Human resources case study Example | Topics and Well Written Essays - 750 words

Human resources - Case Study Example 115). Joan has her hands full in this scenario because she suspects that Fred is sabotaging work to make Joan look bad. As the director Joan should immediately confront Fred about his improper behavior. If Fred denies the wrongdoing then Joan should document the meeting and take the matter her superiors in order to discuss a possible termination of Fred’s contract because Fred has become a liability for the company and an employee who is not trustworthy. Sometimes people claim that they are racial discriminated at work. Discrimination is a serious offence that is not acceptable in the workplace. In this case study a woman, Ruth Wittman, claims she was fired due to racial discrimination. The employer of the woman claims that the woman was fired due to a horrible record of absenteeism and tardiness. The bank must show the EEOC all the evidence of all the times Ruth was absent and late during her two years at the company. Due to the fact that the bank claims Ruth had the worse track record of absenteeism and tardiness the bank must proof with written documentation that this claim is true. If I was the EEOC director my decision would be to disregard the claim made by Ruth. First of all the evidence shows she was late and absent more than any other employees. It is common for people that do not show up to work or show up to work late to be fired. The claim that she was given more workload than others is potentially false since the compan y gives work out randomly. If the firm has a no talking with other workers policy the employees should abide by the rules. Jack Otto is the supervisor of a store fixture manufacturing company. He is a dedicated employee, but he is facing a tough challenge with one of his welders, Bob Hill. Bob has always had a bit of absenteeism problem and is often late to work. Lately his tardiness has gotten

Organizational Structure of a Hospital You Know Essay Example for Free

Organizational Structure of a Hospital You Know Essay INTRODUCTION: For this assignment I’m choosing, Fortis Hospital at Noida, India and Krishna Nursing home at Chitradurga, Karnataka India. Fortis hospital at Noida, India is a part of Fortis healthcare group and mainly focuses on orthopaedics and neurosciences. It’s a medium sized hospital with 300 bedded facilities and about 250 full time staff. Its organisational structure has low vertical and high horizontal distribution. THE HORIZONTAL DISTRIBUTION is as follows, 1) 37 medical departments which covers different specialities.2) Other departments such as HR, marketing, finance, engineering and nursing. 3) Social specialisation, example doctors.4) Functional specialisation, example technicians and nurses. VERTICAL STRUCTURE is as follows, 1) Zonal director at the top. 2) 43 departmental heads who work under Zonal director. 3) There is team under each department which report to departmental heads. Organizational structure of fortis hospital ZONAL DIRECTOR United HR medical director Head eng marketing sales Finance head Nursing matron Team Hr Doctors Eng team Marketing team Finance team Nursing team Centralisation: Head of department control all departments and they report to the Zonal director. Each individual in the organisation has limited autonomy and financially it is highly centralised and functionally it is moderately decentralised and it has high level of standardisation of administrative task and the recruitment process is very much formalised, whereas doctors have low level of formalisation and everyone follow standard operating procedure. Hence in summary, Fortis hospital is multi-speciality hospital of medium size and its structure has high horizontal complexity but low vertical complexity and it is moderately formalised and there is not much direct impact on centralisation and has moderately flexible structure and decision making is highly formalised and moderately decentralised at operational level.(http://www.hindubusinessline.com; www.fortishealthcare.com; www.hoovers.com) In contrast to the above mentioned complex structure second mentioned hospital is Krishna Nursing Home which is a small 50 bedded multispecialty hospital with a simple structure with the director at the top who is in charge of everything and there are heads of recruitment, finance and medical director who report to the director. It is mainly a vertical structure with director who has full decision making power, hence the structure has minimum decentralisation. The other staff has no autonomy.This hospital works basically on loyalty and trust and personal relationship and caters to a small population in the village Chitradurga, India. This structure is compatible with small hospitals like this. But disadvantage is that it is highly dependent on the director and is individual centric (www.healthcaremagic.com) If we compare the 2 structure in relation to, 1) Central Peripheral relations: Fortis is much bigger hospital and has separate division for each department and there is decentralisation and semi-autonomy for each department and the purchaser and provider divisions are separate. Whereas Krishna Nursing Home has no decentralisation and no autonomy for the departments and all decisions are taken by the director. 2) Links with other organisational groups: Fortis has links and tie-ups with many other smaller hospitals which refer cases to them and also has link ups with various insurance companies. Whereas Krishna Nursing Home has no tie-ups with any other hospitals and works alone and caters to a small population. 3) Internal structure: Hierarchy, as mentioned above Fortis hospital has minimal vertical but complex horizontal distribution of power so it has a flatter organisational shape which helps in effective communication and decision making and has widened collaborative links between various departments and divisions resulting in internal linking and average spans of control whereas Krishna Nursing Home has vertical structure and is fully hierarchical based and there is no internal linking between departments (Merson et.,al, 2006). CONCLUSION: Both these hospitals has completely different organisational structure but both are successful because the targeted population for both are different. While, Fortis targets higher and wider range of population and focuses on specialised services, hence has complex organisational structure. Whereas Krishna Nursing Home caters to a small population and  provides basic services and hence has a simple vertical hierarchical structure. REFERENCES: ‘Fortis Healthcare signs pact with US hospital’ online. Available at: http://www.thehindubusinessline.com/businessline/2000/10/18/stories/021851e 3.htm. (Accessed on 7 January 2013) Krishna Nursing Home (online). Available at: www.healthcaremagic.com (Accessed on 8 January 2013). Merson et.,al (2006) ‘International Public Health’, 2nd Edition, Jones and Bartlett publishers, pp;558-593. (online) Available at: www. Fortishealthcare.com.(Accessed on: 7 January 2013). (online) Available at: www.hoovers.com (Accessed on: 7 January 2013).

