Technology Management Strategy

Introduction Any organization has various resources to use in achieving its objectives, technology is one of them and others include financial and human resources. Therefore the organization must consider managing technology to be one of its basic functions, whereby it develops technology strategy just as it does for other functions of marketing, finance and human resources.Advertising We will write a custom essay sample on Technology Management Strategy specifically for you for only $16.05 $11/page Learn More s a result the organization will be able to determine; the unique technological competences as well as capabilities that it needs to attain and maintain competitive advantage. It will also be able to determine the technologies it can use to put in to operation the core design concepts and the levels of investment to put in technology. Analyzing the evolution the reasons for Corning’s technology strategy from 1850 to the late 1960’ Th rough the period of 1950s to 1960s Coning Inc stuck to its founder’s product concept of majoring in glass making, where it developed its technological competence and capability. By 1874 the company was already acknowledged as a producer in first quality glass, where it was producing signal glass for rail roads. In 1908 introduced a heat-resistant glass known as Nonex, in 1929 ventured in casting of giant mirrors which are used in telescopes. In 1938, embarked on fiber glass that it had left in 1920s, where it incorporated a company to effectively exploit the area. In 1947 opened a separate facility where it made TV bulbs and cathode ray tubes. In 1957, advanced in the technology of high-resistant heat glass where it introduced a line of cookware. The company’s strategy was based on innovation and pioneering in development of new technology. This was achieved through investing in long-term research that sometimes paid off, after many years or decades. A case in point is when it introduced a specialized research lab in 1904 and employed a full-time researcher. This paid off four years later by the introduction of a revolutionary type of glass that is heat resistant. Another success of research was the introduction of the revolutionary â€Å"ribbon machine† in 1926, which improved the company’s processes. On resuming research in fiber glass in 1934, sales increased from $3.7M in 1939 to $56.2M in 1944. Between 1954 and 1961 the company invested millions of dollars in color TV bulb technology and when the sales took off the company was the major supplier making sales of up to 2.7million units by 1965. The company used internal sourcing that helped it to develop sustaining technologies to continue with what it could do best- strategic action. In addition its internal RD department was capable of assimilating external information that it used to advance its quality.Advertising Looking for essay on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More For example in 1965 the company made major advances in developing the technology of heat-resistant glass whereby it came up with corning ware. This was a line of cookware that was used on stove tops. This also was a major pay-off as the company made sales worth $15million of corning ware in 1959 and $25million in 1960. The company also had a large technological depth strategy whereby it had a range of technological options to its disposal. Therefore the firm’s capacity to predict developments and shifts in technology in time was enhanced. This increased the firm’s flexibility in technology and ability to respond to new consumer demands in the market compared to its competitors. The company’s timely response can be seen in various adjustments it made, such as in1882 sales of rail road globes formed a significant percentage of the company’s sales. By 1908 the sales had fallen significantly however the firm had introduced Nonex and pyrex, which were revolutionary types of glass that were heat –resistant. Both of these were products of specialized research lab that was introduced four years earlier (Burgelman, Christensen, and Wheelwright, 2008) Technology alliance was also a key strategy that the firm used to sustain its technology leadership. In 1938, the company entered in a 50/50 joint venture and collectively incorporated a company called Owens-Corning fiber glass. This was a strategic alliance as Corning Inc. had realized that it was behind in certain areas that were important in the technology development. This resulted in significant increase in sales of the incorporated company from 3.7million dollars in 1939 to 56.2 million dollars in 1944. In addition, in 1938, the join venture through continuous research successfully synthesized silicon resins. The product was used as lubricants and also acted as substitutes of rubber in many functions (Burgelman, Ch ristensen, and Wheelwright, 2008). Corning’s technology strategy during the period of1970 to 2000 By early 1970s the