Abb Essay Example for Free

Abb Essay As a result the front-line profit center managers’ performance is getting affected. * The conflict between long-term technical development and short-term profits is making the situation worse. As per the Business Area’s concern, the COMSYS project should be given priority over other activities as this project, if successfully implemented, would enhance the operations and efficiency of our relays business across the world. However, the development of the project is affecting the daily activities of the company. The problem spilled-over to the regional transmission performance and thus allocation of funds to the project COMSYS (in this case investing in RD) rises as an important issue to be discussed. * Such an issue increases the difficulty in reaching to a decision. The more time we take in reaching to a conclusion; more will the performance of the company get affected. First of all, we need to ensure that the development of project COMSYS doesn’t affect the operations and performance of the company. Second, we need to allocate suitable resources like funds, workforce etc. or project COMSYS separately. Moreover, from the short-term perspective we need to implement the project as soon as possible as the resources allocated to the project would then be available for daily operations, and from the long-term perspective we would be able to eliminate the compartmentalized framework of the profit centers and thus form a common base of software and hardware. * In the current situation it would be difficult to achieve this goal as the priorities within the organization doesn’t coincide. Project COMSYS is important for long-term development of the organization and, thus, needs sufficient resources for its implementation. I would, therefore, request the committee to take the afore-mentioned points into consideration and carry this discussion forward and helps us to reach to a decision. 2. ABB’s Global Matrix: As mentioned in its annual reports for the year 1988 and 1989, the Chairman(s) has(ve) clearly mentioned about the strategy of â€Å"think global, act local†. Since the merger the ABB group has been following the philosophy of decentralization; its aim to be close to the customer, to have short-lines of communication and decision-making and clearly defined accountability, all are reflected in its matrix structure. The matrix structure was proposed by a 10-person top management so that it enables the group to achieve a balance between its global business focus through its 58 business areas with the market created by the 1300 local companies under the umbrella of several country-based holding companies. The structure focuses on the principles of decentralization and individual accountability with clearly defined responsibilities from business areas heads to regional and front-line profit center managers. The business areas were responsible for carving out strategies while the local companies were responsible for implementing the strategies and achieving the objectives. All the business area heads had additional responsibilities of their national company’s operations. Thus, the overall goal of the top management was to develop managers who can take leadership roles as a result of which â€Å"a self-driven, self-renewing organization† would be formed. One of the main reasons for the success of the matrix structure in ABB was proper communication of the philosophy by the top management to every single employee of the organization. Communicating values to the managers was given priority based on the belief that managers are loyal to values rather than to the company or a particular boss. The core values included quality not only in products but also in the organizational processes and relationships. The management emphasized on dedication to productivity and performance at all levels of the organization. The structure implemented was well in line with the overall strategy of the organization. With rapid acquisitions after the merger ABB grew bigger, spreading its operations throughout the world. The matrix structure, therefore, provided a platform for ABB to absorb the acquired companies and made implementation of its strategies in them easier. One of the important initiatives taken by the top management was to translate the company’s philosophy to specific task requirements for managers at all levels. Throughout the internal restructuring process it was ensured that the organization was not distracted from the market place. Important issues were delegated to teams consisting of front-line managers. The company also had a unique philosophy of resolving of problems wherein the problem, if escalated to the higher level manager, was pushed back to the team to resolve and to reach to a conclusion. This process enabled and enhanced the problem solving capabilities of the managers. In order to implement individual accountability, a transparent reporting system named ABACUS was developed to collect performance data for all the 4500 profit centers in dollar denomination. The business area heads did not stop with just crafting strategies, rather they were personally involved up to some extent in implementing the strategies and policies. The top management, also, was well informed of the daily activities as well as the performance of all its companies. In case any business underperformed, the top management would step in and demand explanation and offer help if needed, thus, giving proper attention to all its businesses. All the above mentioned points explain why ABB was successful with the matrix structures while many could not. Having explained the advantages of the matrix structure, I would like to mention few disadvantages which were prevailing in ABB too. 1. The complex structure with dual hierarchy sometimes leads to confusion and conflicts within the organization resulting in decreased productivity as is visible in case of the COMSYS challenge faced by Don Jans in ABB. . It is sometimes time consuming and delay in taking decision may affect the organization’s performance largely. 