Impact of Management and Leadership styles

Impact of Management and Leadership styles Managers are who  do things right  and leaders are who  do the right thing The general concept according to my understanding from various literature reviews are that Leaders leads people and managers manage all things in organization, furthermore to my concepts the important point is that leaders are the people who bring changes in organizations and managers may be considered as people who sustain the day to day organisational activities. The main point in this task 1, to explain the link between Leadership and management of an organisation, here I am elaborating leadership and management of Martin McColl, this organisation having approximately 1,000 outlets and 50,000 employees across United Kingdom, the main focus of the company is on Books, Cards, Magazines, Confectionary, Toys and Drinks etc. Link between strategic management and leadership: Orders which are passed down from leader and the managers role is to pass orders down the chain of command A leader is described as someone who has the capacity to create a vision, and to translate it into action and sustain it (Bennis, 1989), this statement can also be justified as there are differences between management and leadership, although functionally they can be combined in the same individual (John Kotter, 1990). Leadership without Easy Answers by Ronald A. Heifetz, According to In business, we see an evolution of the concept of leadership. For decades, the term leadership referred to the people who hold top management positions and the functions they serve. In our common usage, it still does. Recently, however, business people have drawn a distinction between leadership and management, and exercising leadership has also come to mean providing a vision and influencing others to realize it through non-coercive means. Roosevelt says about link between leaders and managers that People ask the difference between a leader and a boss, the leader works in the open, and the boss in secret. The leader leads and the boss drive. This report review explains the relationship between leaders and managers that they perform on their position within the organization, they work together to achieve the goals of organization. Leaders think about goals and are active instead of reactive in shaping ideas. Managers act to limit choices. Leaders develop fresh approaches to long-standing problems and open issues to new options. A manager is a problem solver- what problems have to be solved and what are the best ways to achieve results? Link between leaders and management has strong impact in organization. Managers Managers administer. Follow the established course. Ensure that people do things. Ensure that people do things better. Leadership Leaders innovate. Establish the course that managers follow. Ensure that people want to do things. Ensure that people do the right things. Ensure that people do better things. Source: international business-society management by Tulder, Zwart. Example in McColl: As I explained the literature review above, I am evaluating these literatures with the help of Martin McColl example. Martin McColl under the Steve Leadership management is very successful. There is a strong link between leader and management. Leader and managers keeps link through video conferences, mails and telephone. Meetings for internal discussions are kept to a set of guidelines intended to maximize productivity, and minimize cost, to achieve a result. Focus is on external parameters, particularly the customer and the image of the company. Priority in Martin is given always to activity that enhances the customer experience, improves efficiency or increases revenue and profitability. There is an enormous level of mutual respect built between the leadership group and the teams. People are appropriately motivated, and rewarded for their performance based upon their motivational modality. It is important to remember here, that not everyone is motivated by a monetary reward, or a standard trophy. A Truly Great Leader understands this, and uses to their advantage. On 28 Nov 2010 major snow fall hits Scotland. There were problems with many routes. Managers must come on time thats managers responsibility. On the day of snow martin McColl managers came on time in all branches while travel was very difficult due to the heavy snow but all managers reached on time and have done their work because it was not easy for anyone to come out house. So that was a great achievement under the best leadership. Managers are also leaders. Link between leaders and management has strong impact in decision making in organization and this impact effect in every place and every area in McColl such as finance, marketing, policies. Impact of management and leadership style on Strategic Decision: Decisions are at the heart of leader success, and at times there are critical moments when they can be difficult Organizations all over the world are deeply concerned with understanding, searching and developing leadership. Regardless of the type of organization, leadership is discerned to play a vital role in establishing high performing teams. Leaders are facing greater challenges than ever before due to the increased environmental complexity and the changing nature of the organization. The current era not only demands having a competitive edge and sustained profitability but also the maintenance of ethical standards, complying with civic commitments and establishing a safe and equitable work environment. Leadership is one of the critical elements in enhancing organizational performance. Being responsible for the development and execution of strategic organizational decisions, leaders have to acquire, develop and deploy organizational resources optimally in order to bring out the best products and services in the best interest of stakeholders. In short, effective leadership is the main cause of competitive advantage for any kind of organization (Zhu et al., 2005; Avolio, 1999; Lado et al., 1992; Rowe, 2001) Decentralised structure: In Martin McColl autocratic leadership style portrays that manager retains as much power and decision making authority as possible. These leadership styles utilize different sources of power and impact differently on the levels and extent to which staff consider them as making a contribution to organizational decision making. Both the quality and extent of staff participation in decision-making tends to wane. Each store of  McColl  has a store manager who can make certain decisions concerning their store. The store manager is responsible to a regional manager senior managers have time to concentrate on the most important decisions. Collaboration with group members: Martin McColl leader makes decisions in collaboration with group members, often using majority rules or similar social decision schemes, whereas a consultative leader makes decisions, after talking with group members about their opinions. Empowerment: McColl managers tend to be more focused on productivity targets and achievement of objectives. Their power is based on their ability to achieve targets, often as a result of quick decisions. Decision making is a form of empowerment. In McColl stores Empowerment is increase motivation and therefore means that staff output increases. Knowledge skills: People lower down the chain have a greater understanding of the environment they work in and the people (customers and colleagues) that they interact with.   This knowledge skills and experience may enable them to make more effective decisions than senior managers. Faster Changes: Participative styles in McColl enabling departments and their employees to respond faster to changes and new challenges. Whereas it may take senior managers longer to appreciate that business needs have changed. 1.2 Example in Martin McColl: Martin McColl is UK based corporate company. Martin McColl has a democratic leadership where subordinates involve in decision-making. Company has a board of directors and Steve is a head of directors.   