Kuo has over 18 years of corporate and financial public relations experience, encompassing both proactive visibility programs as well as communications. Kuo has nearly 18 years of corporate and financial public relations experience, encompassing both proactive visibility programs as well as communications support for transactional and special situations. Prior to that, Mr. Kuo was a Partner at Kekst and Company, a leading New York City-based public relations firm established inwhere he worked for approximately ten years.
In this context careful policy-focused analytical work is critical to advance the constitutional values of non-racialism and equality. Pathways to antiracism consists of three substantive papers: These papers are interspersed with photo essays, poetry and other short contributions.
Antiracism in post-apartheid South Africa. This paper examines Strategic planning and implementation in walt contested nature of the concept of antiracism, and reviews selected strategies and practices by the state and various civil society and faith-based organisations to address racism in South Africa after Since antiracism is a less frequently used concept in South Africa than non-racialism, the paper starts with an overview of antiracism theories from within and outside the country.
Against this theoretical backdrop, the paper then analyses interview data from selected South African organisations that have undertaken strategies and projects to address racism. Many of these initiatives are directed at the micro level of institutions and communities.
They provide valuable learnings that suggest meaningful change within project participants and in specific sites, as well as sophisticated practices that acknowledge how race is interwoven with other forms of social difference, including class, culture, gender, sexuality and ethnicity.
However, these projects do not collectively add up to a national success story of reversing racism.
In its conclusion the paper makes a case for thinking about how we may best move these isolated pockets of practice into a broader national antiracism strategy. One key suggestion is to create a space for collaboration and collectivity between civil society organisations, as well as between government and civil society.
This shared knowledge project may potentially leverage the strengths of existing strategies and facilitate the co-design of new strategies, in turn offering exciting possibilities for a national South African dialogue around plural rather than purist notions of antiracism that engages directly with many of the theoretical debates globally and locally.
This paper considers the way activists and others approach antiracism work. It begins with an explanation of the various ways people think through race, highlighting three typical subjectivities that shape racialised perspectives. The first, race essentialism, encompasses crass racism where there are assertions of superiority or inferiority.
The second, race evasiveness, is when people distance themselves from accusations of racism by couching exclusion in other terms. The third, race cognisance, is when people acknowledge how race and racialised histories have shaped their ways of being and acting.
The paper draws out these ways of seeing race, or acting in racialised ways, by looking at two recent examples that captured the public imagination, and demonstrates the complexities of race cognisance by capturing the voices of activists. The paper concludes that in this current conjuncture in South Africa, the challenge for activists is to teach people to be critical of their own race evasiveness, and, more generally, to think through ways to get beyond the struggle between race evasiveness, essentialism and awareness.
Global antiracism strategies and practice. One of the commitments in the DDPA was the development of a national action plan NAP against racism, xenophobia and related intolerances.
While very few countries have produced monitoring and evaluation reports on their action plans, where these are available for example, Canada and Ireland some lessons can be drawn on what did not work and why.
This paper examines NAPs within an international context, and outlines some of the key lessons South African policymakers could learn from the experiences of other countries that have implemented NAPs. It includes a discussion on some of the inherent tensions between NAPs and international compliance, and more specifically how South Africa may want to start thinking about these during the further development and implementation of such a plan.The Walt Disney Company, together with its subsidiaries and affiliates, is a leading diversified international family entertainment and media enterprise.
Preamble; This Report is dedicated to comrade Violet Seboni, who was prematurely taken away from the movement. Comrade Violet was a good example of the shop floor based and shop-stewards activism that has characterised COSATU for more than two decades.
Walt Disney Corporation: Planning and Strategic Management. Report abuse. Transcript of Walt Disney Corporation: Planning and Strategic Management. Five Operating Segments: Media Networks Parks and Resorts Studio Entertainment Consumer Products Disney Interactive Implementation SWOT Analysis External Analysis .
Strategic Implementation By Erica Olsen. Implementation is the process that turns strategies and plans into actions in order to accomplish strategic objectives and goals. Implementing your strategic plan is as important, or even more important, than your strategy.
In addition, she is the author of Strategic Planning Kit for Dummies, 2nd. This is an archival or historical document and may not reflect current policies or procedures.
The development of the strategy can be done by * Structured strategic planning * Establishing a vision and through strategic leadership * Developing emergent strategy systems Since Walt Disney Company is more about innovation and creativity, there should be strong focus on recruiting strong creative thinkers.