The Operational Strategy for Gap Inc

The Operational Strategy for Gap Inc It is clear in the market that as an organization Gap is struggling. Profitability, changing customer needs and tastes and increased global competition has affected our performance. The Gap North America division for instance, has not posted an annual increase in sales at stores open at least a year since 2004. In 2009, sales were $3.82 billion, down almost one-third from where they were in 2004, Clifford (2011). At least four changes at CEO level have occurred, and as the new CEO, the need to determine and implement an effective operational strategy is of paramount importance. The objective of this presentation is to obtain board approval on the proposed Operational Strategy for Gap and any possible changes to the recommendations and conclusions drawn by the executive team. The methodology adopted involved reviewing the entire business operations of Gap and that of its leading competitors (especially Zara). This involved using secondary data from the case study, internet searches on trends and developments in the global fashion industry and that of the company. In the development of this operational strategy it was important to note that, the operational strategy is sub servant to the broad corporate strategy and using the Porters (1985) value chain analysis. This according to Heizer and Render (2011) uses identified activities that represent strengths or potential strengths and maybe opportunities for developing competitive advantage. It must be noted early, however, that an alternative perspective exist that the use of resource view approach. Using the resource view approach means that Gaps effectiveness is predicated by determining the optimum fit for the firms resources in the dynamic environment as noted by Heizer and Render (2011). A hybrid response and differentiation strategy shall be adopted as apposed to the traditional cost leadership strategy within Gap. Our focus and competitive advantage as an organisation has thus shifted from just become cheaper to becoming better and faster. This means that we are aligning to changes in cus tomer needs, increasing global competitiveness and a dynamic business environment. (A justification for this strategy is provided for in annexure 1 of this report). The CSFs necessary to ensure the success of the operational strategy included, effective communication, internal marketing, change management and while communication was found to be the most Cost of implementing changes to ensure that successful execution of the operational strategy was determined asà ¢Ã¢â€š ¬Ã‚ ¦.. The recommendations put forward to the board included the need to adopt the operational strategy in line with understanding that radical change is a prerequisite. Critical Success Factors to include, internal marketing of the operational strategy, building a performance culture, ensuring effective communication and putting in place a reward-systems that are linked to performance are a must. Table of Contents Page 1.0 Design of goods 2.0 Process and Capacity Design 3.0 Location Selection 4.0 Layout design 5.0 Supply Chain Management 6.0 Inventory Management 7.0 Scheduling 8.0 Conclusion and Recommendations List of References Annexures 1.0 Design of goods 2.0 Process and Capacity Design 3.0 Location Selection 4.0 Layout design 5.0 Supply Chain Management Hanna and Newman (2002) define SCM as the configurations, coordination and improvements of a sequentially related set of operations. It is the output from operations referred to by Hanna and Newman (2002) that customers get, and therefore, the strategic emphasis of well-managed supply chain is to have a competitive advantage driven primarily by strong customer focus. Heizer and Render (2011) define SCM as the management of activities that procure materials and services, transform them into intermediate goods and final products and deliver them through a distribution system. The authors believe that in todays business competition is not between companies but rather supply chains. This means that if internal operations at Gap can be improved to surpass that of competition it will give our organisation a competitive advantage. This section of the report will focus on how Gap can change its relationship with suppliers and distributors and most importantly an evaluation of managing our purchasing and outsourcing activities in line with increased competitive activity. In reviewing the above the objective it to build a chain of suppliers that focuses on maximising value to the ultimate customer Heizer and Render (2011). The major challenge within Gap has been our inability to control and determine what is to be made and what is to be purchased effectively. As we maximise value along the chain we will be able to ensure that we improve on quality, delivery and innovation. Our global presences demands that the review of the supply chain be linked closely to the overall strategy of the business. In other words this means that the operational strategy must link back to the broad corporate strategy for GAP. Key aspects of this the broad corporate strategy and operational strategy is driven primarily be the need to increase competitiveness through product customisation, high quality, cost reductions and speed to market with the added emphasis being on the