It is seen that Martin has authoritarian systems in which their people work as directed. Merger and acquisition continued in martin McColl. In 1998 Forbuoys acquired Martin Retail Group which was before RS McColl. In 1999 company launch new convenience concept McColls. In 2004 the company acquired Dillon stores. In 2005 company changed its name to Martin McColl Retail Group and now martin is the UKs leading neighbour retailing group. These changes allow leaders and managers to makes good decisions which give the strength to business. These changes brought many changes such as economic condition been changed, development changed, competition increased this changes brought new markets like stationery stores, specialist card shops. Furthermore supermarkets like Tesco and Sainsburys were selling everything that Martin did. So there was a big competition. Knowledge sharing and strong communication always been there so the strategy of Martin was focus on its core activities and increase, improving buying power sell higher margin items and makes their with sales of newer lines. Company have a wide variety of roles at two head offices in Scotland and Brentwood. Here company centralise core business divisions including Central Retail Operations, Trading, Marketing, Finance, Supply Chain, Business System etc. In all these above cases, management and leaders realized that changes were occurred and react actively. And in all these cases, they responded only when the competition forced them to do so. Conclusion: In making decision, consider the fit between leadership style and the characteristics of organization. Even more important, remember that things change. Look for flexibility. The very best leaders are those who have learned how to shift from one leadership style to another as circumstances demand. If one candidate shows evidence of being able to move smoothly among several of these styles, that may tip the balance. 1.3: Leadership style adaptation to different situation: Leadership style is the typical approach of a particular person used to lead people. Management theorists try to discover one best leadership style for all situations. Researchers say that there are internal and external environments that have significant impact on leader effectiveness. For example in limited external opportunities leaders are constrained by competition, legislation, technology, changing markets and limited resources when making strategic decisions. Fiedler (1967), who conducted extensive research on the situational aspects of leadership effectiveness, identified factors that determine what style of leader performed best. He examined correlations between test scores of leaders and their performance related to situational factors. The relations-motivated leader performs best where the leader position is not strong. Task-motivated leaders perform best when the leader-member relations are good and the leader power position is strong. The latter category represents poor member relations and a weak leader who is attempting to deal with a poor situation. B ecause that situation is unfavourable, Fiedlers model would require a task-oriented leader to keep the situation from falling apart. An obvious alternative would be to replace the leader.   To deal with the issue of matching style to the situation, Vroom and Yetton (1973) developed an approach that deals with leader-subordinate interaction. He recognized that an effective style depended on situational variables including the leaders expertise, the task structure, and the employees willingness to accept a solution. They found that the key elements in sharing of leader power are the maximization of technical effectiveness and subordinate motivation or acceptance. If technical effectiveness is not crucial and motivation and acceptance are not important, the decisions are made by the leader alone. On the other hand, if the technical difficulties are important but motivation is low, the leader attempts to obtain more information. When technical effectiveness is unimportant but motivation and acceptance are high, delegation becomes a useful approach. Finally, if the problem is high on the technical level and there is a need for acceptance, then the decision is shared with the group. The situational determinants of leadership show that there is frequently, but not necessarily optimally, a consistency in the behaviour of a leader when he or she performs in different situations. As the organization grows, team building and the exchange of ideas become more important. Involvement tactics are used more frequently. Now the organizational units are formed and the biggest question is how the work should be divided. This requires negotiation. Once the company is into production, tasks are more routine, but time is critical. This calls for more direction. Throughout, indirection, enlistment, redirection, and repudiation may be used. The tactics and when to use them are summarized in Table 2. According to Daniel Goleman six styles of leading have different effects on the emotions of the target followers and each style appropriately as the circumstances. Which are: Visionary leader, Coaching leader, Democratic leader, Affiliative leader, Pace-setting leader, Commanding leader. As Goleman provides a good framework of leadership styles so I can say that its absolutely true that no leader always leads in a particular style but adapts to situations. Few styles are there including Goleman styles, these styles are generally the most effective. Attached table 1. There are five basis of power Coercive power, Reward power, Expert power, legitimate power, and Referent power. These five bases of power introduced by French and Raven in 1959. Among the five bases of power there are three bases in which the Steve leadership is founded. These are legitimate power, expert power and referent power. Through his position he is able to lead the companys people. His experience in the company makes him very knowledgeable of the company and its customers. He motivates people and constantly empowers them. He is also charismatic. Example of Martin McColl: Employee Relationship: As a participating leadership in the past few years Martin performance and profitability have been transformed by employee engagement; which show a clear improving engagement and improving performance of employee. Martin engaged employees indicate they have a good understanding of how to meet customer needs. Individual employees in companies with strong engagement strategies described to us how their working lives have been transformed for the better. Customer focused strategy: Martin leaders have vision thats why they set objectives of company and have customer retention strategy for this they having promotional sale and delivering newspaper. Martin McColl customers are familiar with what newspapers and magazines in their local store and know the prices they normally paid. As a result, Martin delivering ordered newspapers at their home. Early experiments in began and, by the end of 2008, Martin was making 200 deliveries a week in an area a very small beginning. Ethical behaviour: McColl leadership thinking ethically and behaving ethically in UK thats why they are taking responsible decisions. They reduced to use of plastic bags. Martin corporate social responsibility is concerned with the ways in which an organization exceeds the minimum obligations to stakeholders specified through regulation and corporate governance. Martin negotiating better promotional prices from suppliers that small individual chains are unable to match. The product and service development processes of the martin have been substantially re-engineered, to facilitate better management of product lifecycles and more efficient delivery of wide ranges of products to customers. Product activity has focused on enhancing core ranges and introducing quality products. Martins innovative ways of improving the customer shopping experience, as well as its efforts to branch out into finance and insurance have also capitalized on strong brand reputation Financial Environment: Under great leadership a strong financial performance has been shown by the company over the years, which underlines its strategic capabilities.   