Answers Case of Abdala and Korman Essay

1. With whom do you agree here-Abdala or Korman? I don’t agree with any of them because both made mistakes that created the situation. 2. What mistakes do you think each party made? One of the mistakes made by both of them was the fact that both could not refrain from insulting one another. If one or the other would have simply been the bigger person and stopped responding, the situation may have not gotten out of hand. But if we focused on each of their mistakes firstly Abdala’s Mistakes: -She should have used any other channel of communication for delivering her decision to not accept the job offer. For instance, she could have scheduled a day to go by and tell Korman in person. Personal face to face conversations make the world a lot easier and closes the door for any misunderstandings. And if we looked into Korman’s Mistakes: -He could have accepted her offer in rejection respectfully instead of going as far insulting her and her method of delivery. – What happened between he and Abdala should have stayed between them. -Not having a job offer contract in writing for future credibility, which is basically the abc method in each job. 3. Do think this exchange will damage Abdala’s career? Korman’s Firm? Yes, it will definitely damage her career because it is never a good idea to burn bridges with people. Especially that Korman has his own firm and experience in prosecutions, Abdala may have ruined all of her chances at even having him being her counselor. And about Korman’s firm, his unprofessionalism may gain him a reputation, but not as much damage will be done to his firm. If he is responding to offer rejections the way he did with Abdala, he could miss out on an opportunity to later hire†¦ 4. What does this exchange tell you about the limitations of e-mail? Email conversations in general are formal way of communicating when used in business, so we can never mix a friendly email with formal business one or else there will be huge misunderstandings in the process, the email limits us to be more professional while working so it is beneficial if used in the right manner.