3. In such a structure it is difficult to ascertain accountability. The larger the organization, the complex the structure, thus, more difficult is individual accountability. 3. Management roles and responsibilities in ABB and Don Jansâ€℠¢s performance in ABB The management of ABB has been playing a vital role in the post-merger restructuring of ABB. The structure evolved as a pathway for the management to achieve its goal of operating in a global scale. It provides managers the flexibility and autonomy in taking decisions. The management was driven by policies made by the CEO, Percy Barnevik. The frameworks set by Barnevik were well implemented throughout the hierarchy, for example, Barnevik implemented â€Å"7-3 formula† which says that it is better to decide quickly and be right 7 out of 10 times than delaying action in search of a perfect solution. This policy was driven by the principle that the only unacceptable behavior is not doing anything. Under his leadership, the company grew rapidly with numerous acquisitions across the world. Nevertheless, the same philosophy, values were implemented in each of its companies. The matrix structure of ABB defined responsibilities for business area heads to work on the strategy whereas the front-line managers were held responsible for the daily operations of the local company. The managers were provided autonomy to the extent that they had control over their company’s balance sheet such that they inherited their results year to year and, thus, the top management had no say in the decisions regarding their company’s operations. This particular autonomy motivated many managers to perform better and better. As ABB was acquiring companies, it became important for ABB to ensure that the acquired companies imbibed the culture and values of ABB. The management took this as a challenge and ensured this by communicating the strategies and goals of the organization to managers from corporate level to business area heads to country level managers. One such regional manager for the relays division in the Coral Springs, Don Jans, who became part of ABB after the acquisition of Westinghouse in early 1989, had well-received the communication from the head of the ABB’s power transmission segment, Goran Lindahl, where he emphasized on the responsibilities of the local companies to implement the plans and achieving positive results. It was not an easy task for Don Jans and his team from Westinghouse to adapt to the culture of ABB, however, he found the management of ABB much supportive and involved as compared to that by Westinghouse’s. When first exposed to the philosophies of ABB, Don Jans found it to be much different than Westinghouse, where the decisions were taken by the top management, unlike ABB where he had the autonomy of taking the decisions. He found ABB to be much more flexible as the decisions were very much delegated and the organization was result oriented, i. e. he top management continuously monitored results of each of its companies, and would interfere only when the results were not satisfactory. Proper communication of the organization’s strategies to the managers was given importance as they were the ones who were responsible for achieving results. For Don Jans this experience was exhilarating, as he mentions once in a meeting where the corporate managers(for relays business) were presenting to his team â€Å"about how the industry was developing, where ABB wanted to be, how it was going to get there, and so on. †. Such meetings were received in a positive manner as they educated his team about the organization. Moreover, the meeting did not end there, the proposals for investing in relays business by his team were given proper attention, which further encouraged Don Jans to provide better performance. The matrix structure provided Don Jans with the flexibility of operations and taking decisions. Due to which the performance of relays business (of which Don Jans was in charge) had improved. With clear communication from the top management, he was aware of what was required to deliver. He used his experience in the industry to invest in a small-scale in microprocessor relays technologies as he had financial resources at his disposal. He used his freedom to improve the product lines of the relays division by broadening the microprocessor technologies experiment to solid state devices, and thus gave ABB a competitive advantage in the market where other players were taking advantage of the technology. Thus, Don Jans tried to improve the performance of the relays division by leaps and bounds by regular investment in newer and better technologies.

