Mentoring Roles in Leadership Development free essay sample

Introduction Leaders are considered as the significant aspect in communities or organizations. The impact of leaders can lead organizations to the success or adversely to the failure in achieving their goals. Many perspectives on this theme had created comprehensive understanding and may be used in many different contexts. The meaning of leader and leadership and other debatable issues associated in its construct should be understood in its context and perspective. Definition of leadership in this topic will focus on knowledge, skills, abilities and traits of the leader in the process of influencing other people or followers to do what the leader want. This definition is proposed by Barker (1997) in possibilities of leadership training which define leadership and management in the same way. To focus on the leadership as a management function is more rationalistic but it is more possible to adapt in organizational practices. In their act to lead or their behaviors to influence other people in organization, leaders have their own values and styles which are different from one another and to be owned originally. We will write a custom essay sample on Mentoring Roles in Leadership Development or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page These values and styles are shaped by many factors along developmental process. In the process to become a leader, a person is influenced by many agencies, i. e. : parents, families, friends, colleges, educations, experiences, etc. Those agencies interact in complicated ways and shape leadership values and styles. One important agency is mentor which is a person who plays a role as guru, coach, model in the process of learning become leaders. Mentor-protege existence is recorded since the old history and has varied interpretations in its practices. However, mentor-protege relationship is proved as a useful method for leaders to develop their leadership role. Mentoring as a means in organization has attracted many researches to study its role and dynamic since it is used to increase personal ability and in the end is hoped can give optimum benefits to organizations. There are many views about the role of mentoring in organizations based on the findings. Even though there are skeptical views about the role of mentoring in organization, I believe that mentoring in a broad definition is a very useful method and should be implemented properly to get its benefits. In the effort to get the clearer insight about mentor-protege phenomena, I will begin with explaining mentor and protege definition, aspects involved in the relationship, benefits of mentor-protege relationship, barrier of a successful relationship, other effects in relationship,and model in mentorship. In the last part, I try to look out relevancy of mentoring in the current organizational context. Definition of Mentorship To have comprehensive understanding about mentor we need to know the root of its word and how this term uses in many fields. There are many definition and debatable issues associated in this definition. However, I suggest to give the meaning of mentor-protege based on its root in mythology. History of Mentor The concept of mentoring can be traced from Greek mythology. In Odyssey of Odysseus, Mentor was the faithful companion of Odysseus, King of Ithaca who took an important role for Telemachus, Odysseus’s son, when the King went off to the Trojan wars. Mentor’s duty was to raise Telemachus and prepare him as the successor of Odyssey. According to Samier (2000,p. 85), based on Odyssey story, there are three fundamental roles in mentoring: guardian, guide, and counselor. While Carruthers (1993,p. 9) explain that in this story, Mentor had a role as a father figure, a teacher, a role model, an approachable counsellor, a trusted adviser, a challenger, an encourager to Telemachus. Carruthers also add the figure with Athene, also from Greek mythology, who sometimes is assumed the form of mentor and acted as mother figure and wisdom. On the other hand, protective aspect of the role Mentor has raised the word â€Å"protege†, come from French verb, proteger means to protect. This word is used to a person who receives mentor interest. Mentor-protege relationships have become a pattern of learning or play a significant factor in development of successful persons along centuries. Head and Gray gave a list of famous persons with mentor-protege relationship from Sir Thomas More until Michael Jackson (Carruthers,1993). This role of Mentor to help Odyssey’s successor in his developmental phase is used in many fields and sometimes in very simple ways. In this discussion, we focus on leadership in organization that needs understanding in integration of intellectual and emotional capabilities of individual. Mentor Concept Although the concept of mentor is real along history and seems simple and easy to understand, in the process of determine a definition, there are many varied views come from many authors. Carruthers(1993) explained a range of definition, from brief definition in Webster Universal Dictionary, ‘mentor is counsellor, wise and prudent adviser’ and Carmin’s comprehensive definition of mentor, ‘mentoring is a complex, interactive process occurring between individuals of differing levels of experience and expertise which incorporates interpersonal or psychosocial development, career and/or educational development, and socialization functions into the relationship. To have a guide for this ‘mentor’ term, Carruthers(1993) proposed that most mentor interpretations can be devided into two categories: the first is which emphasise the professional development only, the second is which emphasise professional and personal development of the protege. In other field, term of mentor also used broadly and there are many debatable issues associated with mentor activity. Wood (1997,p.27) explain mentor happened in Mentor story is the idea of a senior or older person who pay attention to a younger person and acting as an advisor and guide. She also claims that the idea of mentoring in the business world is happened when a junior employee assigned a more senior adviser to help them develop their career. Samier (2000) states that values and interpretations of mentorship are depend on one’s disposition in humanistic or positivistic direction. In his view, mentorship program can be seen as a reaction to the negative effect of modernization which produces alienation in social relation. To study mentoring, it will need phenomenological and hermeneutic perspectives because the subject is interpersonal relationship in professional development which is subjective, symbolic and context-dependent experiences. Mentorship also is seen as a means of addressing equity problems by supporting women and minorities. His view of practical use of mentoring also found in organization, to be function as an innovative means of supporting conventional organizational goals and practices by offering a technique for coping with change. Aspects involved in Mentor Concept Samier (2000,p. 85) state that to construct a comprehensive and clear conceptual framework of mentoring, we need to look its role definition, characteristic of actors, character of relationship and typical phases/stages. These mentoring criteria consist of: Mentoring is a multifaceted and complex role consisting of interventionist, training, and supportive activities; mentors are older, more senior, and at the same workplace or in the same profession; the relationship is personally and affectively grounded, and governed by ethical requirements of voluntarism and mutuality, therefore not reducible to quantifiable measures; and it is a relationship which requires a minimum of two years, and in most cases three to five years, evolve. To fulfill their roles as mentor and protege, there are a number criteria or qualifying characteristics which organized by Samier(2000,p. 88) into organizational status, professional and personal qualities. In organizational status, according to Missirians’s study (1982, in Samier, 2000) mentors are seen as brilliant, charismatic,physically attractive, boundlessly energetic, innovative, and inspiring. While in professional qualities, mentors are seen have the ability to evaluate and apply technical knowledge and skill to the setting through divergent thinking (Schon,in Samier,2000). Come to personal qualities, it is include a broad range of intellectual, social and emotional traits. Anderson and Shannon (1988 in Samier,2000) propose essential dispositions in mentoring which are opening to their protege, leading incrementally and to show that care and concern to personal and professional welfare. On the other hand, proteges must be able to understand and accept their mentors in emotional, intellectual and social ways. Zey (1984 in Samier,2000) identified qualities of proteges that attract mentor which are competence, a desire to learn, initiative,intelligence, ambition, desire and ability to accept power and risk, loyalty, ability to establish alliances, and organizational savvy. Character of the relationship in mentor-protege relationship is perceived as a private, dynamic and mutually transformative relationship which is showed by trust of each other. (Samier,2000). Those Samier’s conceptual framework of Mentor is proposed to give a guidance to understan d mentorship and how to adopt it in organizational strategy. Functions of mentoring relationship as propose by Ragins(1989,p. 2), explain aspects which are training and inside information on the organization and its political function, role of mentor as a counselor, friend, role model and coach, and buffer between organization by running interference for the protege and providing special access to information, contacts and resources. Benefits of Mentor-protege Relationship Considering its broad impact, mentor is hoped to assist his protege in professional and personal development. As defined by Philips-Jones in Carruthers (1997), ‘mentors are influential people who significantly help you to reach your major life goals’. Whitely (1993) finding in his study that career mentoring is particularly related to early career promotion histories, to general work satisfaction and career satisfaction. Bolam,McMahon,Pocklington Weindling (1995) report their study on a national pilot scheme for mentoring new headteachers in England and Wales. The result of this study, the proteges mentioned benefits: help with problems, help to give meaning in their new position, reduce the isolation, obtaining another perspective and improving self confidence. On the other hand, mentors also mentioned benefits they get from relationship which are extending their professional experience, encouraging them to engage in reflective self-analysis, experience of sharing and helping others, acting as a sounding board, hearing alternative views about professional issues. Other view which emphasise the importance of relationship is come from Kram Isabella (1985). They stated that both parties involved in mentor-protege benefit from the relationship. In the process of mentoring, mentors provide young adult with career-enhancing function and psychosocial support while gain technical and psychological support, gain internal satisfaction and respect from colleagues. From a number of functions in mentoring relationship, proteges gain upward mobility in organization. Thus, mentoring relationships have been found as a significant factors in career development, organizational success and career satisfaction (Ragins,1989). Alleman (in Carruthers, 1993) identified organizational benefits from mentor-proteges relationship which are increased productivity by both partners, better assessments, improved management and technical skills, discovered latent talent, refined leadership qualities, improved performance, and better recruitment and retention of skilled staff. Clearly, benefits in mentor-proteges relationship in organizational context have a strong association in leadership. First, from proteges point of view, to experience guidance from their mentor has given them insight to behave properly or to use appropriate leadership style in many situation. It is integrated in their developmental process to gain heir own identity as a leader. Secondly, from mentors point of view, the relationship also add their capabilities as leaders, in this case their ability to develop other people. Other Effects in Relationship Meanwhile, on individual levels mentor-proteges relationship also becomes sources of tension and conflict. Braun (1990 in Samier 2000) states that these tension and conflict vary from peers feeling that the protege has acquired illegitimate advantage, to colleagues not approving of the mentor’s choice in protege, to colleagues and significant others in both the mentor and protege’s lives becoming suspicious in gender different pairing. Beside those inter personal conflict between mentor or protege and people around them, proteges should experience social and professional isolation because special assignments and extra works from those relationship (Missirian,1982 in Samier,2000). Carruters (1993) describes disadvantages in mentor-protege relationship: elitism or jealousy in mentor and protege peers, the Matthew effect which is increases the existing gap, the Salieri phenomenon when a mentor prevents his protege’s outstanding work, spouse jealousy especially if it is involved different gender, and mentor can perceived his protege as a professional threat. Baum (1992) who examined the literature on mentoring from psychoanalytic perspective, state that proteges and mentors also bring fantastic meaning unconsciously. In his view, proteges transfer their affection and identify with mentors. In my opinion, this transfer is one of failure in mentoring process because its not reach self autonomy of proteges but otherwise let proteges in dependent relationship with their mentor. Actually, those disadvantages could be diminished with cautious preparation to its model or the way mentoring program is conducted. Barriers in Mentor-protege Relationship Despite of its promising benefits, there are several factors in mentor-protege relationship that inhibit the process of successful relationship. Samier (2000) suggest that context on organizational level which are culture, systems, size and structure may not be conducive to mentoring. It says that bureaucratic environment often cause mentors and proteges have to engage in covert activities. Zey (1984 in Samier, 2000) found problems in a mentor-protege program which is not explain the purpose to mentors, different view of corporate culture, participants are coerced, poor evaluation process, inadequate contact with mentors and lack of choice in selecting mentors. Mentor-protege relationship is time and energy consuming. It is understandable to find failure in mentoring programs because the lack of support for this program. However, to take this failure as the reason for justify unimportance of the program is immature. Model for Mentorship Program Samier (2000) proposed comprehensive model in planned mentorship program derived from Andrew(1986), Zey(1984), and Murray (1991) which are: Establish clear goals and a program design which meets existing organizational and training and development needs, including staffing plans to absorb graduates; establish criteria and a process for selecting mentors and proteges; advertise, solicit participation, and screen applicants plus enlist cooperation of entire organization; provide initial orientation and ensure commitment; monitor, counsel and assist during mentoring and evaluate the outcomes of the program and provide information for adjustment. Considering a model for mentor-protege program, Carruthers(1993) stated that mentoring as a dynamic process needs to try and fit many different ways. In his view, mentoring may summarized as follows: Mutual choice is advocated; the relationship extends beyond professional interest; there is no evidence of threat, there is mutual need; there is little evidence in the literature that mentoring has disadvantage for the proteges; there is evidence of affection and trust. Model is important to give the rough way how mentoring program should be implemented. As we realize its multifaceted, mentor concept needs to be clearly understood before it take into practice. Mentoring in the Changing Organization Since its practice as a learning process for leadership preparation in Greek mythology until its practical use in human resources management in organization, mentor concept is still relevant to be implemented as organizational tools. However, we should consider other factor such us organizational changing to implement it properly in many different situation. Kram Higgins (2002) proposed that there are four significant changes in nature of career: â€Å"boundaryless† model of work environment, changing nature of technology, organizational structures and membership. Those changes have changed the nature of mentoring relationships today and particularly emerge increasing variance from which individuals get mentoring support. Also in the same point of view, Kram Isabella (1985) started to give alternatives for mentoring with peer relationship, and Keele (1986) proposed networking. Those alternatives and awareness of changing environment in organisation should be considered as enrichment in understanding mentorship role in the process of leadership learning. Conclusion Mentoring as a means in organization has attracted many researches to study its role and dynamic since it is used to increase personal ability and in the end is hoped can give optimum benefits to organizations. There are many views about the role of mentoring in organizations based on the findings. Based on its function, mentor still play a crucial role in the process becoming a leader. There are functions played by mentor-protege relationship which give meaningful progress in individual development. In this relationship, interpersonal or psychosocial development, career and/or educational development happened as the result of interactive process between mentor and protege. Benefits in mentor-proteges relationship in organizational context have a strong association in leadership. First, from proteges point of view, to experience guidance from their mentor has given them insight to behave properly or to use appropriate leadership style in many situation. It is integrated in their developmental process to gain heir own identity as a leader. Secondly, from mentors point of view, the relationship also add their capabilities as leaders, in this case their ability to develop other people. All those benefits emphasize the role of mentoring in leadership which is taking a central role to direct the organization into its success. Mentor program as one of organizations effort to adapt this relationship pattern to maximize personnel development in leadership learning should be implemented carefully. Those to be concerned are: conceptual framework of mentoring, where we need to look its role definition, characteristic of actors, character of relationship and typical phases/stages. Besides that administrator or actors in mentoring program should pay attention to potential effect in relationship and barriers in successful mentoring relationship.

