Growing Paderno Business in the U.S Case Study Example | Topics and Well Written Essays - 750 words

Growing Paderno Business in the U.S - Case Study Example It can help them to reduce issues to do with personnel movement into and out of the US and legal and tax issues in the US. In addition, the combination of financial and technical attributes of the two firms will improve their competitive edge, which is a fundamental advantage in a market, which is as aggressive as the US. With several types of partnerships available to Paderno, entering into a joint venture with a US company will be a good choice. They can structure the JV in two ways; either contribute resources to the creation of a new entity that will be operated in collaboration, or enter a partnership agreement allowing the entity to be run as a partnership (Yan & Luo 45). The latter will be the best choice since it will allow them to leverage their Paderno brand, as they will one of the partners. Entering such an agreement will enable Paderno to decrease their dependency on the Canadian market. This will help them in reducing risks so that if their Canadian market share suffers , they have the US market to compensate (Glover & Wasserman 28). It will also help them to extend their target market by engaging a partner to market their products in the US market under the other company’s name, while also advertising the product as being a joint venture with Paderno Canada. ... In addition, selling their cookware solutions to a US company will enable them to introduce their high quality cookware and increase profit margins. The joint venture will not have any effect on Paderno’s strategy; instead, it will affect their operational performance. This sort of partnership will be one of convenience where they will cut costs by using the facilities of their partner, while also allowing their partner to use their expertise and licenses (Wolf 61). These arrangements are also for a fixed duration, which will allow Paderno to become established in the US before maybe buying out the name of their joint venture and going into business alone. This would improve Paderno’s competitive advantage in a manner that would not have been possible if they had gone into business alone in the US. If this arrangement becomes a major contributor to the future direction of Paderno, then they could even make it a long-term initiative. By creating a new entity with the US Company and maintaining their autonomy, they will be able to use the other company’s facilities and distribution, while also maintaining their brand name, although not on the product (Wolf 62). The joint venture will also allow Paderno to achieve the minimum size they need for them to operate in the US market. The company will minimize the inherent risks of entering into a foreign market in which they have little experience (Harrigan 32). In this case, they will meet the costs of entering the US market on a joint basis, particularly in the competitive US market. Paderno must, however, ensure that they company they chose for a joint venture has complementary objectives and interests, such as improving the quality of their products. Joint ventures are cost effective ways to further development

Trifles and A Jury of Her Peers Essay Example | Topics and Well Written Essays - 1000 words

Trifles and A Jury of Her Peers - Essay Example The latter can be regarded as an adaptation of the former. After exploring the two works, the reader can evidently realize that there are certain differences, as well as similarities that exist in the works (Gainor 42). In this regard, this paper will compare and contrast the two works, giving similarities and differences that are existent in the works. Similarities and differences between Trifles and A jury of her peers While â€Å"Trifles† is the original play written by the author, â€Å"A jury of Her Peers† can be regarded as a short story, which is a rewriting of the play. The story can be classified as narrative when compared to the play. Although the two works have the similar characters, the story gives the reader a chance to know the feelings, emotions, as well as thoughts of the characters. This means that the play describes the characters narrowly while the story goes in depth in the description of the characters (Gainor 42). The other way in which the two wo rks can be contrasted is with regard to the way males and females tend to be characterized. There are differences in the author’s depiction of both male and female characters in the play and the story. In the story, men can be said to have more depth than in the play. This emanates from the fact that there is in depth explanation of the male characters in the story as compared to the play. Actors had to decide how they will depict gender in the play; on the other hand, depiction of gender in the short story is based on the author’s interpretation of the play. In this regard, therefore, it can be argued that there is more detailed explanation of characters (especially with regard to aspects of gender) in the story than in the play. The other difference between the short story and the play is that the story gives a clearer and in depth discussion of how the main characters relate to each other; this is not evident from the play. For example, the short story depicts the r elationship that exists between Mr. and Mrs. Hale with a lot of clarity. From the story, it becomes possible to get how the characters feel towards each other and their reaction towards one another’s behaviour. However, this is not evident in the play. The play does not give the reader any room for interpreting the behaviour of the characters. Thus, it is not possible to come to the realization why characters behave in certain ways (Gainor 43). The other difference between the two works is that the story brings out the issue of male dominance with a lot of clarity than the play. In the story, it is possible to gain an understanding of the various ways in which men dominate women and exercise authority towards them. This is not so in the play; as â€Å"Trifles† does not go deeply into the heart of the matter. The short story also explains the reactions and response of females towards domination by men; on the contrary, it is not possible to know how women react towards women from the play. There also exists a difference between the play and the short story in that the play involves a performance, which can be regarded as live. This means that the audience has little control regarding what happens. On the other hand, there are lots of interruptions in the short story since ambiguity enables the reader to think outside the box (Gainor 44). Apart from the differences that exist between these two works, there are also some similarities