Japanese Internment Essay -- Internment Japanese Americans History Ess

Japanese Internment The 1940’s was a turning point for American citizens because World War II was taking place during this time. Not only was America at odds with other countries, but also within its self. America is a huge melting pot full of diverse cultures and people from all nations. People travel from all over the world to the United States of America. These people had one goal in mind, a life of freedom and equal opportunity; or so they thought. The Japanese first began to immigrate to America in the 1860's in Hawaii. â€Å"Until the 1880’s only a handful settled in the United States. From then until 1924 when the United States excluded Japanese immigrants, less than 300,000 had settled in American territory.† (Davis, 1982) These people saw America as land of "freedom". So when they came to America they did everything they could as to not be associated with the likes of the Chinese culture, which were also migrating to America at this time. â€Å"Anti-Asian activists, who had first mobilized against Chinese immigrants when they began arriving in California in the 1840’s, employed the same â€Å"yellow peril† imagery to attack Japanese immigrants in the late nineteenth century.† (Murray, 2000) To the naked eye of Americans, the Japanese and Chinese people seem to be physically the same. Actually these were two totally different cultures. One of the first groups of Japanese who came to America was known as Gannenmono; who mostly resided on the west coast and Hawaii. They earned a rough living while working on sugar plantations. Because of the horrible working conditions, many of the immigrants often went on strike. The workers complained to the Japanese government, which in response sent an ambassador to settle the problems. The American born children of these immigrants are known as Issei; in other words, the first generation. This generation of people did everything they could to Americanize themselves. The second generation of children is known as Nisei. Even though these children were American, their families still wanted them to remember their culture. Therefore, many children of this generation had dual citizenship between Japan and America. Children were often sent back and forth over seas to stay with grandparents. Third generation Japanese-Americans are known as Sansei. There was also a generation called Kibei. These were American born citizens that m... ... the U.S. government. The Civil Liberties Act of 1988, signed by President Ronald Regan, provided an official apology from the U.S. government and an individual payment of $20,000 to each Japanese internee that was still living in 1988. Works Cited †¢Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Daniels, Roger (1971). Concentration Camps USA: Japanese Americans and World War II. New York: Holt, Rinehart and Winston, INC. †¢Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Daniels, Roger. (1972). Concentration Camps USA: Japanese Americans and World War II. New York: Holt, Rinehart and Winston, INC. †¢Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Daniels, Roger. (1981). Concentration Camps: North America. Malabar, Florida: Robert E. Krieger Publishing Company, INC. †¢Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Davis, Daniel S. (1982). Behind Barbed Wire. New York: E.P. Dutton, INC. †¢Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Hatta, Julie. (2002). Jainternment, http://www.jainternment.org/ †¢Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ikeda, Tom. (2003). Densho, http://www.densho.org †¢Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Murray, Alice Y. (2000). What Did the Internment of Japanese Americans Mean? Boston: Bedford/St. Martin’s. †¢Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Spicer, Edward H. (1969). Impounded People. Arizona: The University of Arizona Press. †¢Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Yu, John C. (1996). The Japanese American Internment, http://www.geocities.com/Athens/8420/main.html

Cameron Auto Parts Essay

Cameron Auto Parts was founded in 1965 in Canada by the Cameron family to seize opportunities created by the Auto Pact (APTA) of 1965 between the United States and Canada. The APTA allowed for tariff-free trade between the Big Three American automakers and parts suppliers and factories in both countries. The one caveat in the APTA to qualify for the zero-tariff trade was that companies must maintain assembly facilities on both sides of the border. Cameron Auto Parts specifically manufactured original equipment parts (OEM) such as small engine parts and accessories based upon design specs created by the Auto manufacturers and then sold these parts to the auto makers. Alex Cameron took the reins in 2001 and was immediately faced with a financial crisis. Sales in 2000 had dropped to $48 million and were only $18 million for the first six months of 2001. Cameron lost $2.5 million in 2000 and the same amount in the first six months of 2001. This decline was primarily due to declining auto sales of American cars and trucks and the increased presence of Japanese