Interesting Facts About Ella Deloria Essay Example For College

Ella Deloria is a linguistic scholar from South Dakota, precisely the native Lakota people. She has authored several linguistic texts and pioneered language ideas among the Dakota people. Her achievements in the anthropology industry are enviable, having started writing an article in a journal to publish books and even a Sioux-English translation dictionary. She is known for women empowerment and language abilities, but her prowess in language studies without having any background in anthropology studies is inspirational.

The most interesting fact about Ella Deloria was her anthropology skills, despite not studying the same in college. Despite her prowess in anthropology, Deloria was a teaching graduate who only came to realize her unique abilities when a professor at Columbia Teachers College tasked her with translating and expounding on Lakota texts. It is this first assignment that encouraged her to engage in linguistic analysis and translation. After gaining experience in language translation and analysis knowledge, she published her maiden work in the Journal of American Folk-Lore called Sun Dance, one of the best-sellers (Murray 1974). Through this achievement, her profile in language studies grew significantly.

Deloria had a trajectory growth in her linguistic career after she relocated to New York. First, she identified her niche, and she specialized in analyzing tribal structure, roles of women, and kinship. Without anthropology skills, she managed to translate several manuscripts to her native Dakota language. The height of her achievements was writing the first Sioux-English dictionary that contained several Dakota ad Lakota texts (Murray 1974). Her contribution to the Native American ethnography was vital as she created the first written work for a plains tribe. Besides her translation abilities, she took other people’s work, analyzed them, and developed landmark manuscripts and novels.

Despite having minimal anthropology study knowledge, Ella Deloria pioneered critical language studies vital in understanding native languages in the US. In her career, Deloria has expounded on the Lakota language, as skill she has leveraged to tell transmit ideas about the plain tribe. Deloria’s linguistic career grew at an unprecedented speed when she moved to New York. Her understanding of the Lakota text is interesting and educative in different ways.


Murray, Janette K. 1974. “Ella Deloria: A Biographical Sketch and Literary Analysis.” Education Commons. Web.

China’s Investment Climate For Americans


China, one of the largest developing countries, is the world leader in investment inflows. Reasons for China’s strong position on the global stage include a large consumer base, an integrated supply chain, and recent legislative improvements, including the Foreign Investment Law (“Investment Climate”). Investors entering this market are often faced with the plenitude of limitations and restrictions that impede their business dynamics. This paper aims to present a report assessing the investment climate of China.

For example, the Chinese government has imposed restrictions on foreign ownership of businesses and requires joint ventures. Another example is industrial policies that protect local producers or technology transfer requirements as a condition of market entry. In this way, the government protects public and private enterprises in China from competitive pressure from foreigners. An important factor in the investment climate is the policy of the Chinese Communist Party, which has ruled for over 70 years, as it actively intervenes in the country’s economic strategies. The party makes its adjustments to the free market, and these changes can be quite unpredictable. In general, China’s investment market is becoming increasingly clear-cut and robust despite many variables. This is probably due to the slowdown in economic growth and the factor of market stabilization.

Economic Environment

The currency exchange rate risk declined after the Chinese government launched a policy to achieve full yuan convertibility. This was stated by the Prime Minister of the State Li Keqiang in 2015, after which the promise was consistently fulfilled (“Doing Business in China”). At the same time, exporters were stressed by the subsequent devaluation of the yuan due to the possibility of falling profits. The convertibility of the yuan was subsequently achieved through the division of the currency into the domestic yuan – CNY and the offshore yuan – CNH, causing the growth of the offshore CNH market in Hong Kong (“Doing Business in China”). CNH has indeed become a fully convertible currency, and offshore companies are using it for trading settlements and hedging currency risks. Notably, experts advise using financial instruments such as foreign exchange options and forward contracts to manage foreign exchange risks.