Organisational Environment

2 2. 1 The General Environment The General Environment 2. 2 Scanning, Monitoring, and Forecasting Changes in the Environment Key Work Strategic decision making under conditions of uncertainty 2. 3 Scenario Planning Key Work Strategic inflection points and their impact on strategy Tools and Techniques Undertaking scenario planning 2. 4 PEST Analysis 2. 5 SWOT Analysis 2. 6 The General and the Competitive Environments Tools and Techniques Writing a PEST analysis ? Main Reference Schoemaker, P. J. H. (1995). Scenario planning: a tool for strategic hinking. Sloan Management Review, 36(2), 25. Learning Objectives After completing this chapter you should be able to: †¢ Define what constitutes the general environment †¢ Evaluate the role of scanning and monitoring in detecting environmental trends †¢ Apply scenario planning to decision making in uncertain environments †¢ Evaluate PEST as a framework for analysing the macro-environment †¢ Explain the use of SWOT anal ysis †¢ Evaluate the relationship between the general and the competitive environment 9780199581610_035_063_CH02. indd 36 2/1/11 11:03:51 AM 7 Introduction 2 In the previous chapter we looked at what strategy is and introduced a number of different perspectives on strategy formulation. We addressed the importance of values in determining why an organization exists, and looked at how an organization’s values, its vision, and its mission guide individuals’ behaviour by signposting what is important to the organization. We explained the importance of an organization being willing to change the assumptions that underpin its theory of the business if it is to adapt to changes in its environment.We also introduced a strategic management process which involves strategy analysis, strategy formulation, and strategy implementation. We noted that this essentially linear approach is useful for exposition but may not always accurately replicate decisions in the business world. With this caveat in mind we can start to evaluate some tools of analysis that can be used for strategy analysis. What happens in the general environment is important to an organization. This is because changes that take place in the general environment may point to trends that can substantially impact upon an organization’s competitive environment.These changes, sometimes called discontinuities, fractures, or tipping points, that fundamentally impact on the competitive environment will be considered in this chapter. The tools of analysis an organization can use to discern changes in its general environment will also be considered. This includes scenario planning, which will be assessed as an aid to organizational decision making in uncertain environments. The benefits and limitations of a PEST framework, which includes political, economic, social, and technological factors, will be addressed.A SWOT analysis and its links with scenario planning and PEST analysis will be brief ly discussed before being taken up in detail in a later chapter. The aim of the chapter is not simply to apply these techniques but, importantly, to understand their limitations. The chapter ends with a discussion of the links between the general and competitive environment. †¢ Section 2. 1 defines the general environment and explains its importance to the competitive environment. †¢ Section 2. evaluates the role of scanning and monitoring the general environment to try to discern discontinuities that have the potential to disrupt an organization’s competitive environment. †¢ In Section 2. 3 we assess the role of scenario planning in helping organizations to deal with uncertainty in their environment. This section also includes how to undertake scenario planning. †¢ Section 2. 4 evaluates PEST analysis as a tool for analysing the macro-environment. It shows how an organization can detect and monitor weak signals in the hope of recognizing the discontinuiti es or trends that shape the environment. †¢ In Section 2. we explain the use of SWOT analysis with reference to the general and competitive environment. †¢ The chapter concludes in Section 2. 6 with an evaluation of the relationship between the general and competitive environments. 9780199581610_035_063_CH02. indd 37 2/1/11 11:03:52 AM 38 part 2 Strategic Analysis 2. 1 The General Environment 2 The external environment facing the organization consists of both a general environment and a competitive environment. The competitive environment consists of the industry and markets in which an organization competes. The competitive environment is analysed in detail in Chapter 3.The general environment, in contrast, is often referred to as the macro-environment. This is because changes that occur here will have an effect that transcends firms and specific industries. Figure 2. 1 shows the relationship between the general environment, the competitive environment, and the organizati on. It should be noted that, other things being equal, it is the competitive environment that has the most direct and immediate impact on the organization. The General Environment Political Economic The Competitive Environment Potential Entrants Power of Buyers The Organization Power of Suppliers Competitive RivalrySubstitute Products/Services Social Technological figure 2. 1 The organization and its external environment That said, organizations must continually scan and monitor their general environment for signals, often weak or barely perceptible, which might indicate a change in their competitive environment. For example, firms in the industry that produced typewriters would have been unwise not to scan the general environment for signs of change, in this case technological change. The advent of micro-technologies was a 9780199581610_035_063_CH02. indd 9780199581610_035_063_CH02. indd 38 2/1/11 11:03:52 AM the general environment 2 lear threat to the typewriter industry, usherin g in as it did the era of the word processor. It is easy to forget that individuals who relied upon the use of the typewriter were initially sceptical about learning how to use the new technology. Nowadays one is hard pushed to see typewriters in use. In order to scan and monitor their environment, firms require tools of analysis or models that will allow them to factor in the changes in the general environment and evaluate their impact. One such approach involves scanning the environment to detect signals that will act as a signpost for future changes in the organization’s industry.In addition, an organization must monitor its environment to discern patterns and trends that are beginning to form and try to forecast the future direction of these trends. Ginter and Duncan (1990) argue that macro-environmental analysis can act as an early-warning system by giving organizations time to anticipate opportunities and threats and develop appropriate responses. Therefore, the aim of macro-environmental analysis is to aid the organization in discerning trends in the general environment which might impact upon its industry and markets.The organization is then able to formulate a strategy and use its internal resources and capabilities to position itself to exploit opportunities as they arise. At the same time the strategy will be acting to mitigate the effects of any threats. However, as we shall see in Chapter 3, there is a belief that the pace of change in the macro-environment is increasing, and is becoming more turbulent and unpredictable. This uncertainty effectively shortens the lead time an organization has to anticipate and respond to changes in its environment. 39 2. Scanning, Monitoring, and Forecasting Changes in the Environment The purpose of scanning and monitoring the general environment is to try to discern changes, however small, that have the potential to disrupt an organization’s competitive environment. Once these changes are discerned, it is up to the organization to monitor them and see if they might become a trend that can affect its industry. Clearly, experience and intuition will be involved in trying to forecast where these changes will eventually manifest themselves, or indeed if they will have any impact at all.We look at scanning, monitoring, and forecasting changes in the general environment below. 2. 2. 1 Scanning the Environment It is often said that there are two certainties in life: death and taxes. However, a third certainty can be added: change. If the external environment facing organizations was 9780199581610_035_063_CH02. indd 9780199581610_035_063_CH02. indd 39 2/1/11 11:03:52 AM 2 40 discontinuities threats faced by organizations that have the potential to undermine the way they do business weak signals barely perceptible changes in the external environment whose impact has yet to be felt 780199581610_035_063_CH02. indd 40 part 2 Strategic Analysis stable and simple to understand, then firms wo uld be faced with an enviable situation of having relatively little change or, if change occurs, it would be easy to forecast based on historic trends. Some commodity markets exhibit a relative degree of stability, making predictions or extrapolations based on past data quite reliable. However, most environmental conditions facing organizations are complex, uncertain, and prone to change. They are complex because of the sheer volume of data that exists in the environment.Therefore any analytical tool or framework can only extract and simplify a tiny proportion of this data. At the same time, any given source of data, for example economic data on the well-being of the economy, is ambiguous as it can be interpreted in a number of different ways. If past performance is no guarantee of what will occur in the future because of uneven changes and discontinuities then attempts at forecasting the future are fraught with uncertainty. Discontinuities refer to the threats faced by organization s and industries that have the potential to undermine the way they do business.We have already mentioned the typewriter industry; other examples include Amazon. com and Dell, which have both taken advantage of the Internet to change the way established products are customized and delivered to end consumers. Fahey and Narayanan (1986, quoted by Mercer 1998) suggest three goals for an analysis of the general environment. First, the analysis should provide an understanding of current and potential changes taking place in the environment. Second, it should provide important intelligence for strategic decision makers.Third, environmental analysis should facilitate and foster strategic thinking in organizations. For Fahey and Narayanan, scanning may reveal ‘actual or imminent environmental change because it explicitly focuses on areas that the organization may have previously neglected’ (see Mercer 1998). Scanning the environment as a general activity has been made far more c ost effective with the advent of the Internet. Prior to the Internet, the view was that scanning was a costly activity which could only take account of a fraction of the information that existed in an organization’s environment.By redefining search costs, the Internet has changed the economics of undertaking scanning. At the same time it has provided an opportunity to access a wealth of data which requires time and effort to structure properly. Scanning, therefore, is an opportunity for the organization to detect weak signals in the general environment before these have coalesced into a discernible pattern which might affect its competitive environment. Weak signals refer to minor changes in the external environment that an organization’s scanning of the environment may barely register. This is because their impact has yet to be felt.The key for organizations is to be able to read these signals correctly and monitor them until they coalesce into a more clearly discerni ble pattern. However, there are errors that can follow when looking for patterns. The first is that the organization may fail to identify these signals. The second is that the organization may discern a pattern that is not there but is based on the assumptions and mental models that managers carry in their heads. We saw in Chapter 1 how senior management’s reliance on its existing theory of the business can affect the success of the organization by blindsiding them to changes /1/11 11:03:52 AM the general environment 41 taking place in the environment. Ansoff (1984) makes the point that the detection of weak signals requires senior management commitment and sensitivity on the part of the observers. This means that the organization must be diligent in continually scanning its macro-environment for weak signals. When it believes that it has discerned something significant occurring in its general environment, this broad scanning can turn into a more focused monitoring. 2 2. 2. 2 Monitoring the EnvironmentWhile scanning the environment may make organizations aware of weak signals, unless these are carefully monitored the resulting patterns will be missed. Monitoring can be seen as the activity that follows these initially disparate signals and tracks them as they grow into more clearly discernible patterns. Monitoring allows an organization to see how these general environment trends will impact on its competitive environment. Whereas scanning is a more broad-brush approach, monitoring uses a finer brush stroke.However, the two are inseparable, since without an identification of weak signals in the general environment there is no focus for an organization’s monitoring activities. One way in which an organization might monitor weak signals is to set thresholds such that any activity which occurs above the threshold will be monitored. This might include, for example, when an interest is shown by a major competitor in a particular social or technologic al change. This interest then becomes the threshold at which the organization itself starts to take an interest. 2. 2. 3 Forecasting Changes in the EnvironmentThe purpose of scanning and monitoring the general environment is to aid the organization in developing viable forecasts of future trends before they become an unmitigated threat. This is particularly useful when dealing with discontinuities which themselves will usually evolve from weak signals that exist in the environment. The objective is to use this information to develop robust strategies that ensure a degree of competitive advantage. Van der Heijden (1996) identifies three main types of uncertainty. 1. Risks. This is where past performance of similar events allows us to estimate the probabilities of future outcomes. . Structural uncertainties. This is where an event is unique enough not to offer evidence of such probabilities. 3. Unknowables. This is where we cannot even imagine the event. Most managers are capable of d ealing with the type of uncertainty that appears in the form of risks. Also, what is unknowable cannot, by definition, be forecast and 9780199581610_035_063_CH02. indd 9780199581610_035_063_CH02. indd 41 2/1/11 11:03:52 AM 42 structural uncertainties where no probable pattern of outcomes can be derived from previous experience part 2 Strategic Analysis herefore the organization must wait for the event to occur before it can react to it. This leaves structural uncertainties where no probable pattern of outcomes can be derived from previous experience. In such a situation, van der Heijden suggests scenario planning as a useful tool of analysis to help the organization make sense of an uncertain and dynamic environment that has little in the way of clear road maps. 2 For information on strategic decision making under conditions of uncertainty go to the Online Resource Centre and see the Key Work feature. www. oxfordtextbooks. co. uk/orc/henry2e/ . 3 Scenario Planning Schoemaker (1995) states that ‘scenario planning is a disciplined method for imagining possible futures’. It is ‘an internally consistent view of what the future might turn out to be’ (Porter 1985, p. 446). The oil multinational Royal Dutch Shell has used scenario planning since the 1970s to help it generate and evaluate its strategic options. Scenario planning has given Shell a better success rate in its oil forecasts than its competitors, and it was the first oil company to see overcapacity in the tanker business and Europe’s petrochemicals (Schoemaker 1995).Kahane (1992) reminds us that: In the oil industry, experts have sometimes been able to suggest, but rarely to predict, the key turning points in crude oil prices . . . The Shell approach to strategic planning is, instead of forecasts, to use scenarios, a set of stories about alternative futures. scenario a challenging, plausible, and internally consistent view of what the future might turn out to be tipping poi nt an unexpected and unpredictable event that has a major impact on an organization’s environment 9780199581610_035_063_CH02. ndd 42 These stories promote a discussion of possibilities beyond the most likely one and encourage the organization to consider ‘what if’ questions. Therefore, a scenario can be seen as a challenging, plausible, and internally consistent view of what the future might turn out to be. They are not forecasts in the sense that one is able to extrapolate using past data. However, they do deal with the future and provide a tool of analysis for the organization to structure the surfeit of information that is contained in the present.In particular, scenarios help organizations recognize the weak signals that signpost changes in its environment. It is these weak signals which precede environmental discontinuities, fractures, or strategic inflection points that help shape the competitive environment (Morgan 1988; Grove 1996). If an organization is to remain proactive in its competitive environment it must not allow the rules of the game to be changed to its detriment, that is, it must be capable of dealing with a tipping point (Gladwell 2000), an unexpected and unpredictable event that has a major impact on an organization’s environment. /1/11 11:03:53 AM the general environment 43 For a discussion of strategic inflection points and their impact on strategy go to the Online Resource Centre and see the Key Work feature. www. oxfordtextbooks. co. uk/orc/henry2e/ 2 Strategic decisions are almost always fraught with ambiguity and uncertainty which create complexity for decision makers. As human beings we are subject to biases and imperfect reasoning about uncertainty, that is, as individuals we will tend to misread events that are unlikely and either ignore or overemphasize unlikely but significant events.In an attempt to resolve these shortcomings, most companies will use some form of discounted cash flow coupled with sen sitivity analysis when analysing risky strategic decisions (Gertner 2000). The problem with these quantitative approaches is that they imbue the decision making with a false sense of objectivity and can be misleading. For example, sensitivity analysis is seen as overly simplistic in that by varying one parameter at a time it fails to incorporate any links or correlations between them.Scenario planning is an approach to decision making under conditions of uncertainty that helps to overcome many of the shortcomings of traditional decisionmaking methods; that is, scenario planning allows organizations to change several variables at the same time without keeping other variables constant. Crucially, scenario planning helps to overcome some of the biases and imperfect reasoning that human beings make under conditions of uncertainty. Scenarios are a tool of analysis to help improve the decision-making process set against the background of a number of possible future environments.They benef it the organization by readily helping managers think in a more systematic way. This allows individuals to more readily recognize change in their business environment instead of ignoring or rejecting it. Van der Heijden (1996), a former head of scenario planning at Shell, states that the benefits of scenario planning for Shell have been: †¢ More robust strategic decisions. †¢ Better thinking about the future by a ‘stretching mental model’. †¢ Enhancing corporate perception and recognizing events as a pattern (the recognition and monitoring of weak signals until they coalesce into a pattern is clearly important here). Improving communication throughout the company by providing a context for decisions. †¢ A means to provide leadership to the organization. The process of scenario planning should have the objective of positively influencing the strategy of the organization. This requires that the scenarios devised should stretch the imagination of manage ment while also remaining plausible. In order to achieve this, organizations must be prepared to invest resources in educating managers to help them make the best use of scenarios.They need to recognize that developing scenarios takes time and is most effective when managers from different 9780199581610_035_063_CH02. indd 9780199581610_035_063_CH02. indd 43 2/1/11 11:03:53 AM 44 part 2 Strategic Analysis 2 parts of the business interact. By constructing multiple scenarios, an organization can explore the consequences of uncertainty for its choice of strategies. Furthermore, an organization can formulate strategies knowing that the assumptions on which it competes, what Drucker (1995) refers to as its theory of the business, are surfaced and adequately assessed. See Case Study: Novacroft which highlights some of the difficulties of taking account of a changing environment). case study 2. 