Strategic Change Approaches To Change Management Commerce Essay

Strategic Change Approaches To Change Management Commerce Essay It is imperative that organisations maintain a greater reach, are present in various different places and constantly abreast of regional and cultural differences and ensure to integrate these into their strategies for the different market and communities they occupy. Due to the ever growing importance of change within organisations, it has become imperative that managerial staff posses the skill to successfully manage these changes when they occur (Senior, 2002; By, 2005). Merrel (2012) described change as a continuous reality for organisations that intend to survive and prosper in these volatile and unpredictable times. He went further to define change as simply doing things in a way different from what you are used to or doing completely different things. It is in the best interest that all stakeholders within an organisation work together to ensure that changes are managed effectively. Effective change management is generally described as execution of change programmes or initiatives that achieve the goals for which they were intended on time and within budget and also succeed in delivering sustainable benefits to the organisation (ibid). However, major changes within organisations require ample inputs in terms of time, energy and resources. Over time it has been found that majority of change programmes have failed to meet the desired goals of the organisation. Published sources estimate that the success levels of change in organisations may fall as low as 10% (Oakland and Tanner, 2007). Most changes that occur within organisations tend to be intermittent in nature. They usually start off at a particular point and are then followed by a number of steps that result in a final outcome. Every growing organisation experiences a continuous process of evolution. At certain intervals of this growth cycle, organisations have to evaluate, determine or reinstate their standards and processes. This evolution could at sometimes be a slight change or at other times a major overhaul. Where there is a change made in one aspect of the organisation, this usually triggers a chain of events that requires further changes t o be made to other areas within the organisation in order to achieve a new balance (Pandey, 2012). Following the constant evolution and the consequent changes that occur within organisations, effort has to be put in to reinstate and create a new balance to continue working towards the goals and objectives of the business. This new balance is created primarily by the workforce and is not an easy feat. Therefore, it is essential that an effective and reliable change management strategy is employed (Gans, 2011). As defined by Gans (2011) Change Management is a process whereby organisations support members of their workforce that have been affected by one way or another as a result of an organizational change. She went further to stress the importance of accounting for any member of staff affected by the change in the development of a change management strategy. Despite the importance of change management in the business world today and as highlighted previously, Balogun and Hope Hailey (2004) have reported that of all change programmes that have been initiated, there has been a 70% rate of failure. Burnes (2004) suggested that this poor success rate of change management programmes shows a basic absence of an adequate framework of how to carry out and manage changes in organisations. He went further to state that what is currently available to academics and practitioners is a wide range of contradictory and confusing theories and approaches. 2.0 EXISTING APPROACHES TO CHANGE MANAGEMENT There are a number of existing approaches to organizational change and there is continued debate as to which qualifies as the best. This difference in opinion amongst academics and practitioners is the reason that many managers within organisations may have reservations on the importance and validity of existing literature on change management. It is also a reason for confusion as to which approach to employ when considering change (Bamford and Forrester, 2003).These reservations are further fuelled by the existing critical management literature that highlights numerous incidents of change programmes that have gone wrong. Based on the literature, amongst a few others, there are two main approaches to change; emergent and planned (ibid). In this article, we would be looking into the two main approaches to change, highlighting their weakness and strengths, by critically analysing the already existing literature on the topic. 2.1 PLANNED CHANGE This approach to organisational change is described as a process that moves from one set state to another through a succession of pre arranged steps. This approach to change can be analysed using various frameworks, such as the Lewins (1951) action research model and Lewins (1958) three step model which describes the three stages of change as freezing- holding on to the familiar, unfreezing brainstorming, addressing issues and exploring other approaches and refreezing identifying, applying and consolidating values, culture and newly acquired skills to those pre existing and currently desired. This approach to change acknowledges that prior to new characteristics successfully adopted the previous set need to be eliminated, only then can the new set be fully established (Bamford and Forrester, 2003). 2.1a STRENGTHS OF PLANNED CHANGE Burnes (1996 as cited in Eldrod II and Tippet, 2002) identifies planned approach to organisational change as an attempt in explaining the process that initiates change. The planned approach is also thought to highlight the importance to organisations of fully comprehending the different stages that are involved in the process of going from and unsatisfactory state to an unknown desired new state (Eldrod II and Tippett, 2002). Planned change is also credited for considering changes that may not be in direct line with the organisations general transformational vision but are seen to be worth making. It is in tune with the organisational breakdown structure and by virtue of its nature being perceived to be a logical program by stakeholders, providing organisations with a variety of choices of initiatives. Because it is made up of a clear and solid directive, it tends to be easier to circulate to all areas of the organisation. Although this solid directive may in some cases work as a disadvantage as it may make it easier to attack and/or avoid (Weick, 2000; Beer and Nohria, 2000). 2.1b WEAKNESSES OF PLANNED CHANGE Planned change has received a lot of criticism from as early on as the 1980s despite its popularity, (Kanter et al., 1992; Burnes, 1996; By, 2005). It has been faulted for focusing on only small scale incremental change and ignores cases where there may be a need for quick and transformational changes (Burnes, 1996, 2004). Another shortcoming of this approach is the fact that it bases its design on the assumption that organisations operate under conditions that are static and they can move in a pre planned pattern from one stable state to another (Bamford and Forrester, 2003). This approach is also known to ignore situations where a more dictated approach is needed e.g. in a situation where there is a need for rapid change and no room for widespread consultation or involvement (Burnes, 1996, 2004; Kanter et al., 1992; By, 2005). Critics have also argued that this approach is based on the assumption that all the stakeholders involved in the change have a combined interest in carrying it out and that a uniform consensus can be reached with ease (Bamford and Forrester, 2003). This presumption does not take into consideration issues of politics and conflicts that are common place within organisations, but goes further to assume that these can be identified with ease (Burnes, 1996, 2004). Weick (2000; Beer and Nohria, 2000), also highlighted a number of disadvantages of applying the planned change approach. He states that with implementation of the planned change approach, there is a high chance of reversal of the effected change, following the changes; integration of the various parts of the organisation may not take place in a uniform manner, unpredictable results due to limited foresight, a high chance of individuals failing to act out their parts in the change process despite verbally agreeing to do so, adoption of practices that may have been suited elsewhere but may not necessarily yield positive results within the organisation due to a difference in context, failure of top management to have a full understanding of capabilities at the front line and contingencies and finally a delay in execution which would result in the change initiatives being obsolete even before they are implemented. 