automakers. Market forces were driving the American firms to find ways to cut costs and modernize plants. Cameron used $10 million of its $12 million credit line to reinvest back into the firm by modernizing equipment and computer-assisted design and manufacturing systems. However, Cameron did not have its own design engineering team and relied on specs from the Big Three automakers for its products. This left Alex Cameron with an uneasy feeling that expansion into product design was essential for the long-term survival of the firm. In mid-2001, Cameron took the steps necessary to design and develop its own parts line. Cameron hired four design engineers and, by 2003, came up with a flexible coupling idea that would entice international buyers and not just the Big Three automakers. Cameron was then faced with the dilemma of how to market and sell the product. Projected sales of the new product in 2004 were between $35 and $40 million which was terrific but they weren’t sure they had the capacity to handle the production. They needed to decide if it was better to expand  current facilities, buy/ build a new facility, or license the fabrication of the product to outside companies. While on a vacation trip to Scotland, Alex went to check in on a local customer, McTaggart Supplies, Ltd, who convinced him that the flexible coupling product was in high demand in the U.K. and that more production was necessary to keep up with the demand. Alex decided at that meeting that Cameron would exclusively license the production of the flexible coupling to McTaggart in order to gain a stronger foothold in the U.K. for relatively little up-front investment. 1. Should Cameron have licensed McTaggart or continued to export? Cameron Auto Parts should license to McTaggart in the UK. It was one of Cameron’s key goals to penetrate foreign markets and the licensing agreement with McTaggart would be a swift way to begin executing this business strategy. McTaggart was in a superior position to penetrate the U.K. market due to a good cultural understanding and close proximity to potential clients. Once this business arrangement was proven successful, Cameron Auto Parts would be able to form similar agreements with other companies and expand to other foreign markets. McTaggart is an excellent licensee, as they are a reputable company in the U.K. with excellent credit, cost saving manufacturing practices, good market contacts, and 130 years of service in the business. They are also assuming most of the financial risk by paying Cameron Auto Parts the startup costs as well as a percentage of sales. Embarking on a licensing strategy would also eliminate the prohibitive cost of developing and maintaining a sales force in a foreign country that likely wouldn’t perform as well as a local company like McTaggart since customers had cultural ties and existing relationships with them. Additionally, orders can be filled more quickly as the product would be made locally reducing shipping costs and travel time. It was also a good decision for administrative and economic distance reasons. Since the product would be produced in the UK, it would not be subjected to excess cost of import duty, freight, insurance, or the value added tax. This would allow for the product to be sold at a more attractive price. Lastly, the value of the dollar fell during the original five year contract and the percentage of sales in pounds produced a higher dollar income for Cameron without changing the price of the products sold. The disadvantages of continuing to export are loss of  profits due to shipping costs, currency values, taxes and tariffs. The five year contract allows Cameron to evaluate the effectiveness of the licensing strategy and determine whether this is a profitable venture for the company. 2. Was Mc Taggart a good choice for licensee? Yes, McTaggart was a good choice as a licensee. They have all the tools necessary to successfully produce and sell the flexible couplings. †¢ McTaggart was already familiar with the product and had bought over U.S. $4,000 in the first four months in 2004. They had been able to sell the product as fast as it could be shipped and built a solid working relationship with Cameron as well as good credit. †¢ McTaggart has production experience that Cameron may benefit from and substantial room to increase production capacity. †¢ They have a solid reputation with great financial standing, excellent credit, and a capable sales staff to market and sell the product. †¢ They have manufacturing capacity and are willing to invest and develop the manufacturing capability to efficiently produce the flexible couplings. In addition, they have established a client base. 3. Was the royalty rate reasonable? A royalty rate is the money that must be paid to the owner of products (â€Å"the licensor†) from a buyer (â€Å"the licensee†). The amount of royalty fee is considered the fee for acquiring a patent or a copyright. In most businesses, a royalty fee applies when two or more companies have licensing agreements or sell the products in foreign countries. [i] In U.K., the normal rate of the royalty for licensing is around one and a half cent on