supply chain Heizer and Render (2011). Refer to the corporate strategy in à ¢Ã¢â€š ¬Ã‚ ¦. It is proposed that a new integrated supply chain be adopted with Gap. This means that, having fewer suppliers and building on a centralised manufacturing. The advantages will be cutting down on unnecessary costs by suppliers while building on a pool of highly effective supplier base that is aligned to the firms overall vision and direction. Zara continues to use vertical integration as a method to build on expandin g its supply chain. The Japanese, method of Keirestu would work well as we combine both few suppliers and vertical integration. Whilst our traditional many-supplier strategy worked in the past suppliers were responsible for maintaining the technologies and expertise, costs and quality controls the surge in competitive activity especially form Zara has shown that centralised and or few supplier strategy works better. The need to focus on controlling supply and building on technological advantages is an imperative to the success in the industry. It will be necessary as few suppliers will help on improve inventory management as we move closer to the implementation of a JIT system. These few suppliers will be asked to participate in the design of goods by helping in the partnering in research and development initiatives to include, provide design innovations, input on changing customers tastes and needs and technological expertises. Review of existing Suppliers: our focus is to cut down on scatter and huge number of suppliers and thus focus on building dependable close yet very few suppliers with long-term strategic relationships Heizer and Render (2011) Because of the shift in focus of our broad strategy (differentiation) it means that the selection of our suppliers inevitably has to change. This change however is radical demanding that our lower end suppliers that are not cost effective and do not meet the changing requirements set by the organisation must be immediately cut out. Whilst the medium to long-term aspect of our strategy demands that we build a centralised manufacturing. This means that, existing risk associated with the environment (customs duties, tariffs, security screening, natural disasters, currency fluctuations, terrorists attacks and political issues), controls (management metrics and reliable secure communication for financial transactions product designs, and logistics scheduling) and process performance (raw material and component availability, quality and logistics) need to be considered, Heizer and Render (2011). Ongoing reviews of competitors centralised manufacturing performance will continue in line with building on the above necessary changes to ensure that risks identified can be mitigated. Heizer and Render (2011) proposes that while changes in the supply chain management happens differently in different organisation its success will depend on the building mutual agreement of goals, trust and compatible organisational culture. These are discussed in the conclusion section of the report. Fisher (1997) offers insight on how supply chain decisions affect strategy. Because Gap desires to use a hybrid strategy various aspects of Fishers input are critical to the success of the organisation. Our Supplier goals will equate to those of Benetton and that is to share market research jointly and develop products and options. Our Primary selection criteria however will select primarily for capacity, speed and flexibility. Gap would need to invest aggressively to reduce production lead time while use product design that lead to low setup time and rapid production ramp-up. 6.0 Inventory Management Effective supply chain management that is aligned to both a well-structured operational and corporate strategy has ensured that Zara remains highly profitable. It has also meant that it (Zara) can continue to build on its in-house production and inventory management systems. Backed by advanced technologies and inventory optimisation models Zara has been able to improve on its efficacy. To this end, Zara has a failure rate of 1% compared to the industry of 10%. The experiences that we have faced as an organisation in managing inventory has greatly performance because our 10% error rate in our clothing collection is very high and makes us very uncompetitive. In-part our many-supplier strategy is to be the cause of theses failures while in turn the fact that suppliers are many, makes the handling and processing of inventory very difficult from inbound logistics of raw material inventory to delivery of finished goods inventory. Two categories of inventory posses the biggest threat to our organisation and are a major concern. These are the management of raw material inventory and finished goods inventory. It is key to note that in line with changes in supply change, a review of our customer satisfaction (refer to Goods and service design à ¢Ã¢â€š ¬Ã‚ ¦) suppliers, production schedules and human resource planning are key in achieving success in inventory management as noted by Heizer and Render (2011). Poor record keeping of inventory has also been a major problem this has been caused by the huge stock of unsold items returned from own store retail chains in exchange of in-season stocks. While the existing many-supplier strategy has also increased stock and warehouse as