2.2 EMERGENT CHANGE This approach to change is relatively new and does not have the formal history of planned change. It is believed that this approach covers a wider area of understanding of the issues faced by organisations related to managing change within intricate environments. In this approach, change is perceived to be less reliant on detailed forecasts and plans and is more focused on arriving at an actual understanding of the intricacies of the underlying problems and deriving possible solutions (Bamford and Forrester, 2003). There is also the suggestion that the occurrence of change here is unpredictable that senior managers are unable to effectively select, propose and carry out suitable actions in response (Kanter et al., 1992). The emergent approach to organizational change adopts a bottom up process of initiating and implementation as opposed to a top down. Considering the complex and rapid nature of change, it is deemed impossible for senior management to identify and implement every action necessary to successfully carry out changes. This implies that the role played by senior management must undergo some changes in itself from controller to more of a facilitator of change, as the responsibility for change is seen to be more devolved (Bamford and Forrester, 2003). 2.2a STRENGTHS OF EMERGENT CHANGE It has been established that the business environment is one of uncertainty and the proponents of emergent change have argued that this uncertainty of both the internal and external environments makes the planned approach to change less appropriate. Assuming that organizations operated is an environment that is stable and predictable; there would be little or no need for change. This makes the emergent approach to change much more pertinent than the planned approach (Bamford and Forrester, 2003). Burnes (1996) is of the opinion that emergent change encourages management to pay close attention and gain understanding of strategy, culture, systems, structure and style, looking into how they can work as blockages or facilitators of an effective change process. He goes further to argue that a successful change process is more concerned with gaining an understanding of the complex issues within the organisation and developing a range of options for tackling these issues. It can then be deduced that the emergent change is focused more on the preparation for change and actual implementation as opposed to providing planned steps and objectives for each change programme or initiative (By, 2005). Weick (2000; Beer and Nohria, 2000), insists that change must be more emergent than planned. He is of the opinion that organisations are in a constant state of evolution and there are always change initiatives ongoing on various levels within the organisation. Main stakeholders are always in search of ideas to increase the performance of the organisation and this means that there is a constant flux. It is important that this flux is identified and maximised. Efforts should be made in identifying these little changes occurring in different areas of the organization and they should then be spread to other areas of the organisation. There are no rules that govern the way change is initiated; it simply involves creating a connection between the actions carried out by the individual areas within the business to create a working synergy (Pettigrew and Whipp, 1993). 2.2b WEAKNESSES OF EMERGENT CHANGE Weick (2000; Beer and Nohria, 2000), in his critical analysis also highlighted a number of weaknesses of the emergent approach to change. He noted that emergent changes are too slow to come together, tend to be too negligible to have a noticeable effect on results, are more suited for taking advantages of opportunities than responding to threats, crippled by already existing culture and technology, deficient when competitors are focused on transformation; more generic rather than focused; lack foresight; operates on the assumption that change is driven by intent, which in reality is not always that case and this implies that situations where change is evolutionary or is driven by life cycle would be over looked (Van de Ven and Pool 1995; Weick, 2000; Beer and Nohria, 2000) . One of the main challenges of the emergent change is the fact that is quite new compared to the planned approach and this has led to reservations concerning its consistency and the variety of techniques available (Bamford and Forrester, 2003; Wilson, 1992). Another criticism of the emergent approach is that it is generally made up of models and approaches that lack correlation and only tend to do so in their unified lack of faith for the planned approach to change than to and agreed alternative (Bamford and Forrester, 2003; Dawson, 1994). According to Burnes (1996), to validate the general theory and implementation of the emergent approach to change implies that one has to be of the opinion that all organisation function within a volatile and unpredictable environment to which they constantly have to adapt. This would then bring rise to the assumption that the emergent model is suitable for all organizations, all situations and at all times (ibid). In reality this is clearly not the case. Dunphy and Stace (1993) disagreed on that view arguing that agents of change require a model that is adaptable to different situations and clearly shows how one can adjust their change strategies to achieve the best fit for a particular situation taking into consideration the changing environment (Dunphy and Stace, 1993). 3.0 CONCLUSION Following a review of the existing literature on planned and emeregent approaches to change, it can be concluded that both approaches have fair shares of limitations and advantage. Generally, there seems to be more of a preference for the emergent change approach and this could be because this approach was more recently introduced in comparison to the planned approach and it its design, consideration was taken to address some of the shortcomings that were experience with the planned approach. However, in order to achieve a successful organisational change, it is important that an approach be developed that not only takes into consideration the constantly evolving environment, but also identifies that there are a number of approaches to change. This approach should be flexible to suit the different needs of various organisations as opposed to one that is tailored to be applicable to all organisations. Dunphy and Stace, (1993) clearly state that no two organisations are identical and most probably have varying situations and this would mean that their structure and strategies would also be different and this emphasis the need for a flexible approach to change.