According to Data monitor (2010), Martin is a  £ 30billion turnover company recording an increase of 14.9% when compared to 2008. The foremost strategy that has been adopted by the company is the product and services customization in accordance with the market demands.   The efficiency in performance of the company over the last decade can be summarised with the help of growth in following key indicators (Fame, 2010) Diversity: In the past, Martin approach to emerging markets has tended to be almost exclusively from their own perspective, seeing them simply as markets, with little real empathy for the new customers needs and desires. One of the big problems is that the vast majority of senior managers in corporations come from the home county but Martin Company and their leaders always ready to cope with such diversity at top executive level. Environmental factors: In environmentally as Martin entered into more and more partnerships or joint ventures many of which are formed with companies from different cultures. So leaders who are able to create and sustain such relationships give their company a valuable collaborative advantage. In my view, this relationship approach to business represents a major challenge to Martin. By senior executives Martin establishing good personal relationships in which trust and mutual understanding can develop. Corporate culture Founding Vision Company ways of doing things Values system LEADERSHIP STYLES Different Situations Employees relationship Customer focused Production Financial Environment Diversity Environmental factors A good understanding of situation trains leaders to change their style, like a driver changes gear in a car. Martins success had come, despite many siren voices, from persevering with its original model, and Bradley, the companys chief operating ofà ¯Ã‚ ¬Ã‚ cer, puts that down to the personal backing of Windsor, Martins low-key chief executive. One solidly based on experience, trust, and judgment. Conclusion Dynamic changing situations require different leader behaviours. These behaviours can take the form of patterns of behaviours termed leadership style, or leadership tactics. Selecting leaders with different leadership styles is inefficient. It is far more effective to select flexible leaders who have the capability of using different tactics under different conditions. While the leaders may occasionally learn to change their styles to suit the circumstances, leadership styles are likely to remain fairly stable overall. Therefore, a certain style affects the leaders/managers managerial decisions over extended periods, with a particular style being more effective under a specific set of circumstance. 2.1 Impact of Theories on organizational strategy: When we think about management and leadership, the image comes in our mind that these are powerful dynamic individual who commands people. Yesterday principles and theories are contemporary and sophisticated. Some overlap and gaps occurs. Current theories fill these gaps and after to study that people are dealing to current situation. There are many theories of management and leadership, these are defined as: Behavioural theory, Contingency theory, Functional theory, Great man theory, Situational theory, Trait theory, Transactional theory, Transformational theory. Major models and approaches are: Adaptive leadership and appreciative leadership Many leaders and managers have his or her own style. Some common styles are: Autocratic, Bureaucratic, Democratic, and Laissez-faire. There is a difference between theories and leadership models that leadership theory is an explanation of some aspect of leadership, these are used to better understand and control successful leadership and leadership model is an example for use in a given situation. Each one has strengths and weaknesses, and each one has its appropriate uses. Here I am selected two current management and leadership theories which are Transactional leadership and Transformational Leadership. Transactional and transformational leadership has been of great interest to many researchers in the current era. Adopting either transformational and transactional leadership behaviour helps in the success of the organization (Laohavichien et al., 2009). This might be the reason that different authors of the recent past considered transactional and transformational leadership as predicating variables and investigated their relatedness with other criterion variables. Both transformational leadership and transactional leadership help in predicting subordinates satisfaction with their leaders (Bennett, 2009) Transformational Leadership: Transformational leadership theory has captured the interest of many researchers in the field of organizational leadership over the past three decades. This theory was developed by Burns (1978) and later enhanced by Bass (1985, 1998) and others (Avolio Bass, 1988; Bass Avolio, 1994; Bennis Nanus, 1985; Tichy Devanna, 1986). The major premise of the transformational leadership theory is the leaders ability to motivate the follower to accomplish more than what the follower planned to accomplish (Krishnan, 2005). Transformational leadership has four components: idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration (Bass, 1985). Burns postulated that transformational leaders inspire followers to accomplish more by concentrating on the followers values and helping the follower align these values with the values of the organization. Research has also shown that transformational leadership impacts employee commitment to organizational change (Yu, Leithwood, Jantzi, 2002) and organizational conditions (Lam, Wei, Pan, Chan, 2002). Due to its impact on organizational outcomes, transformational leadership is needed in all organizations (Tucker Russell, 2004). Transformational leadership identifying and developing core values and unifying purpose, developing leadership and effective followership, utilizing interaction-focused organizational design, and building interconnectedness (Hickman, 1997, p. 2). Transformational leaders work to bring about human and economic transformation. Within the organization they generate visions, missions, goals, and a culture that contributes to the ability of individuals, groups, and the organization to practice its values and serve its purpose (Hickman, 1997, p. 9). These leaders are reliable leaders who generate commitment from followers which results in a sense of shared purpose (Waddock Post, 1991). The leaders ability to inspire, motivate, and foster commitment to a shared pur pose is crucial (Bass, Waldman et al., 1987). According to Bass and Avolio, transformational leaders display behaviours associated with five transformational styles wich are attached in table 4. Organizational culture: According to Schein (1985, 1995), the leaders beliefs, values, and assumptions shape the culture of the organization and these beliefs, values, and assumptions are then taught to other members of the organization. Schein also stated that leaders have the power to embed organizational culture through various methods such as mentoring, role modeling, and teaching. Bass and Avolio (1993). Organizational Vision Transformational leadership has four components: idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration (Bass, 1985) which involves motivating people, establishing a foundation for leadership authority and integrity, and inspiring a shared vision of the future (Tracey Hinkin, 1998). Idealized influence and inspirational motivation are connected with the leaders ability to formulate and articulate a shared vision (Dionne, Yammarino, Atwater, Spangler, 2004). Transformational leadership creates a desire for people to work as a team, in an enjoyable and non-threatening culture, yet always with an expectation of excellence. It creates a How To approach to problem solving and development of new concepts, it allows for early warnings of imminent threats and weaknesses in the organization and strongly encourages celebration of strengths and aggressive pursuit of suitably qualified opportunities. Transformational Leadership is demonstrated from the highest level in the organization, and rewarded all the way through the management layers. It is