Essay on Basketball

Essay on Basketball Essay on Basketball This is a free sample essay on Basketball: The Womens American Basketball Association is the premier showcase and developmental league for women. The W.A.B.A. organizes professional womens basketball teams throughout the United States. The W.A.B.A. provides quality family entertainment through the sport of Women’s Professional Basketball. The W.A.B.A. provides exciting action, competitive performance, comfortable surroundings and affordable ticket prices. Through the promotion and organization of talented owners, directors, league officials, franchisees, teams, coaches, trainers, staff and players, the W.A.B.A. will help to develop the communities in which we play by providing role models for our fans and exposure for the talented women athletes. Playing a 20 game regular season schedule with a full playoff format, womens professional basketball players get to showcase their talent. There are many extremely talented women who have played at all levels of semi-pro or college basketball. With escalating popularity in womens professional basketball, both in the United States and internationally, the W.A.B.A. exists to assist talented women players achieve the positions of their dreams. The scheduling of W.A.B.A. is formatted to coincide with the W.N.B.A. off season. This allows representatives from the W.N.B.A. and international leagues to evaluate players for positions in womens professional basketball teams. The W.A.B.A. will also provide developmental opportunities for coaches, statisticians, trainers, and administrative staffing positions within professional basketball. The W.A.B.A. is inviting quality teams from the Northeastern United States to join the Associations roster. The states of Connecticut, Delaware, Maryland, Massachusetts, New Jersey, New York, Pennsylvania, Virginia and Washington D.C. currently make up the W.A.B.A. Northeastern Region with Southern and Western regions to follow. Each organization is encouraged to develop marketing and sponsorships both locally and nationally. By joining the W.A.B.A., each franchise shares in the responsibility of contributing to the overall future success of the W.A.B.A. by presenting a professional image both on and off the court and upholding the high standards of quality within the Association. The W.A.B.A. will be actively involved in helping the American Cancer Society in many ways with proceed donations and philanthropic events currently being planned. Basketball is great and it is the best sport ever. ______________ is a professional essay writing service which can provide high school, college and university students with 100% original custom written essays, research papers, term papers, dissertations, courseworks, homeworks, book reviews, book reports, lab reports, projects, presentations and other assignments of top quality. More than 700 professional Ph.D. and Master’s academic writers. Feel free to order a custom written essay on Basketball from our professional essay writing service.