1 Novacroft—Dealing with change Over the past five years Novacroft, which designs, develop s and manages smartcards for travel and leisure-service providers, such as Transport for London, has enjoyed strong demand thanks to policies promoting public transport and Oyster-style integrated ticketing systems. But proposed public spending cuts and tough trading conditions in the travel industry make future investments more doubtful, according to Novacroft’s managing director Debra Charles. Our market should be both emerging and growing, but there are economic barriers,’ she admits. ‘Organisations, especially in the public sector, have to make savings. Our competitors are financially stretched so they are selling cheap. We must innovate to find new clients as well as saving our existing customers money. ’ Charles, who has a background in both technology and marketing, launched Novacroft in 1998 with money inherited from her parents. As the company’s name suggests, she was inspired to start a firm that would use the web to develop new ways of wo rking. I thought it would be great to create a transparent online database so that organisations could see what was happening with their money and their clients,’ she remembers. Now, the Northampton-based firm manages more than 1m customer records for clients that issue pre-paid travel tickets and other smart cards. Staff verify and process paper or online applications before loading the information onto a chip, producing plastic cards, processing payments and providing a help centre that answers cardholders’ queries. Novacroft can also analyse records ranging from call notes to scanned documents to help clients understand their customers’ habits.One of Novacroft’s highest profile contracts is to manage the concessionary Oyster cards for students, children and 16- and 17-year olds on behalf of Transport for London. As well as checking that applicants have given correct information about their age, address and place of education, the company’s helpl ine deals with questions such as how to replace lost or stolen cards. The company also manages concessionary travel cards on behalf of the Scottish government and handles online applications for Young Persons, Family and Senior Railcards for the Association of Train Operating Companies. 780199581610_035_063_CH02. indd 44 2/1/11 11:03:53 AM the general environment 2 ‘In the past, clients might have used several different firms to produce cards, provide databases and integrate systems, but we have all that under one roof,’ explains Charles, whose chief rivals are major systems integrators such as Accenture and Logica. ‘We have been successful in getting big companies on board through the tender process because we have invested in hiring and training the right people and really thinking about what the customer needs. We even self-impose penalty clauses. ’As a result, Novacroft made a substantial profit last year on a turnover of ? 6m, up from ? 4. 9m in 2007. The company has 96 employees, which rises to approximately 200 when extra staff are brought in to the call centre during the busy start to the academic year. Finding new clients by maximizing the range and quality of service is a key challenge for Novacroft. As Charles points out, in the aftermath of the bank bail-outs, pledges such as transport secretary Lord Adonis’s promise to consider incentives for train operating companies that introduce smart ticketing look far from secure. Can we really assume that these statements are facts or that money is ringfenced? ’ she says. ‘The real certainty is that the government and train operating companies have to save money. ’ In recent months Novacroft has worked on scenario planning to consider how the company might react to changing demand. The company prides itself on a ‘foxy’ approach to market conditions, moving nimbly and using all its available tools to tackle future trends. ‘We spent 14 ho urs in a hotel room thinking about what we know, what we don’t know and studying the rules of the game and our competition. Understandably, Charles is reluctant to reveal her conclusions, but she is very confident that the exercise was worthwhile. ‘We have created a massive opportunity that’s totally outside what our competitors are thinking about. ’ Some diversification into products such as money cards is likely, while building databases that clients can outsource to India is another possibility. Improving efficiency to keep prices competitive for cash-strapped public sector organisations is another priority. Since March, Charles has introduced a series of lean management techniques that have cut osts by more than ? 80,000 while maintaining service standards. For example, a study of customer service queries revealed that the number of calls processed by the help centre could be cut by improving online information. The company is also reaping the benefits of investing around ? 40,000 in staff leadership training over the past three months, she says. Charles believes that, despite the slowdown, Novacroft could achieve a turnover of up to ? 20m within the next five years. ‘We stand for innovation, service delivery and value for money—and that’s always attractive. ’ 45Source: ‘Smart ticketing business Novacroft is looking to play its cards right’ Daily Telegraph, 14 August 2009 9780199581610_035_063_CH02. indd 45 2/1/11 11:03:53 AM 46 part 2 Strategic Analysis Questions 1. In what ways might scenario planning help Novacroft to remain competitive? 2. What remedies might Novacroft pursue to reduce its reliance on public sector finance? 2 3. Comment on Debra Charles’s confidence in Novacroft’s business model. 2. 3. 1 Undertaking Scenario Planning1 Scenario planning is relevant to almost any situation in which a decision maker needs to understand how the future of his or her industry or strategic usiness unit might develop. It divides our knowledge into two areas: (1) things we think we know something about, and (2) things we consider uncertain or unknowable. The first area is based on the past and continuity. For example, an organization can make fairly safe assumptions about the direction of a country’s demographic profile. The uncertain elements include such things as future oil prices, interest rates, and the outcomes of political elections. Even here it is not necessary to account for every possible outcome, since simplifying the outcome is fine for scenario planning.Therefore, an organization might simply categorize future interest rates as high, medium, or low, rather than trying to work out every possible permutation. Also, as scenarios highlight possible futures but not specific strategy formulations, outside opinions such as those of consultants can be included in the process. A process for developing scenarios is as follows. 1. Define the scope. This involves setting the time frame and the scope of analysis. The time frame can be determined by factors such as product life cycles and rate of technological change. The scope of analysis may include products, markets, and geographical areas.Once the time frame is set, the question becomes: What knowledge would the organization benefit most from in that timescale? 2. Identify the major stakeholders. Those who can affect and are affected by the organization’s decisions. The organization needs to know their current levels of interests and power, and how these have changed over time. 3. Identify basic trends. Which political, economic, social, technological, and industry factors will have the most impact on the issues identified in Step 1? The impact of these trends on current strategy can be listed as positive, negative, or uncertain. . Identify key uncertainties. Which events that have an uncertain outcome will most affect the issues the organization is concerned with? Her e again the 9780199581610_035_063_CH02. indd 46 2/1/11 11:03:53 AM the general environment 47 organization might consider political, economic, social, and technological factors, in addition to industry factors. For example, what will characterize future consumer trends? An organization should develop possible outcomes for each of these uncertainties. These should be limited to keep the analysis simple. 2 5. Construct initial scenario themes.Once trends and uncertainties are developed, the organization has the basic building blocks for scenario planning. It can then identify extreme world views by juxtaposing all positive elements in one scenario and the negative elements in another broad scenario. 6. Check for consistency and plausibility. This involves checking to see if the trends identified are compatible with the chosen time frame. If they are not, then remove all the trends that do not fit the time frame. Do the scenarios combine outcomes of uncertainty that actually go togethe r?In other words, ensure that inconsistent outcomes are not put in a scenario, such as having full employment and zero inflation together. Lastly, have major stakeholders been placed in a position they will not tolerate or cannot change? In this case, the scenario described will probably change into another one. The key then is to identify this ultimate scenario. 7. Develop learning scenarios. Here the role is to develop relevant themes for the organization around which possible outcomes and trends can be organized. The scenarios can be given a name or title to reflect that they tell a story.This also helps individuals to remember the scenarios. At this stage the scenarios are useful for research and further learning within the organization rather than decision making. 8. Identify research needs. At this stage, further research may be required to understand uncertainties and trends more fully. This is because organizations are knowledgeable about their own competitive environment bu t less knowledgeable about other industries. Therefore, the organization may need to study changes, in technology for instance, which have yet to impact its industry but may ultimately do so. . Develop quantitative models. Once further research has been gained, the organization may wish to revisit the internal consistency of the scenarios and decide whether it might benefit from formalizing some interactions in a quantitative model. 10. Evolve towards decision scenarios. The ultimate aim of this process is to move the organization towards scenarios that can be used to test its strategy formulation and help it generate new ideas. At this point it is helpful to double check Steps 1–8 to see if the scenarios take account of the issues facing the organization.If the scenarios are useful to the organization, they might have the following characteristics: (1) they address the concerns of individuals in the organization; (2) the scenarios are internally consistent; (3) they describe fundamentally different futures 9780199581610_035_063_CH02. indd 9780199581610_035_063_CH02. indd 47 2/1/11 11:03:54 AM 48 part 2 Strategic Analysis 2 as opposed to being variations on a particular theme; and (4) each scenario describes an equilibrium state that can exist for a considerable period of time as opposed to being merely short-lived.In summary: scenario planning attempts to capture the richness and range of possibilities, stimulating decision makers to consider changes they would otherwise ignore . . . organizing . . . into narratives that are easier to grasp and use than great volumes of data. Above all . . . scenarios are aimed at challenging the prevailing mind-set. (Schoemaker 1995, p. 27) It is perhaps worth reiterating that scenarios are not intended to predict the future. They are designed to help managers deal with a highly uncertain and dynamic environment.They may be aimed at the general or competitive environment (for a discussion of why scenario analysis shou ld be applied at the industry level see Porter (1985)). Porter, whilst recognizing the value of multiple scenarios for an organization’s choice of strategy when considering scenario planning at the macro-level, argues, ‘Macroscenarios, despite their relevance, are too general to be sufficient for developing strategy in a particular industry’ (Porter 1985, p. 447). Whether this statement is accepted may depend more on the industry being addressed rather than scenario planning per se.Scenarios encourage management to ‘think the unthinkable’, to question and surface assumptions they hold about the environment, and to be prepared to view events from a radically different perspective. Scenarios are a tool of analysis that examines the impact of uncertainty on organizations and industries by explicitly identifying some of the key uncertainties—the scenario variables. For scenarios to be effective, they must encourage the creation of robust strategie s that match the organization’s limited resources with the endless challenges in the external environment.To do this, scenario planning must ensure that as many as possible of the long-term opportunities and threats facing the organization are identified and addressed. For more information on how to undertake scenario planning go to the Online Resource Centre and see the Tools and Techniques feature. www. oxfordtextbooks. co. uk/orc/henry2e/ 2. 4 PEST Analysis A useful tool when scanning the general environment is PEST analysis. This refers to political, economic, social, and technological factors. It is worth noting that some commentators include legal and environmental factors separately, preferring to extend the acronym to PESTLE.However, the legal element of the acronym can be 9780199581610_035_063_CH02. indd 48 2/1/11 11:03:54 AM the general environment 2 subsumed within the political factor. In addition, the use of the last E (which refers to environmental factors) is o ften meant to signify the effects of our lifestyles on our environment, such as the use of fossil fuels and their impact upon climate change. In this respect it can be captured within the ‘social’ factor, or indeed within all four factors in one form or another.Therefore, it is not important whether we use PEST (or STEP) or PESTLE, but to understand how this framework can be used and to be aware of its limitations. As long as the choice of acronym is clearly defined we have a consistent approach. What will PEST do for the organization? PEST analysis is simply another tool to help the organization detect and monitor those weak signals in the hope of recognizing the discontinuities or fractures shaping the environment. PEST analysis can be used to help detect trends in the external environment that will ultimately find their way into the competitive environment.It provides a link between the general and competitive environments in that weak signals in the general environm ent can become key forces for change in the competitive environment. Although we will deal with each factor in turn, it should be noted that interrelationships between the factors exist. For example, a social trend of healthier eating and consumers’ increasing distaste for factory farming (the crowding of animals and fowl in confined spaces prior to their sale for human consumption) may signal to supermarkets a change in consumer behaviour and spending patterns. 9 2. 4. 1 Political Factors The political factor of PEST deals with the effects of government policy. Inasmuch as government policy is worked out through legislation, it encompasses all legal elements of this analysis. This includes items such as government stability, taxation policy, and government regulation. Government stability is not a major issue in Western economies. However, where multinational corporations operate across international borders, the stability of governments and political systems in those countr ies needs to be taken into account.These corporations need to be assured that there will not be any sudden and detrimental changes that might jeopardize the substantial investments they will have made. The safety of their personnel operating in these countries will be paramount, as will the existence of an infrastructure which allows the efficient transfer of goods and services as well as financial assets. For instance, a government policy of deregulation or privatization has the effect of opening up markets to competition.Previously comfortable industries feel the chill wind of change, and organizations within the industry are forced to innovate and cut costs to remain competitive. This is because new entrants will often enter a market with lower cost curves and more innovative products and services owing to a better use of technology and a clearer understanding of consumer needs. To avoid being surprised, companies need to be scanning their environment for signs of change in gover nment policy which might impact on their industry. 9780199581610_035_063_CH02. indd 49 2/1/11 11:03:54 AM 2 50 corporate social responsibility ecognition that organizations need to take account of the social and ethical impact of their business decisions on the wider environment in which they compete part 2 Strategic Analysis An air or sea disaster which costs human lives may prompt tighter government regulations in the areas of health and safety, particularly where an investigation shows that the disaster could have been avoided. Companies operating within these industries should not be waiting to react to the outcome but should have worked out the ramifications of government involvement and be positioning themselves to take advantage of government regulation.The reduction in carbon dioxide emissions and new fuel consumption standards for cars came about as a result of intergovernmental regulations. This, in turn, was a result of widespread concern by consumers and environmental gr oups about climate change due to increased levels of ‘greenhouse gases’ in the atmosphere. This highlights the links between social trends and political change. Government regulation need not be something for companies to fear.Porter and van der Linde (1995) point out that environmental regulations, such as reducing pollution, may act to spur competitive companies on to innovate and reduce costs to counter the increased costs of regulation. While the US car makers fought new fuel consumption standards in the vain hope that they would go away, the Japanese and German car makers developed lighter and more fuel-efficient cars. The companies that reap the competitive benefits will be the early movers: ‘the companies that see the opportunity first and embrace innovation-based solutions’ (Porter and van der Linde 1995).To do this, managers need to develop a new mindset which recognizes environmental improvement as a competitive opportunity rather than a threat. T here is evidence across the Anglo-American economies of the UK and the US that some organizations are beginning to recognize that good business can involve corporate social responsibility (CSR). For example, the world’s leading media company, Time Warner, produced its first comprehensive report on its corporate social responsibility activities in 2006. It states: Corporate social responsibility is not an afterthought at our company. It is central to what we do.That’s because Time Warner cannot be a great company unless we are a good company . . . It’s simply good business to do so. (Time Warner 2006) In the US the Sarbanes–Oxley Act 2002 resulted from the corporate collapse of Enron, WorldCom, and Tyco. There was widespread concern that boardroom executives (including non-executives) and the accountancy profession had failed to safeguard shareholders’ interest, and in the case of Enron had actively operated to pervert that interest. Internal audito rs were seen as ineffectual and often completely unaware of what powerful executives were doing.This legislation can work to the advantage of companies that are proactive in their response to it. For example, shareholders will be more confident in investing in a company which can show that it already has stringent ethical guidelines in place and that any breach of those guidelines will be taken seriously. The Building Society Act 1986 allowed building societies in the UK to offer current accounts and financial services that were previously the preserve of banks. This had 9780199581610_035_063_CH02. indd 50 2/1/11 11:03:54 AM the general environment 51 ar-reaching effects on the financial services sector, intensifying competition for customers and leading to consolidation within the industry. A player within the industry would have been wise to conduct some form of PEST analysis in order to determine the effects of these politically driven changes within the industry and on their org anization. 