company had started investing in fiber-optics technology, which was a clear shift from its glass making technology. Here the company saw potential though it was still early to realize the benefits and also the company did not have complimentary assets to cater for the large costs that come with innovation. The company nearly shut down this project, however in 1973 it got in to a strategic alliance with Siemens in a joint venture partnership. Through this they were able to make optical fiber cables. The access to complimentary assets from already established Siemens enhanced Corning’s capacity to exploit the opportunities, whereby it built a pilot plant that was full-scale and also invested more than $100million by late 1981 in optical waveguides.Advertising We will write a custom essay sample on Technology Management Strategy specifically for you for only $16.05 $11/page Learn More Another shift in 1970 was venturing in to automobile industry of which after four years of research $100M worth of sales were made. In addition Corning also invested heavily in medical products which saw sales move from $3million in 1970 to $30 million after four years. It also made major acquisition of $125 M of Medpath to enhance its medical line. As a result of shift from the glass industry the company needed to develop core competencies in these new industries, hence in 1983 the company dropped operations of automobile industry and focused its resources in the remaining two. This can be explained through the concept of dominant technology trajectories whereby it states that industries go through cycles (Kristinsson Rao, n.d). There is emergence stage whereby an innovation is discovered, then development stage whereby various designs of the same innovation are realized by different firms. Lastly these various designs com pete in the market and through process and product designs, as a result some firms drop out of the industry. One or a few firms become dominant suppliers and the remaining resort to niche markets. This is seen by the way Corning drops out from automobile industry in 1983 and out of medical industry in 1996. At the emergence stage there were different firms that were venturing into the telecommunications industry (optical waveguides), including some of the 150 firms in the industry. Each firm is trying to come up with new commercial processes and products through research in this technological trajectory (Kristinsson Rao, n.d). In 1996 Corning Inc. set clear goals to pursue telecommunications innovations and as a result it aggressively invested in photonics and optical fibers. Different technological trajectories emerged with Corning Inc.‘s being one of them. As the industry heads to maturity the main players are now clearly identifiable, as they have distinctive and quality p roducts. In line with this Corning came up with a range of sophisticated products, that put it amongst the main players. Then there is the dominance stage, whereby the technology trajectory of one of the firms achieves dominance. Corning Inc. became dominant by the end of 2000, whereby it made sales of $5biilion out of the total market worth of $7billion. In addition the company made acquisitions of other rival companies which were significant to deepening its expertise in the innovations (Kristinsson Rao, n.d). Challenges faced by Joe Miller, Corning’s Chief Technological Officer, faces in 2003? One of the challenges is competence trap or core rigidity, whereby a firm can be so focused and competent in a given area such that in case of drastic changes in the industry then the firm might fall. Here Corning Inc was so much competent in telecommunications industry such that when the industry nose-dived, the company ran out of options.Advertising Looking for essay on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Another challenge can be explained through the S-curve concept, whereby the curve has four phases, which are initial stage, growth, and decline. The industry had reached decline stage, therefore the chief Technological Officer had to decide whether the firm should exit the industry or it should re-invent itself. Other challenges were, determining if the decline was temporary, determining other potential industries that the firm could venture in to incase the current one failed (Forster, n.d) References Burgelman, R. A., Christensen, C. M. and Wheelwright, S. C. (2008). Strategic Management of Technology and Innovation. New York, NY: McGraw-Hill Irwin. Forster, R. D. Description of the S curve (n.d.) Retrieved from https://www.12manage.com/description_s_curve.html Kristinsson Rao The Emergence of Dominant Technology Trajectories in the US Medical; Device Industry (n.d.) Web. Management of Technology–Design and Implementation of Technology Strategy. n.d. Web. This essay on Technology Management Strategy was written and submitted by user Empath to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.