each sale. However, Cameron Auto Parts was asking three per cent of sales from McTaggart. Although it was dropped down to 2 percent with a 5 year contract after negotiations, it is still higher than the normal rate. This seems reasonable as Mc Taggart will save a considerable amount of importation expense and will be able to sell the products at a lower rate than they can by importing. Cameron will have established an ongoing royalty income without incurring the overhead cost of production and sales expense. Cameron Auto Parts asks a higher royalty rate than normal rate because the company helps McTaggart choose equipment and provides training of operation  and production. Although McTaggart would like to pay these services separately, Cameron Auto Parts points out the benefits of getting services to keep higher royalty rate. With this five-year agreement, the royalty rate of two per cent is ensured in the first five years, but it will be down to one and a half per cent when the techniques of choosing equipment and operation have been acquired by McTaggart after five years. In conclusion, the royalty rate is reasonable for both parties involved. Cameron Auto Parts was able to enter the U.K. market expeditiously through McTaggart’s sales force, cut down on lead-times, save on duties, freight, and insurance and not be subject to currency fluctuations. McTaggart was able to sell a product already in demand, obtain training, focus on increasing sales and gain valuable insight into Cameron’s manufacturing process. Both companies would benefit from the shared knowledge they could provide each other, thus make the licensing agreement valuable for everyone involved. 4. What about the alternatives to licensing? The alternative to licensing would be to continue production and sell directly to McTaggart and other customers. This would involve dedicating a certain amount of production floor space to a market that is culturally and geographically distant and unpredictable. There is risk involved as the production space ties up cash flow and is not certain to produce profit. Travel expense would be incurred as company representatives would have to travel often to the U.K. in order to resolve issues or sell products. The sales side expense would be higher as well. More sales people would have to be employed to serve that region. They would either have to travel often or be based there and paid in pounds, which are currently stronger than the dollar. Instead of receiving a check from one contact that represents all sales for the whole area, Cameron would have to maintain relationships with various customers, which requires personalized attention to each and exposes him to having to perform collections and write off bad debt. Since unit production costs were estimated to decline 20% as annual sales climbed from $20 million to $100 million and Andy felt that the $20 million  mark was easily obtainable in the coming year, the continued value of exporting to Europe would have grown along with the European market. Looking at the pricing index, we can see that importing to Europe results in a cost of 113 to the importer. Since Cameron Auto Parts sell the flexible couplings at the same price to domestic and foreign distributors, licensing is an effective strategy to penetrate the European market while eliminating import and other logistical costs. Cameron Auto Parts would benefit most from a licensing agreement with McTaggart Supplies Ltd. Other options exist besides exporting or licensing such as a joint venture / wholly-owned subsidiary, selling through an agent, or selling through a distributor. Benefits to these strategies include reduced manufacturing cost, higher sales volume, and better market penetration and in some cases shared risk. The drawbacks to these methods include loss of price control, unpredictable sales volume, and loss of profits. [ii] Case Update Cameron Auto Parts enjoyed rapid growth during the 2004-2005. In 2004, the company undertook a major plant expansion for $10 million, adding 200,000 square feet to the company’s production capacity. Royalties from McTaggart during the first year of the licensing agreement were  £20,000; this grew to and  £100,000 the following year. High overall profitability left Cameron in a strong financial position in 2006. In 2006, Cameron was presented with an opportunity to purchase a 40 percent interest in Michelard & Cie., a family-owned distributor organization in France, which would allow Cameron to break into the continental European countries. Cameron agreed to the deal for $4 million and a royalty of 4 percent on sales of all flexible couplings. The deal enraged McTaggart, who had been selling flexible couplings in Europe and would now be competing with Michelard. Partly to appease McTaggart, Cameron agreed to a proposed joint venture in Australia. McTaggart would own 60 percent of the plant and be responsible for managing the venture.  