2. 4. 2 Economic Factors 2 Key economic indicators include interest rates, disposable income, unemployment rates, retail price index (inflation), gross domestic product (GDP), and exchange rates. However, economic data can be notoriously fickle and ambiguous.In addition, an economic indicator can never provide a complete picture (even of the subset of data it purports to track), but rather provides a snapshot and simplification of complex economic phenomena. This makes scanning and monitoring the general environment for signs of economic shifts which might impact an organization’s industry a little difficult. The strengthening of an economy will generally benefit industries, but the extent of its effect will vary according to which economic factors are most affected. For example, the construction industry and manufacturing are most susceptible to increases in the rate of interest.Manufacturing organizations which export goods abroad will be scanning the general env ironment for signs of an appreciation in exchange rates, the effect of which will be to make it harder for them to sell their goods abroad but relatively easier for importers to sell their goods in the domestic market. In order to remain competitive, manufacturers exporting abroad will need to make efficiency gains and innovate so that they can offset the unfavourable exchange rate with a reduction in price or increase in quality. strategy focus PEST Analysis— The Construction IndustryThe construction industry worldwide is renowned for operating on narrow profit margins. Any sudden and prolonged rises in interest rates can have a profound effect on industry profitability. The key for players in this industry is to borrow funds at an interest rate which allows building projects to be completed successfully, on budget, and on time. Where there is slippage of large-scale construction projects, as was seen with the Channel Tunnel, this immediately brings into doubt their financia l viability. Any delay inevitably increases the final project cost.Investors will be acutely aware that their investment in a project has an opportunity cost, that is, their money might be better invested elsewhere. If interest rates begin to climb this 9780199581610_035_063_CH02. indd 9780199581610_035_063_CH02. indd 51 2/1/11 11:03:54 AM part 2 Strategic Analysis Construction firms already scanning and monitoring their environment can anticipate economic trends and prepare for them.  © iStockphoto. com/David Newton 2 52 exacerbates the situation, as investors will demand a greater return. The consortium of banks financing loans will want to rearrange the interest ates on offer to reflect the increased risk and changing economic conditions. UK and US banks are known for their preference for short-term financing and unwillingness to invest in the equity of construction projects, in contrast with their Japanese counterparts. This makes the monitoring of data and detecting any chang es in the environment of great importance. Investment banks will readily pick up any adverse change in the economic fundamentals of a project. Therefore, the organization must not only be aware of these changes but also have contingent plans in place for dealing with them.It also helps if the organization is aware of the interrelationships between economic variables—that a rise in inflation will probably cause the monetary authorities to consider increasing interest rates. They can then work through the ramifications of such changes on their projects. If one of the government’s political priorities is to manage the economy, we can see a relationship between economic and political factors. Construction firms already scanning and monitoring their environment will be expecting these trends and therefore be prepared.Central bankers, such as the chairman of the US Federal Reserve Bank and the Governor of the Bank of England, are faced with a number of dilemmas. For instance , the economic data they will be tracking and monitoring will contain conflicting views. This forces them to use their judgement to look for similar patterns that have occurred in the past as a basis on which they can make decisions. This is not all that they have to contend with. The balance of economic data being monitored may lead them to believe that the economy is overheating. Their response may be a quarter-point increase in interest rates.However, the time it takes to implement the interest rate rise and for this to impact on the economy may take a further six months. In that time it is conceivable that more recent economic data will point to the economy actually slowing down. Therefore, the effect of the rise in interest rates will be to accelerate 9780199581610_035_063_CH02. indd 52 2/1/11 11:03:55 AM the general environment 53 the likelihood of an economic downturn. This reinforces the need for sombre and intelligent judgement when using PEST analysis. 2. 4. 3 Social Facto rs 2Social factors include cultural changes within the environment and are often referred to as socio-cultural. In the UK, increasing consumer concern with genetically modified food (GMF) and lobbying from consumer groups forced the government to scale down its introduction of genetically modified crops. Clearly, such social trends are of great importance to companies which research and produce genetically modified products. Many have been caught unawares by the strength of consumer response and find that they must first allay consumer fears if their products are to be fully accepted.Indeed, the frozen food retailer Iceland was one of the first retailers to state emphatically that none of the food products it stocks contains genetically modified ingredients. In doing so Iceland had accurately read a change in social trends and recognized that it would influence consumer spending patterns. Other supermarkets were quick to follow. strategy focus Demographic Changes Courtesy of Johnson & Johnson The US and Western Europe face an ageing population with attendant problems for pension fund provisions. As the base of the working population continues o shrink, while advances in medical science and healthier eating ensure that people continue to live longer, companies are faced with shortfalls in the pension fund provisions they make for employee retirement. One solution is to encourage employees to take out personal pension plans that will supplement any state provision. Another solution being considered by governments is for employees to consider working for longer. In this way they can build up their pension fund to an acceptable level and avoid any shortfall. In response to a falling birth rate, companies like Johnson & Johnson, involved with the provision of baby-care products,In response to a falling birth rate, companies have effectively targeted these like Johnson & Johnson have targeted their products at an adult female baby products at an adult female audienc e. 9780199581610_035_063_CH02. indd 53 2/1/11 11:03:56 AM 54 part 2 Strategic Analysis 2 audience. For example, their baby lotion is now marketed as being kind and gentle to women’s skin, as well as that of babies. This represents a response to changes in the general environment that directly affect their industry. Retail organizations in the US and Europe are increasingly responding to the changing demographics of an ageing population by employing lder personnel. They recognize that retired employees possess a wealth of experience and respect for others that can be used to add value when serving customers. 2. 4. 4 Technological Factors Without doubt some of the major changes taking place in the general environment that are impacting the competitive environment are technological. One merely has to think about how Amazon and Dell have used the Internet to change traditional retailing within their respective industries. For instance, for a small retailer operating in a remote l ocation, the financial outlay of marketing its product to customers nationwide would prove prohibitive.However, with the advent of the Internet, a retailer can access these consumers with a basic web page advertising its wares worldwide. It is interesting to note that small family businesses find their goods being demanded far outside their national borders because of awareness of their products through the Internet. Technological factors include the rates of obsolescence, that is, the speed with which new technological discoveries supersede established technologies. The rate of change in technology and innovations has the effect of causing new industries to emerge and also changes the ways in which existing industries compete.Technological advances include the Internet, the use of sophisticated software (increasingly being used in the design and testing of automobiles), genetic engineering (see Section 2. 4. 3), and nanotechnology. The rapid rate of change of technology has changed the dynamics of industries such as newspaper publishing, banking, financial services, and insurance. This has allowed new entrants to enter the market at a lower cost base than incumbents, thereby offering more competitively priced products and services and gaining market share in the process.Direct Line insurance in the UK cuts out the insurance broker (intermediate) by providing insurance quotations direct to the consumer over the telephone. This allowed it to gain rapid market share and eventually become the marker leader. It changed the rules of the insurance industry, forcing incumbent players to follow suit or face a loss in market share. As the insurance industry becomes increasingly commoditized, differentiation becomes harder to achieve as organizations compete on price. Direct Line’s first-mover advantage is being eroded, as competing firms such as Norwich Union prove capable of competing on a price basis. 780199581610_035_063_CH02. indd 54 2/1/11 11:03:57 AM the g eneral environment 2 First Direct, a subsidiary of HSBC, pioneered the use of telephone banking in the UK. At the time competitors were slow to follow suit, but, once it was established, all players offered a telephone banking option. The same is true of Internet banking. Telephone and Internet banking provide obvious consumer benefits as the financial cost of undertaking transactions within a bank branch is far in excess of the same transaction undertaken by telephone or online.In fact, when the transaction is undertaken online the cost falls substantially. Therefore, organizations must be prepared to innovate and adopt new technologies if they wish to remain competitive. The Internet has been compared to the Industrial Revolution in terms of the changes it has brought about. The pace of change of technology is increasing. Its unpredictability is increasing. Markets are becoming increasingly turbulent. This makes it important to try to detect the weak signals which grow into discer nible patterns that have the potential to change how industries operate.Moreover, if tipping points are unexpected, we need to change our thinking via the use of scenario planning to expect the unexpected. Organizations may not be able to predict these events but they will be in a stronger competitive position to respond to them once they have occurred. While the impact of technological change and changing consumer preferences continues to challenge the business model of traditional high street retailers such as the UK’s WH Smith, such changes are not exclusively the preserve of the private sector.Organizations in the public sector also face changes, often socio-political in nature, and here too an understanding of PEST analysis can benefit the organization. (See Case Study: Radical Change in the NHS, which highlights some of the important factors driving change within the National Health Service). 55 case study 2. 2 Radical Change in the NHS Senior officials have set ‘ aggressive’ targets to reduce the number of patients referred to specialists, or treated in Accident and Emergency departments, while GPs will be asked to cut down on the amount of time spent in consultations.The plans are being issued as senior managers warned that the NHS is about to face the greatest financial pressures since its inception. They fear that when the current spending round ends in 2011, the impact of an anticipated real-terms freeze or cuts—coming as the demands on the NHS of an ageing population increase— will be devastating. The NHS Confederation, which represents NHS managers, will tell this week’s Labour Party conference that the impending challenge is so great that hospital closures and job cuts must be enforced across the country. 9780199581610_035_063_CH02. indd 55 2/1/11 11:03:57 AM iStockphoto. com/Sturti part 2 Strategic Analysis 2 56 The National Health Service It comes as two leading think tanks predict a future funding gap of between ? 20bn and ? 40bn within six years of 2011. Regional health authorities have ordered hospitals and primary care trusts to draw up plans for cuts worth billions. In London, NHS trusts have been told to divert more than half of A&E patients, and those seeing specialists, to cheaper ‘polyclinics’ run by groups of GPs. Meanwhile, family doctors will be asked to speed up their consultations, reducing the average time per patient from 12 minutes to eight.The instructions drawn up by NHS London, and seen by The Sunday Telegraph, order trusts to demonstrate that they can deliver an ‘aggressive scenario’ in response to funding pressures. Under its ‘affordability assumptions’, already-controversial plans to reduce the number of patients treated in hospital are given more demanding targets in an attempt to cut costs. Sixty per cent of activity which now takes place in A&E departments should happen in community clinics within five years, the docum ent says, along with 55 per cent of outpatient treatment.Thirty per cent of outpatient appointments will be stopped altogether. Managers say not all appointments are necessary, though many doctors argue it is impossible to know in advance which patients do not need to be seen. The number of diagnostic tests carried out will be cut by 15 per cent, while the amount of surgery will be reduced by seven per cent. Although the ‘polyclinic’ model, to reduce demand on hospitals, is supposed to shift more treatment into the community, GPs will be told to reduce their average appointment time by one third, from 12 minutes to eight.Senior managers in other regions, who will draw up their own plans later this year, said rural communities faced particular pressures, with small maternity and district general hospitals likely to struggle in the funding crisis. In a speech tonight to the Labour Party conference in Brighton, the NHS Confederation will warn that the service across the co untry faces unprecedented difficulties, which require ‘bold and decisive measures’. Its policy director Nigel Edwards told The Sunday Telegraph: ‘The NHS has never experienced a financial challenge of this magnitude or duration in its history. 9780199581610_035_063_CH02. indd 56 2/1/11 11:03:57 AM the general environment 9780199581610_035_063_CH02. indd 57 2 He said improving the operation of the NHS, and treating more patients earlier in primary care, would not be enough to balance the books. Delegates will be told: ‘Savings only start to become available when we can shut entire buildings, sites and reduce staffing numbers. ’ The organisation, which represents NHS managers, will also call for ‘uncomfortable decisions’ to be made to limit staff pay. Under a three-year deal already agreed, nurses will receive a rise of 2. 5 per cent in April. Sir Robert Naylor, chief executive of University College Hospital in London, said pay should be fr ozen for NHS staff after that point. If it was not, every one per cent pay rise could cost 10,000 job cuts, he said. The chief executive said that while he supported plans to treat more patients in the community, he was concerned that PCTs were planning to cut back on hospital services before alternatives were put in place. ‘The investment in those services has to come first or where do the patients go? he said, criticising ‘oversimplified’ analyses which failed to take account of increasing public demand. Dr Laurence Buckman, chairman of the British Medical Association’s GP committee, described the plans as ‘desperate and inadequately thought through’. Dr Buckman, who works as a GP in London, said targets to reduce outpatient appointments by 30 per cent would put patients at particular risk. He said: ‘All this means is that those people who are refused a referral to a specialist will be forced to go privately, or go nowhere. This will be difficult for doctors, but patients will be the real victims. While some specialist referrals turn out to be unnecessary, GPs only asked for a specialist opinion when they needed it, Dr Buckman said. A study by the King’s Fund and the Institute for Fiscal Studies forecasts a funding gap of between ? 20bn and ? 40bn by 2017, if funding for the NHS receives no increase, or gets a real-terms freeze which only keeps pace with inflation. Sue Slipman, director of the Foundation Trust Network, which represents the best hospitals, warned of an ‘Armageddon scenario’ which could unfold without decisive action on pay, and terms and conditions.She said: ‘There is a trade-off between saving jobs, and pay increases, and in the current climate, protecting jobs needs to be a priority. ’ Katherine Murphy, from the Patients Association, accused NHS managers of wasting billions on management and repeated organisational restructuring during the boom years of record inv estment. She said there was no evidence that plans to shift patients into the community would provide safe care. ‘Elderly patients often require intensive support which often means lots of staff, in hospitals. The need is only going to get greater—these plans look like madness,’ she said.A spokesman for NHS London said its documents provided planning scenarios, rather than forecasts, to cope with a changing economic environment. He said 57 2/1/11 11:03:58 AM 58 part 2 Strategic Analysis the NHS was investing heavily to ensure care was provided in the most appropriate setting. Source: ‘Plans for swingeing hospital cuts as NHS on brink of Armageddon’ Sunday Telegraph, 26 Sep 2009 2 Questions 1. Outline the PEST factors driving change within the NHS. 2. Which PEST factors do you consider to be the most important, and why? 3.How can an analysis of PEST factors help the government and NHS chief executives to resolve the crisis in the health service? 2. 4. 5 Limitations of PEST Analysis The economic example illustrates some of the limitations of dealing with macroenvironmental analysis. First, PEST analysis is not simply writing a ‘shopping list’—the use of disparate bullet points without any consideration of their wider ramifications. In listing the economic factors, for example, one must clearly draw out the implications of each factor on the organization’s environment.In addition, the rate of change of PEST factors in the general environment and their increasing unpredictability act to limit the use of PEST analysis. Some have argued that the competitive environment is the only true arena for the organization to analyse since it is the competitive environment that has the greatest impact on a firm’s markets and products (Porter 1985, particularly Chapter 13). Whilst there is agreement that the competitive environment has the greatest effect on an organization’s ability to achieve competitiv e advantage, it would be unwise to refrain from analysing the general environment.For information on how to write a PEST analysis go to the Online Resource Centre and see the Tools and Techniques feature. www. oxfordtextbooks. co. uk/orc/henry2e/ 2. 5 SWOT Analysis SWOT analysis refers to strengths, weaknesses, opportunities, and threats. Strengths and weaknesses refer to the organization’s internal environment over which the firm has control. Strengths are areas where the organization excels in comparison with its 9780199581610_035_063_CH02. indd 58 2/1/11 11:03:58 AM the general environment 2 competitors, while weaknesses are areas where the orga