Lilis Love Triangle essays

Lili's Love Triangle essays Narrator: They started off as 5 college buddies, who went their separate ways after college. Shaft played by Keith is married to Lili who is played by Linh. Tony who is played by Colin is going out with Lauren played by Fern, and Kenny, Tonys brother, played by Lam who proceeds with school to his Ph.D in medicine and this story will be narrated by me, Nancy. Well two years later Shaft becomes a gangster, because of a drug addiction. Lili is cheating on Shaft with Tony, Kenny is diagnosed with a heart disease, and Tony and Lauren had broken up, but Lauren still loves him. This scene starts in the hospital where Tony and Lili visits Kenny. Kenny: I hope so. Well I gotta get some rest, so close the door on your way out. Tony: Do you wanna stay over tonight? ll just have to call my husband and tell him Im going to stay at my sisters house. Narrator: Later that night, Lauren goes to Lili and Shafts house. Shaft: (Answers the door) Lauren! What a surprise! How you been? Lauren: Oh Im fine Shaft. Is Lili here? Shaft: No, shes at her sisters....did you need to talk to her? Lauren: Actually, I came to see you. Shaft: (Questioned) Really?!? What did you need? t really know how to tell this-but Lili is cheating on you... with Tony. I saw them going into his apartment. Shaft: (angrily) I think you should leave now! Shaft: Just leave! I'll handle it myself. Narrator: Lauren leaves, Shaft stays up until Lili comes home. Narrator: Now its morning at Tonys apartment. Lili is getting ready to leave. Lili: I gotta get home, before (says sarcastically) my darling husband says something. ...

Motivation at Work Essay Example | Topics and Well Written Essays - 1500 words

Motivation at Work - Essay Example The first motivational theory that will be considered is Maslow's hierarchy of needs theory. This is a content theory that states that there are five levels of needs that an individual moves through. The first level is physiological needs, which refers to the basic need for food and shelter. The second level is safety needs, which includes having job security. The third level is belongingness needs, which refers to an individual's need to feel like they are part of something and to feel that their contribution is important. The fourth level is esteem, which refers to an individual's need to feel good about themselves, including feeling that their work is appreciated. The fifth and final level is self-actualisation, which refers to the individual feeling that they are realising their potential. This final level represents the individual being at their most motivated. At this point, the employee works to be the best that they can be, while feeling maximum satisfaction and while also fe eling that their contribution is valued. The important thing about the hierarchy is that individuals cannot achieve any stage without first progressing through the earlier stages (Daft 1997, p. 529). Therefore, an employee cannot reach the self-actualisation stage if their physiological, safety, belongingness and esteem needs have not first been met. This means that a manager must ensure that every level of need is provided for if they want employees to be highly motivated. The first level is physiological needs, which is the need for food. To provide for this need, the manager needs to ensure that employees are adequately compensated. The next stage is safety needs. Safety needs have been provided for when employees feel that they have job security and that they are physically safe within the workplace. The third stage is belongingness needs, which refers to an employee's need to feel that they are part of something. This means ensuring that employees know their role in the organis ation and how they fit into the organisation as a whole. The fourth stage is esteem needs, which is the employee's need to feel good about themselves. To achieve this, employees need to be praised for their actions. This praise could be in the form of a monetary reward, an award for their efforts, or a simple thank you. This can also be achieved by giving the employee an opportunity to achieve that they feel like they are contributing. The final stage is self-actualisation. This stage occurs when all other needs have been met. At this stage, employees work for themselves, as much as for the company, where they desire to achieve goals because it matters to them. This is the maximum motivation achievable based on the fact that all individuals will ultimately value themselves more than anyone else. This theory can be applied by managers by recognising the level that employees are at and taking actions to help them progress through the stages until they reach the maximum level of motiva tion. The next theory that will be considered is ERG theory. It is another content theory and is quite similar to Maslow's theory. ERG theory describes three levels of motivation: existence needs, relatedness needs, and growth needs. The first level of existence needs is similar to Maslow

