La Cultura y la Mercancía :: Spanish Essays

La Cultura y la Mercancà ­a RESUMEN: Adorno and Horkheimer adopted the notion of the fetishism of commodities for the analysis of art and culture. Material, physical goods are not identical with symbolic ones. In spite of being predominant, the culture industry cannot be taken as the prototype for all analyses of culture. One cannot reduce all cultural products in the market economy to market products. The plurality of artistic and cultural practices found in countries such as Brazil calls into question the Frankfurtian framework. 1. El anà ¡lisis de la mercancà ­a y su fetiche, hecho por Karl Marx en El capital, es una abstraccià ³n de las relaciones de los hombres, que es una relacià ³n entre cosas. El anà ¡lisis de Marx es oriundo de la economà ­a polà ­tica, pero, no obstante, alcanza el dominio de la filosofà ­a. La mercancà ­a (y su fetiche) es una especie de "mà ³nada" del capitalismo.  ¿ De donde viene esa dimensià ³n metafà ­sica que domina el trabajo de los hombres y sus productos? - pregunta Marx. La mercancà ­a no es una mera cosa: no es aquello que aparenta ser. La adherencia de valores externos hace de ella la portadora de "sutileza metafà ­sica y maà ±as teolà ³gicas". (Marx, 1983: p.70) Ese procedimiento no es propio del valor de uso, en la destinacià ³n de los productos para la satisfaccià ³n de la necesidad de los hombres. Esa adherencia es propia de la forma mercancà ­a misma, en el momento en que el trabajo humano (que es alienado) es dado a la sociedad como mercancà ­a, en el valor de cambio. El fetiche de la mercancà ­a es la transformacià ³n del producto social en una cosa metafà ­sica. La mercancà ­a es resultado de las relaciones objetivas de produccià ³n y, en la economà ­a capitalista, alcanza el estatuto de mediacià ³n entre los productores: ella refracta la relacià ³n social de los hombres como una relacià ³n de objetos, o mejor, como una relacià ³n objetiva entre cosas. La forma mercancà ­a es la sà ­ntesis de la relacià ³n social que nace con el trabajo. (Marx, 1983: p.71) La mercancà ­a sà ³lo alcanza el fetiche gracias a la forma como es producida, o sea, en el trabajo alienado. La racionalidad del proceso de produccià ³n provoca la fragmentacià ³n y el trabajador es sà ³lo una parte de esa maquinarà ­a, un objeto como otro cualquiera. Una vez producida y dada a la sociedad, la mercancà ­a retiene una unidad de significacià ³n que no se encuentra mà ¡s en el hombre o en la relacià ³n de la produccià ³n.

Competitor Analysis Essay

Tata Nano’s competitors can be classified on three scales – Economy, Performance and Convenience. Based on Economy Though Tata Nano was launched as the 1 Lakh car, it’s exact price range varies between Rs.1.59 lakhs to Rs.2.23 lakhs in the market at present. With this price range, in the four wheelers category there is Maruti 800, Maruti Suzuki OMNI, Maruti Alto 800 and Hyundai Eon which has a price lesser than Rs. 3 Lakh. Being the cheapest car available in India, they also have competitors in the two and three wheeler segments. Tata Nano would be the next best option for this segment of customers if the budget limit is in this range. Tata Nano positions itself to be a family car available to those who can afford a bit more than they would spend for a two wheeler. Based on Performance Tata Nano has a 624 cc engine and has a maximum power of 37.4 bhp. Compared to its counterparts in the same price range, Tata Nano has a disadvantage on its engine capacity and maximum power. Mileage is also a crucial factor for consumers in India who look for â€Å"Value for Money† products. Tata Nano claims a mileage of 22.2 Kmpl for its base model and this compromises on its engine capacity and other performance characteristics. Most of the other features of the probable competitors of Tata Nano are almost at parity with it. Based on Convenience During the planning stages of Tata Nano, the team of engineers who designed the vehicle faced the toughest challenge of releasing a car that was both attractive as well as cheap. Tata Nano is 8% shorter and has 21% more interior space than Maruti 800. Tata Motors Limited have given due importance for the design of this low budget car to not lose out in the market just because of it being unattractive. It has the best in class maneuverability – lowest turning circle diameter. The weight of the vehicle is just 600 kg which is also comparatively lesser than Maruti and Hyundai Cars. This could be taken as both an advantage as well as a disadvantage. But in this case, the light weight of the vehicle contributes to some of the crucial distinguishing features of the car mentioned above. Some of the major launches by competitors that are specially focused to give competition to the Tata Nano are Bajaj’s RE60 and Renault has also announced that it would be releasing a new car in this category. None of the launches against Nano could disrupt Tata Nano’s market share significantly. Tata Nano is also planning to bring in variations to its initial model to get in line with its re-launching scheme of focusing on a the youth segment than the family segment. Comparison of Specifications of Tata Nano and it’s closest competitors Top 10 best-selling cars in India

Developing Effective Decision Models - 1692 Words

Week 6 Page 1 Decision Models – Problem Analysis LDSP: 6720 – Developing Effective Decision Models July12, 2010 Week 2 Page 2 There are a number of different problem solving methods, techniques and styles, and the purpose of this paper is to review the analysis portion as it relates to the case study assigned to this week. Further, this paper will provide a critique to the solution of the case study problem which will include three distinct errors made in the problem solving phase. The errors were overcome, but not without much anxiety, lost time and heightened emotions. The three errors, which all occurred at separate phases of the analysis, at times also were transpiring†¦show more content†¦The research revealed that senior managers fail to see fact- and data-driven analysis as critical when making key business decisions and instead rely heavily on â€Å"gut feel† and â€Å"soft† factors such as consultation, intuition and experience. In essence, decision-makers revert to best guesses rather than making empirical decisions (Accenture, 2010). It would seem then, that the system of solving problems and making decisions has not fully evolved from an emotional or intuitive process into a scientific or analytical process. Decision Dynamics provides an assessment that suggests certain trends in problem solving and decision making (Decision Dynamics, 2010). We are, apparently, emotional first and rational second. Therefore, the emotions associated with the disgruntled workers and the perceived threat of a labor dispute or contract negotiation issue (once again – not knowledge but assumption) causes the team to fall into a ‘lack of precision trap’ outlined by Matheson Matheson in their book entitled The Smart Organization-Creating Value Through Strategic RD (1998). 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