculating cost of production or service in a scientific way and then facilitating cost control and cost reduction. The main purpose of cost accounting is to analyze, determinate and control of the total cost. The purpose of financial accounting is to find out the results of an accounting year in the form of Profit and Loss Account and Balance Sheet. The main function of financial accounting is to record financial transactions, find out profit or loss and identify financial position. Next, they are different in recording. In cost accounting, both actual transactions record and estimations are used. For example, when we mentioned budgetary control and variance analyze, we set the standard cost which is based on the estimations on previous data. And these estimations may differ slightly from actual cost. While in financial accounting, since the recording is limited to use actual transaction, the estimation is not allowed to prepare income statements and balance sheets. In addition to the above, their control aspects are also diverse. For the cost accounting, we focus on the techniques of controlling the cost. For instance, a company is planning to generate three products, A, B and C. If the percentage of C is 40%, product A and B are produced at only 10%. We will intend to manage the cost of product A and B by means of different approaches. However, in financial accounting, we just ensure to record the transactions correctly, but are not concerned with the controlling of cost. (Kumar, V. 2012). At last, their forms of reference are different. In cost accounting, it is possible that there is no reference following. Regulation can be had only from a body of conventions followed by cost accountants. Nevertheless, in financial accounting, references can be made in case of difficulty to the company laws and case decisions. It is also a challenge for the canons of sound professional practice when to devise or operate a system of financial accounting. Although there are a number of differences between cost accounting and financial accounting, they still have something in common. One of the similarities is that they both based on the financial reports. Management accounting and financial accounting are two major branches of accounting. Therefore financial accounting belongs to the second level. Cost accounting is in the third level, as a branch of accounting information system, it provides record of cost and reports the number of information, and all these information is for the financial accounting. Financial accounting is used to produce financial reports and statements, including the balance sheet, income statement and statement of cash flows. Their financial reports are supported by each other. Moreover, both of them focus on ways to improve company performance. Even though one concentrates on parts of company, the other one focuses on the entire company. According to the financial statements, it can supply information of profitability and financial status to the interested outsiders. Useful information not only can be provided to the businessman for making decisions; also the reports can be used for cutting cost and acquiring more profit and wealth of business. The final objective is to take measures to understand their finances and enhance the performance through the financial report analysis. Accounting brings a great deal of help to us, at the same time we have to take into account the limitations of different accounting methods. One of the limitations facing by the cost accounting is that its inapplicability. Cost accounting is normally to accounting for the cost of industries. It is significant to identify the different categories of expenses and allocation of expenses, which is considered as a complicated system for accounting. In order to collect the data and prepare for the reports, different forms and formulas are needed. It is true that cost accounting cannot be applied with advantage to trading concerns and concerns of small size. As claimed by Nigam Lal B. M. et al. (2004), â€Å"There is no ready-made system of cost accounting applicable to all industries irrespective of their nature or the nature of the article produced or service rendered. The system should be adapted to the industry concerned. † Hence, it becomes complicated and it cannot apply to all types of industry. What is more, financial accounting also has some limitation such as its untimely information. This method is defined to supply information in the form of statements which always include Balance Sheet and Profit and Loss Account for a period, once a year as usual. The information of expenditures is provided on the basis of historical transactions. So the information which merely indicates the past action is only concerned with historical interest and previous analysis. According to Siyanbola, T. T. (2012) said, â€Å"the business requires timely information at frequent intervals to enable the management to plan and take corrective action. † For example, during the current year, if a corporation has budgeted ? 240,000 sales for a year whereas the exact budget of every month is difficult to be recognized. In other words, the information about a relatively short period time can hardly be produced to some extent. Furthermore, financial accounting also lacks analysis of losses. It does not provide complete assessment of losses because of defective material, idle time, idle plant and equipment. Besides, it is difficult to analyze the distinction between avoidable and unavoidable wastage. People will not know the information about losses. In summarize, both of the two accounting methods are good techniques for ascertaining profitability and helpful for decision making. Cost accounting is an essential aspect of accounting information about the problems of core managerial control while the object of financial accounting, which is different from the former one, is to identify the profitability and to give information about the financial position of the business. Even though there are some distinguish and approximation between them, we regard different accounting methods as guidance in the office, so long as more attention should be paid to their limitations.