No topic Coursework Example | Topics and Well Written Essays - 250 words - 6

No topic - Coursework Example The theory is, however, silent on the concurrent promotion of one’s self interest as well as those of others; only emphasizing one’s interest as the only variable to fulfilling the basic goal of one’s happiness. It also does not inhibit actions that help others, but endorses actions of giving oneself pleasure, in effect, encouraging selfishness rather total foolishness. According to the theory, helping others does no good, for it is not only a denial of value of individualism, which in effect, degrades physically and/or emotionally wellbeing, but an offensive intrusion into other people’s business, which cannot be fulfilled by any other person other than the self, for true needs are best known only to the individual. Moreover, sustaining other people’s lives is sacrificing the individuals’ interest, which in itself is a zero sum game. The arguments are, however, at loggerheads with rational thinking. First, the argument that helping others only serves to mess them up is counterproductive. The idea of diminished individual value is also based on a false dichotomy, for it does not have to be a zero sum game as opined by the ethical egoists. Notably, the theory divides the world into two categories: the individual and all others, and actually places the former way above the latter, making it a discriminative theory grounded on irrational bases. On the contrary, we should care for others because their interests are comparable to

Adding Value In Supply Chain Management Commerce Essay

Adding Value In Supply Chain Management Commerce Essay This chapter reviews the relevant literature and starts with discussion on Adding Value in supply chain management with special focus on pharmaceutical industry and to understanding firms supply chain management and competitive advantages. With involved four major points those are Challenges, Collaboration and Planning High performance delivery, Integration Implementation. Following there is a discussion on theoretical framework on supply chain management, role of top management and overview of latest supply chain management systems. In the last this chapter conclude with summary. 2.1 Adding Value in supply chain management: First question arise that what is Value adding in supply chain? Base on literature review value adding is the difference between input cost and output value (Hines, 2004, p.224). Value added along supply chain takes the form of tangible goods added and intangible services supplied (Hines, 2004). Value added notify to any additional value created at a particular stage of service by key service factors including; tangible value added through material transformation, labour and captical goods and intangible value added through capital and building of collaborative relationships. Firms can add value in many ways, like improve supply method from current level to higher level which is also part of add value in supply chain. Value adding resources within a supply chain are the tangible (processes). Intangible capabilities of a firm (firm attributes, firm controlled information, knowledge and collaborative relationships) enhance efficiency and effectiveness (Cunningham, 1995). By reviewing literature, the value chain concept was developed and popularized in 1985 by Michael Porter in Competitive Advantage. Porter defined value as the amount buyers or customers are willing to pay for what a firm provides, and he visualized the value chain as the arrangement of nine basic values to customers. Porter linked up the value chains between firms to form what he mentioned a value system; now in present era of globalisation and collaboration the link between two firms creating value process called the value chain. As value chain name involves the interpedently processes that generate value of products and the resulting demand and funds flows that are created. According to the Martin Christopher value chain activities can be categorized into two types primary activities (Inbound logistics, operations, outbound logistics, marketing and sales and services) and support activities (Infrastructure, human resource management, technology development and procurement) (Christo pher, 2005). From the literature review, author suggests that first, we need to understand the physical resources that are required within a supply chain to create and deliver a finished service to a customer. Second, we must understand the exchange relationship between particular supply chain resources and the flow of revenue in the value chain. Third, we must also understand what it is about the ownership and control of particular supply chain resources that allows certain resources to command more of the flow of value than others. In understanding this, the process of analytically mapping the properties of power within supply and value chains can commence. To deliver a value, product category and availability is also play important role in supply chain management. By reviewing literature, author understand that alternative perspective of viewing supply chains as value chains identifies economic value as being added through coordinated management of the flow of physical goods and information at each stage of the chain (Davis Stewart, 2004). The theoretical basis for supply chains, Handfield and Nichol (2002, p8), define them as including all organisation and activities associated with the flow and transformation of goods from the materials stage, through to the end user, as well as the associated information flows Information sharing is identified as a key driver for improving supply chain performance and enhancing competitive advantage (Zhang, 2006). Additionally supply chains can be characterised as value system and are defined as a connected series of organisations, resources and knowledge streams involved in the creation and delivery of value to the end customer(Handfield Nichols, 2002, P11). 