Martin Luther King, Jr Essay Example | Topics and Well Written Essays - 250 words

Martin Luther King, Jr - Essay Example In order to persuade the audience he used the persuasion technique of emotional appeal. He tapped into the emotions of the African American population by making them feel that they were not being treated fairly and the current government practices were discriminatory. For this purpose he uses various terms such as crippled in order to make the African Americans feel that they are being crushed due to the corrupt practices of the government and they need to protest for their rights (Americanrhetoric.com, 2015). Secondly, he even uses his own credibility as a tool to influence the African American population. During his speech he refers to Abraham Lincoln to prove that the founding fathers considered the African American race as equal to other races of America. The use of this reference makes that audience feels that King was a person credible enough to deliver the speech because he has enough information about the background of the position of African Americans in the history of

Lesson 8 discussion & Assignment Example | Topics and Well Written Essays - 500 words

Lesson 8 discussion & - Assignment Example I prefer Jimi Hendrixs version of the Bob Dylan tune "All Along the Watchtower". Bob Dylan’s Version is keeping the folk genre and has incorporated harmonica. Moreover, Dylan’s version possesses the rawness within his singing, and I enjoy the simple, undistorted instrumentation. Moreover, Bob Dylans tune does not display the similar angst and emotion that the Jimi Hendrix tune hosts. The groove and instrumentation of Hendrixs cover develops a visual of what the tune represents. The guitar leads a stronger sound and beefs up the song. Moreover, Dylans version is a little more ancient, but I cannot quite understand the lyrics. Side by side, I think that each contain raw emotions that appeal to their audience. With Bob Dylans country esque vocals on top of bluegrass ish music, and Jimi Hendrix electrified energy filled sound, both provide very different approaches while achieving their goal. Hendrix’s version also involves listener more and possesses more surprise e lements in it that is it is full of energy, dynamics, and contrasting sections. Bob Dylan’s recording of the "All Along the Watchtower" is about the lyrics since Dylan maintains the rhythm section simple with a steady groove on mostly acoustic instruments. He focuses on the words and the message the song send to the listener at the expense of the musicality and instrumentation of it. Moreover, he keeps the melody in a small range when singing and the harmonica in between verses adds some variety and response to the vocals. Moreover, Dylan keeps it simple folk sound accompanied by a light arrangement and simplicity. Conversely, Hendrix takes the song away from the existing folk genre through the introduction of the mechanism that use relatively heavier instrument with louder drums and electric guitar. Jimi Hendrix’s version is completely different since he rocks the tune out. Nevertheless, he adds heavy guitar, which is extremely appealing

Architecture Research Paper Example | Topics and Well Written Essays - 500 words

Architecture - Research Paper Example 56). Michael Webb joined the project with the contribution of his unique ideas and designs. Other members who joined the Archigram include Warren Chalk, Dennis Crompton and Ron Heron. Together, they proposed new ways of living that sought to explore the possibilities of new technologies while overthrowing modernist dogma of form follows function (Rattenbury, Robert, and Kieran 1995) Michael Webbs Drive-in Housing in 1966 explores the car and popular lifestyles that point out the behavioral changes in the society and bring out the redundancy of normal fixed buildings. This project entails an insight into the possible utilization of cars as mobile and serviced constituent parts that make up adaptable dwelling systems that consist of cars, drive-in buildings and other necessary services. It is a preliminary study that shades light on the design of techniques such as automated construction, servicing and dismantling methods usually used on the development of large buildings. The building in the project has a design large enough to house component production units in its establishment. The production units manufacture plastic panels that are molded and reinforced, which arrive to their position in the structure when folded up, and then open out to provide utilizable floor space (Ethapane 3). In this project, Webb prefers to use plastic as a constructional material instead of steel mainly because of the fact that plastic has more advantages of on-site production of components that steel. The idea is to transport the raw materials to one of the ports and then pump them through pipelines that lead to the production unit on the site of construction. This is not possible in the case of steel because one has to develop complete units at the production factory usually located at great distances away from the construction site (Ethapane 3). After the construction, completed drive-in homes will have the fixed service units at variable distances with