Creon in In Sophocles Tragedies Oedipus the King and Antigone :: essays research papers

In Sophocles’ tragedies Oedipus the King and Antigone Creon’s character experiences great change throughout his life. Creon goes from being a respectable, honorable man with good judgment, to a disrespectable, dishonorable, king. The first impression of the younger Creon is he very religious. He is also obedient to his friend & king Oedipus. Also when Creon is younger he takes advice from people. Creon in Antigone will not listen to anyone’s advice or leadership. He becomes so conceited he makes a law against the gods. Perhaps Creon becoming king was the reason he turned out to be such a tyrant. Theses major flaw in his character is the cause of his tragedy. Oedipus sent Creon to consult the gods of what to do to abolish the plague that was destroying Thebes. Oedipus’ actions illustrate that Creon is a man of immense honor and respect. Oedipus assures to a Priest that everything is going to be fine because he has sent Creon to seek wisdom from Apollo, he says, â€Å"I acted at once. I sent Creon, my wife’s brother, to Delphi Apollo the Prophet’s oracle to learn what I might do or say to save out city† (1369). However, later in life Creon went against the gods. His law fobbing the burial of Polynices shows disrespect and dishonor to the gods. Creon declared, â€Å"But as for his blood brother, Polynices, who returned from exile, home to his father city and the gods of his race, consumed with one desire to burn them roof to roots who thirsted to drink his kinsmen’s blood and sell the rest to slavery: that man a proclamation has forbidden the city to dignify him with burial, mourn him at all. No, he must be left unburied, his corpse carrion for the birds and dogs to teat, an obscenity for the citizens to behold!† (1443) In Oedipus the King Creon demonstrates his compassion and forgiveness, by helping Oedipus even after Oedipus called him a traitor and conspirator. When Creon is called back to the palace Creon says to Oedipus, â€Å"I haven’t come to mock you, Oedipus, or to criticize your former failings† (1428). His sympathy for Oedipus depicts that Creon is not heartless, at this point in his life. Indeed, this changed in the tragedy of Antigone, he did not use any empathy with Antigone, his own niece. Creon developed into a fulsome king, he had no difficulty in convicting Antigone to death.