Challenges Opportune Regional Integration .Com

Discuss About The Challenges Opportune Regional Integration? Johnson and Martin Ltd (J&M) is a company that manufactures a popular line of clothing for young people. The company’s products are positioned as fashionable and of high quality. Due to the little prospects for the future sales growth, the firm has decided to expand its clothing to the Middle Eastern region (Jullens, 2013). The potential marketing for these products is Turkey, Egypt, and Saudi Arabia. As a marketing consultant, I have carried out market opportunity assessment to determine which is the most prospective market to enter. In this market assessment opportunity, I have examined the investment environment, impacts of the government interventionist policies, the market potential and the effect of regional integration initiatives and related issues. In addition to that, I have evaluated the opportunities and threats in the three markets. This study, therefore, explains the market opportunity assessment for Turkey, Egypt and Saudi Arabia and the opportunity and threat s in each of the three markets. The investment environment is the global economy and the domestic economy , developments in which have an impact on the prices (values) of the assets. My examination of the investment environment revealed that investment climate in Turkey is excellent particularly for the clothing of young people. Hollensen points out that the country has a young dynamic population and a growing middle-class with a lot of purchasing power (Hollensen, 2017). He clarifies that its unique geographical location is critical in attracting many customers since it is strategically situated between the East and the West. An investor can, therefore, make high profit margins, as a result of the high volume of sales. In addition to that, it is one of the G-20 states with the highest economic growth.   Also, the state has a very friendly business climate to the investors, access to a huge national consumer base and other nearby markets and supports expansion for the international investors. A good investor wil l, therefore, make use of such an investment environment Turkey has bonded very well with most of the investors such as India. According to Hollensen, there are as many as 260 Indian companies which operate in Turkey. In the last 14 years, these firms have made humongous sales worth $ 103 million (Hollensen, 2017). Some of these companies include Wipro, Polyplex, and Mahindra among others. Turkey has a verycompetitive and skilled workforce comprising of a young population with flexibleinvestment settingand low tax prices, the country presents an exciting opportunity for clothing investors. Hence, the opportunity Turkey presents for the Johnson and Martin Ltd to invest is perfect Poor implementation of intervention policies by the government has held back the interests of foreign investors in Turkey in the last decades. A report conference that was released by the United Nations about development and trade (UNCTAD) in the year 2013 revealed that the political uncertainty which was escalating at the regional level subdued global economic prospects were preventing foreign investors from investing in Turkey (Joffe, & Vasconcelos, 2014). However, the Government of Turkey has carried out structural reforms to boost investment climate in the country. Moreover, the government has ensured tight fiscal controls, privatization of the economic enterprises of the state, increased flexibility in the labor market and a strong banking sector. As a result, the economy has improved. The Government of Turkey has pursued a well-knownreform program about investment atmosphere whose aim is to attract more Foreign Direct Investment (FDI). Also, the formation of Turkey’s Investment Support and Promotion Agency has attracted investors (Kanat, 2004). ISPAT supports new investors, the business making process and promotes an investment setting that is friendly. It functionsas a support within the government for changesthat ensures investment and runsto promote domestic and global consciousnessof the values of the investment. The government’s transformationsin Turkey have made it easier to starta firm. The government has subsidedpermit necessities and has allowed people to register their businesses via regional commercial registry offices (Tuncel, 2017). Furthermore, the government has instituted a single firm registration form. The Turkish Government policies have ensured that the taxation system is friendlier to investors. According to Tuncel, the normal commercial tax rate was lowered from 30% to 20% in 2006. Market potential is the wholesize of the market for a certain product at a particular time. Turkey has a high market potential that covers more than one billion consumers. Turkey international image for investment is mainly moldedby the various marketplace opportunities both export and domestic-oriented (Kirisci, 2012). The market potential of Turkeyinclude a large and expanding domestic market which is approximately 70 million, a European market that generates a lot of capitalof about (600 million), evolvingRussian, Central Asian markets (roughly205 million) and a distinctand growing Middle East and North Africa markets (approximate 160 million). The strong historic and cultural ties provide Turkey with privateaccess and a center to create abusiness with these states. Hence, the high market potential makes Turkey a prominentinvestor in the Central Asian Turkic Republics. Regional integration has been used as an efficient instrumentfor promoting regional peace, prosperity, and stability, with the added prospect that economic expansion might also facilitate the transition to democracy (Joffe, & Vasconcelos, 2014). Turkey and the EU have worked on these suppositions and have developed various approaches to regional integration. Some of the impacts of regional integration initiatives are discussed below One of the effects of the regional integration initiatives is that it has made Turkey to increasingly become a â€Å"trading state†. Turkey has increased and diversified its economic relations with the Mashreq and Maghreb countries (Kirisci, 2012). After the Arab Spring, the Turkish regime had begun to improve componentsof neighborhood policy with Mashreq and Maghreb countries. The policies aimed at greater economic integration. Nevertheless, there has been up and down due to the crisis in Syria and also issues of stimulating transformation in the Arab world. Regional integration has allowed Turkey to acquire a higher proportion of the market share compared to its neighborhood. As the cold war ended, only 10% of itstranscontinentaltrade was with its neighborhood and this amounted to $3.5 billion (Frieden, 2015). Much of the trade was with Iran and the Soviet Union. Approximately half of the total Turkish foreign trade was acquired by the European Union countries roughly $17 billion. Nonetheless, the situation changed dramatically in the year 2011. Trade with the neighborhood was pricedat about $82 billion and comprised around 22 percent of the Turkeys general trade. Turkish regional integration has displayed other dimensions too.   In the aftermath of the Arabs revolution, the ‘zero problems with neighbors’ policy collapsed. The policy was very crucial since it was the primary source of the soft power of Turkey in the international affairs (Kirisci, 2012). Kirisci explains that the Turkish foreign policy is almost collapsing. In spite of much effort between Turkey and Syria to resolve their conflict, the conflict is too far from being resolved. Currently, Turkey is deeply involved in aconflict with Syria and this is affecting its own security negatively.   In my research, I discovered that although there are ongoing efforts by the government to court worldwide investors, the investment climate in Egypt remains challenging. Egypt has hard controls of currency and shortages. As a result, the country incurs losses and depend on importation of inputs essential for domestic production and manufacturing (Leigh & Blackey, 2016). The government of Egypt, however, remain committed to attracting investors across the globe.   For instance, it has launched a large-scale industrial zone near the Suez Canal. The main objective is to attract multinational manufacturing and logistic businesses alongside the main transnational shipping route. Most of the investors have reported delays of several months in the execution of foreign exchange transfers. In addition to that, labor rules inhibit firms from hiring more than 10% non-Egyptians. Moreover, foreign investors are not permitted to operate simple partnerships or sole proprietorship. A foreign indus try that is willing to import for trading purposes has to do so via a complete Egyptian-owned importer. Egyptian courts rarely recognize foreign judgments. Solving disputes takes a lot of time, with the time taken to settlea case to completion averaging 3-5 years (Leigh & Blackey, 2016). Also, their many hindrances such as regulatory complexity, excessive bureaucracy, the mismatch between labor market demand and job skills, non-tariff trade barriers and slow and cumbersome customs procedures. The world bankhas ranked Egyptamongstthe easiest countries in the Middle East and North Africa to start a business. According to the World Bank, a business can be opened in 8 days when compared to the and 19 and an international of 42. A businesspermit is not available online and has to be done in person at the General Authority for Investment (GAFI), situated in Nasr City with satellite offices in Assuit, Ismailia, and Alexandria. Egypt commenced structural reforms to correct macroeconomic imbalances that existed before President Mubarak’s era. Egypt has a long history of government intervention (Loewe, 2013). A substantial re-orientation happened in 2004 when President Mubarak appointed a new regime which comprised of several former business men. It came up with a new strategy for the industrial policy which was considerably more demand and market-oriented and less interventionist. The objective was to address the market failures which were hindering structural change in Egypt and prevent ‘vertical discrimination’ as much as possible (Gonzalez-Vicente, 2015). The industrial policies were effective in investment promotion, improved the entrepreneurs access to finance and simplified tax rates and procedures. Egypt is the largest textile producer in Africa accounting for about 50 percent of the world production in 2008. Private companies have dominated the downstream industry with more than 70 percent garment production. The Egyptian government is encouraging private investors to invest in both down-stream and up-stream industry (Kaplinsky, & Morris, 2014). Over the past 3 decades, the United States and Europe have been the primary markets for the textile and clothing exports with a market share of 35 percent and 46 percent respectively. Foreign Direct Investment has been an important vehicle for economic expansion in the emerging markets countries. Egypt has become the leading attractor of all the foreign direct investment in Africa. By the year 2008, it had attracted 56 foreign investment firms in the textile industry. The regional integration between Egypt and the United States has led to various economic implications. Improvement in Egypt’s market access to the united states. A potentially significant aspect of a preferential agreement with the United States has advanced access to the US markets for Egypt. (Melo & Tsikata, 2015). Important US quotas and tariffs remain on most of the Egyptian products. The ‘US International Trade Commission reports that out of the top 100 products that are imported from Egypt, only 16 products enter the United States duty-free. 22 of the remaining products face tariffs of less than 5%, 29 face tariffs which range from 5-15% and 26 products face tariffs higher than 15 percent. Hence, the export price of Egypt in the United States markets increases For Johnson and Martin Ltd company, Saudi Arabia is one of the most critical export markets. It is the biggest free economic market in the Middle East and holds 25 percent of the GDP (Rabie, 2013). It has a huge population of customers of about 400 million with high purchasing power. Also, its geographical location makes it a perfect entrance to European, African and Asian markets. The local market is experiencing a rapid continuous expansion. The Saudi Riyal is regarded to be one of the most stable currencies in the world (Alkhareif et. al., 2017). The Ministry of Commerce and Industry (MCI) has ensured that there are no obstacles which might present a barrier in the facilitation of the works of the ‘industrial investment facilities’. It has come up with methodologies and mechanisms of issuing licenses and services for the national factories. The most crucial procedure that has been put forward involves dividing the industrial licensing to two stages: issuing of a tempo rary license that is valid for one year and which is renewable and final licensing that is renewed after every 3 years. The government of Saudi Arabia has employed measures such as privatization among others to attain a more equitable distribution of income and wealth. Since 1980, constant public efforts have been applied to expand the economic base in substitute of the reliance on the hydrocarbon natural resources for the public revenues and economic output (Al-Rushaid, 2010). The government was aware that the economy ‘was simply resource-based and rentier in nature, with economic growth or contraction dependent on the price and output of the oil’. Nonetheless, this economic prospect was no longer plausible. The government accorded the private sector greater role in the development to improve the output, employment, and investment. The government adopted another mechanism to ensure that the private sector’s role in the economy is strengthened. These measures include promotion of non-oil exports, support to SMEs, increase of the competitiveness of the domestic products in local and twenty foreign markets and improvement of the regulatory and investment environment. Research conducted by analysts at Technavio have revealed that the retail market in Saudi Arabia will expand steadily at a CAGR of more than 7 percent by 2020. High urbanization, rising personal income, and high consumer confidence index has allowed private consumption the most imperative component of Saudi Arabia’s economy (Zain, Kassim, & Kadasah. 2017)These factors have also attracted many retailers all over the world into the market by increasing cost and competition in the major urban areas. The increase in competition will, therefore, create more pressure on the profit margins of those operating in the retail sector. The situation will provide investors the opportunity to exploit the new regions with more growth potential. Most of the population in Saudi Arabia are very traditional; however, with the increase in exposure to an international fashion brand, internet savvy, and young population have adopted new styles and designs. Hence, this preference for goods with the n ew design will improve generate capital for the investors. The establishment of the Gulf co-operation (GCC) between Saudi Arabia and the United Arab Emirates (UAE), Bahrain, Qatar, Kuwait, and Oman happened in 1982. The GCC has made progress from a Free Trade Area (FTA) to the Customs Union in 2003 and a Common Market in 2008 (Delgado, 2016). Launching of the common market eased the movement of goods and services. Firms and investors from the GCC states are active in mergers and acquisitions. From 1999, many transactions with a known value of $573 billion have already been made. It is worth noting that these mergers and acquisitions are very important investors in the cross-border M&A abroad. In my research, I was able to realize that all the three countries present the same opportunities. Thereis theexistence of a high demand for value-added products for the young people (Diaz et.al., 2015). Also, there is a market niche that exists in the three countries for branded products. For instance, internet savvy and young population in Saudi Arabia have adopted new styles and designs. Hence, investors can come up with a quality brand that will satisfy them. There is a high potential to invest in Egypt and Turkey due to high cotton production, spinning and finishing processes. Turkey has a high population of young people who are the target for the Johnson and Martin Ltd compared to Egypt and Saudi Arabia. Some of the threats for the company are second-hand clothing which is imported from Europe and the United States. The company might experience stiff competition from other countries such as Turkey, India, and China. Furthermore, popular brands for the young generation might be imitated. Lastly, tradition and culture pose a great threat to some of the products particularly in Egypt and Saudi Arabia who are adopting some of the new fashions. To sum it all, Johnson and Martin Ltd has the opportunity to invest in the three countries. However, market opportunity assessment of the three states is the most effective method of determining the most suitable country to invest. Turkey presents a great opportunity due.   to its location and alarge population of theyoung population. It also produces a lot of cotton and is a major exporter. Turkey has a wonderful business climate that is very friendly to investors. Nonetheless, it’s interventionist policies are holding the country back. On the other hand, Egypt has many drawbacks such as poor control of finances and shortages. The country also has a lot to do to attract most of the investors who do not tolerate excessive bureaucracy among other issues. Saudi Arabia is the third state whose economy has flourished in the United Arab Emirates. Market expansion in the country has attracted many investors who have contributed to the growth of the economy. The country presents a great opportunity due to the young generation that adopting international fashion. In terms of opportunity and threats, Turkey is the most promising since it has many opportunities and few threats. As a marketing consultant, I recommend Johnson and Martin Ltd to consider entering Turkey first. Turkey has a large market niche to be exploited with thehumongous young population. Turkey also provides the friendliest environment for the investors. In spite of the clothing it produces, it will allow market growth due to its location. Moreover, a unique brand needs to be introduced into the market to prevent competition from within and abroad. The best market entry strategy is through a Turkish Agent. The agent will provide information on the local regulatory framework, valuable business contact, and language assistance. As the business expands, the firm may open branchesand make more local savingsto increase the market share. Alkhareif, R.M., Barnett, W.A. and Qualls, J.H., 2017. Has the Dollar Peg Served the Saudi Economy Well?  International Finance and Banking,  4(1), p.145. Al-Rushaid W. (2010). Strengthening of National Capacities for National Development Strategies and Their Management: An Evaluation of UNDP's Contribution. United Nations Development Programme. Retrieved from: https://web.undp.org/evaluation/documents/thematic/cd/Saudi-Arabia.pdf De Melo, J., and Tsikata, Y., 2015. Regional integration in Africa: Challenges and prospects. Delgado, P.A.A.D.L., 2016.  The United Arab Emirates case of economic success: the Federal Government Economic Policies (Doctoral dissertation). Diaz, A., Hill, J., Jenkins, R., Kay, A., Pye, A., Morley, D. and Tejedor Garavito, N., 2015. A SWOT (Strengths, Weaknesses, Opportunities, and Threats) evaluation of university student-staff partnerships in co-creating educational resources, peer support and research within STEM (Science, Technology, Engineering & Mathematics) subjects.  Journal of Scientific Research & Reports,  5(2), pp.161-170. Frieden, J., 2015.  Banking on the world: the politics of American international finance. Routledge. Gonzalez-Vicente, R., 2015. The limits to China's non-interference foreign policy: pro-state interventionism and the rescaling of economic governance.  Australian Journal of International Affairs,  69(2), pp.205-223. Hollensen, S (2017). Global Marketing (7 th . Ed.). Harlow: Pearson Education Ltd https://mci.gov.sa/en/Agencies/IndustrialAffairs/Documents/Industry%20in%20the%20Kingdom.pdf Joffe, G. and Vasconcelos, A. eds., 2014.  The Barcelona Process: Building a Euro-Mediterranean Regional Community  (Vol. 5, No. 1). Routledge. Jullens, John (2013). How Emerging Giants can take the World, Harvard Business Review, (91)12:121-125 Kanat, E.A., 2004.  Impacts of customs union membership over european union originated capital inflows to turkey  (Doctoral dissertation, Yeditepe ÃÅ"niversitesi). Kaplinsky, R. and Morris, M., 2014. Developing industrial clusters and supply chains to support diversification and sustainable development of exports in Africa.  Report for the African Export-Import Bank. Cairo: African Export-Import Bank. Kiri?ci, K., 2012. The EU, Turkey, and the Arab Spring: Challenges and operations for regional integration.  Global Turkey in Europe, p.195. Leigh, N.G., and Blakely, E.J., 2016.  Planning local economics development: Theory and practice. Sage Publications. Loewe, M., 2013. Industrial policy in Egypt 2004-2011. Rabie (2013). Industry in KSA: Persistent Renaissance. Ministry of Commerce and Industry. Retrieved from: Salahuddin, M. and Gow, J., 2014. Economic growth, energy consumption and CO 2 emissions in Gulf Cooperation Council countries.  Energy,  73, pp.44-58. Tuncel, O. (2017).   Diplomacy in action. Central Bank of Turkey Zain, M., Kassim, N. and Kadasah, N., 2017. Isn’t It Now a Crucial Time for Saudi Arabian Firms to be more Innovative and Competitive?  International Journal of Innovation Management,  21(03), p.1750021. .com boasts a pool of 3000+ experts from different backgrounds, who are solely dedicated to providing premier quality assignment help. Due to the diversity in our expert team, we are capable of providing academic assistance in more than 100 subjects. Some of our popular services include math assignment help , economic assignment help , accounting assignment help , statistics assignment help , law assignment help and more at a reasonable price. You are required to write a researched argument essay that convinces persuades the reader of your position / stance. This is an academic, researched and referenced do... Executive Summary The purpose of this report is to elaborate the factors which are considered by individuals before selecting an occupation. Choosing an occupati... Introduction With the increase enhancement in the field of technology, it has been considered essential by the businesses to implement such technology in their b... Executive Summary In a merger & acquisition, role of an HR has emerged as a very critical function. At each stage of merger and acquisition process, HR plays a s... Introduction In this competitive business environment where every business organization is trying to attract the customers of each other, it becomes essential for ... Masters of MSc in Economics 2594 - Completed Orders PhD in Chemistry with Specialization in Organic 234 - Completed Orders MSc in Psychology 1896 - Completed Orders Ph.D in Project Management with Specialization in Project Communications Management 2109 - Completed Orders That's our welcome gift for first time visitors Rated 4.9 / 5 Based On 14001 Reviews Copyright  © 2019 .com. All Rights Reserved Disclaimer: The reference papers provided by .com serve as model papers for students and are not to be submitted as it is. These papers are intended to be used for research and reference purposes only.