lead times for stocks continue to negatively affect stock holding levels and record keeping. This also in turn increases holding stock costs and insurance charges while our competitors especially Zara centralised distribution warehouses hold stock for only 72 hours. A very effective and simple system to implement in store is a two -bin system. It is the view of the executive that going back to basics in inventory control will play a critical role in ensuring that we succeed in tracking and monitoring stock movement for the group. If is difficult to worry about more scientific approaches such as probabilistic models when the major challenge is that we have excess stock of clothing lines that have not been sold. Art P eck the former CE for Gap the Northern American rightfully notes Unless we put cute clothes in front of our customer on the shelfà ¢Ã¢â€š ¬Ã‚ ¦everything else we do isnt going to matter. 7.0 Scheduling Contracting manufacturing has created major challenges for our organisation in the past, as lead times have been long, late deliveries and prevention of out-of stock situations become an on going exercise. Lessons from the industry have shown the need to restructure our scheduling in line with proposed changes in supply chain and inventory management. According to Heizer and Render (2011), the scheduling decision addresses the problem of matching productivity to fluctuating demands. It is however important to note that different processes suggest different approaches to scheduling. Based on our selected strategy and the position taken by our competitors such as Zara and HM, it is important that we build on process focused facilities in the medium to long term period as we seek to centralise our operations. This means that we generate a forward-looking schedule, where MRP generates due dates that are refined with finite capacity scheduling techniques as noted by Heizer and Render (201 1). Automated scheduling systems will be put in place with trained and competent personnel. This is necessary to ensure that accurate and relevant production database is maintained throughout the entire organisation. Therefore in the first few months of operationalising the CE and Operations Director will review item master file, routing file, work-centre master file to ensure that scheduling is down to satisfactory standards (something that my predecessors failed to effectively manage). In own store retail structures Gap will employ a strategy current used by Zara to effectively manage staff. This method involves cyclical scheduling as it has been proven to reduce man-hours and increase staff motivation. Software to perform scheduled staff based on stores forecasted sales volumes with location staffing even during peak periods has been identified and been purchased to achieve the above requirement of cyclical scheduling at own store retail locations. Feasible and efficient schedules of production must be developed, the demands of human resources and facilities must be determined and controlled Heizer and Render (2011). 8.0 Conclusion and Recommendations The above analysis has clearly shown that change is eminent within the organisation. It is important to note that this change is radical and has to be implemented immediately. The criticality of the operation strategy (like all other major programs such as the balanced score card) demands that executives are tasked with specific duties and responsibility to ensure its success. To this end, executive management must ensure that operational decisions assigned to them be coordinated and communicated effectively among all operational structures and divisions (a schedule for the critical implementation has been shown below). The major concern from a marketing perspective is our failure to provide customers with products that clearly meet their specific needs and or tastes. The ever-changing business environment and increased competitiveness globally has also worked against the firm. However, from a purely operational perspective this has meant that we need to change our operating model an d ensure that it is aligned to the broad corporate strategy. In this regard the most effective strategy will be a hybrid response and differentiation strategy. This strategy will be different to the traditional cost leadership strategy within Gap. Our focus and competitive advantage as an organisation has thus shifted from just become cheaper to becoming better and faster. This means that we are aligning to changes in customer needs, increasing global competitiveness and a dynamic business environment. Key aspects of differentiation that will be incorporated are innovative design and a shopping experience unmatched to competition whilst the response aspect of our strategy will ensure flexible manufacturing reliability in our inventory, supply chain and scheduling structures and quickness in process design (as this will now be a lean structure). Key Operations Decision Major activities to be conducted Responsibility Due Date Design of Goods Process and capacity design Location Selection Layout design Supply Chain Management Inventory Management Scheduling The success of the Operational Strategy will not solely be based on its adoption and approval by the board but also by the need and realisation that it has to be implemented. However, implementation will also involve change, Burnes (2004), effective communication, Thill and Bovee (2001), internal marketing, Keegan (2001) and redefinition of reward systems and performance culture, Hitt, Black and Porter (2004). These critical success factors will help build on trust, ownership, teamwork and transparency while ensuring the successful implementation of the Operational Strategy. 