Psychoanalytical Analysis Of Tsotsi Essay

The film Tsotsi, directed by Gavin Hood, portrays how an individual’s childhood and experiences effect the individual’s psychological development in his struggle for redemption. The narrative centers on Tsotsi, whose name when translated, literally means â€Å"thug†- a nickname he has accumulated through his atrocity as gang leader. The opening scene of the film establishes a strong sense of direction for the story – a glimpse of a person rolling dice is shown, drawing attention to the archetype of the dice representing chance and having no control over what will happen. This reveals the context that Tsotsi’s life is more distinctly influenced by outside forces, rather than his own free will. Following this scene, Tsotsi is introduced on screen wearing a leather jacket – the same one he is seen wearing for the entirety of the film with the exception of the ending, confirming that what viewers see during that time is only an exterior, securely hiding his true identity that was formed by his childhood and experiences. Gaining awareness about the major outside forces that influence the development of Tsotsi’s character in the past and the present are essential in understanding the reason behind his seemingly cold-hearted exterior. Tsotsi’s character is greatly developed by his interactions with his friends and family. His childhood without his parents has a significant effect on him, allowing him to be taught neither proper morals, nor how to behave with others. After their brutal murder of a man, Boston preaches Tsotsi, including him saying, â€Å"Jesus, Tsotsi. A dog? What about a dog† (Hood, 2005). The didactic tirade triggers a stream of muffled emotions in Tsotsi, who beats up Boston. After this incident, Tsotsi runs from his friends, and more importantly, himself. The frenzied expression revealed in the close up shot of his face not only expresses his id that caused the incident, but also clearly expresses his disappointment in himself acting the same way towards Boston, as his dad had to their dog when Tsotsi was younger. â€Å"Get out I said! Out damn it! Out you fucking dog† (Hood, 2005). This metaphorical representation of Boston as a dog reveals Tsotsi’s lack morality throughout his childhood. Hood uses meaningful pathetic fallacy to portray the view that viewers should have on Tsotsi. The long shot emphasizes his insignificant effect over the controlling outside forces, and lighting illuminates the sky, while Tsotsi is still left in  darkness; symbolizing his dark exterior. In addition to being strong influences that have caused Tsotsi to become who he is, his friends also aid him in his path to atonement. Tsotsi looks for redemption against such poverty-induced inhumanity in a place that seems to provide no possibility of doing so. However, such substitute, namely â€Å"decency† makes an appearance in an instructive manner, digging through to Tsotsi’s superego, as Sigmund Freud would suggest. Boston or â€Å"Teacher Boy,† who, true to his nickname, is the only gang member still possessing conscience, castigates Tsotsi for his wrongdoi ngs, â€Å"Decency Tsotsi – Decency – Do you know the word† (Hood, 2005). Viewers see glimpses of decency as described by Boston – making a living in a way that makes you respected – in Tsotsi as the film progresses, along with his character. This is seen when Tsotsi pays a final visit to Boston and leaves his gun with him – a symbolism of him finally revealing his true identity with no armor. Additionally, Tsotsi shoots Butcher, a character with whom he had many similarities with at the start of the narrative, revealing that he no longer shares those similarities with him. Therefore, Hoods use of outside forces further develops Tsotsi’s character. Furthermore, Tsotsi steals a baby in his attempt to steal a car from Pumla. At this point, the critical question stands: Can a small baby redeem a cold-hearted thug? Clearly, the baby plays a major role in Tsotsi’s development as a dynamic character in his path to redemption. Tsotsi becomes occupied with caring for the baby as his pathway out of his odious life. To implement a psychological association to Tsotsi’s repressed humanity, Hood uses sentimental flashbacks. Tsotsi’s involvement with gangs is explained by Tsotsi’s harsh father who restricts him from seeing his ill mother. â€Å"You†¦stay away from your mother† (Hood, 2005). The baby serves as a representation of what Tsotsi has lost; revealed when he visits the baby’s room, and realizes what he has stripped from the baby. As the film progresses, Tsotsi develops a strong admiration towards Miriam, a female figure that he associates with his own mother, and therefore tells Miriam that the baby’s name is ‘David,’ the name he himself was given by his own mother. This is also revealed when Boston says, â€Å"Everyone has a name. A real name from him mother† (Hood, 2005). Miriam reveals the Oedipal Complex at work in the film as Tsotsi revives memories of his mother’s affections. The ‘decency,’ that Boston continuously mentions, is finally revealed to be seen  in Tsotsi when he finally hands the baby over to its parents. However, his reluctance to let the baby go symbolizes his fear in forgetting his past experiences and starting over, clearly emphasized by the depressing music, meant to tug at the viewer’s heart-strings, in contrast to the upbeat music played throughout the rest of the film. Here at the end of the film, Tsotsi’s surrendering to the police confirms that he is no longer seen as a ruthless killer, but as a man with decency. In doing so, Hood offers readers an association with Tsotsi, along with a clear insight of his struggle to redeem himself in a cruel world with little guidance from his childhood and past experiences.