charismatic, passionate and inspirational and attracts the very best candidates for available roles. Everyone in the organization clearly understands the culture, goals and expectations of the organization. Transactional Leadership: Transactional leadership is cantered on leader follower exchanges. Followers perform according to the will and direction of the leaders and leaders positively reward the efforts. The baseline is reward which can be negative like punitive action, if followers fail to comply with or it can be positive like praise and recognition, if subordinates comply with the intent and direction settled by a leader and achieve the given objectives. Four core facets of transactional leadership as described by Schermerhorn et al., (2000) are contingent rewards, active management by exception, and passive management by exception. Example of Bill Gates and Steve Jobs Leadership Styles: Bill Gates is a businessman, and chairman of Microsoft, the software company he founded with Paul Allen. Gates is one of the best known entrepreneurs of personal computer revolution. Steve jobs business magnate and inventor. He is well-known for being the co-founder and chief executive officer of Apple. Both have Transformational leadership style but both transformation styles have different impact on business in same industry. Bill Gates and Steve Jobs Leadership style: Bill Gates leadership is participative style because he involves his subordinate in decision making. He is a flexible person and he recognized his role was to be visionary of the company. Whenever needed he bring professional manager for managing and well structure of the organization? Gates is a strong and energizing person his enthusiasm, hardworking  nature, judgment skills reflect his personality. His motivating power and involving his friends to working with him became the success of Microsoft. On the other hand, Steve Jobs leadership is autocratic style, because he centralizes the authority, he never given a chance to subordinate to involving decision making. He thinks that whatever he do is right. His  relation with employees not good, he fails to motivate his employees in many times. Sometimes he acts as anti-Gates, and sometimes request Microsoft to develop software for his computer.  His cocky attitude and lack of management skills became a threat of APPLES succe ss. Bill Gates and Steve Jobs both gave their heart souls to developing their vision to develop personal computer,  but the way they choose was different from other. Bill gates develop computer language new Altair 8080 pc which became the foundation of Microsoft. Bill continuously develops two other computer languages. When IBM develops their first pc and which need operating system to run the computer,  Microsoft develops MS-DOS for IBM. Gates adopting the changes very fast that are his enthusiasm vision and hardworking give him the success. Gates always recognized him as a visionary he always recognize professional management, he decentralize authority to make organization structure better. On the other hand Steve Jobs started apple computer which is hard ware making company. His vision to develop computer with affordable cost and easy to use. When Bill offer the basic to jobs then he rejected jobs proposal and try to develop their own basic without knowledge of programming, he fail and accept license with Microsoft basic. Jobs play duel personality sometimes he oppose Microsoft sometimes request Microsoft to develop software for their operating system. Jobs force people to choose between Microsoft-IBM operating system and his MAC-operating system. Lack of proper management skills and relation  with employees became a barrier of APPLEs growth. Impact of Management and leadership theories on organizational strategy. With the success of windows, Office Application and Internet explorer Microsoft became a house hold name and Bill gates became as business genius. Bill Gates adopting the changes very fast his innovative mind all time busy to developing products. Recent Microsoft develops a number of products like smartphone with loaded Microsoft window.   On the other hand APPLE goes wrong direction in 1990s. Because Steve Jobs is very slow to adopting changes thats the main reason falling the market share. When Jobs realize changes is the only way to survive the market then apple develops innovative iMac which is internet friendly stylist computer.  After sometime Apple gains market. With the iPhone, Apple TV,  and name charges job co are setting a new course for the outfit  once knows only for its computer. The new name and device represent APPLEs strategic shift away from its  origins as a personal computing company that has at point struggled both survive and to set the computing worlds agenda. 2.2 Leadership strategy that supports organizational direction: Transformational leaders also help in the acceptance of organizational change (Bommer et al., 2004) Transactional leadership style provides high satisfaction and organizational identification. (Wu, 2009; Epitropaki and Martin, 2005). Transformational and transactional leadership strategy support organizational direction in term of efficiency, reliability, innovation and adaptation, turnaround leadership etc. Efficiency: In apple company Transformational leadership more effective at creating and sharing knowledge at the individual and group levels, while transactional leadership is more effective at exploiting knowledge at the organizational level. Reliability: Computers are an important investment and in todays economy, more than ever, its important for consumers to know the reliability of the product they are purchasing. Apple  reliability  report, Rescuecom revealed that Apple scored the highest with 700 points, with Panasonic following in on its footsteps with a score of 489. In a descending manner, Lenovo, Toshiba, and HP were listed with scores cumulating 393, 299, and 184 points, respectively. Innovation:

Color Purple :: essays research papers

The book called The Color Purple shows many of the topics discussed in class, but for the purpose of this paper I would like to discuss three aspects that are the most concerning and disturbing. The concept of the body, reproduction, and violence shown through the novel are the most prominent and key concerns seen in this literature selection that I would like to analyze in this expository essay. Beginning with the concept of the body, The Color Purple portrays a very graphic portrayal from the first pages. â€Å"She ugly† (Walker, 9). This gives the feel that the men have high standards of the women that are seen in this story of Black Southern Women. This also can be seen when Celie (the main character) holds on to a picture of Shug Avery (the woman she lets her husband have an affair with) because she is so beautiful. These are ideals seen in our culture as a whole. Women holding onto pictures of women in magazines and posters lead to the idea that the airbrushed picture is attainable and that is what the women of the world need to look like. The forerunner of this is visualized when this is what the men look at in their magazines. The view that men have of women is one of this sexual being waiting to be had. Celie holding onto this picture is the same as a woman today buying a magazine that appeals to her inferior parts. â€Å"I’m not as pretty or as smart†(10) is played on throughout the book as well as in our culture. Women of the world today need to be attractive to be someone, or so it seems. The same way Celie is a barefoot and pregnant housewife living her fantasy of a singer that is attractive. The epitome of the quotes that shows the sexuality associated with a women’s body is â€Å"right down there in your *censored* is a little button that gits real hot when you do you know what with somebody† (81). This allows the feeling of vulgarity in someone’s mind today, because talk of this sort is discounted. Throu gh this following quote it continues with other vulgarities that society does not accept â€Å"I kiss her back†¦Then us touch each other† (118). Mainly, because female sexuality as a whole is discounted and seen as a negative portrayal of our home lives.