8.1 Performance culture Reid (2005), sums up a performance culture that Gap must adopt to achieve a credible performance learning system these are: Openness and trust: candor must be encouraged and managers have to be willing to speak the unspeakable. Trust produces an environment where there is less defensiveness when issues are raised; people react more honestly and ask questions. Managed differences: conflicts are addressed and unfulfilled commitments exposed, options and alternatives are looked at without predetermined outcomes. Simplicity and focus: there is focus on implementation, with clarity and precision defining what needs to be accomplished and how. There is commitment at every level to remove complexity from the way of doing business. Playing to peoples strengths: leaders know their people and match effectively talent and task, as they understand their peoples strengths and how best to elicit them. 8.2 Internal marketing Internal marketing must become part of the on-going process within Gap. This will involve functional process alignment, motivation and empowerment of employees at all levels to consistently deliver and satisfy customer experience. Internal marketing must empower employees and give them accountability and responsibility because it helps non-marketing staff to learn and be able to perform their tasks in a marketing-like manner. For the internal marketing to be effective, employees must internalise the core values of the organisation. Sponsors can print t-shirts, caps and merchandise to give employees to wear every Friday so that they remember the importance of the project. 8.3 Reward systems To address motivation and morale within Gap there is need to initial review the existing reward and performance bonus scheme. The traditional approach of linking this to bottom line heavily undermines long term sustainability of the organization, as managers and employees race to meet target. Having worked in operations, the risk is made high as we near the festive season sales personnel dump long shelf life products on customers (on the basis that they will be in critical short supply) so as to meet targets. This works well until two months down the line, customers either refuse to replenish orders and or return product because it is nearing expiration. These losses are usually only accounted for way after the productivity bonuses have been paid out and annual accounts drawn. Whilst it is important to inform or remind employees what results are desired and motivate them to achieve and exceed the performance targets, the performance learning system (balance score card will help addre ss ensure this is done with great transparency). To achieve the above, sponsors through the HR department must ensure: Drafting job description based on process requirements and characteristics Translating process goals and action plans, personal training and development requirements into personal performance measures. Defining appropriate performance targets based on known capability and desired characteristics. Formally appraising performance against the range of measures developed and compare with target performance. Rewarding and recognizing superior performance. A balance must be struck in selection of reward system mix for both long term and short term success of Gap. Thus, in the short-term, rewards such as bonuses, commissions and piece-rate payments can be used long-term rewards can constitute stock based incentives i.e. stock options, stock appreciation rights and phantom stock plans. 8.4 Change Management Having internally marketed the adoption of the Balanced Scorecard as a PMM system, performance measure owners, must manage the change process. The change being implemented in Gap is planned as it is being consciously embarked upon, Burnes (2006). Stages of the planned change will entail: exploration, planning, action and integration. During each stage identified above it will be necessary for performance measure owners to involve employees for the change process to be successful. The change process reinforces behaviors that are aligned to Gaps objectives through feedback and full utilization of the reward system being created. However, in the implementation of the balance scorecard and in effecting change as a critical success factor to the entire project barriers might impede the successful execution of the project. According to Burnes (2006) the barriers to effective change programs are: competing resources, functional boundaries, change management skills, communication, Them and us- the opposition element, people needs and training, unrealistic timetables, resistance to change and initiative fatigue These factors can occur at any stage and can affect employees both the general labour force and even managers and the executive. To overcoming these barriers, Burnes (2006) proposes communication, ability to establish high trust relationships, negotiation, Influencing and build on self confidence.