What is the value in having, as well as the disadvantages in relying Essay

What is the value in having, as well as the disadvantages in relying on the Rondas campesinas to provide an alternative justice system in highland Peru (Text, pp. 287-288) - Essay Example While on the other hand, one arm of the state attempted to co-opt them and their leaders were accused of taking over the functions of the police and the judiciary; they therefore faced criminal charges that often led to incarceration. At the beginning Rondas Campesinas was comprised of primarily autonomous farmers who were mestizo and Spanish; since they had no confidence in the police or the courts of being able, or enthusiastic to protect them from organized bunch of hooligans involved in theft of cattle and other violent crimes (Hancock, 2007). They supposed that the police were too slow and incompetent in responding to unlawful activities; moreover, they thought that more could have been done to manage the routes used to move the cattle out of the area and the centre where the stolen cattle were sold. In its composition, the Ronda consist of The General Assembly, made up of peasants who posses land in a particular ham let, elects the members of the Ronda committee. The committee is further divided into sub-sections; each sector is also organized by a delegate appointed by the Rondas. Men aged 18 to 60 are expected to serve in the Ronda patrols, in as much as women do not take part in the night patrols; they support the work of the Rondas by providing food and other additional services (Starn,1990). When a suspect has been found, the Rondas’ work is to hand him over to the General Assembly for further interrogation but not to the police. The General Assembly is assigned with the task of deciding whether the suspect has committed an illicit offence, and if that is the case, what punishment should be administered. Formerly, they were not allowed by the constitution to become directly involved in the administration of justice, but latter, the comunidad campesina performs jurisdictional functions. And in most cases they use physical punishment in order to re-establish

Why Do Religions Exist Essay Example | Topics and Well Written Essays - 2750 words

Why Do Religions Exist - Essay Example In Sri Lanka, a Buddhist Monk walks effortlessly along a pebbled pathway meditating in a Monastery garden. At the same time, a prophet in Israel announces the coming of the ‘Day of the Lord.’ Such activities have been going on for many years, and they are likely to continue for longer (Houtman, 2010). Scholars have been trying to explore and comprehend the idea about religion, Nevertheless, for a long time, they have not been able to state precisely what religion is. They have always tried to define religion but always come up with less satisfying results. Regardless of how carefully they define the concept of religion, others will always indicate what the definition has left out (Evans, 1985). When someone poses a question, what religion is, one may point to a church, a mosque, a temple, a Sikh Gurdwara or any other sacred place of worship and claim that people who go to this places are religious. He will draw attention to the places of worship and the people who go the re. He will also site sacred texts such as the Bible and the Koran. Many have tried to understand religion based on its effect on society and individual persons. Scholars have been trying to explain the universal existence of religion in all cultures. Every culture has some system of supernatural beliefs; however, it is not possible to prove beyond doubt that any supernatural powers such as gods, witches, angels or devils exist. Moreover, these supernatural powers do not always work as effectively as practitioners want. For instance, praying to God for the recovery of a sick person but the person dies, a ritual specialist conducts a rain dance, but it still does not rain: or relatives sacrificing a goat at the gravesite of the ancestor-god, but drought still destroys them (James, 2008). Nonetheless, disengaging certain characteristics from the totality of human life and labeling it as religion receives considerable support by the fact that such gestures are clearly different from or dinary ways of behaving. Religious activities often take place in an artificially contrived time, space or a certain mode of consciousness. Liturgical calendars’, Sacred places, meditative moods, extraordinary fasting, exceptional communal or private actions, meditating, sacrificing, prophesying, praying, self-denial are some of the gestures that give a notion of being a stylized divergence from normality. They all have a quality of caricature, play-acting, and sometimes unnaturalness. They stand out so obviously from every day such that they are difficult to avoid. They have a special name, and that is ‘religion’. However, there is no single anniversary accepted definition of religion (Evans, 1985). Experts disagree with regard to the definition so much that religion is one thing to Anthropologist, another to the Sociologist and Another to the psychologist. Consequently, there is a great variety of religious theories of the nature of religion. Definition of reli gion can be too broad and may include what dominates or appear to be the ultimate concern in the human life; Children, Home, Work Entertainment among others. Religion can also mean to bid worshippers to the deity by observance of cultish ceremonies and acts of devotion. Max Weber argues that trying to define religion as a scholar of religion at the start is a mistake.  