Benvolio Mask Essay

For my Benvolio mask, I chose the color blue for loyalty, the dove’s wing for being a peacemaker, and the monocle to represent wisdom. In public, when Benvolio enters the scene, he sees men with raised swords so he told them to â€Å"put up your swords† (1,1,76). Tybalt then enters and tells Benvolio to draw his sword but Benvolio tells Tybalt that he should â€Å"part these men with me† (1,1,82). This shows that Benvolio wants no violence but rather peace. Since a dove’s wing means peacefulness, honesty, and faith, I chose the dove’s wing because Benvolio has all these traits. After the fight, Romeo is seen grieving about his purged heart and tells Benvolio goodbye, but Benvolio tells Romeo that he will â€Å"go along†(1,1,196) and if Romeo leaves him, then he will â€Å"do [him] wrong†(1,1,197). True friendship and loyalty was exhibited in this scene which is represented by the color blue on the mask. I put blue as the background of the mask because it’s meaning is loyalty and Benvolio shows this by tagging along with his friends and trying to soothe them and communicate with them. When the Capulets arrive into the public place, Mercutio calls Tybalt out to fight him , but when Benvolio sees the danger point, he tells the men to â€Å"withdraw unto some private place, and reason coldly of your grievances, or else depart. † (3,1,50). When no men heed Benvoilio’s warning, Mercutio is killed and Romeo looks for revenge and he achieves it with a fallen pale Tybalt. Benvolio tells Romeo to â€Å"be gone†(3,1,134), and to â€Å"stand not amazed† (3,1,134) since the â€Å"prince will doom thee death†(3,1,136) and â€Å"if thou art taken: hence, be gone, away! †(3,1,137). This shows how wise and aware Benvolio is. A monocle represents this because when one wears a monocle they have the urge to think deeper.

University of Portland Acceptance Rate, SAT/ACT Scores, GPA

The University of Portland is a private Catholic university with an acceptance rate of 75 percent. Founded in 1901, Portland is affiliated with the Congregation of the Holy Cross. The University of Portland frequently ranks among the nations  top Catholic universities. The school has a 12-to-1  student/faculty ratio. Nursing, engineering, and business fields are all popular among undergraduates. In athletics, the Portland Pilots compete in the NCAA Division I  West Coast Conference. Considering applying to the University of Portland? Here are the admissions statistics you should know, including average SAT/ACT scores and GPAs of admitted students. Acceptance Rate During the 2017-18 admissions cycle, the University of Portland had an acceptance rate of 75 percent. This means that for every 100 students who applied, 75 students were admitted, making Portlands admissions process somewhat competitive. ï » ¿TitleAdmissions Process (2017-18)Caption(No Caption)ï » ¿ SAT Scores and Requirements The University of Portland requires that all applicants submit either SAT or ACT scores. During the 2017-18 admissions cycle, 76 percent of admitted students submitted SAT scores. SAT Range (Admitted Students) Section 25th Percentile 75th Percentile ERW 580 660 Math 560 660 ERW=Evidence-Based Reading and Writing For the evidence-based reading and writing section, 50 percent of students admitted to Portland scored between 580 and 660, while 25 percent scored below 580 and 25 percent scored above 660. In the math section, 50 percent of admitted students scored between 560 and 660, while 25 percent scored below 560, and 25 percent scored above 660. Applicants with a composite SAT score of 1320 or higher will have particularly competitive chances at the University of Portland. Requirements Portland does not require the SAT writing section or SAT Subject tests. Note that the University of Portland participates in the scorechoice program, which means that the admissions office will consider your highest score from each individual section across all SAT test dates. ACT Scores and Requirements The University of Portland requires that all applicants submit either SAT or ACT scores. During the 2017-18 admissions cycle, 44 percent of admitted students submitted ACT scores. This admissions data tells us that most of the University of Portlands admitted students fall within the top 31 percent nationally on the ACT. The middle 50 percent of students admitted to Portland received a composite ACT score between 23 and 28, while 25 percent scored above 28, and 25 percent scored below 23. Requirements Note that the University of Portland does not superscore ACT results. Your highest composite ACT score will be considered. Portland does not require the ACT writing section. GPA In 2018, the average high school GPA of the University of Portlands incoming freshmen class was 3.65, and 47 percent had average GPAs of 3.75 and above. These results suggest that most successful applicants to Portland have primarily A grades. Admissions Chances The University of Portland, which accepts three-quarters of applicants, has somewhat competitive admissions. However, Portland also has a  holistic admissions  process and admissions decisions are based on much more than numbers. A strong  application essay  and  glowing letters of recommendation  can strengthen your application, as can participation in meaningful  extracurricular activities  and a  rigorous course schedule. The university is looking for students who will contribute to the campus community in meaningful ways, not just students who show promise in the classroom. Students with particularly compelling stories or achievements can still receive serious consideration even if their grades and scores are outside of Portlands average range. The majority of students accepted to the University of Portland had GPAs of B or higher, SAT scores (ERWM) above 1100, and ACT composite scores of 22 or higher. A large number of successful applicants had A averages. If You Like the University of Portland, You May Also Like These Schools University of OregonUniversity of WashingtonUniversity of San FranciscoUniversity of Hawaii ManoaUniversity of San DiegoOregon State UniversityGonzaga University Sources Apply. University of Portland, Portland, Oregon. Get your acceptance chances for University of Portland. Cappex. National Norms for ACT Test Scores Reported During the 2019-2020 Reporting Year. ACT, Inc., 2019. University of Portland. College Navigator, National Center for Education Statistics.