Notions of class, status and caste and significant throughout Asia

Asia is synonymous to one word: exotic. With its temperate climate, architectural wonders, tropical greenery, thriving urban communities, rich history, and a melting pot of ethnic groups, it truly is a gem. There is also one thing that makes Asia stand out- its culture and tradition. The Far East, as Asia is sometimes called, had been colonized by Western powers, such as Americans, Portuguese, British, Spanish, Dutch, and French.   This gave rise to a diverse array of cultures, with influences brought by the outsiders interspersing with those of its local inhabitants. One interesting aspect of Asian culture is the caste system/society or social stratification. Caste is a social classification system bestowed hereditarily (Bogard, et al, 1997). The word traces its roots from the Portuguese word casta, a feminine form of casto, derived from the Latin castus, which means pure (The American Heritage, 2000). India, for instance, is known for its caste society (McNeill, 1990). Dowling (2005) noted that the Aryans, warriors from Central Asia, were responsible for bringing caste system into India. After defeating the Dravidians of Central India in 15000 BC, the Aryans created some from of social structure (2005). However, McNeill (1990) argued that caste system started â€Å"long ago† (p.126). He stated, â€Å"About 300 BC, a Greek ambassador to the court of Magadha, named Megasthenes, wrote a book about India in which he described seven hereditary classes into which, he said, Indian society was divided† (p. 126).   The caste system, he remarked, was probably created for members of any group to do things without any hindrance coming from other groups. Caste system allowed group members to â€Å"keep most off their own ways and inner values, and preserve private family customs, while still spending their lives in close daily contact with all sorts of people† (1990). Aryans divided the caste system into four- Brahmin, composed of priests, teachers and judges, Kshatriya or the warriors, Vaisya, consisted of merchants and farmers, and Sudras, or laborers (Dowling, 2005).   Below the Sudras were the untouchables or outcastes (2005).The untouchables had the lowest position in the caste system. They were not allowed to enter temples and schools. They were even not allowed to get water from wells were higher castes obtained theirs (2005).   Some untouchables converted to other religious denomination such as Islam and Christianity to avoid the plague of being outcastes (2005). The foundation of the caste system was based on two things- samsara or reincarnation and karma or quality of action (Bogard, et al., 1997). The Brahmins believed that an infant inhabits the soul of another human being or an animal (McNeill, 1990). He explained: Souls that in former lives had gathered a heavy load of karma, then were born into babies of the lowest castes. Those who in former lives had accumulated only a little karma earned the right to be born as Brahmans; and those in between caste status. Persons who lived well in whatever caste they had been born to could hope for rebirth higher on the scale. ( p.126) Compliance with the rules may result to reincarnation into higher caste (Bogard, et al., 1997). Women, however, may â€Å"have the privilege of coming back as an animal if they are good enough† (1997). Other details on the creation of the Indian caste system, however, were not clear. McNeill (1990) noted that the Indian caste system was not just made up of four classes. The Brahmanas did not provide details of establishment of the caste system. As McNeill noticed, â€Å"In other words, we have here a theory rather than a description of what really existed† (p. 126). However the case may be, India’s caste system has been deemed â€Å"illegal† (Dowling, 2005, para.5). It was officially abolished in 1947 (McNeill, 1990). But it is integral to Indian society and has molded India into what it is now (1990). McNeill added that the caste system â€Å"allowed very primitive ideas and magical practices to survive indefinitely† (p.128). But even with its abolition, caste system still exists in some Indian communities, especially in rural ones (1990). Several measures have been taken up to reduce its effect on people and communities. The Indian government has introduced government privileges to the untouchables, now known as Harijan (2005). However, the Harijan still receive less opportunities, educational and employment-wise. Another Asian country that has stratified society is Indonesia, specifically the Balinese (Frederick and Worden, 1993). The Balinese reside in the islands of Bali and Lombok and some parts of Sumbawa (1993). The caste system dates back to the fifteenth and sixteenth centuries, the time when Javanese princes flew to Bali to avoid the â€Å"advances of Islam† (1993).   The Balinese has had, since then, mingled with the locals and asserted an anti-Islamic political perspective (1993). The Balinese caste system was based on the Indian caste system (â€Å"Social System,†1998). The three classes were the Brahman, Ksatriya, and Wesya. The three made up the Triwangsa, which means â€Å"three peoples† (1998, para.9). The Triwangsa was the â€Å"highest three societal stratification† (1998, para.9). The classes comprised 10 % of the populace and lived in puri (1998, para.9) According to a Hindu myth (â€Å"Social System,† 1998), Brahman or god, was separated. His mouth developed into the Brahman, his arms became the Ksatriya, his thighs were the Wesya class, and out of his feet borne the Sudra class. The classes are akin to the human being, different parts have different purposes but all need to work together to survive. Brahman comprised priests, scholars and teachers (â€Å"Social System,†1998). They also had special privileges in burial rights and were entitled to a â€Å"high level of ritual communication† (1998, para.12). The Ksatriya was represented by warriors, rajas or princes whereas merchants fell into the Wesya caste (1998). The majority of Balinese, however, belonged to the Shudra class (Frederick and Worden, 1993). The Shudra or Sudra class consisted of the commoners (â€Å"Social System,†1998). Unlike their Indian counterpart, the Sudra caste was not considered untouchables (1998). The Sudra served as laborers for the three classes (1998).   