Marketing environments

The aim of this lecture is: To describe important role of Marketing Environment. To differentiate between Macro and Micro Environments. To assess the impact of Marketing Environment on Marketing Practices. To describe various method/Model of Marketing Environment Scanning. Background Information Marketing cannot be practiced in a vacuum; as a business function is affected by various factors or elements within the business environments.According to Lancaster and Massingham (1993), a company's marketing environment consists of the factors and forces that affect the companys ability to develop and maintain uccessful transaction with its targeted customers. Business environments are dynamic and it requires enough attention to ensure that the environment are monitored and does not bring miserable effects to the organization. What is Marketing Environment? Marketing Environment can be described as those factors or elements which are surrounding marketing activities and usually affect the d ecisions and activities of marketing negatively or positively.It consists of both controllable and uncontrollable factors which determine the success or failure of the organization. The controllable actors refer to those elements which can be managed and monitored by the organization in order to ensure they bring positive impact rather than negative impact. On the other side, uncontrollable factors are those factors which an organization has no direct control on them. It is very difficult and sometimes is not possible to control them.The only way that can be done by the organization is to use its internal efforts to reduce the impact of them to the organization activities. Furthermore, uncontrollable factors are usually classified into two groups: one is Macro-environment and the other is Micro-environment. Macro-environment These are external factors which cover the wide range of economic and business activities; its impact goes too far beyond the control of the organization or soc iety as a whole.Macro environment consists of the following elements or factors: Political Factors, Legal and Regulatory Forces, Social-cultural factors, Economic Factors, Technological Factors, Demographic factors Political Factors; political institutions and politicians are responsible for formulating and enforcing various laws and regulations which in one way or another affects the business operations. Furthermore, political forces are responsible for making and adopting various policies (International and local policies), they are responsible for entering into various agreements and contracts which affects marketing activities. ? Legal and Regulatory Forces; various laws and regulations are formulated by various institutional boards and might affect business in one way or another. For example, laws relating to tax, business registration, policy formulation etc. Socio-cultural Factors; the success ot any business depends on now i t takes care about culture and other social aspect s of the societies. Therefore, any action to ignore the culture and life style of the society surrounding the organization marks the failure of the organization. Economic Factors; the impact of economic factors in business and marketing in particular is very significant.The elements such as inflation, interest rates, foreign exchange rates, economic crisis etc have significant impact to the marketing activities. Technology Factors; marketing activities depends much on technology. A means to produce, distribute, promote etc are much affected with the technology in use. That is to say, the intensity of marketing activities reflects the level f technology which the organization use. Demographic Factors; from demographic structure is where customers, consumers, labors, etc are obtained. Thus, the population structure determines the success of the organization.The failure of the organization to analyze demographic structure properly affects the organization performance. Micro-environment This is an external factor which affects the performance of the organization to serve its market effectively. It is an immediate factor which touches the organization activities or functions very close compared to Macro-environment. This includes actors such as: Bargaining power of suppliers, bargaining power of consumers, Threat of entry of competitors, Competition from substitutes, and competition between firms.Sometimes it is known as Michael Porter's Five Forces Framework. Porter, (1980) argues that industry profitability depends upon industry structure and on the above mentioned factors. Bargaining power of suppliers Suppliers are important partners in a business. They provide resources required for the production of goods and services. However, Suppliers have a substantial significant to the marketing functions and business operations as a whole. The ailure to accommodate the pressure of supplier will bring a great impact to organization products and services prices.For examp le when the price of supplies increases it is obvious that, the price of the final products will also be higher in order to cover operations and productions cost. Bargaining power of consumers Consumers of the company products or services are important partners in a business. However, consumers have both negative and positive impact to the organization. The pressure of consumers to obtain products or services at a low price without considering the cost of the production it usually affects the organization ellbeing.Thus, the organization must work hard to see how the pressure from consumers can be accommodated without affecting the organization operations. Threat of entry of competitors In modern business environment competition is a normal and unavoidable situation. The available opportunities for competitors to enter within the market usually become a threat for the organization success. A door for competitors to enter signifies that, the market share should be divided according to the number of the organizations within the market. Furthermore, the presence of competitors can be reflected in a profit generation.This being the fact, the organization should work hard to compete and not escaping from competition which it is not possible anyway. Competition from substitutes The presence ot competitors or other business partners gives a door ot having substitute goods and services. The substitute goods or services refers to those goods or services which offers similar functions, satisfactions, etc. The availability of substitute goods and products forced the organization to highlight the way forward to compete against those substitutes. Competition between rivalry firm Within the industry, various firms are operating.For example, in the Communication Industry, there are a number of firms which includes firms such as Vodacom, TTCL, TiGO, Airtel etc. In such environment there is a stiff competition between these firms, in which each firm is trying to compete in orde r to acquire a large portion of a market share. Thus, it is very hard to manage this environment. A firm needs to work hard in analyzing the intensity of competition so as to adopt the relevant strategies for such a challenge. Internal Environments (Controllable factors) These are factors within the organization; they have direct impact to the organization performance.However, these factors are within the organization controlling capacity, which means the organization has the ability to monitor its impact and to regulate its trends. These factors include among others, the following important factors: R & D factor, production and operation management factor, financial factor, Human Resources and management factor and marketing factor. R & D factor; this is an important factor which can be used to improve the organization performance by adding new idea, technology, products and services through research and development.Production and operation management factor; the