Giuseppe Peano Essay Example for Free

Giuseppe Peano Essay Giuseppe Peano spent most of his career in teaching mathematics at the University of Turin in Italy. He was a fanatic of mathematics who contributed many ideas to mathematical logic but later on gave more focus on symbolic logic and developing auxiliary languages. He wrote his mathematical ideas and logic in 200 books and papers (Giuseppe, 2006). Peano was born on August 27, 1858 to a poor family in an Italian farm in Spinetta, near Cuneo, Italy. He graduated with high honors in the degree of Mathematics at the University of Turin wherein he later worked as its mathematics professor starting in 1880. At the same time in 1886, he was also employed in the Royal Military Academy. Peano’s contribution to mathematics includes differential equations and vector analysis and his famous space-filling curve that contradicts some of the existing axioms and concepts of mathematics in his time (â€Å"Guiseppe†, 2006; Golba, 2007). Another contribution of Peano was in the development of symbolic logic. He introduced many symbols, such as the symbol which means â€Å"belonging to the set of† that is still used in science and math today. Peano had reasoned that the ambiguity of the ordinary language in his time tends to hamper the progress in the development and study of mathematics therefore he proposed many symbols to use for a much easier learning and universal understanding. He believed that the scientific community needed a universal language so that anybody who spoke different languages may understand each other through it. In 1891 and for the next fifteen years , Peano worked on a project he called Formulario Project or better described as an Encyclopedia of Mathematics† that proposed to use mathematical symbols by publishing all the 4200 symbolized formulas and symbols of science using his invented standard notation (â€Å"Guiseppe†, 2006; Golba, 2007) . Peano became an active promoter of auxiliary language. In the second International Congress of Mathematicians in Paris in 1900, (right after the First International Conference of Philosophy where he was a member of the patronage committee), he presented a paper that touch on the subject of how to correctly form definitions in mathematics, including the question of â€Å"how do you define a definition? in the first place. This of course is made to arouse an interest and a need for an auxiliary language. By now, Peano’s main interest and quest (for the rest of his life) had shifted to this philosophical view to such an extent that he had neglected his calculus (â€Å"Guiseppe†, 2006; Golba, 2007). The popularity of Peano’s symbolic logic had prompted a resolution in a mathematics conference calling for the formation of an international auxiliary language to spread its mathematical and commercial idea. In 1903, Peano presented his work of a universal auxiliary language called Latino sine flexione, (Latin without flexions, eventually recognized as Interlingua) which uses the popular and widely known Latin vocabulary but stripped of its grammar and without its â€Å"irregular and anomalous forms† (â€Å"Guiseppe†, 2006; Golba, 2007). In 1908 Peano became a director of the Academia pro Interlingua in Turin, a congress that was set up in order to study and develop auxiliary languages. At the same time, he published the fifth and final edition of the Formulario project (â€Å"Formulario Mathematico†) with all proven theorems in 516 pages. This project had not been much of a success at that time since it was published in Peano’s new Latino sine flexione language which nobody really understood (Golba, 2007). Even with the opposition against Peano and his subsequent resignation in the Military Academy due to the students’ resentment of having to learn his mathematical symbols which they reasoned they will never use in real life, by 1910 Peano continued to develop and promote auxiliary languages. He remained to teach in the University of Turin until his death of a heart attack on April 20, 1932. Peano got married in 1887 but he was childless (â€Å"Guiseppe†, 2006; Golba, 2007).

Critical Issue: Promoting Technology Use In Schools Essay -- essays re

Critical Issue: Promoting Technology Use in Schools ISSUE: Although there has been a strong push to get educational technology into the hands of teachers and students, many obstacles to implementation still exist. Equipment may not be placed in easily accessible locations. Hardware and software often pose problems for teachers in the classroom, and just-in-time technical support may be unavailable. Teachers may lack the time and the motivation to learn technology skills. Professional development activities may not provide ongoing, hands-on training for teachers or practical strategies for implementing technology into lesson plans. Initial technology funding may not be sustained and thus not capable of providing upgrades, maintenance, and ongoing professional development. Fortunately, these obstacles can be addressed and overcome. This Critical Issue provides practical information for promoting technology use in schools. OVERVIEW: The push to provide technology in schools has been successful in recent years. According to Goldman, Cole, and Syer (2000), most schools have computer labs and many have computers in every classroom. More than 90 percent of all schools are connected to the Internet, and more than 33 percent of teachers have Internet access in their classrooms. Yet teachers readily admit that they are not making as much use of technology as they could. According to an Education Week survey, nearly 30 percent of teachers said their students use computers only one hour per week; nearly 40 percent said their students do not use computers in the classroom at all (Trotter, 2001). Although technology is more prevalent in the schools, several factors affect whether and how it is used. Those factors include placement of computers for equitable access, technical support, effective goals for technology use, new roles for teachers, time for ongoing professional development, appropriate coaching of teac hers at different skill levels, teacher incentives for use, availability of educational software, and sustained funding for technology. Placing Computers for Equitable Access Access to technology is an important issue for teachers and students. Although schools may have computers available, one factor that determines their use is where those computers are located. If computers are connected to the Internet but are not in a convenient location, the availabi... ...riodically visit classrooms to determine teachers' technology needs and to observe and encourage their integration strategies.  ·Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Provide opportunities for teachers to observe effective technology use in other classes or schools.  ·Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Recognize teacher successes with technology. Share these stories with the school and the community. Encourage teachers to share their successes with colleagues at conferences.  ·Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Participate in professional development programs, study groups, and other technology activities with teachers and other staff members. REFERENCES Bailey, G., & Pownell, D. (2002, November). Technology staff development and support programs: Applying Abraham Maslow's hierarchy of needs. Learning and Leading With Technology, 26(3), 47-51. Burgos, M. (2001) A successful model for school improvement Glenn, A. D. (2003). Technology and the continuing education of classroom teachers. Peabody Journal of Education, 7(1), 122-128. Goldman, S., Cole, K., & Syer, C. (2000). The technology/content dilemma Trotter, A. (2001, September 23). Preparing teachers for the digital age. Education Week