Common stereotypes from Boston Baby-Boomers Essay

Common stereotypes from Boston Baby-Boomers - Essay Example Baby boomers are individuals born before 1946. First, there is a millennial culture and that of none millennial culture. The millennium culture is promoted by the younger generation born after 1980. Moreover, the people who support the baby boomers culture are the baby boomers. According to the studies, there is a cultural conflict that exists between the Millennial the non-millennial generations. For instance, some managers and younger workers perceive non-millennium as being checkouts not interested in training and development and that they are individuals who are disengaging from their work. In addition, they also view the millennial generation as rigid and inflexible workers. Also, there are leaders who see baby boomers as individuals with mores skills, experience, value the job and that they are equally productive as a millennial. The study on Fortune 500 Company shows that the older workers are happier with their work as compared to the younger generation workers. Non millennial employees say they stay in an organization because they find it meaningful and not because they lack options. Therefore stereotyping has its risks that can endanger the operations of an organization, for instance, baby boomers view the younger generation as less kindly and spoiled. On the other hand, the younger generation sees baby boomers as individuals not operating under the new technologies. Also, baby boomers make their workplace the point of focus in their lives. That is; they put a lot of effort and determination in their daily

Definition Argument Essay Example | Topics and Well Written Essays - 1500 words

Definition Argument - Essay Example She has been able to establish much following due to her popular music. Through various platforms such as facebook and tweeter, Taylor Swift interacts actively with her fans in a system that appears to be a family. Her fan community comprises of fans that are characterized by a feeling of camaraderie and empathy with others who share a common interest. In this case, the fan community is interested even in minor details of the celebrity of their fandom and hence spend a significant amount of energy and time involving with their interest in most cases as a part of a social network. Accordingly, the article will explain the six characteristics of a discourse community as described by Professor John Swales. Taylor Swift’s fun base has demonstrated each of the six characteristics and hence can be classified as a discourse community. A fan community demonstrates a commonness of goals and objectives. According the Professor John Swales, â€Å"discourse community is characterized by the commonness of goal and objectives†(Swales 471). Taylor’s fans are engaged in each and every activity that she engages in. He declares that the community has set and agreed upon a set of common objectives that keeps the community aligned together. The fan community shares the experience the Taylor awesome talent in music. The fan are engaged on a fan page, though having minimal numbers of fans gives the platform to those who have joined share more about Taylor. There are updates on Taylor too such as latest events that Taylor is attending or planning to attend, her trends in fashion through a gallery of photos and some of her music that have remained in the global billboard making her one of the youngest musician to top for close to four years consecutively. In terms of a common goal, Taylor’s fans are mostly up coming musicians and other lover of Americans music. They engage each others on various platforms where they share opinions regarding various singles and albums

Selling for entrepreneurs Essay Example | Topics and Well Written Essays - 2500 words

Selling for entrepreneurs - Essay Example Personal selling is the personal presentation of products and services by the firm’s sales force for the purpose of making sales and building customer relationships (Kotler & Armstrong, 2004). Thus, personal selling is a tool used in the marketing communications mix and is regarded as the most effective at certain stages of buying process, particularly in building up buyer’s preferences, convictions as well as actions. This strategy is seen as most effective given that it involves personal interaction between two or more people so each person is better positioned to observe the other person’s needs. The effective salesperson needs to keep the interests of the customers at heart in order to build a long term relationship. As such, this sales report seeks to analyse the significance of personal selling in the operations of Forty Travel and Tourism Agency (FTTA). It also seeks to suggest a sales strategy proposal for the growth of business by about 30 per cent. The sales report is divided into different categories which include the following: the organisation’s short history, analysis of the organisation’s key players, overview of resources (people, premises, equipment, financial strength, intangibles, description of the products/services offered as well analysing the market structure. The last part of the report will outline a sales brief for the organisation and the strategies that can be implemented in order for it to gain a competitive advantage. History of the company Forty Travel and Tourism Agency (FTTA) was established on 18 February 2001 in Fujairah, United Arab Emirates (UAE) by Intekhab Jamal. The company has two offices at present and it specifically deals with offering services related to travelling and tourism. This can be categorised as a small to medium enterprise (SME) by virtue of its size compared to the other actors in the same industry. Like any other SME of this nature, FTTA operates on a small scale and it particularly targets individual travellers in its operations and much of the business is conducted through personal interaction with the customers though the company also uses other tools such as the internet and phones. Intekhab who is The President and the founder of FTTA is the major player in the company though he often consults with the branch managers. He established this business with the main aim of satisfying the private and individual segments of customers in the travel and tourism industry that were not fully covered by the large commercial organisations. Intekhab is a very creative and energetic person and he possesses great communication skills. The founder of this organisation has a strong background in marketing and the core business of the company is to market travel and tourism services such as flight and hotel bookings. FTTA is comprised of 19 employees and the Head office is located in the city of Fujaira. It also has another office at the Airport of Fujaira and t his office works as a Call Centre which is operational for 24 hours. The organisation has 17 computers, five printers, three copiers, three fax machines and six landline telephones. However, like any other organisation, FTTA was not spared from the negative impacts of the global financial crisis that gripped the whole world about two years ago. On a positive note, the company’s net profits began to increase gradually from the beginning of 2010. The company has a strong brand image that has been developed over time through networking and communication skills possessed by the employees. The organisation is primarily concerned with quality processes and procedures in a bid to create good reputation since this is seen as the major source of gaining a competitive advantage in this particular industry. FTTA is a travel company which is mainly concerned with offering intangible services such transport and hotel bookings to different people who will be travelling for business, leisur e or study. The company offers services that include boat cruises, hotel bookings, car rentals, travel

A Perspective on the Influence of College Clubs Essay Example for Free

A Perspective on the Influence of College Clubs Essay College clubs have been a part of university life since the very first fraternities and sororities were created. If the student so chooses, he or she can make college an experience to remember by joining a club. They range from things like journalism and math to sports such as soccer or lacrosse. People who join these clubs tend to have a background in the topic or at the very least, an interest in learning about it. There is a club for everything you can think of, and if there isn’t, it is not that hard to start one. Clubs in college, although similar to those in high school, are quite different in the types of people and the variety of cultures brought together by the sheer size and caliber of a college. The importance and benefits of college clubs cannot be numbered, not just for the students but also for the community. Though there are myriad benefits to joining a college club, some have brought up possible problems with joining or being able to join clubs. Academically speaking, college clubs have interfered with a student’s productivity, particularly in the areas of homework and studying. This leads into the economic issues with college clubs; students sometimes have trouble being able to pay fees to join clubs that they would like to join and therefore can be deprived of the experience simply because of financial issues. Finally the social perspective: some sociologists have been led to the conclusion that college clubs have, in several cases, caused social problems for students because of the connections people unknowingly make between a club name or topic and a preconceived notion about what it may concern. These arguments, while valid, do not outweigh the benefits derived from joining clubs. Joining a club during your freshman year of college is a great way to meet people who have similar interests. Finding friends in college can be difficult. College clubs can help change that because they bring together people from different cultures and backgrounds and create a common ground where they can discuss their ideas about a certain topic in a safe environment without having to worry about being ridiculed. College clubs are a way for people to establish their own socioeconomic status, or SES, within the campus and dictate their values. Depending on the clubs available, people join the ones that will most suit them and create a reputation just by the clubs they join. The various options come with various consequences and outcomes during and after college. Marybeth Walpole, an Assistant Professor at Rowan University, has discovered that the clubs one joins have been proven to shape the way one progresses through college, and, in some cases, completely alter the way one views the world after college. John Foubert and Lauren Grainger explored the psychological development of students in their freshman year and those in their senior year and the differences between the two. They found that students who get involved during their freshman year show more development over the course of the four year period and are more likely to continue to join clubs and find ways to involve themselves on campus. Clubs have a very influential and positive impact on both the students that participate in them and the campus, or community, where they take place. Research on college clubs has been tested and revealed several interesting facts about the correlation between academic performance and being part of a club. In general, taking part in a club has little to no effect on doing well academically in school. This generalization, taken from the statistical analysis of a collection of survey responses conducted by Myrnell L. Martin, a graduate of Missouri West, is applied with the knowledge that most clubs are non-academic and instead support extra-curricular activity. Many believe that clubs can interfere with homework and study time in a student’s life. This can be true if the student is unorganized and is unable to manage a schedule. With this in mind, a club can therefore act as a tool to help the student manage time more wisely. For most college students, participation in a club allows the student to have a basis on which he or she can create a schedule and arrange their daily lives. Homework and studying should not take a backseat to clubs but certainly does not have to as long as the students takes into account the amount of work that must be done both for the club and outside of the club. This concept, of successful time management, learned by the student because of joining a club in college, can then be applied outside of college in the working world. Joining a club can quite possibly cost a lot, depending, of course, on the club. Clubs whose fees are higher generally have smaller group and a much more developed program. Most clubs only require a few dollars out of pocket, perhaps twenty-five dollars at most, at the very beginning for small purchases here and there. Those clubs that don’t require any fees are usually the most populated and will have a greater chance of bringing people from very diverse backgrounds together. Although clubs may charge fees, many clubs will have payment options or even sponsorships from various third parties. This is truly beneficial for students who are stretched to the limit financially, especially at expensive universities. Paying for club participation is usually a sign of quality, and leads to an enriched environment in which the student can take more away from the experience. When clubs charge a fee, it means they have either activities planned for the club or possibly some food and paraphernalia throughout the year. While having to pay for a club does not sound like the most exciting thing in the world for college students, it will most likely to lead to a more rewarding experience and more enjoyment from that club. College clubs have their place on campus, and are often widely recognized as important contributors to the campus as a whole. In special cases, clubs have developed into organizations that play a major part in the goings-on on campus. These include student governing organizations and the like which have developed because students take an interest in government and ruling ideals which help these students later on in life because they learn about the democratic process in a hands-on environment, as well as leadership skills that can be applied across the board. Clubs have a history of improving campus life and involving students in societal projects to better the community. Edward Hartshorne conducted research in this field and discovered that college is the ideal place for continuous club organizations and their universal impact on the campus. He reasons that each student’s impact spans for an approximate seven year â€Å"generation,† where there are the three years ahead of the student as a freshman and then the three years behind the student as a senior. This provides for a perpetuation of ideas through normal contact which results in a link that can span for as long as the club or organization decides to continue. This continuation of clubs and ideas transforms into a sort of â€Å"college culture†, described by Hartshorne as the upholding of certain social â€Å"norms†, which were established long before each generation arrived and will continue to endure after that generation departs. I, myself, am currently involved in Cal Poly Club Lacrosse as well as Formula SAE, and feel I am better for it. It allows me to escape from the academic side of college and do physical exercise in a manner that suits me. I love playing lacrosse and though I find it hard to make the time commitment I have always been able to push myself to make time in my schedule for everything I need to get done. Club lacrosse helps me to organize myself because it creates a time pressure situation where I must manage my time wisely and complete the homework necessary before I plan time for myself. Although I have had less time to do the things I want to do, such as hang out with friends, I still am able to do these activities, just in moderation. However, I accomplish more because I strive to do better so that I don’t have to stress out over the small things. Lacrosse has also been an outlet for me to find new friends on campus which I can rely on because I know that lacrosse is important for them as well. Formula SAE allows me to utilize what I’ve learned in school and apply it to real life situations by designing a racecar to compete against other schools. I have learned a lot from both the club experience and the other members of the club. This club also allows me to spend time with other engineers who are interested in cars. Clubs have definitely made a difference in my life at Cal Poly and I’m that they can do the same for all college freshmen.