2.1.2 Companys supply chain management and competitive advantage: Definition of supply chain is the network of organizations that are involved, through upstream and downstream linkages, in the different processes and activities that produce value in the form of products and services delivered to the ultimate consumer (Christopher 1992). In other words, a supply chain consists of multiple firms, both upstream (i.e., supply) and downstream (i.e., distribution), and the ultimate consumer (John T. Mentzer, 2001). The philosophy behind supply-chain management has changed. Previously the central concept was to manage an inventory that acted as a buffer between a limited production capacity and variable customer demands. The scope of the task was interpreted as managing warehouses and transport operations. The current priority is to engineer the supply chain as a seamless whole, breaking down the barriers that have existed between purchasing, production, distribution and sales. These issues are particularly relevant to the pharmaceutical industry. Functions have traditionally operated independently and there has been a consequent sub optimization of the supply chain by fragmenting it along functional lines. In its new form, supply-chain management is a corporate-level task on which several strategic objectives depend, not least ensuring a satisfactory return on capital employed while ensuring the supply of goods and services to designated markets at the service levels demanded. To achieve this, even at a national level, using local facilities to supply local markets is a challenge, requiring close integration of the supply chain and subjugation of functional/ departmental objectives to the needs of the supply chain as a whole. To achieve it globally is much more difficult (Booth, 1996). 2.1.3 Contemporary approaches to achieve competitive advantage: One of the first ideas about theoretical framework for understanding firms performance is Porter (1980). He introduces a strategic and analytical approach to understanding competitive strategy, and said that Every firm competing in an industry has a competitive strategy, whether open or hidden (Porter, 1980). He proposes a framework for analysis industries and competitors and describes three generic strategies, cost leadership, differentiation and focus. He postulates that if a firm is able to do well in any of these strategic fields, It will gain competitive advantage. Porters concept is portraying in below figure. Competitive Advantage of a Firm Generic Competitive strategies Overall cost leadership Differentiation Focus Figure: 2-1: Strategies to achieve competitive advantage: source Porter (1980). -Cost Leadership is most important in competitive pharmaceutical distribution chain, efficient-scale facilities, pursuit of cost reductions, and cost minimization in all areas of the firm. This action can increase companys profit. -Differentiation of product like, different one medicine in different brand (Ports and Blister pack) or service differentiation including design and brand image, customer service, and distribution or dealer network. This action can help increase customer loyalty and ensure often purchase. -Focus on markets, buyers or product line (new line of medicine with its generics version) can help to achieve competitive advantage. The framework of Porter, in fig 2-1 shows, that the proficient strategies can provide competitive advantage. Porter (1980) also argues that competitive advantage comes from the many separate activities a firm achieve in designing, storage, marketing, delivering and creating owns products. Each of this processing contributes to a firms relative cost to position and creates a basis for differentiation. This is the Pharmaceutical logistic value chain, and a firm has to recollection its strategically relevant activities in order to understand the behaviour of costs and the existing and potential sources of differentiation. A company gains competitive advantage by performing these strategically important activities better than its competitors (Porter, 1985). The general value chain concept, and Sigmas existing concept is illustrated in figure 2-2. Supply chain advance Marketing Leadership Advance Primary Activities Profit Margin Support Activities Inbound Sigma House Picking and Customer Marketing Logistics (Warehouse) Assembling Service Tele-sales Procurement Human Resource Management Technology service Development Firm (Sigmas) Infrastructure and Platform Services Figure 2-2: The value chain and Theoretical Framework to achieve competitive Advantage (Adapted from Porter 1985). The definition of supply chain including all basic