According to McTaggart, local assembly in Australia could triple volume of current sales to around  £10 million. An investment of  £2 million could make around  £400,000 a year after Australian taxes while avoiding tariffs imposed on shipping finished products. This agreement would also position the firms to benefit from Australia’s free trade agreement with New Zealand. [iii] Cameron Auto Parts is very likely a pseudonym for Fernco, Inc., a flexible coupling manufacturer based outside of Detroit with a very similar history to that of Cameron Auto Parts. Fernco, Inc. is lead by Chris Cooper who, like Alex Cameron, took over the company from his father after graduating from Michigan business school. In addition to manufacturing facilities in Canada, the U.K., Australia and Germany, Fernco has expanded distribution to the E.U, New Zealand, Mexico, Puerto Rico, and China. [iv] ———————– [i] â€Å"Valuation Resource†Royalty Rates and License Fees.† Retrieved June 29, 2011 from < http://www.crucial-systems.com/dmbr/Mechanical_Royalties> â€Å"Mechanical Royalties.† Time. 05 December 2004. Retrieved June 29, 2011 from < http://www.crucial-systems.com/dmbr/Mechanical_Royalties> [ii] â€Å"Use These Top Five Strategies for Selling in International Markets.† Retrieved July 1, 2011 from [iii] Beamish, Paul and Crookell, Harold. â€Å"Cameron Auto Parts (B) – Revised.† Richard Ivey School of Business. University of Western Ontario. Jan 10, 2006. [iv] Ferno Company Website. Retrieved July 1, 2011 from . ———————– It is best NOT to start with a recommendation. I would first discuss the pros and cons of the issue on hand Cameron can simply do what it has been doing: Exporting. It is important that you should show licensing would be superior to exporting in order to advocate licensing These are good points. You realize the resources and capabilities of Cameron are limited. That is also a good point but that point supports the â€Å"exporting† option. There are other options as well: Joint Venture (JV) and foreign direct investment (FDI) are others to be considered. Take a look at the posted answers, especially, slide # 5 where a table lists pros and cons of each option in terms of various resource based factors. I must indicate my preference for such tabular presentations. They are simple, neat and to the point. All of your points are good. But they are one-sided. I am ALWAYS interested in a â€Å"balanced† analysis detailing not only points that support your perspective but also counter perspective. Please see the posted answers for such a perspective There is NO precise way of determining the royalty rate. Please see the posted answers for some guidance Not sure I understand this last point. Cameron is an Exporter. Why would they worry about import costs? Please take a look at the posted slides for this question. Good update. There are 2 things I suggest to improve your analysis: 1. Provide a balanced perspective. Nothing in this class is a clear pro or con. Every issue has both pros and cons. Both need to be studied carefully. 2. Incorporate other assigned readings into your analysis to provide evidence of learning. Some of the assigned readings could have easily been cited to support your viewpoint.

Similarities Between Hinduism And Buddhism - 843 Words

Religion seems to structure the way people think, but not necessarily change a person’s life, like magic. The only realistic thing we can say that’s close to magic, is science itself! However, It’s interesting to see that although Western culture is surrounded by the thought of Christianity, we can clearly see that the religion itself is fairly young. Take Hinduism and Buddhism, for example, which might be considered very similar in the fact that Buddhism was born from Hinduism. Although in Western context, Hinduism is referred to as a religion. Hindu traditionalists on the other-hand call it â€Å"Sanatana Dharma† and consider it a culture or a â€Å"way of life†. When we analyze the facts and break the two religions down, we can depict that both Hinduism and Buddhism have differences in views, practices, and beliefs. Although both religions originate from India, the views in both religion are quite different. Hinduism which has evidence that dates back to 10,000 B.C. focuses on understanding existence from within the Atman or â€Å"eternal self†, whereas Buddhism, beginning during the 6th century B.C. founded by Prince Siddhartha underlines finding the Anatman—â€Å"not self†. In other words, Hinduism views reality as all things united as one divinity, while Buddhism perceives reality as nothingness. The fact that one correlates to â€Å"nothingness†, while the other is â€Å"everything†, shows completely opposite views of both religions. Whether one chooses between everything or nothing, it’sShow MoreRelatedSimilarities Between Hinduism And Buddhism948 Words   |  4 PagesBoth Hinduism and Buddhism came from the region called India. Hinduism was the dominant one in the subcontinent, while Buddhism had to flee to other regions to spread its belief to th e people. The creation of Hinduism will eventually give birth to Buddhism later on. Even though both â€Å"religions† came from the same region, they have some similarities and differences between them. Hinduism from the start was a combination of different beliefs or ceremonies from the Indus Valley Civilization. All ofRead MoreSimilarities Between Hinduism