organization readi ness to adopt dvanced and recent methods of production and operation can be said as the most important decision to control the organization performance. The production and other operation methods are changing rapidly, thus, the organization needs to take quick decision to cope with these changes. Financial Factor; the management of financial assets is very important and must be taken carefully. In ability of the firm to manage its financial assets it is a disaster to that particular organization.It creates the light way for its failure while this could be avoided if the organization could have taken serious measures earlier. Human resources and management; people are very important resources for the organization performance. Human resources should be handled in a due care in order to create a situation of offering consistency efforts to the organization productions and operations activities. Marketing factor; in order to ensure marketing as a unit or department within the organizati on it offers valuable contribution and there must be a close supervision of all activities done within this unit.Any disregards to this important component of business operations create a smooth way for the failure of a particular organization. Environmental Scanning and Analysis Atter the organization has identified the above described tactors (Macro and Micro), the next important stage is to analyze in deep the impact of each factor on the organization operations. The big challenge which is facing business owners and business decision makers nowadays is how to deal with environment uncertainty.Now, environmental scanning and analysis is used to assist business analyst to study environment in deep and formulating appropriate strategies to cope with business changes. For examples, from strategic marketing point of view, in formulating arketing plan, two issues must be considered, first; organization capabilities in term of resources, second; the demands of environment which the orga nization operates. Therefore, there is no way the organization can ignore the importance of environmental scanning and Analysis. What is Environmental Scanning and Analysis?Environmental Scanning and Analysis refers to a process of studying and exploring the impact of environments on business operations. It focuses on understanding how business environment affects strategy formulation and implementation. The Former Chief Executive Officer of General Electric Company Jack Welch, once said, â€Å"When the rate of change inside the company is exceeded by the rate of change outside the company, the end is near. † The meaning of this statement is that, if the firm is very weak in studying and coping with external environments is digging a grave for its own death.Environmental Scanning and Analysis is done in the following style. First; the organization is required to analyze business factors which exist in the environment in which the business operates. Second; the organization is required to classify each factor as to whether it falls under an opportunity or a threat. The following phases should be followed while doing environmental scanning and analysis: First phase; identify environmental influences; the aim of this stage is to indentify various factors which influence the organization performance recently and to forecast likely factors that will influence the performance in future.Second phase; an assessment of nature of the environment; the trends of an active factors should be analyzed, the assessment should look on whether the environment is static or dynamic and from there the decision of what is supposed to be done can be taken. Third phase; identify he factors which have a great influence on business operations based on their nature and intensity of its impact. Fourth phase; identify competitive position; analysis of the level of competition should be done based on how competitors are doing, their capabilities and weaknesses and how they are trying to deal with both of them should be scrutinized.Fifth phase; identify how the information obtained above influences the organization operations. Each information should be categorized in either it is a threat or an opportunity to the organization. At the end, this becomes an mportant component in dealing with organization strategy formulation and implementation. Therefore, environmental scanning and analysis results to the identification of Strengths, Weaknesses, Opportunities and Threats. This can be analyzed by using a SWOT analysis Model which is an abbreviation of the words Strength, Weakness, Opportunity and Threat.Analysis of Strengths and Weaknesses The strength and weakness are internal tactors which can attect the organization operation in future. Specifically, Strengths refer to internal factors which can affect the organization operations in a positive way, while weaknesses are internal factors hich can affect the organization operations in a negative way. For example, p oor management of human resources can be considered as a weakness, and the application of advanced technology can be termed as strength to an organization.Environmental Strengths and Weakness Profile Basically, after intensive analysis has been done, is very important to prepare a strategic advantage profile for the organization. This profile gives a clear picture of critical areas which have a great impact to the organization op4 erations recently and in future. Strategic Advantage Profile for a Hypothetical firm A Organization Internal Area Competitive Strength or Weakness Marketing + Product Line is extensive + Services is excellent – Channels of distribution are weak Research and Development – No Research and development performed Operations + Excellent sourcing for new materials. Facilities are old and becoming out dated. Corporate Resources O Company size is about average for the industry. O Profits have been consistent but average. – Union employees compl ain frequently Finance + Balance sheet shows ability to obtain needed capital, low debt equity ratio, high working capital position and favorable stock position. Sources: Mzava, (2004:20) KEY: + Indicates Strength Indicates weakness O Indicates Neutral Analysis of Opportunities and Threats An opportunity and a threat are external factors which might affect the organization operation in future.Now, specifically, Opportunities are external environments which can affect the organization operations in a favorable way, while, Threats refers to factors which might affect the organization in unfavorable way. At the end of opportunities and threats analysis, Environmental Threat and Opportunity Profile (ETOP) must be established. Environmental Threat and Opportunity Profile (ETOP) is very important for strategies formulation and implementation.

Dodging Hindi essays

Dodging Hindi essays Ever since I was in the third grade the subject I have dreaded most has been Hindi. Coming from a South Indian background didnt really help my cause. As the years went by I grew to despise Hindi further. The Hindi teacher would come to the class and start Mere kehne ka yeh tatparya hain kii... which can be translated as the significance of what I am saying is... and I knew the rest would be like facing a bouncer from a fast bowler in cricket where everything just sails past over my head. First of all I would commit grammatical blunders as the language had a funny way of distinguishing genders. Secondly reading Hindi in class had always been a nightmare, as I would make elementary errors like lakdi for ladki and thus change a girl to a stick. I am sure this gave nightmares to my teacher too. Another reason for me not improving my reading skills was the lack of interesting reading material in the course. Though in the ninth and tenth grade there were a few good short stories by Premcha nd and Gulshan Nanda. Finally while writing in Hindi I found myself wanting for ideas and was not able to express myself freely due to my limited vocabulary. Since I am from Mumbai I do converse in Hindi but this is different, as grammar has no significance here and there is quite a lot of slang that is used which doesnt help much either. All in all I am quite relieved that I do not have to learn Hindi anymore. ...