make or buy decision Essay

Introduction The debate to buy or make has taken many dimensions, with wit economists, citizens, politicians, and businesses pulling the debate to suit their intentions. When the public is dependent on the rational consumption process amid constraints, the politician is obligated to safeguard the interests of their representatives. In the same breath, the concerns of economists and academicians are overinforming on the implications of each action and businesses have a moral responsibility to remain afloat. The decision to buy or make to some extent is obvious as no company would survive by making all what it uses in its operations and complete buying of the company’s products may make the company lose identity. To some extent, this is true but on the flipside, the decision to buy or make can be a tough managerial dilemma. The buy or make decision is centered on issues that may be situational or strategic. Issues that influence this decision are competitive advantage, flexibility in the fac e of technological changes, and potential coordination inefficiencies. Small firms may not have choices when called upon to produce through a manufacturing plant whose laying down would require a substantial capital. It is common knowledge that firms remain afloat by engaging continuously in decisions that ensure profitability and outsourcing has over the years given small firms competitive advantages in the manufacturing sector. Established firms have internalized and perfected their production schedules and regimes and efficiency of their production schedules gives them the competitive advantage. How to Make Choices Making this choice as Fine and Whitney (2002. p.25) posit is based on the restrictions unique to every firm. The product itself determines how the firm goes round it to make it happen; it is an undertaking that relates to the skill set required to make the product, manufacturing issues, and designing issues. To make it happen, each firm relies on its unique characteristics that determine its competitiveness. The engineering process and management commitment toward a product ought to be harmonized for the prosperity of the company. Because of this, a company must understand its core competencies, the product development process, the engineering process and systems, its architecture, supply chain modalities and other relevant characteristics (Fine and Whitney 2002 p.1). Taking the example of an automobile industry, varying degrees of outsourcing is apparent. The two big players in US markets GM and Chrysler are the ideal examples of this diversity. GM buys over 70% of its products whereas Chrysler buys only 30% (Fine and Whitney 2002, p.3). This disparity, to some extent, could be attributable to strategic, but also due to GM’s contractual obligations to UAW and the fast-growing corporate changes (Fine and Whitney 1996, p.5). While cost may look like it is the underlying factor, but as Harvard research group posits if this decision to buy or to make is given a one dimension of cost it may be a bad idea as strategic business concerns for example supply chain and keeping up with customer demands could overshadow the gains in cost cutting if they are not favorable (HRG, 2005: 3). To-buy decision, according to Chan et al. (2006, p.98) can prove costly due to the high turnover of experts in the field and costs related to training and retraining of these experts to remain relevant to the rapidly changing IT sector. Cost-cutting alone would not be reflective of strategic decision as Leiblein et al. (2002)posit that companies that have some capital intensive production phases may adopt buying option on grounds that changes to the production needs may require further capital outlay and this would threaten the firm’s profitability (817). On this basis, firms are seen to have more flexible production capacities that customer reviews can incorporate in phases and not necessarily continuing to sell the product as it was originally produced. The decision to buy also comes with the disincentive of developing further the company’s capabilities as it limits the scope of imagination and self-sustenance due to the contracted firm dependence. Some buy-options ha ve in some ways weakened competitive edge of firms, as its buying option could be a competitor and quality can only be close to what the product was intended to be (Leiblein et al. 2002, p.818). Advantages of buying It this backdrop, this study looks into the merits of buying at the expense of making. Flexibility tops the list, as cost cutting cannot be particularly observed by the buying company. Flexibility in terms of production changes and technological alterations to incorporate features that were previously not present increases customer needs responsiveness. For manufacturing designs and products that require reengineering, buying makes more sense for firms that have small capital outlay. Some firms require adopting services different from what they currently pursue, which may demand the employment of specialized skills. Through buying, firms do not have to hire such services as the services can be offered from outside the firm. Firms can supplement their skill set without overstretching their social security obligations and other employment limitations (Ordoobadi 2005, p.1). Production and manufacturing plants come with risks as regards safety of machines and chemicals that characterize production plants. Through outsourcing manufactured goods, a company can escape the possibility of such an occurrence. A key reason why many companies go into buying option is to reduce their factor inputs in terms of labor and capital, which in return reduces the potential of increased capital risks and the possibility for increased ability to use innovative and up-to-date developments without paying large amounts of outlay. Firms that opt to buy have the incentive of focusing on their strengths and core business (Ordoobadi 2005. p.1). Disadvantages of Buying at the Expense of Making When firms make their products, there is the application and use of quality control within the production process. Firms can change the production design halfway and can alter the perceived flaws to fit their intended prototype. In the case of outsourcing, firms contract out their production process and have no control over the other firm’s production plant and hence cannot change the process midway or change design. In case of a changing design, the contracting-out- firm is likely to pay more, which was the reason for opting to buy. When making product, firms can keep up with supply fluctuations without having to put up with contractual rigidity of outsourcing. In this regard, a firm whose demand suddenly surges is bound to experience problems, as the making firm capacity may not handle its production. Such issues arise and can threaten not only the profitability of the firm but its customer base satisfaction, which may affect long-term projects of the firm. When competitors outsource from the same firm, problems are bound to arise as regards supply capabilities and any sleight hand may lead to reduced competitive edge that was sought initially. Notably, outsourcing can be a disincentive to the morale of employees as they may feel that they are used within their capabilities. For instance, a trained structural engineer contracted by the company outsourcing designs may make them feel underutilized. The process of continual contracting out may make such skills underutilized and underdeveloped. Some firms may never experience their optimal capacities when buying skills that can be developed locally (Ordoobadi, 2005. p.1). It is at this backdrop that the decision to buy or make can neither be straightforward nor structured, but must be critically evaluated, consultative, and well scrutinized so that the best can be achieved in a company. The Decision-Making Process The pioneer of this debate proposed one of the oldest methods of making this decision. The Transaction Method proposed by Coase in 1937. As it was observed in IBM stance on outsourcing IT products, IBM is motivated by the desire to increase revenues against the wave of the quest for flexibility, modularity and the needs of the customer (IBM 2005 p.2). All these factors may or may not fit in the transaction method (Nikolakakos and Georgopoulos 2001, p.161). An attempt to consider cost incurred by the company to buy that would otherwise have not been spent had the firm made its products requires an even greater evaluation and a time factor that may not be at the firm’s disposal. Consequently, the firm must consider its identity and core properties and mission. A company whose mission is to become a market leader in its line of specialization may consider having its production schedules within its business model as buying may expose its unique competitive and product advantage (M erl and Husa 2006 p.17). The Problem of Misalignment Bidwell (2009) took alignment concerns among contracting-out-firms and observed that firms require a balanced approach to multiple goals to achieve alignment to its core business and the nature of this decision is multilevel and unsubstantiated in most firms. Consequently, contracting out can cause a lapse of any of this decisions and as a result problems of uncoordinated functions may arise to hurt the firms independence (5). In purpose, Bidwell (2009) posits that structural components inherent to the firm and decision to outsource or not go hand in hand (12). Things to Consider In Decision-Making If a firm chooses to contract out, three aspects come into the play: whether there are possibilities of easy exit, or entry if consumer preferences change; the probability that customer responsiveness can be enhanced as feedback is acquired from consumers; and the chances that the relationship is bound to lead to improve relations and not foiled and endurance rather than mutual and loyal working progress (Preker et al. 2000. p.779). Consequently, buying is considered a continuum that ought to have benefits and rarely sacrifices (Sena and Sena, 2010. p.41). Minh (2011.p.647) looks into the Analytic hierarchy Process AHP while modeling relations of buy or make for Japanese automobile that is dominated by buy options and identifies that this continuum requires that firms to focus on specialized core business areas and not aim to control production model. For example, Toyota buys about two thirds of its products and its unique profitability and growth plan is unmatched. Taylor looks at the economists’ view of contracting out especially overseas as seen in evident in IBM. The economy looses the potential to employ its populace when business operations are moved to low-cost production areas, for example, India and China. This premise is countered by the fact that these businesses are morally obligated to ensure sustenance and their collapse would spell doom to the same economy. Furthermore, as this firms move abroad, notably IBM stance to move abroad, they are able to use the advantage attained to offer lower costs for consumers (IBM 2005. p.371). Mohamed et al. (2009 p.144) presents a similar outlook to that of Walker and Weber (1984. p.373) regarding choices. Although they differ on reasons for decisions, they pose that firms require understanding choices available to them and tradeoffs regarding decisions influence on long-term and short term company objectives. Walker and Weber opine that decisions about transactions today are governed by the uncertainty associated with decision and uniqueness or specifity; hence, high-specialized goods may better be bought than made. Concerning manufacturing firms they have â€Å"technologically constrained systems, with inherent limitations in equipment, space, process technology, and other resources such as labor and capital. All of these limitations make trade-offs in the decision-making process inevitable.† The key difference between firms buying and those making is in their individual and unique capabilities. Some firms after trade off are forced to use the focused factory with objectives ranked on priority basis and dealt with in the same order (Dabhilkar 2011. p.60). IBM uses the focused system with priority being to enhance flexibility of their product designs. Based on the nature of technology p roducts and consistency of its competitive priorities, its decisions are warranted. However, just like Dell their persistent use of buy-option makes their products lack the appeal that brands like Apple command. The Consequences of Decisions Even with modularity playing a pivotal role in IBM’s decision to consistently buy Arya et al. (2013. p.24), have reservations over such decisions. They argue that the transaction costs lack the accuracy, and the decision to buy or make may be based on a false premise. The difficulty is when computing in-house production estimates with those of external buyers are offering ( IBM 2013 p.24). Consequently, McIvor and Humphreys (2000. p.306) devised a five-stage decision process. In manufacturing decisions, the first stage incorporates the identification of options and categories related to the firm’s performance. In this stage, IBM poses that setting a plant would enhance the appeal of their core business, yet at a cost higher than its projected growths. Step two involves a detailed analysis of the firm’s abilities. The limitation of keeping up with technology boom becomes a headache that ought to be eliminated in their books. What follows is the comparison stage be tween available options, and in this case, IBM figures that only rigorous training is avoided, as its producers require that its IT department remain updated with current technology. It also figures that it saves on flexibility and customer responsiveness better by simple design alterations, and not plant overhaul, as would be the case had they decided to make. Just like Japanese companies that focus on their strengths, IBM does study suppliers to level that it strategically aligns itself with firms that complements its weaknesses. In short, step one is about defining company motive and objectives, step two evaluates options against the fulfillment of goals, step three analyzes the evaluated options on merit and strategic purpose with costs and suitability concerns, and lastly selection (Bajec and Jakomin 2010 p.288). A follow-up of these procedures as posed by Klein (2005:441) ensures that misalignment and mal-adaptation of methods are avoided at an earlier stage. This method of evolution assumes that firms are aware of their business environment, which is not usually the case as some firms thrive on the basis that their competitors are ineffective. IBM may be buying over two thirds of its product components to enhance its chances of profitability, but firms its age have larger asset bases owing to their ability to have and maintain production plants unlike it, which focuses on the rapidly changing designs to respond to a market, which compromises customer loyalty eventually. Evidently, firms with production plants take time to develop and research a product well before production since they realize that the cost associated with mid production changes to the plants design unlike firms that buy and can rely on changing products midway to respond to customer reviews. Conclusion In this regard, firms are compelled to make, and in doing so, they must ensure that they consider all the drivers of their markets and products. A blind look at technology change may overshadow the less urgent concern of long-term ambitions, the core business concerns, and capabilities, and participatory decision with stakeholders to ensure that decision achieves flexibility, modularity and gives the firm a competitive edge or strategic gain over an otherwise decision. The decision to buy or make rests on the management of each firm upon careful consideration of all the factors including costs, flexibility, technology, long-term ambitions, core business and competencies and relative advantage of the decision over the foregone. Reference List Arya, A., Mittendorf, B., & Yoon D.H., 2013. Revisiting the make-or-buy decision: Conveying information by outsourcing to rivals. The Accounting Review, pp.1-37. Bajec, P., & Jakomin, I., 2010. A Make-or-buy Decision Process for Outsourcing† PROMET-Traffic&Transportation, 22(4), pp.285-291. Bidwell, M., 2010. Problems deciding: How the structure of make-or-buy decisions leads to transaction misalignment. Organization Science, 21(2), pp.362-379. Chan, PS., Pollard, D., & Park, S., 2011. IT Outsourcing: Strategic implications. Review of Business Information Systems (RBIS), 10(1), pp.97-104. Dabhilkar, M., 2011. Trade-offs in make-buy decisions. Journal of Purchasing and Supply Management, 17(3), pp.158-166. Fine, CH., & Whitney, D.E., 2002. Is the make-buy decision process a core competence?† MIT Center for Technology, Policy, and Industrial Development, pp.1-31. HRG. 2005. HRG Insight: Making Successful Sourcing Decisions. [Online] Available at: http://www.hrgresearch.com/ pdf/HRG%20Sourcing%20Paper%20Final.pdf. [Accessed 26 Oct. 2013]. IBM. 2005. Aligning relationships: Optimizing the value of strategic outsourcing. [Online] Available at: http://www-935.ibm.com/services/us/so/pdf/aligning_relationships.pdf. [Accessed 26 Oct. 2013]. Leiblein, MJ., Reuer, JJ., & Dalsace, F., 2002. Do make or buy decisions matter? The influence of organizational governance on technological performance. Strategic management journal, 23(9), pp.817-833. McIvor, R.T., & Humphreys, P.K., 2000. A case-based reasoning approach to the make or buy decision. Integrated Manufacturing Systems, 11(5), pp. 295-310. Merl, A., & Husa, M., 2006. Make or Buy decision: Outsourcing-A successful method to reduce costs in business processes of international companies? Munich: GRIN Verlag. Minh, N.D., 2011. Empirical make-or-buy decision making model in the Japanese Automobile industry, S. Jain, R.R. Creasey, J. Himmelspach, K.P. White, and M. Fu, eds, 2011 Winter Simulation Conference. pp. 6 47-658. Mohamed, Z.A., Abdullah, H.H., Othman, R., & Uli, J., 2009. Make or Buy Strategy and Origin of Sourcing Materials and Their Relationship with Firm Performance† International Review of Business Research Papers, 5(3), pp. 142-155. Nikolarakos, C & Georgopoulos, N 2001. Sourcing: Issues to be considered for the make-or-buy decisionsl. Operational Research, 1(2), pp. 161-179. Ordoobadi, S., 2005. Development of a decision model for strategic outsourcing. Journal of Applied Business and Economics, 5(2), pp.7-24. Preker, AS, Harding, A., & Travis, P., 2000. Make or buy decisions in the production of health care goods and services: new insights from institutional economics and organizational theory. Bulletin of the World Health Organization, 78(6), pp.779-790. Sena, M., & Sena, J., 2011. Make or Buy: A comparative assessment of organizations that develop software internally versus those that purchase software. Journal of Information Systems Applied Research, 4(2), pp.38-52. Taylor, T., 2005. In defense of outsourcing. Cato journal, 25(5), pp.367-377. Walker, G & Weber, D 1998. A transaction cost approach to make-or-buy decisions† Administrative science quarterly, pp.373-391.

