If you had to recommend either a presidential or a parliament system Essay

If you had to recommend either a presidential or a parliament system for a new democracy which would you choose and why - Essay Example However, Spain’s transition into democracy is not the only case where in a parliamentary system has proven its value and strength. In fact, according to Von Mettenheim (1997), most of the strong democratic regimes across the globe at present are parliamentary systems, where executive rule is made by law-making majorities and relies on these majorities for continued existence. On the contrary, the United States is the sole presidential democratic regime with an extensive history of constitutional stability. Besides the United States, Chile is the only country that has a record of a lengthy, fairly uninterrupted constitutional stability under the system of presidentialism, but Chile’s democratic regime collapsed in the 1970s (Cheibub, 2007). Thus this essay recommends a parliament system, instead of a presidential regime, for a new democracy. This argument is substantiated by an analysis of Angola’s case, a country struggling to finally establish a true democratic government. The Merits of Parliamentarism Parliamentarism is a system where in the sole democratically constitutional body is parliament. Within a parliamentary system, the power of the state is totally subjected to the confidence of the parliamentary. Parliamentary regimes may consist of presidents who are chosen through direct popular election, but they generally do not have the capacity to vie forcefully for authority with the Prime Minister (Diamond, Plattner, & Costopoulos, 2010). By contrast, in presidentialism an executive or president with extensive constitutional powers is directly elected by the public and free from parliamentary confidence votes. The president is not just the executive but the symbolic head of state as well and can be overthrown through impeachment (Diamond et al., 2010). In reality, presidentialism may be relatively reliant on the support of the legislative branch; the harmony or symmetry between the legislative and executive branch in these systems can hence differ greatly. Historically, the superiority of parliamentary democratic regimes over presidentialism is not unexpected. A thorough comparative analysis of presidentialism and parliamentarism reveals that, all things considered, the latter is more advantageous to established democracy than the former. This is true specifically for countries with several political parties and entrenched political rifts, like Angola; for these nations, a parliamentary system is usually more effective in strengthening democracy. Therefore, the question is what are the justifications for arguing that the parliamentary system, when totally executed, is better than the presidential system? A particular advantage of a parliamentary system is that it puts into practice the separation of powers, even though merely partially. Parliamentarism takes the judiciary apart from the legislative and executive branches, but it assures that the executive is subjected to the legislature through a specific machine ry of trust between the government and the parliament. A parliamentary system also stresses the function of the legislature according to the principle of legislative dominance (Cheibub, 2007). Provided that the parliament is chosen in a democratic voting system, a parliamentary system provides a strong safeguard for democracy by highlighting the popular

Lenovo Case Study Example | Topics and Well Written Essays - 1000 words

Lenovo - Case Study Example Lenovo has declared its might in its website, detailing the expanse of its operations. To quote: Lenovo is a US$21 billion personal technology company... We have more than 26,000 employees in more than 60 countries serving customers in more than 160 countries†¦ We are defining a new way of doing things as a next generation global company (Lenovo 2012). It is interesting, hence, to know that Lenovo has had humble beginnings and, more importantly, it is a technology company that emerged from China, a developing economy and outside of the Silicon Valley. The company started modestly as a spinoff of China’s Institute of Computing Technology, a research institute of the Chinese Academy of Sciences (Tsui, Bian and Cheng, 2006, p.303). From there on, it began supplying parts and building computers for technology companies such as IBM. Lenovo, which operated under the name of Legend Holdings during its early years, gradually became a dominant PC maker in China. By 2003, it began its internationalization ambition. According to its CEO, Chuanzi Liu, â€Å"With a 30 percent share of the Chinese PC market, Lenovo realized that its opportunity for further domestic expansion was limited,† and that â€Å"Since the global PC market was estimated at around $200 billion, it could pose huge potential for us (p.574).† ... In order to tackle market globalization, there are many barriers involved and the type of operations management required is radically different from its own. The organization has effectively identified these problems themselves: 1) the organization did not have a brand name that could invoke worldwide recognition; 2) Lenovo did not have a strong presence in the world market; and, 3) there is a lack of human resources to effectively run and manage a truly global company (Liu, p.574). In internationalization and, much more, in the case of being a multinational company, the operations such as those involving organizational culture and human resources are very international in scope and must adhere with international standards and norms while ensuring a high degree of integration and responsiveness at the same time. Lenovo was able to address the problem and its complexities in a bold and ambitious move. In 2005, it acquired IBM’s PC business. This strategy addressed several criti cal challenges that it had identified previously. It boosted the organization’s global brand by â€Å"piggybacking† on IBM’s reputation and the company’s products such as the ThinkPad brand (see Lenovo’s performance during this period in Fig. 1). This enabled the company to penetrate lucrative markets such as the United States, as well as additional market segments that IBM and its acquisitions were particularly known for such as large enterprise, midmarket and, most particularly, laptop computers (Gupta, Wakayama and Rangan, 2012, p. 195). The OM involved is aligned with the â€Å"springboarding† approach that involves the acquisition of critical resources at home and abroad in order to penetrate markets, compete with rivals and