Profit repatriation is an important element of doing business abroad because if problems arise at this stage, the company can lose very large amounts of money. In China, there are certain requirements for repatriation of profits, which must be strictly followed by all companies that do business in the Chinese market. These requirements include the settlement of tax liabilities, compensation for losses from previous years, the completion of an annual external audit, and a contribution of at least 10% to the company’s reserve fund (“Repatriating Profits from China”). Upon meeting the requirements and providing the banks with the appropriate documentation, companies can return dividends annually, although this process is quite lengthy and can take several months.

The purchasing power of Chinese consumers is one of the most attractive aspects of this market, which guarantees a constant influx of investors. Experts admit the projected growth of the middle class from 326 million people to 854 million in 2030 (Hedley par. 4). Equally important, analysts expect China’s GDP to triple by this time, which indicates an increase in the investment attractiveness of the market.

Political Risks

There are considerable political risks in the Chinese market that are associated with an unstable regulatory environment. Governments at all levels have theoretically equal rule-making powers, which can lead to conflicting legal requirements. Therefore, the Chinese courts can take advantage of the uncertainty to apply these rules as they see fit. Another unpleasant consequence is that it can be difficult for companies to determine whether their activities comply with the requirements of the laws (“The 3 Most Common”). At the same time, there are procedures for appealing against decisions of courts and other regulatory bodies, which is a good sign.

Intellectual property is another contradictive issue that should be considered a regulatory risk factor. The state has not developed laws that would imply sufficiently serious measures to combat piracy or infringement of intellectual property rights. Therefore, the market is filled with low-quality counterfeit goods, which account for up to 20% of all consumer goods (“A Guide to B2B Marketing”). China has formally amended the Intellectual Property Regulations to comply with the WTO Agreement on Trade-Related Aspects of Intellectual Property Rights (TRIPS). However, these amendments are either insufficient, that is, they do not fully describe possible violations, or are not implemented in practice.

In general, the country creates opportunities for any type of business, especially for the sale of consumer goods and for the B2B sector. However, given the saturation of the market with small and medium-sized businesses, and rather complicated conditions for starting and running a business, the service sector in B2B may be the most promising. For example, companies that provide advice on starting and running a business in China and settle various legal and marketing issues are in great demand and many clients.

Market Entry Strategy

The market entry strategy for the B2B consulting services in China should largely be based on understanding the demand for such services and choosing a geographic region. B2C companies are predominantly concentrated in coastal cities due to the initial tendency to locate businesses in the most populous cities such as Beijing or Shanghai. Recently, however, China has been implementing a government policy of creating industrial clusters with integrated supply chains concentrated in these areas. B2B services need to follow the customer and, therefore, can be delivered right in these remote areas. The physical presence of employees may be necessary to demonstrate to clients that they are serious, more quickly resolve current issues that require direct consultant involvement, and better understand the realities of local markets.

Information on the distribution of industry sectors by province can help choose a narrower focus for consulting services. It is noteworthy that Shanghai is a region where pharmaceutical, chemical, petrochemical, automotive, financial, and electronic industries are developed. In Beijing, most of the companies operate in the IT, electronics, and communications sectors; in Guangzhou, the most developed areas are automobiles, textiles, electronic appliances, chemicals, petrochemicals, and toys. It is noteworthy that such a strict geographical division is not typical for other countries and is a unique feature of the Chinese market.

How B2B American Consulting Plans to Enter New Market

The company B2B American Consulting plans to enter a new market starting from the most populated cities and putting the headquarters office there. After immersion in the environment and understanding the basic informal laws of the local business, as well as after studying the formal requirements and other details necessary for the provision of consulting services, it is possible to expand the business to other regions. It is planned to create three more offices in the most actively developing industrial clusters. This seems to be a good decision, as remote regions are likely to have fewer companies that provide similar services, and therefore B2B American Consulting will be able to become a unique service provider.

Choosing Entry Mode

B2B American Consulting will choose the Wholly Foreign-Owned Enterprise (WFOE) entry mode, among other modes which are Joint Venture (JV) and the Representative Office (RO). Factors that influenced the choice include “legal status, liabilities of shareholders, registered capital, business scope, employment regulations, invoicing and contracting” (“The 3 Most Common”). Foreign investors tend to choose WFOEs as there are large liability limitations. WFOE is a Limited Liability Company (LLC), and its capital can be wholly foreign-owned, which frees the business from having to form a joint venture with a local company.