Why They Merged and Why the Merger Was Unsuccessful

In 1997 University of California, San Francisco (UCSF) merged its two public hospitals with Stanford’s two private hospitals. The two separate entities merged together to create a not-for-profit organization titled UCSF Stanford Health Care. The merger between the health systems at UCSF and Stanford seemed like a good idea due to the similar missions, proximity of institutions, increased financial pressure with cutbacks in Medicare reimbursements followed by a dramatic increase in managed care organizations.The first year UCSF Stanford Health Care produced a profit of $22 million, however three years later the health system had lost a total of $176 million (â€Å"UCSF-Stanford Merger,† n. d. ). The first part of this paper will address reasons why the two institutions decided to pursue the merger by looking through the theoretical lens of bounded rationality, prospect theory and resource dependence theory (RDT). The second half of the paper will purpose reasons why the merger was unsuccessful by considering key concepts in organizational behavior such as power and culture.The threatening and uncertain fiscal times led the leaders to select the option that they believed maximized their chances for survival. The theory of bounded rationality, proposed by Herbert A. Simon, suggests that people are largely limited by time, information and cognitive limitations(Simon, 1997). The merger between the two medical schools seemed to make sense, both institutions shared a common mission of treating the uninsured, training the next generation of innovative doctors, and remain at the forefront of breaking research and technology.Since both were going to be competing for increasingly scarce resources, joining forces made sense. Together they would be able to reduce spending on administrative costs, and better prepared to negotiate contacts with large insurance companies(â€Å"UCSF-Stanford Merger,† n. d. ). Simon suggests that people, bounded by time, cog nitive ability and information, are more likely to make satisfactory decisions rather than optimal ones(Simon, 1997).Instead of focusing time and energy outlining potential ways to remain separate amongst the shifting payment structure UCSF and Stanford, both limited by time and fearful of the potential losses, agreed to merge. The merger was UCSF and Stanford’s way to mitigate risk and manage uncertainty. Prospect theory is a behavioral economic theory developed by Daniel Kahneman that holds that people are more likely to take higher risks when decisions are framed in negative terms(Kahneman & Tversky, 1979). Although mergers are complex and risky the looming fear of decreased reimbursements made the leaders focus on the benefits of merging.Kahneman argues that people do not base their decisions on final outcomes, instead they base their decisions on the potential value of losses and gains(Kahneman & Tversky, 1979). Instead of analyzing the risk of the merger, leadership foc used on the more pressing burden, the bottom line. To stay alive in the era of managed care, university hospitals across the country were seeking mergers with private hospitals. Calculations showed that hospitals lost $4 million annually for each 1 percent drop in indemnity patient population(Etten, 1999).Since the 1990’s, indemnity insurance was on a drastic decline in San Francisco opening the market for managed care organizations(Etten, 1999). RDT looks at how the behavior of organizations is affected by their external resources. The theory, brought about in the 1970s, addresses organizations demand for resources, resources and power are directly linked(Pfeffer & Salancik, 2003). RDT holds that organizations depend on resources thus the idea of merging, due to increasing resource scarcity, appealed to both institutions(Pfeffer & Salancik, 2003).On paper, the merger between these two institutions made sense – both institutions were close to one another and competing for diminishing resources. Together they could reduce administrative costs and join forces to negotiate with large insurance companies. The need to create a new culture and dissolve historically existent power struggles were two large tasks that needed to be addressed in order to ensure a successful merger. However, the way in which the merger was organized did not lead to a successful merger.UCSF Health Care did not spend adequate time creating a shared culture in which the two organizations would see one joint organization with shared power (resources). On paper both organizations agreed to share power, however both parties behavior showed otherwise. Dr. Rizk Norman, co-chair of the combined physician group of UCSF and Stanford faculty, attests that neither institution was ever comfortable enough to share financial information(â€Å"UCSF, Stanford hospitals just too different,† n. d. ). UCSF did not fully disclose their fiscal concerns regarding one of their sinking hospita ls, while Stanford was also guilty of ithholding information (â€Å"UCSF, Stanford hospitals just too different,† n. d. ). Merging into one should eliminate the sense of two separate entities, however not enough was done to shape the merger in such a way that facility and staff felt like equal partners. Loyalties existed within the organization, beginning at the top with the Board of Directors. Structurally the board was split between seven Stanford board members and seven USCF board members and three non partisan members, however loyalties to ones particular institution never dissolved(â€Å"UCSF-Stanford Merger,† n. d. ).As outlined, RDT, holds that organizations depend on resources, which originate from their environment. Resources are an organizations power used to compete in their environment. The two health systems shared an environment, thus competed with one another for power (resources) (â€Å"UCSF-Stanford Merger,† n. d. ). Because Stanford was a for-p rofit organization, they held more fiscal power over UCSF. Pfeffer and Salancik argue that the way to solve problems of uncertainty and interdependence is to increase coordination, more specifically, to increase shared control of each other’s activities(Pfeffer & Salancik, 2003).Had the two institutions worked from the beginning to increase coordination and communication between both institutions the merger may have more changes in succeeding. Increased coordination between the two institutions could have lead to the creation of a strong culture. Culture is the shared belief, expectations and values shared by members of an organization. (â€Å"Leading by Leveraging Culture – Harvard Business Review,† n. d. ). Employing a new culture starts from the top, management must model in accordance with the new culture.This was not done at UCSF Stanford Health Care due to existing loyalties. Adding to the culture struggle, the institutions were far enough away from one an other to merit concern. For an organization to flow smoothly, clear communication channels need to be established. Without open communication and collaboration a shared culture cannot emerge. Weak cultures harm the workplace by increasing inefficiencies that lead to increased costs. UCSF Health Care model from the top down to create a shared culture.Had leadership spent adequate time addressing ways to dissolve existing power struggles, and creating a shared culture that would set the foundation to achieve a new-shared vision, the merger could have been successful. Engaging leaders in creating a strategic plan to merge two separate existing cultures would have encouraged them to show support and dissolve power struggles. Shared resources, open communication and a culture of oneness may have set the foundation for a successful merger between the two organizations. References Etten, P. V. (1999). Camelot or common sense? The logic behind the UCSF/Stanford merger.Health Affairs, 18(2), 143–148. doi:10. 1377/hlthaff. 18. 2. 143 Kahneman, D. , & Tversky, A. (1979). Prospect Theory: An Analysis of Decision under Risk. Econometrica, 47(2), 263. doi:10. 2307/1914185 Leading by Leveraging Culture – Harvard Business Review. (n. d. ). Retrieved October 16, 2012, from http://hbr. org/product/leading-by-leveraging-culture/an/CMR260-PDF-ENG Pfeffer, J. , & Salancik, G. (2003). The External Control of Organizations: A Resource Dependence Perspective. Stanford University Press. Simon, H. A. (1997). Models of Bounded Rationality, Vol. 3: Emperically Grounded Economic Reason.The MIT Press. UCSF-Stanford Merger: A Promising Venture. (n. d. ). SFGate. Retrieved October 16, 2012, from http://www. sfgate. com/opinion/article/UCSF-Stanford-Merger-A-Promising-Venture-2975174. php#src=fb UCSF, Stanford hospitals just too different. (n. d. ). Retrieved October 16, 2012, from http://www. paloaltoonline. com/weekly/morgue/news/1999_Nov_3. HOSP03. html ——â€⠀Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€œ Fall 16 PM 827 A1 Strategic Management Of Healthcare Organizations UCSF Stanford Healthcare – Why They Merged and Why The Merger Was Unsuccessful Sofia Gabriela Walton Mini Exam #1 08