And Buddhism995 Words   |  4 PagesCompare and Contrast Essay Hinduism and Buddhism There are more than seven billion people living across the world and about 19 major religions with about 270 subgroups. In many states and countries, there are two or more religions that are being practiced by its residents. Hinduism and Buddhism are two of the 19 major religions, that are widely practiced. Hinduism and Buddhism both have common origins, and share similar beliefs. Both Hinduism and Buddhism are religions that focus on the way to liveRead MoreSimilarities Between Hinduism And Buddhism856 Words   |  4 PagesLearning about both Hinduism and Buddhism, particularly about the art and architecture of both cultures made me realize they are not that different as I thought first. Both cultures are beautiful and rich, and if someone takes a deeper look can see that they are depending on each other. Many people forget that Buddha was born into a Hindu society, and his views and beliefs which led to a brand new culture are based on Hinduism. Of course I am not saying the two are the same because that wouldn’tRead MoreSimilarities Between Hinduism And Buddhism863 Words   |  4 PagesPHIL 2120 Paper #1 Xinyang Wang Comparison of Permanence between Hinduism and Buddhism Hinduism and Buddhism have common origins in the Ganges culture of northern India around 500 BCE. We have to admit that they share a lot of similarities, but also involve tons of differences. For example, as Hinduism claims that Atman is Brahman, Buddhism reject the existence of Atman. Hindus think that the way to becoming enlightened is to union with God, but Buddhists pursue a throughout understanding of theRead MoreSimilarities Between Hinduism And Buddhism975 Words   |  4 PagesHinduism and Buddhism have a connected history as both of these religions use similar teachings and terminologies to maintain order among their respective followers and societies. Ideally a society’s religious teachings should contribute to its political, social, economic and cultural discussions. However, correlating this way of thinking to a political theology may prove to be difficult because most people have more important matters to be concerned about than adhering to morale. Various peopleR ead MoreSimilarities Between Hinduism And Buddhism1351 Words   |  6 Pagesreligions, Hinduism and Buddhism, that came out of India thousands of years ago. Though these two religions are old, they are still practiced today by millions of followers within the continent of Asia and the West. First, I would like to introduce the religion of Hinduism. The term Hinduism was derived a river of South Asia, the Indus. This term was used by the ancient Persians to classify the people of that region of the North-West territory of the subcontinent. Indian religion, Hinduism, was theRead MoreSimilarities Between Buddhism And Hinduism1404 Words   |  6 Pages Buddhism and Hinduism are closely related when comparing the two. Buddhism was created based on the ideologies of Hinduism. There differences on their views with the idea of self and transmigration. They compare with one another with the problems of having senses, desires and anger. Hinduism believes in everything being unified together as one ultimate reality, which is Brahman. Brahman is the truth of all. Atman is considered as the true and pure self. Atman and Brahman are identical with oneRead MoreSimilarities Between Hinduism And Buddhism942 Words   |  4 PagesCCOT Essay Hinduism and Buddhism were both founded and popular in northern India by 600 CE. Although Hinduism and the Hindu caste system maintained a strong influence in South Asia throughout 600-1750 CE, the Hindu majority eventually gave way as Buddhism, Islam, Christianity, and syncretic faiths gradually moved in and across the Indian Ocean basin by 1750 CE. Even then, Hinduism did spread from northern India through southern India to Southeast Asia. The caste system was maintained from 600-1750Read MoreSimilarities and Difference Between Hinduism and Buddhism. Essay2345 Words   |  10 PagesSimilarities and difference between Hinduism and Buddhism. Buddhism believes in the process of reincarnation based on deeds of the present life. Hinduism also believes that everyone is a part of an impersonal world and therefore, ones soul reincarnates into another body of any being, based on the deeds of the present life. One has to work for salvation oneself and therefore, cannot blame others for the same. The salvation depends on the good deeds of a person. In Hinduism also, one attains salvationRead MoreThe Similarities and Differences between Buddhism, Jainism and Hinduism1194 Words   |  5 Pagesteachings: Hinduism, Jainism and Buddhism. These three sects in religious thinking have many similarities as all recognize the life-cycle and the need of liberation, they worship one central deity that used to be a human who gained enlightenment and they all recognize the existence of the eternal soul and after-death re-incarnation. However, they also share a lot of differences that mark the underlying principles of practicing them. I will identify the scope of differences and similarities in these