activities, therefore sales, marketing and customer service activities can be construed as part of the supply chain approach show in the above figure. In company, Tele-sales and marketing processes, such as demand management, order processing and customer relationship building management are included in the internal processes shown in the figure and in the supply chain literature review. However, sales and marketing activity, such as sales calls, advertising and some post delivery support processes are excluded from supply chain activity. This is consistent with the approach taken by the supply chain model it uses to measure supply chain activity (Supply chain council, 2007). There is various types of approaches to achieve competitive advantage, strategic approach, 2.1.4 The strategic Planning approach: In important of porter (1980) approaches, a strategic planning approach that is companys competitive advantage can be planned for this. This includes planning for differentiation in the delivering a value in supply chain, low cost leadership and focus. Strategy is always the product of a complex and unexpected interplay between basic information, personalities and aspiration according to Hamel (1998). What this implies is that one does not gain for obvious solution and strategies but should look at alternatives, challenge assumptions, and look at new ways of delivering superior customer value and firm performance. 2.1.5 Marketing strategy approach: The marketing capabilities approach introduces the concept of capabilities of a market driven organization and explores the links between capabilities and a firms performance and market success (Day, 1999). A firms competitive advantage comes from two sources: Assets or resources, which are acquired over time and distinct capabilities, which are the glue that holds these assets together. Examples are DHLs secure delivery across the globe and Walmarts logistic systems. Such capabilities provide competitive advantage and help organization to deliver a value to its every customer. Other Proponents of the marketing capability approach are cool and Derrick (1989), Aaker (1989), caves and Gale (1987). The concept of capabilities is not new and was proposed much earlier by penrose in 1959. However, this has been popularized as the concept of core competencies of the corporation that can lead to a firms success by Hamel and Prahalad in 1990. They actually propose some tests to measure the st rength and success of core competencies. An example of Federal expresses its packaging and delivery process. The product differentiation approach by Trout (2000), states that what matters is differentiation of product or service, that are too many choice in todays world, and only differentiation provides competitive advantage. In Pharmaceutical business there many manufacture produce a medicine under different choice, keeping all different sort of product and supplying on time will be better advantage over the competitive. 2.1.6 The Introduction of the supply chain approach: In the competitive market of the early decade, there has been a change in management action, resulting for searching strategies that provide superior value to customers. As a result in the supply chain approach to gaining competitive advantage has moved into the frontline of business strategies, especially in developed countries. This approach has its introduced from historical military campaigns (Britannica, 1999) and recently from porter of value chain, with its importance on inbound and outbound logistics, and production operation. In a discussion on marketing logistics thinking argue that logistics has major impact on customer satisfaction, success and costs. They recommend that a firm manage its entire supply chain and that such an approach will add value in existing supply chain within the organization and will help to gain competitive advantage over rival. 2.2 Supply chain Management and factors: 2.2.1 Definition of supply chain and management: It will be helpful to go through some basic definitions of supply chain and management: Supply chain is all inter linked resources and activities needed to create and deliver products and service to customers (Hakanson, 1999). Supply chain management goes advance and including managing supply and demand, resourcing, assembling and packing, distribution across the globe and delivery to the every customer (Supply chain council, 2009). A more on supply chain management is a network of relationships, with the goal to deliver superior value, the management of upper level and lower level relationships with suppliers and customers to deliver best value in services at effective cost to the supply chain as a whole (Christopher, 1998). This definition is a key part of this dissertation in terms of gaining competitive advantage or delivering best value to sigma pharmaceutical customers. 2.2.2 Key areas of Supply chain management system: References Literature Review 1. Christopher, M. (2005). Logistic and supply chain managment. London: FT prentice Hall. 2. Handfield, R. B. Nichols, E. L. (2002) Supply Chain Redesign: Transforming Supply Chains into Integrated Value systems, U.S.A: Prentice Hall. 3. Zhang, C. (2006). Secure Information sharing in Internet-based supply chain management systerms. Coumputer Information Systems , 18-24. 4.