Contemporary approaches to leadership theory Essay Example

Contemporary approaches to leadership theory Essay Example Contemporary approaches to leadership theory Paper Contemporary approaches to leadership theory Paper Trait theory based on the qualities of the leaders where it means that ‘leaders are born, not made. ’ Leaders consist of different qualities where for an effective leader some qualities like judgment, drive, fairness, energy, initiative, human relation skill and foresight. This theory is discredited more or less. Behavioral theories The styles of leadership are the collections of leadership behavior that are used in different conditions in different ways. Among many classifications of styles, leadership styles are extent to the focus to the leaders whether this is task/performance based or relationship/people based. Two models describes the key terms: Asridge model: Tells: Here all the decisions are made and issues are instructed by the leader that must be followed. Sells: though still all the decisions are made by the leader but subordinates are motivated here to accept those rather than being emphasized. Consults: here ideas are conferred by the leaders with subordinates by taking their view though the final saying is retained by the leaders. Joins: leaders and subordinates both take part in decision making based on the consensus. Blake and Mounton’s managerial grid: Two basic dimensions of leadership have been observed by Robert Blake and Jane Mouton through their research one of which is concern for production and the other is concern for people. Mangers could be located from very low to very high concern at any point on a continuum along any of these two dimensions. Various permutations are observed in these two concerns that are not correlated. These permutations are modeled as a grid by Blake and Mouton. Concerns for people are represented by one axis and concern for production is represented by another. Nine points from 1(low) to 9 (high) are allotted to each axis. 1. Transformational theories are based on the reaction of a leader in any transactional situation in contrast with the transformational situation. Where transactional theory is based on the rewards and punishment system, transformational leadership focuses on the other hand to a bigger picture heading to the achievement of a common goal. Again the types of leadership style are also focused by the transformational theory. MS Leadership case: MS is the leading UK retail giant especially in the clothing sector. The company was founded in 1884 in Leeds by Michael Marks and Thomas Spenser in Leeds. Now the company has 700 outlets United Kingdom and another 300 stores are flagged in 40 countries throughout the world. Company’s headquarter is based in London. Different attributes of MS leaders are as follows: Greenbury acted like a task manager (9,1) in respect to some aspects like unilateral, push people for only profit, eavesdropping and good reward in finance based on the team morale. The action of Bostock and Rose were like a team manager (9,9). They insisted on the unity of the team, motivation and confidence of people for the effective results. They used both directive/task focused and supportive/ people-focused attitude. Again, Greenbury and Salesbury are considered as autocratic where Rose played a role of a consultive leader. Bostock was democratic in his leadership approach. The history of MS is based on the autocracy culture. Though Greenbury tried to alter it to the consults/join approach by encouraging of board meeting and involving people but due to the strong base of autocratic style, he stepped behind. Rose followed tells style especially during solving problems. Both of them used sells and consult approach in some contexts. Determine leadership approaches relevant for the 21st century, drawing on theories and tools as practiced by leading international organizations. In the 21st century, a new leadership approach has emerged based on the bottom-up transformation that is inspired by building community and also by shared power. Three themes are implicated in this framework: Shared leadership: According to this leadership, everybody has the qualities of leadership inside and can pool and drawn upon this during necessity specially while working in a group on any vital common issue. Leadership as relationship This theme is based on the idea of relationship network and on the concepts of partnership, empowerment and service. Leadership in community This leadership assumes the community as the conceptual setting where the relationship of leadership occurs. According to Farkas and De Becker, leaders can lead in five ways: Strategic Approach The top strategist is the Chief Executive of any company who envisions the future systematically and map out specifically the way to get there. Human Asset Approach Success is managed by the Chief Executive with the help of policies of people, principles and programs. Expertise Approach A particular propriety expertise is championed by the Chief Executive what is then utilized for focusing the organization. Box Approach A set of rules, procedures, systems and values are developed by the Chief Executive in order to control behavior and results within the well defined constrains. Change Approach The Chief Executive behaves as a radical change agent with the transformation of bureaucracies within the organization embracing the new and different approach. With the entrance of 21st century, the predictions of the concept of leadership development are seemed as follows: 1. Leadership is for all – every individual in the present organization is a team member and a manager as well. For this reason, leadership is needed to be learnt and exhibited by everyone. 2. Learning is involved in leadership – leaders always discover new knowledge and know the way of sharing it with others. With the spread of learning culture, leadership can be shown more than ever before. 3. Leadership is based on team – Though every organization maintains the hierarchy and it will be exist, but the best organizations always empower their members to become a leader. 4. Leadership is not authoritarian – in this 21st century, the authority of an individual is counted by his/her saying but not with his/her status. Here, leaders communicate with people but to people. New way of leadership is the outcome of new way of communication. 5. Followership is included in Leadership– leadership responsibility may be more or less person to person but every individual will learn from others. The experience of becoming a contributor will be possessed by everybody. Explore and examine your own personal and managerial effectiveness within an organisation through a process of personal reflection. Leadership Development Through Experience 1. The people I personally work with I am stimulated to the development by the people I always work with. They play a vital role both in my personal and professional life. According to Kouzes and Posner, ‘‘other people have always been important guidance sources. Our parents always provide us with advice and supports, our curiosity for any favourite subject was developed by any particular teacher, we tinkered in the garage with the help of our neighbour, we were motivated and promised to give our best to our coaches, we were given important feedback by our counsellor on our attribute and its affect, the master of art instructs us in the basic of craft, our first boss taught us to skip the ropes and hoops to jump. ’ I am learning about the leadership whether it is effective or not by being attentive to my surrounding models who may be my immediate boss. I am taught what to do or not to do with help of watching the leadership roles of others. Again, through the close alliance with any experienced individual who is referred as mentor and by taking me under his/her wing, valuable perspectives and insights can be achieved by me. Executive coaching is extensively becoming a common responsibility of all the executives to the managers who report them and it is also relevant to monitoring. Again it is regarded as an investment to change counterproductive attribute, always interpersonal which is the threat of derailing a valued manger. Development of Leadership Through Task 1. The task itself The task of development is always vague and more complex. The development of leadership can be increased with changing of work environment. New and creative solutions may be needed for the nature of task. The strategic planning project can be intellectually challenging and can contribute to the development of the leaders. Those development opportunities are the best where individuals are stretched and allowed to test themselves against any new and hard task. Some factors impacts on any task whether it is developmentally challenging or not or high level of pressure is generated. These factors include deadlines, requirements of travel, more hours and an unpredictable task where both there is a possibility of both success and failure. All the employees may not be provided with the same development opportunities by the organization what is the aspect of the task of leadership development. There is an outstanding difference between large and small organizations in particular in what opportunities they offer. Leadership Development Through Education 1. Courses of University in leadership The training program of leadership is now a day included in many universities particularly in the extracurricular activities. Personality traits, behaviours of leadership, motivation, values and different leadership theories are included in those courses for describing the process of leadership. Method of standard lecture is used in several courses. Again students are provided with individualised feedback in some courses in the form of intelligence, values, personality and ratings of leadership behaviour. Several situations of leadership are described in the case studies that are used as the conveyer of the leadership discussions. Another method is role playing where participants are assigned to play a role in a job related scenario. Trainees are thus helped to practice relevant skills. 1. Training programmes of leadership The contents of such programs are more focused and the programs are normally very short. They include lectures, case studies and role playing exercise for the improvement of leadership. Four different teaching methods provide effective training. These include personal growth, building of skill, feedback and conceptual awareness. Develop an in-depth understanding of the principles of change and the organisational change process. Change management is termed as a structured way for the transition of individuals, teams and organizations from the present to expected desired future state. There are 10 principles of change management according to John Jones, DeAnne Aguirre and Mathew Calderone : Systematically addressing the human side: 1. The approach of change management should be fully integrated into the design of program and making decision that leads to make strategic decision. Any people issues should be dealt step by step for putting speed, morale and outcome at any risk. Start at the top 1. Change should be embraced first by the top leader of any organization like CEO for taking challenge and for motivating others. They should be model to the expected behaviors and should speak in one voice. Involving each layer 1. Leaders should be identified and trained in each layer of change efforts and they must be aligned to the vision of the company. they also should be equipped for executing particular mission and should be motivated for making change happened. Making the formal case 1. As the individuals are rational inherently, formal case can be articulated and written version statement can be created that will ensure the alignment between team and leadership. Creating ownership 1. Ownership can be best created with the involvement of people to identify problems and to craft solutions. It can be tangible or psychological and is is reinforced by incentives and rewards. Communicating the message 1. Change programs can be best where core messages are reinforced through regular and timely advice which is both practical and inspirational. The flow of communication moves out from the top to bottom and employees are provided with the right information at the right time that helps soliciting their input and feedback. This communications require multiple and redundant channels. Evaluating the cultural landscape 1. Leaders are accounted for culture at each organizational level through the successful change program where speed and intensity are picked up when they flow down. Cultural diagnostics helps to assess the readiness of organization to the change, bring key issues, identify conflicts and define factors of recognizing the leadership and resistance sources. Addressing culture clearly 1. The culture and underlying behaviors should be cleared by the leaders that support the new business method. Opportunities for rewarding those behaviors are also found by the leaders. A cultural change can be kicked start effectively with the understanding that all companies posses a cultural centre. Preparation for the unexpected 1. Effective change management continuously reassesses the impact of the unexpected reaction of people, willingness of organization and ability of adopting the next transformation. Momentum can be maintained with the real data from the field and solid decision making. Speaking to the people 1. People want to know about the change, the expectation towards them and their performance assessment process. Leaders need to be cleared and honest about this all. Rewards should be promoted as dramatic reinforcement to embrace change.