Since they did not know how to read or write, they depended on the upper classes to â€Å"interpret religious texts and prayers† (1998, para.16). Caste was based on birth (â€Å"Social System,† 1998). Each caste followed certain rules. Caste rules were strictly observed. One rule involved addressing Triwangsa caste properly (1998). Another one was the responsibility of each caste member to offer assistance to other castes when needed (1998).Compared to the Indian caste system, the Balinese caste was not that rigid. Frederick and Worden (1993) pointed out that the Balinese caste system â€Å"involves no occupational specializations or ideas about ritual contaminations between ranks† (1993). Marriage between ranks was not forbidden. Today, the Balinese are caught between adhering to tradition and adapting to change (Frederick and Worden, 1993).They are starting to question the traditions and are caught in the middle of obeying years-old rules or completely junking them in favor of modernization. If the Balinese are torn between tradition and urbanization, the Philippines have managed to phase out its own version of caste system. The Spaniards’ colonization of the Philippines gave birth to the concept of barangay (Cunanan, 1986).   The barangay was considered the â€Å"basic political unit† (1986). It consisted of thirty to fifty families. A chief datu, who came from the aristocrat clan called maharlika, led a barangay (1986). The maharlika had servants called â€Å"aliping namamahay or aliping sagigilid† (1986). The aliping namamahay were responsible for building houses, tending the farms of the datus, among other things. On the other hand, the aliping sagigilid were house-bound (1986).   They were either taken into forced custody or served as payments for debts (1986). The barangays were soon integrated into a bigger unit called encomiendas (Cunanan, 1986). An encomienda was â€Å"awarded to the conguistadores and religious orders for their meritorious services in the conquest of the native people† (1986). By 17th century, the encomiendas were completely wiped out in favor of creating provinces (1986). At present, the Philippines have a modern version of the caste system: the superior-servant or household help type. In Western countries, it is interesting to note that only the rich and privileged have acquired household help. In the Philippines, household help is common, especially in urban communities. These people are employed in houses to fend for the inhabitants’ need such as cooking their meals, doing laundry and cleaning the house. Household help are usually those that did not finish school or came from poor families. Majority of them live with the families they tend to, with some slowly being recognized as family members. For a country known for its homogeneity, Japan, surprisingly, had a caste system (Reischauer, 1988). The outcast group was called burakumin or hamlet people (1988). The burakumin roots backs to the feudal era. They were known by different names but were popularly known as burakumin, an abbreviation from a form which means â€Å"people of special hamlets† (1988). They were no different from other Japanese but what set them apart was their occupation. Reischauer (1988) described them: This group, which accounts for less than 2 percent of the population, probably originated from various sources, such as the vanquished in wars or those whose work was considered particularly demeaning. Clearly they included people engaged in leather work or butchery, since the Buddhist prejudice against the taking of all animal life made others look down of such persons, thought, it should be noted, not on the butchers of human life in the feudal society dominated by a military elite. (p. 35). Since 1871, the burakumin received legal equality but prejudice is still felt. Some Japanese are said to be â€Å"reluctant to have contact with them and are careful to check family records to ensure that they avoid intermarriage† (p. 35).   Nowadays, the burakumin are becoming â€Å"less recognizable† (p. 35.) Asia is truly a mix of both worlds. The importance given to class, status or society stratification is a direct reflection of its history and people. While some may say that social classes cause inequality in society, it has defined rules on how a society or system would work. Bringing discipline and order into a society was important in a caste system. It has also fostered unity among class members. Positive and negative effects are embedded into any social stratification system. But the very same diverse ideas and counterculture are the ones that helped shape Asia into what it is now- a wonderful hodgepodge that is deeply textured. References Bogard, M., Gilbert, L., Jones, M., Nida, B., Swanson, A., & Young, S. (1997). History of the caste system. Cunanan, J.P. (1986). Evolution of labour legislation in Asia. Hong Kong: DAGA CCA-URM. Dowling, M (2005). The caste system of ancient India at mrdowling.com. Retrieved 30 April 2007 from http://www.mrdowling.com/612-caste.html Frederick, W.H. & Worden, R.L. (Eds.). (1993). Indonesia: a country study. Washington: GPO for the Library of Congress. McNeill, W.H. (1990). A history of the human community (3rd ed.). New Jersey: Prentice Hall. Reischauer, E.O. (1988). The Japanese today. Massachusetts: Belnap Press of Harvard University Press. Social System. (1998). Retrieved 30 April 2007 from http://www.balivision.com/Article_Resources/SocialSystem.asp The American Heritage Dictionary of the English Language (4th ed.) (2000). USA: Houghton Mifflin Company.         