Growth Strategy and How It Will Be Achieved

The growth strategy over the next five years will be aimed at achieving a customer base of up to 200 clients and reaching the point of hiring up to 50 employees. These numbers imply that the company is planning to gradually evolve from a small to medium-sized enterprise. The more experience the WFOE B2B American Consulting will be getting, the more consulting it will provide without impeding the quality of the services. The company plans to start by establishing a business in Beijing, where there is a large IT sector that may need advice, given that young people and students often start effective start-ups.

The company will advise both foreigners and local entrepreneurs, as the legal system in China is difficult for all private entrepreneurs to understand. At the same time, success can be achieved by hiring local consultants for the company who is familiar with the specifics of the market or have good potential for its development. The American staff, in turn, will help to integrate Western schemes of work in those aspects that do not relate to legislation, thus achieving an effective exchange of experience between countries.

Works Cited

“A Guide to B2B Marketing in China.” Daxue Consulting, 2020, Web.

“Doing Business in China and Managing Foreign Exchange Risk.” American Express, 2019, Web.

Hedley, Mark. “China Market Entry Strategy: A Guide to Entering Chinese Business-to-Business Markets.” B2B International. Web.

“Investment Climate.” International Trade Administration, 2021, Web.

“Repatriating Profits from China as a Foreign Investor.” Global Expansion Simplified, 2018, Web.

“The 3 Most Common China Entry Modes for Foreign Investors.” Moore, 2018, Web.

Why Do The Companies Seek To Hire Millennials?


The new employees are expected to be experienced professionals willing to contribute to the company’s success. All applicants will undoubtedly notice that the salary is much higher than the state average. Thus, hiring Millennials can be a viable option, as they tend to be enthusiastic about high salaries and being responsible for almost all the operations that are needed to develop and promote new products.

Millennial workers currently represent almost half of the workforce. Moreover, professionals who boast remarkable working experience often belong to that generation. Therefore, HR managers believe that Millennials will represent most applicants. Millennials have certain features that, over time, are exaggerated stereotypes. Nevertheless, each employer seeks to understand its workers and is ready to conduct research to enhance working conditions in general and tailor the approaches to various groups of employees. Moreover, HR managers want to be sure that their decision to hire a Millennial instead of a more experienced person or a highly motivated recent graduate was the right one.

Benefits of Hiring a Millennial

Millennials, in general, like the education process and seek challenges. That is clearly their main strength, as they are used to dealing with the tough competition in the labor market. According to Rosa and Hastings (2018), most Millennials show vivid interest in learning in their positions and obtaining and seeking workplace training. Many representatives of this generation have been studying hard at universities, sometimes even to the point when they find themselves overqualified for the job offers they get.

Enormous student debts that many Millennials have to make these young people unusually motivated to perform great in order to get promoted. Sometimes Millennials are even too enthusiastic about their promotion and start actively discussing it with their superiors before they are actually ready for new positions and higher levels of responsibility. Generation Y employees are tech-obsessed, which in many cases, becomes their competitive edge. The ability to quickly adapt to the use of various complex technologies, software, and tools makes them indispensable when it comes to the much-talked-about digitalization of most business processes in different companies.

Texas Insurance Company can benefit immensely from Millennials’ dedication and ingenuity if the company manages to separate an independent branch for the development and introduction of new products. Concentrating on Millennials in this branch will provide them with the real opportunity to realize their potential and interact with peers in the most efficient way possible. What is more, the best option for a company would be to provide Millennials with an opportunity to work on a new independent project.

Millennials, in general, tend to be proud of the work they are doing. They are almost always enthusiastic, but the lack of passion for any kind of position can make a Millennial quit their job, despite stability and decent pay. Therefore, Texas Insurance company should utilize such an advantage and encourage Millennials to involve other employees in the projects they feel passionate about. Thus, Millennials can ensure that the company has a strong culture. This generation is fond of team-based service projects, and they can easily establish relationships. Cooperation is central to Millennials’ performance, as they are enthusiastic about taking part in “cause work,” which implies work with social causes.