The Thankyou Letter :: essays papers

The Thankyou Letter I doubt that the format of this letter brings any true romance to what I am about to say, as typed words and printed letters are harsh and unfeeling. In this day and age, however, I suppose that this is a faster and easier way than paper and ink, a letter scratched out lovingly by hand. Don’t read it as such†¦as sterile and unfeeling. For the words I put down here are the same, if more fluid, than those of anything I could possibly write using the more traditional methods. And please don’t be daunted by the flowery prose that I am using, as presently I am in a strange, floating mood that leaves the room for nothing but softness and exaggeration of expression in what I feel. I’m sitting here at home looking through what seems like a whole other lifetime of â€Å"stuff† and I’m thinking of you. I’m thinking of you and I like what is running through my head. My heart is presently jumbled; anxious, ill suited for simply sitting around with nothing to do. I want a change somehow, and I do not know where, or how, or why. All I know is I’m worried and the thought of you can no longer make it better. To say that things in my life are changing would be an understatement. To say that they are constantly doing so would be a bit of a lie. As there have been times when I have been stuck in the same rut, floating about in a sea of ennui and non-movement. Still, I’m afraid of change, to be honest with myself and with you. I’m terrified of it. I’m a creature of habit and though on the surface I can appear chaotic and unpredictable, I find solace and comfort in that which is stable, that which does not rock the boat, as it were. But paradoxically, that same comfort is what kills me, what rips apart my creativity and dulls every sense I lay claim to. You changed that and I was and am no longer sitting still, I’m moving forward, sometimes moving in to something unknown and wonderful, sometimes being shoved so fast into it I can’t quite see what’s around me. It was beautiful, the feeling.

Marlow Lie Essay

Victorian  viewpoint,  and  often  paints  them  as being  the  embodiment  of  the  more  pure  and  gentle  aspects  of  human  nature. Conrad  makes many  references  to  a  belief  that  women  live  in  an  ideal  world  which  is  separated  from  the  evil side  of  human  nature  explored  in  the  story,  emphasizing  that  they  must  be  protected  from  this darkness  at  all  costs. This  theme  can  be  justified  by  many  details  within  {em  The  Heart  of Darkness},  but  at  the  same  time  there  are  a  number  of  points  in  the  story  which  stand  in  stark contrast  to  this  portrayal  of  women  as  noble  and  exalted  creatures. One  of  the  first  incident  where  Conrad  discusses  women  in  an  idealized  manner  occurs  in  the very  beginning  of  {em  The  Heart  of  Darkness},  as  Marlow  is  about  to  depart  for  Africa. During his  final  meeting  with  his  aunt,  she  talks  to  him  of  how  noble  she  feels  the  Company’s  attempts to  civilize  the  African  natives  are:  an  opinion  which  makes  her  nephew  rather  uncomfortable. â€Å"It’s  queer,†Ã‚  he  says,  Ã¢â‚¬Å"how  out  of  touch  with  truth  women  are. They  live  in  a  world  of  their  own, and  there  has  never  been  anything  like  it,  and  never  can  be. It  is  too  beautiful  altogether,  and  if they  were  to  set  it  up  it  would  go  to  pieces  before  the  first  sunset. †Ã‚  Marlow  believes  that  women cannot  perceive  the  horrors  that  men  are  capable  of  because  they  are  so  distant  from  them  by virtue  of  their  sex. Another  graphic  example  of  this  attitude  comes  when  Marlow  makes  a reference  to  Kurtz’s  fiancee,  known  as  his  Intended. He  says  of  her:  Ã¢â‚¬Å"Oh,  she  is  out  of it ­Ã‚ ­Ã‚ ­completely. They ­Ã‚ ­Ã‚ ­the  women,  I  mean ­Ã‚ ­Ã‚ ­are  out  of  it ­Ã‚ ­Ã‚ ­should  be  out  of  it. We  must  help  them