Gun Control Essay Example for Free

Gun Control Essay Abstract Some reasons why colleges should look at the laws that they put in place and try to change them. Students should have the right to conceal weapons on college campuses. The guns provide the protection that may be necessary in certain situations. Like the Virginia Tech Shooting, many people could have been saved if only one person had a gun. Having a gun gives a sense of safety to many people on the campus, especially for women with a greater risk of intruders and rapists. For these women, knowing that they have a way to defend themselves can set their minds to ease. Though some believe that the allowance of guns would increase violence on campus, no other college that has allowed concealed firearms has had an issue. Another concerning issue would be that having guns on campus would be easier for students to commit suicide; there are just some things in life that authorities cannot control, and that is one of them. The right to have a concealed weapon on campus should be conveyed freely. Position Paper Legalize Concealed Weapons on College Campuses Liberty senior, Craig Storrs, says, â€Å"It makes me feel secure knowing I would be able to defend myself if something does happen, like Virginia Tech or if I get stopped on the street for a mugging or something like that† (Barry, 2011). The topic of legalizing concealed weapons on college campuses has been argued for many years. Some colleges have legalized concealed weapons on campus and have not had problems, but many will not even think about legalizing concealed weapons. Carrying a concealed weapon at the age of 21 is a right including a college campus, because it offers protection and safety to students (Students for concealed, 2008). Background of Concealed Weapons on College Campuses Since the Virginia Tech shooting, many colleges have changed their on-campus laws concerning firearms. In eight states, the legislation is considering if students and staff would be able to carry a concealed weapon into college buildings. Many officials did not want to have another repeat the Virginia Tech shooting. Two years before the Virginia Tech shooting, the lawmakers of Texas rejected a bill to allow concealed weapons onto college campuses. Since then, the bill has come back with better arguments for the right to have a concealed weapon on college campuses. Corey Zipper, a twenty-one year-old psychology major, went to the state capitol to talk to the officials to pass the bill. Corey Zipper stated, â€Å"We get the mature thing a lot – that college students aren’t mature enough. And the alcohol thing – that we’re all just boozed up all the time† (Burnett, 2011). He also states that the law states that â€Å"a person much be 21 years old, have a clean record and no psychiatric disorders, and take a 10-hour instruction course that includes time at a firing range† (Burnett, 2011). In 2009 Texas passed the bill to legalize having a concealed weapon on college campus (Burnett, 2011). It Gives Protection Allowing students to carry a gun could save their lives. Life can be unpredictable, so when something happens people should be prepared. If by being prepared means they need to carry a gun, then why would the state want to take that right from someone? A person has the right to protect his/herself and others, and a responsible firearm owner would do such. Many lives could be saved by the simple action of allowing concealed weapons on college campuses (Concealed Guns, 2011). Background of Virginia Tech Shooting On April 16, 2007, Seung-Hui Cho, student at Virginia Tech, began his shooting around 7:15 A.M. in a co-ed dormitory. He first killed Emily Hilsher and Ryan Clark. The Virginia Tech Police Chief said, â€Å"We secured the building, we secured the crime scene† (Caruso, n.d.). The authorities did not put the college on lock down and had classes as schedualed. Seung-Hui Cho did not leave the campus; around 9:15 A.M. he started to kill again. He went into the engineering and science building and chained the doors so no one could escape. He then went into classroom after classroom; he killed 25 more students and five faculty members. Twenty-nine people were wounded. In the end Cho also took his life (Caruso, n.d.). It was reported that nineteen of the thirty-two victims that were killed were over the age of 21. The age of 21 is the legal age for the right to conceal a weapon in Virginia. If these students would have been able to carry a firearm onto campus, then perhaps these lives could have been saved. Instead of thirty-three lives taken that day, there should have been one. Innocent people would not have died (Students for concealed, 2008). Concealed Weapons Should not Depend on Location It is stated in the Constitution that a person has the right to bear arms at the age of 21. This law does not give specific places that are prohibited. People should not have to put their concealed weapon away because of where they are (The Right to Keep and Bear Arms, 1982). Public Places People can Carry Weapons Though colleges are small, some places that allow concealed weapons are smaller. When a person goes to the movies, they are allowed to carry a concealed weapon. No one would ever know because the weapon is concealed. Other places would include a shopping mall. When people are shopping, the last thing they are thinking is that the people next to them might have a gun on them (Students for concealed, 2008). Make College Students Feel Safer The right to conceal a weapon could put some students at ease. Knowing that they have a way to save themselves in dangerous situations may make the students more relaxed. If a student comes across a dangerous situation, then they are prepared. These students do not have to worry about what to do (Marin, 2012). College Intruders and Rapists It is easy for intruders to get into dorms. In New York, two men got into a building by sneaking in behind another guy after he swiped his card. When the college police were called they came and took the men without calling the cops. If this were to happen again, these men would be taken to the authorities. Knowing that it is easy for strange people to get into housing, it not be a good idea to rob students the right to have a concealed weapon. This would give some students that okay to live life and other the need of protection that they might not be able to find anywhere else (Rearick, 2011). One in four women have the chance of being raped in college. Guns could help defend so many different women. They could have gotten out of the situation if they just had a way of defense. Sometimes women are physically too weak to run from situations like that and the allowance of a gun would provide that opportunity to them (College Crime Today, n.d.). Counterargument: Guns on Campus Would Promote Violence . â€Å"Some professors might be afraid to issue bad grades if they know that students could be carrying guns† (Students for concealed, 2008). Some people believe that allowing student to carry firearms would push them to be violent. If the students are allowed to carry firearms, then they will not be afraid to use them. If there was an argument with another student, then these students would be tempted to use the gun to scare or even harm the other student (Students for concealed, 2008). Logical Response: Guns on Campus Would not Promote Violence There has been over thirty colleges campuses that have allowed concealed weapons on their campuses. These campuses have had no issues with gun violence, and there has not been a gun theft or accident in all these years. This shows that it is a possibility to carry conceal weapons and still get a great education with no distraction with no violence. Studies show, â€Å"concealed handgun license holders are five times less likely than non-license holders to commit violent crimes† (Students for concealed, 2008). Counterargument: Guns on Campus Would Encourage Suicide Some believe that allowing students to obtain firearms would increase the likelihood suicide. They would have all the resources they need now that they are able to carry concealed firearms. This would make it easier for these students to commit suicide without anyone knowing until after the fact. This would then increase the suicide numbers dramatically. Allowing a student to carry a firearm that could potentially use to kill themselves is not the way to help (Students for concealed, 2008). Logical Response: Guns on Campus Would not Encourage Suicide According to detectives, â€Å"Studies show that 90% of suicides are committed in the home† (Students for concealed, 2008). Since the legal age to own a concealed weapon is 21, most students at this age live off campus. This would not affect the numbers as much as the colleges think it would. If people really wanted to commit suicide, then nothing would stand in their way. Allowing them to conceal a gun will just give them an easier way out (Students for concealed, 2008). Conclusion During the Virginia Tech Shooting many lives could have been saved. Students could also feel safer knowing that they have something there to protect themselves and others if needed. Though students could turn to violence many are very responsible to be carrying this gun in the first place. They just cannot get a gun; they have to go through the process. Another concern would be suicide, but since most of the students live off campus anyway nothing would stop that. It would be a lost cause to put a ban on concealed weapons when there is nothing to prevent suicide in the first place. Once the right training classes are taken, it should not be a problem for a person to be able to carry his/her gun that he/she worked hard to get and paid for. The right to have a concealed weapon on campus should be expressed freely. References Barry, L. (2011). Liberty university oks concealed guns on campus. Retrieved from http://www2.newsadvance.com/news/2011/nov/16/5/liberty-university-oks-concealed-guns-campus-ar-1463719/. Burnett, J. (2011). Texas Lawmakers aim for guns on college campuses. Retreieved from http://www.npr.org/2011/02/04/133466058/texas-lawmakers-aim-for-guns-on-college-campuses. Caruso, K. (n.d.). What Happened: The Virginia Tech Massacure. Retrieved from http://www.virginiatechmassacre.com/what-happened-virginia-tech-massacre.html. College Crime Today. (n.d.) Retrieved from http://www.womens-self-defense-instruction-online.com/college-crime.html. Concealed guns. (2011). Retrieved from http://concealedguns.procon.org/. Frantz, A. (2011). Texas considering concealed handguns on campus. Retrieved from http://news.blogs.cnn.com/2011/02/22/texas-weighing-concealed-handguns-on-campus/. Marin, J. (2012). Guns on college campuses. Retrieved from http://schoolsofthought.blogs.cnn.com/2012/01/03/guns-on-college -campuses/. Rearick, J. (2011). Intruders spark safety concerns. Retrieved from http://www.miscellanynews.com/2.1576/intruders-spark-safety-concerns-1.2660011#.TxkPxJit-fQ. Students for concealed carry on campus. (2008). Retrieved