Statistic Chapter 2 Sample Question Essay Example

Statistic Chapter 2 Sample Question Essay Example Statistic Chapter 2 Sample Question Essay Statistic Chapter 2 Sample Question Essay Chapter 2 Study Guide MULTIPLE CHOICE QUESTIONS 1. The relative frequency of a class is computed by a. dividing the midpoint of the class by the sample size b. dividing the frequency of the class by the midpoint c. dividing the sample size by the frequency of the class d. dividing the frequency of the class by the sample size Answer: d 3. The sum of frequencies for all classes will always equal a. 1 b. the number of elements in a data set c. the number of classes d. a value between 0 and 1 Answer: b 5. A researcher is gathering data from four geographical areas designated: South = 1; North = 2; East = 3; West = 4. The designated geographical regions represent a. qualitative data b. quantitative data c. label data d. either quantitative or qualitative data Answer: a 7. A tabular summary of a set of data showing the fraction of the total number of items in several classes is a a. frequency distribution b. relative frequency distribution c. frequency d. cumulative frequency distribution Answer: b 9. If several frequency distributions are constructed from the same data set, the distribution with the widest class width will have the a. fewest classes b. most classes c. ame number of classes as the other distributions since all are constructed from the same data Answer: a 11. The sum of the percent frequencies for all classes will always equal a. one b. the number of classes c. the number of items in the study d. 100 Answer: d 13. The total number of data items with a value less than the upper limit for the class is given by the a. frequency distribution b. relative frequency distribution c. cumulat ive frequency distribution d. cumulative relative frequency distribution Answer: c Exhibit 2-1 The numbers of hours worked (per week) by 400 statistics students are shown below. Number of hoursFrequency 0 920 10 1980 20 29200 30 39100 15. Refer to Exhibit 2-1. The number of students working 19 hours or less a. is 80 b. is 100 c. is 180 d. is 300 Answer: b 17. Refer to Exhibit 2-1. The percentage of students working 19 hours or less is a. 20% b. 25% c. 75% d. 80% Answer: b 19. Refer to Exhibit 2-1. The cumulative percent frequency for the class of 30 39 is a. 100% b. 75% c. 50% d. 25% Answer: a 21. Refer to Exhibit 2-1. If a cumulative frequency distribution is developed for the above data, the last class will have a cumulative frequency of a. 00 b. 1 c. 30 39 d. 400 Answer: d 23. Refer to Exhibit 2-1. The number of students who work 19 hours or less is a. 80 b. 100 c. 200 d. 400 Answer: b 25. In constructing a frequency distribution, as the number of classes are decreased, the class width a. decreases b. remains unchanged c. increases d. can increase or decrease depending on the data values Answer: c 27. In a cumulative frequency distribution, the last class will always have a cumulative frequency equal to a. one b. 100% c. the total number of elements in the data set Answer: c 29. In a cumulative percent frequency distribution, the last class will have a cumulative percent frequency equal to a. one b. 100 c. the total number of elements in the data set Answer: b 31. A tabular method that can be used to summarize the data on two variables simultaneously is called a. simultaneous equations b. crosstabulation c. a histogram d. an ogive Answer: b Exhibit 2-2 A survey of 800 college seniors resulted in the following crosstabulation regarding their undergraduate major and whether or not they plan to go to graduate school. Undergraduate Major | |Graduate School |Business |Engineering |Others |Total | |Yes |70 |84 |126 |280 | |No |182 |208 |130 |520 | |Total |252 |292 |256 |800 | 3. Refer to Exhibit 2-2. What percentage of the students does not plan to go to graduate school? a. 280 b. 520 c. 65 d. 32 Answer: c 35. Refer to Exhibit 2-2. Of those students who are majoring in business, what percentage plans to go to graduate school? a. 27. 78 b. 8. 75 c. 7 0 d. 72. 22 Answer: a PROBLEMS 1. Thirty students in the School of Business were asked what their majors were. The following represents their responses (M = Management; A = Accounting; E = Economics; O = Others). A |M |M |A |M |M |E |M |O |A | |E |E |M |A |O |E |M |A |M |A | |M |A |O |A |M |E |E |M |A |M | a. Construct a frequency distribution and a bar graph. b. Construct a relative frequency distribution and a pie chart. Answers: a. and b. Relative MajorFrequencyFrequency M120. 4 A90. 3 E60. 2 O 30. 1 Total301. 0 2. Forty shoppers were asked if they preferred the weight of a can of soup to be 6 ounces, 8 ounces, or 10 ounces. Below you are given their responses. | 6 | 6 |6 |10 | 8 | 8 |8 |10 |6 |6 | |10 |10 |8 | 8 | 6 | 6 |6 | 8 |6 |6 | | 8 | 8 |8 |10 | 8 | 8 |6 |10 |8 |6 | | 6 | 8 |8 | 8 |10 |10 |8 |10 |8 |6 | . Construct a frequency distribution and graphically represent the frequency distribution. b. Construct a relative frequency distribution and graphically represent the relative frequency distribution. Answers: a. and b. Relative PreferencesFrequencyFrequency 6 ounces140. 350 8 ounces170. 425 10 ounces 90. 225 Total401. 000 3. A sample of 50 TV viewers were asked, Should TV sponsors pull their sponsorship from programs that draw numerous viewer complaints? Below are the results of the survey. (Y = Yes; N = No; W = Without Opinion) N |W |N |N |Y |N |N |N |Y |N | |N |Y |N |N |N |N |N |Y |N |N | |Y |N |Y |W |N |Y |W |W |N |Y | |W |W |N |W |Y |W |N |W |Y |W | |N |Y |N |Y |N |W |Y |Y |N |Y | a . Construct a frequency distribution and a bar graph. . Construct a relative frequency distribution and a pie chart. Answers: a. and b. Relative FrequencyFrequency No240. 48 Yes150. 30 Without Opinion110. 22 Total501. 00 4. The frequency distribution below was constructed from data collected from a group of 25 students. Height in InchesFrequency 58 633 64 695 70 752 76 816 82 874 88 933 94 992 a. Construct a relative frequency distribution. b. Construct a cumulative frequency distribution. c. Construct a cumulative relative frequency distribution. Answers: | | |a. |b. |c. | | | | |Cumulative | |Height | |Relative |Cumulative |Relative | |(In Inches) |Frequency |Frequency |Frequency |Frequency | |58 63 | 3 |0. 12 |3 |0. 12 | |64 69 | 5 |0. 0 |8 |0. 32 | |70 75 | 2 |0. 08 |10 |0. 40 | |76 81 | 6 |0. 24 |16 |0. 64 | |82 87 | 4 |0. 16 |20 |0. 80 | |88 93 | 3 |0. 12 |23 |0. 2 | |94 99 | 2 |0. 08 |25 |1. 00 | | | |1. 00 | | | 5. The grades of 10 students on their first manag ement test are shown below. |94 |61 |96 |66 |92 | |68 |75 |85 |84 |78 | a. Construct a frequency distribution. Let the first class be 60 69. b. Construct a cumulative frequency distribution. c. Construct a relative frequency distribution. Answers: | |a. |b. |c. | | | |Cumulative |Relative | |Class |Frequency |Frequency |Frequency | |60 69 | 3 | 3 |0. 3 | |70 79 | 2 | 5 |0. | |80 89 | 2 | 7 |0. 2 | |90 99 | 3 |10 |0. 3 | |Total |10 | |1. 0 | 6. You are given the following data on the ages of employees at a company. Construct a stem-and-leaf display. |26 |32 |28 |45 |58 | |52 |44 |36 |42 |27 | |41 |53 |55 |48 |32 | 42 |44 |40 |36 |37 | Answer: 2 | 678 3 | 22667 4 | 0124458 5 | 2358 7. Construct a stem-and-leaf display for the following data. |12 |52 |51 |37 |47 |40 |38 |26 |57 |31 | |49 |43 |45 |19 |36 |32 |44 |48 |22 |18 | Answer: 1 | 289 2 | 26 3 | 12678 4 | 0345789 5 | 127 8. For the following observations, plot a scatter diagram and indicate what kind of relationship (if any) exist between x and y. xy 27 619 39 517 411 Answer: A positive relationship between x and y appears to exist.