Companies nationwide have already realized all the benefits of high levels of cooperation and now seek to enhance the frameworks that can assist Millennials to work in teams. Generation Y values employee satisfaction, custom care, and integrity in their employers more than the company’s size and popularity. Moreover, salary is often outperformed by a proper work-life balance in Millennials’ hierarchy of values. Even the widespread issue of enormous student loans does not seem to make a typical Millennial accept a job only because of high pay. Despite the harsh economic realities that await Millennials when they enter the job market, their optimism is one of their major advantages. The performance they show once all the working conditions seem to suit their high demands tends to be great.

Downsides of Hiring a Millennial

One of the most common blanket statements about Millennial employees is that they are lazy. Although it is a misconception, it points to a very serious issue that may occur when dealing with Millennial employees. These young but already experienced workers sometimes seem to be motivated more by having an opportunity to make a social impact rather than by money. According to Cattermole (2018), Millennials want to make an impact, do something socially good and work for an organization that has a strong company culture and offers extraordinary experiences at work. Therefore, Millennials have equally high expectations when they start working for a company. They actually want their employers to prove that what they are doing is meaningful.

The most common myths concerning the Millennials’ attitude to work claim that Millennials are not ready to work extra hours, that they have a poor work ethic, they do not respect authority. Consequently, they are widely believed to lack real incentives to climb the career ladder. Motivating Millennials is generally considered to be a complex undertaking, as it may seem that what they really are after is not the promotion but the recognition of their importance. Therefore, it may actually be hard for senior employees to cooperate with new young workers who may sometimes lack both respect for and interest in authority.

The hardest thing about having an ambitious Millennial on an important team is that they can easily get disillusioned. The management may miss the moment when a Millennial suddenly loses the passion for the job they are doing. Therefore, the company should definitely analyze all the possible scenarios in case a Project Manager suddenly feels disappointed in the results and gives up all the previous efforts. Moreover, it is crucial to remember that Millennials feel natural about quickly changing companies once they start feeling useless or undervalued.

The problem is that not all companies can provide all the above-mentioned opportunities, as some of them have a long tradition of encouraging their employees to work harder, primarily by increasing their salaries. Moreover, Millennials’ strive for transparency may also prove to be a tough issue to discuss with an employee in a conservative firm that can boast of rich history and big clients. Generation Y employees may also expect the companies they work for to adapt to the fast-changing world quickly. Thus, they tend to expect their proposals and new ideas to be heard and seriously considered by their superiors. Therefore, if most of the company’s current employees belong to a different age group, HR managers should hire an extremely polite person to avoid misunderstandings.


The company should definitely consider hiring a Millennial employee as a viable option. Nevertheless, its management should be ready to show higher flexibility when dealing with its younger workers. HR managers should keep in mind that Generation Y employees may give the company a competitive edge. Young, highly skilled employees will undoubtedly bring brilliant ideas and new perspectives that can enhance various business operations. If the company is serious about its new project that is expected to result in a brand-new product, it should be ready to help its young employees achieve their fullest potential.

Moreover, the company may consider hiring more Millennial workers in the future, as these young people tend to perform best when they are given a chance to cooperate. Generation Y workers expect to be supported by their colleagues. Nevertheless, serious efforts are needed to find the right approach for Millennial workers. In order to successfully integrate, motivate, and retain Generation Y workers, the company should find the right way to become clearer about its mission. It is a necessary step, as Millennials need to feel proud of the company they are working for. The company should also be ready to provide opportunities for career growth, as Millennials tend to expect fast promotions and strive for new challenges.


Cattermole, G. (2018). Creating an employee engagement strategy for millennials. Strategic HR Review, 17(6), 290–294. Web.

Rosa, N. M. B., & Hastings, S. O. (2018). Managing millennials: Looking beyond generational stereotypes. Journal of Organizational Change Management, 31(4), 920–930. Web.

error: Content is protected !!