Myths and Stereotypes - 909 Words

Myth and Stereotypes: Racial Profiling Wendy Horton Kaplan University A stereotype is an exaggerated belief about a group that can be positive or negative but generalizes without allowing for differences (Louisiana Voices, 1999-2003). One example of a stereotype would be racial profiling. Racial profiling is an inclusion of racial or ethnic characteristics in determining whether a person is considered more likely to commit a particular type of crime or an illegal act or to behave in a â€Å"predictable† manner (Wikipedia, 2010). For instance, some people will hear crime stories all over the news today and automatically assume that an African American, probably male, committed the crime. These crime stories, might indeed, involve African†¦show more content†¦I do not see that this is at all possible. There are too many racist people still left in our world today. They teach it to their children and coming generations. I believe there will always be racial profiling and myths that will never end or go away. Myths and stereotypes are what defines us and who we all are, no matter our skin color, gender or religion. They will continue to exist and define our world. In fact, each year, more myths and stereotypes are formed. Myths and stereotypes will live on. I would want myths and stereotypes to live on. These are the things that define us as individuals and groups. If it were not for these things, many of us would not know who we were truly. These things are what life is made of and will continue to be. It keeps us defined and interested in our surroundings. It keeps us moving forward with direction. I do agree that some stereotypes and myths need to be cooled down a bit, but never non existent. We need them to live. References BookRags. (2005-2006). Civil Rights Movement. St. James encyclopedia of popular culture. http://www.bookrags.com/research/civil-rights-movement-sjpc-01/ Department of Justice’s Bureau of Justice Statistics. (2005). The living consequences. http://living.jdewperry.com/2009/02/black-americans-and-crime/ Innovations Report. (2004). Reader’s memories of crime stories influenced by racial stereotypes.Show MoreRelatedThe Myth And Stereotypes Of Africa883 Words   |  4 PagesThe myth and stereotypes about Africa are not anything new and they are very present in our daily lives and the way Africa is portrayed. For example the reason why many people today think that Africa is bleak land of poverty and diseases is because early writers, historians, and geographers talked about Africa in that way. Because these stereotypes are so readily available, they infiltrate people’s daily thinking. 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This assessment provides a comprehensive breakdown of these topicsRead MoreAmerican Institutional And Intellectual Life Essay1455 Words   |  6 Pagesof slavery destroyed African culture in America, and whether it reduced slaves to a child-like state of dependency and incompetence. Anthr opologist Melville Herskovits, and historian Stanley Elkins both weigh in on this debate: Herskovits with, The Myth of the Negro Past, and Elkins with, Slavery: A Problem in American Institutional and Intellectual Life. In, Slavery: A Problem in American Institutional and Intellectual Life, Elkins asserts that African culture was all but destroyed by a repressionRead MoreStereotype About Old People, And Aging People And The Society1601 Words   |  7 Pages Kevens Louis Dr. Harvey Research Paper Stereotype About Old People, And Aging People And The Society Usually when people talk about stereotypes, first thing that pop up in someone mind are gender and racial. There are more than gender and racial in stereotypes category. Like age-based stereotype when someone talk about old people they always come up with those: they drive slow, drink decaf coffee ,can t see , are health freaks, love children and many more. As people live longer, the populationRead MoreCultural Myths About Gender And Sex Essay1484 Words   |  6 Pagesseveral Cultural Myths about gender and sex. Gary Colombo, who wrote: â€Å"Thinking Critically, Challenging Cultural Myths† explains that a cultural myth is a â€Å"shared set of customs, values, ideas, and beliefs, as well as a common language (3).† In â€Å"Sisterhood is Complicated† by Ruth Padawer, a contributing writer at The New York Times Magazine, she focuses on gender and social issues. Padawer shows various stereotypes about gender roles and sex, and how they form multiple cultural myths. Pawader also explains