Comparisons of Inca and Aztecs

The Aztecs had city-states and were people of a stratified society. Each of one of these city-states is ruled by a speaker that is chosen by the pipiltin(the nobility). This speaker would have to sacrifice his own blood regularly to show that he is a true king and has good intentions for his empire. The nobles grew stronger with every conquest. The Aztecs also had a governing council but they weren't all that successful because they had lacked real power. The Aztec system was very successful, because it was aimed at political dominance and not head on control of the people. The calpulli had authority over the government but during the 1st hundred years the emperor took over. The Aztecs were very smart in creating â€Å"flower wars†(to leave a few territories unconquered so that periodic wars could be staged so that both sides could obtain captives for sacrifice) ,because it ensured sacrifices. The Incas believed that their ruler was a living god there to represent the sun god on earth. Everything the Incas did ,religiously and politically, had a religious meaning in it. The Incas had a queen(senior wife of king) and she was believed to be linked to the moon. The Inca believed that integration was very important. By using their language(Quechan) they integrated by teaching it too their conquered peoples. They were smart to adopt the split inheritance from the Mayans. The Inca expansion was closely tied together by ancestor worship. They had developed a state bureaucracy of which almost all of the nobility had played a part in. The Aztecs and Incas are alike because the kings of each of the two peoples were elected by siblings of the royal family. The governing council also had a say so in. Both rulers and kings had a â€Å"right hand man† the Aztecs had a prime minister where as the Incas had a high priest. Both the prime minister and high priest(which both had tremendous power) were usually close relatives of the king. Aztecs' and Incas' highest deity was the sun god. In both empires men and women were mostly equal but since the military virtue was emphasized it gave men more power so it wasn't completely balanced. Women were mostly in the household but they still contributed to the empire. The military in both had great power because they were the backbone of the empires; they supplied the peoples with war captives for human sacrifice. Both of the empires used sacrifice as a political terror. Where the Aztecs demanded mostly tribute as well as some labor the Inca people demanded mostly labor. Both took tribute from their conquered peoples.

Sexual dimorphism essays

Sexual dimorphism essays Darwins theory of evolution, natural selection, plays a role in the sexual dimorphism of purple-throated caribs. Natural selection directly alters the frequency of phenotypes. For natural selection to occur there must be variation of a trait among the individuals. Secondly, the trait must be able to be passed down from one generation to the other. Thirdly, there must be differential reproductive success, meaning that one trait will survive to be passed on more often than the other. Sexual dimorphism is the difference in trait between different sexes of the same species. The female hummingbirds bills are longer than the males and are curved at 30 degrees, compared to that of 15 degrees of the males. Such sexual dimorphism evolved through the ecology of feeding; the difference in bills enables both sexes to eat different foods. The only food plants available to the caribs are red-bracted H. caribaeas and green-bracted H. bihais. Both sexes differ in the way they use the two species. T he males are more settled and tended to control and defend the densest stands of H. caribaea, which bears three times as many flowers as H.bihai. Females behaved differently. Because females have to incubate eggs and raise offspring without male assistance, they cant guard flower patches and therefore must feed from undefended patches. The females smaller size prevents them from competing successfully against males for the richest territories (H. caribaeas). Now that we know what plants each sex feeds on, the differences in flowers of the two species of plant will explain why the bills of the sexes are different. The H.caribaea flower, dominated by male pollinators, is shorter and straighter than the flowers of H. bihai. They are shorter than the H. bihai flower by six millimeters, which is also how much the males bill differs from the females. The H. caribaea flowers are curved at a 20 degrees arc, which suits the males&...