Leadership Style Adaptability

Leadership Style Adaptability Overview of Leadership theories in Consideration   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Situational leadership theory (SLT) is developed by Hersey and Blanchard (1968) and is based on the leaders task behaviour, relationships and the maturity or ability of the employees. Task behaviour is based on how the leaders define role, how and what to do .Relationships are based on how leaders maintain relations with followers by supporting them. Maturity shows the followers experience, willingness and ability to do the task. Based on this, 4 types of leadership styles s1, s2, s3, s4 are identified by Hersey and Blanchard (1996). SLT is useful in understanding the relationship between leadership style, level of maturity of follower and importance of leadership style adaptability. Several other researchers worked further to develop the model for application on various platforms.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Transformational theory is the latest theory which developed in the last two decades and is of high relevance and practice. The idea was first developed by Burns (1978) through Transformational leadership theory. Bass (1985) further developed the theory. The Transformational leaders put passion and energy into the work atmosphere. They develop a vision for their followers and the followers try to achieve the goal via the energy from the excitation. Leaders have to constantly convey or sell the vision to their followers. They will be always with the followers in charge of the task and have solution to most problems. Bass (1985) suggested that transformational leaders try to increase the task awareness, motivates followers to work for the team and organisation and makes the followers to aspire for needs. He proposed 5 factors or transformational leadership factors, Charismatic leadership, idealized influence, inspirational motivation, Intellectual stimulation an d individualized consideration. Based on these factors large number of researcher has studies the relevance of transformational leadership in various fields and have tried to develop the model further. Objective of the review   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  The review tries to relate the various studies that have happened in the current decade on situational leadership and transformational leadership. Various authors who have studied the relevance of situational leadership theory and Transformational leadership theories are considered and their findings are taken into account for the development of the theories. The review checks the adaptability of both the theories in various work environment which helps to find the areas which require further studies on the models. Situational Leadership Theory Situational Leadership Theory-Supporting Views   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Several studies by various researchers were conducted on the application of the SLT in organisational contexts. (Arvidsson et al.2007) contend that leadership style adaptability vary according to group and individual situations and situations where success and hardship is present for the employees. The author further asserts that the leadership was relationship oriented and supportive in success and group situations and task oriented in hardship and group situations. This requires variability of leadership styles of the leader according to the situation, task and ability of the followers. Silverthorne Wang (2001) further supported this finding by asserting that leadership adaptability by managers requires better task behaviour and relationships and this increases productivity. They asserts that this require different leadership styles which vary according to situations. This requires managers to exhibit different leadership styles according to the task and ab ility of the followers. Arvidsson et al (2007) further contend and support this showing the importance of varying leadership style according to the ability of the followers. They should be able to guide on the task, and have successful and influencing relations with the followers. As far as my experience, this view holds in many sales environments where the influencing leadership styles give the focus and motivation to the followers. These leaders also understand the maturity or ability level of the followers and support them in various situations and thereby creating a strong rapport. My managers are seen to be exhibiting task behaviour more towards junior managers whom are new to the job. They guide them and tell them how to perform the task and thereby create a strong rapport with the followers. All this shows light to the ability of the leader to adapt to the situation according to the various needs and motives of the followers and situation which supports the SLT by Hersey and Blanchard (1996). Successful leaders thus vary their leadership styles and ability of the leaders to be adaptive to the environment leads to the success of organisation Silverthorne Wang (2001). (Silverthorne Wang (2001): Arvidsson et al.(2007)) state that leadership adaptability and exhibiting of different leadership styles depending on task, relations and ability of followers are important and thereby supports the SLT. My personal work experience as a leader supports this finding and thereby supports SLT.I have experienced the importance of task detailing, relationships and the ability of followers to execute the task as an important factor for success. Situational Leadership Theory -Against   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  There was also some finding s which goes against the SLT. Papworth et al (2009) questions the applicability of SLT of Hersey and Blanchard (1996).They contend that their findings and research gave little support to the SLT model. They argue that the level of supervisor behaviour was independent of the supervisee experience. Support to SLT was only found when the supervisee is highly experienced and skilled and the supervisor have to do less task behaviours which were supported by Silverthorne Wang (2001). Butler Rees (1991) was also against the SLT model. They argue that the leadership style adaptability had little relations with the performance of the employees in a highly competitive sales environment (Insurance). They asserts that there are more factors that may affect the performance and readiness of the salesperson like followers perception of managerial style ,the difficulty of task involved in the sale process and difference in follower readiness. Sil verthorne Wang (2001) argues and supports SLT by asserting that leadership styles should vary according to situations and depending on follower readiness. The finding of Butler Rees (1991) are quite relevant because from my own experience in the Insurance industry over 2 years, I do understand that the varying perception of managerial style and difficulty of the task in hand do have an impact on the performance. Even though the managers vary their style according to situations of task and ability, the factors proposed by Butler Rees (1991) do contribute to the performance of employees. I would like to add that leadership adaptability is only one among many factors that determine performance in competitive sales environment. The objectivity and the provenance of the finding of Papworth et al (2009) are really questionable based on the type of the research and the area of research they conducted. They used clinical sessions and tapes from a very low sample and made all the assessme nt about the situational leadership theory. The relationships and tasks In these sessions were compared to leadership and task of SLT. This causes wide criticism and questions the relevance of their finding on SLT. Moreover Papworth et al (2009) gives only some theoretical evidence instead of an actual research result. All this studies point to the fact that SLT may not be widely accepted in all fields of study and industries. This also points that SLT may be suited to certain industries and may not be fitted into some other .There are external and internal factors which are to be considered depending on the type of industry and environment, like task involved and external factors. Situational Leadership Theory-Alternate Views Johnson (1998) proposes an alternate or modified model of SLT. The author combines SLT model which uses directing and supporting styles of leadership. He also takes stage theory of group development by Tuckman Jensen (1977) and the stages of development of the followers by Blanchard (1985) along with the SLT. This model varies from SLT by considering each of the four leadership styles may be appropriate some of the time, the most broadly applicable style combines structure and empathy Johnson (1998).The author further asserts that the model can be applied to individuals and only to the groups which are performing at the same level. VanderVen (1998) further supported this modified situational leadership model. The model tries to overcome some of the short falls of SLT. But my management experience shows that managers do tend to show situational approach based on the varying levels of their follower performance. It is not likely that in real world you will get a team of followers (gr oups) who perform In the same level. Discussion of Situational Leadership   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  The findings of Arvidsson et al. (2007) and Silverthorne Wang (2001) favouring the SLT was across different cultures (Swedish Taiwanese) .They also researched in different industries of Information technologies and air craft. Butler Rees, (1991) and Papworth et al (2009) found no support to the leadership style adaptability and SLT in their respective studies. All these findings makes and echo to the fact that situational leadership varies according to industries and cultures. This calls for further studies on the modification and application of the SLT across various environments. The efforts put forward by Johnson (1998) is commendable and more research work should be done on further rectifying the limitations of the SLT model .One of the key areas which require research is the heterogeneity of the levels of subordinates and the behaviour of leaders accordingly.   Ã‚  Ã‚  Transformational Leadership Theory   Ã‚  Ã‚  Transformational Leadership Theory-Favourable factors   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Purvanova et al. (2006) conducted further studies on the impact of Transformational Leadership Theory (TLT) on job perception of the employees. Transformational leaders irrespective of the type of different jobs they were involved in exerted a positive influence on the employees perception of jobs. Employees with transformational managers found their job as, meaningful, challenging and inspiring .The studies further supported Bass (1985) views that transformational leaders inspire followers to see their jobs as important and seeks them to perform beyond expectations which they does. Chan Chan (2005) asserts that leaders with high usage of transformational leadership factors have more positive influence of job perception and performance. He further contend and support that, all the transformational leadership factors in the Bass (1985) TLT has direct impact on the leader effectiveness, performance of employees , their perception of job and its satisfaction. Sc hyns Sanders (2006) contend that solidarity of follower with colleagues and leader is related highly to Transformational leadership style of the leader. Higher the transformational style perception of the employees , better solidarity to the leader and the team was found. Panagopoulos Dimitriadis (2009) contend that a positive TL behaviour of managers will cause increase the performance of the sales person, high satisfaction due to their supervisor and creates or increases commitment to the organisation. This was predicted in a behaviour based control sales environment rather than an outcome based sales environment.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  The works by these authors are related and focuses on the impact of TL styles on the followers and their behaviour in work .These works support that a high TL style surely increases the behaviour, focus, job satisfaction, and performance and commitment levels of the followers. Purvanova et al. (2006) and Chan Chan (2005) argue that exhibition of TL causes higher positive job perception of the employees. . Chen Baron (2006) further supports this by highlighting the impact of one of the TL style which causes higher job perception to the followers. I personally have experienced transformational leadership styles (factors) from my manager during my work as a junior sales manager. This caused an increase in motivation and commitment towards the organisation and manager resulting in high performance and achievements. ( Purvanova et al. (2006); Panagopoulos, Dimitriadis (2009)).   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  All these findings (Purvanova et al. (2006); Chan Chan (2005);Panagopoulos Dimitriadis (2009)) shows that transformational leadership styles of leaders do have an impact on the employees perceptions of their own jobs. TL style increases the responsiveness, satisfaction, performance, inspiration, meaning and a vision for the followers jobs. TL motivates followers to perform beyond expectation of the employer and thereby creating more successful persons and organisations. Further TL creates a commitment and focus in the followers for the job and leader. TL generates a feel for team work and solidarity to colleagues among the followers. Thus TL as a whole helps in creating a focussed and motivated atmosphere were people work enthusiastically. My view is that, the application of TL in an organisation will lead to a motivated and successful organisation subjected to other factors. These calls for the ability of managers and leaders to adapt learn and implement TL style for a better and successful work environment. Transformational Leadership Theory Limited favourability.   Ã‚  Ã‚  Although the majority of studies showed support to the TLT model, there were some findings that offered limited support to the model and questioned the universality of the TLT model. Mannheim Halamish (2008) tested the TL model in the context of army training camps. They conclude that the only in the beginners learning culture the TL style is related to group result. The authors found little support for the leadership styles, group outcome and cohesion in other higher levels. This lead to the moderation of TLT in various contexts and also this may be due to many other factors which require further research. Barnett et al. (2001) supported this view by suggesting that the TL behaviour have a negative association with student learning culture. Kelloway et al. (2000) argued that leadership training and feedback together will have little effect on the TL style perception, where in the mean time both individually can have an impact on the TL perception. Chen Baron (2006) ech o a similar but slightly variant view. They argue that the leaders do tend to show high transformational leadership skills. But only the idealised influence style of TL increases the job satisfaction of the followers and if the leader don show this aspect of TL style, the level of satisfaction may be low. These findings do questions the variability of TL styles and the impact of each style over different situations, work environment and cultures. The findings of Mannheim Halamish (2008) and Barnett et al. (2001) questions the usage of TL style in the learning and training culture. Both of them conducted their studies in an environment where training has an important role to play.   Ã‚  Ã‚  The arguments of Mannheim Halamish (2008) and Barnett et al. (2001) clearly indicates that the TLT applicability in the learning and training culture is questionable as they found little evidence in favour of that in higher experienced levels. My personal experience supports this finding as experienced followers find it difficult to adapt to TL model due to their exposure to other styles of leaderships, whereas beginner can be trained and moulded to the desired form initially as they are fresh in mind. Chen Baron (2006) asserts that only one type of TL style have an impact over job satisfaction of followers. All these views calls for further research for the application of TLT in these areas and the factors which causes this effect on TL should be found and due consideration must be given for this. Transformational Leadership Theory -Alternative views   Ã‚  Ã‚  Mitchell Boyle (2009) developed a model based on TL for mitigating against destructive emotional barriers to group effectiveness Mitchell Boyle (2009 ).Their model was based on TL impact on knowledge creation in diverse groups and how TL will help in doing this. The model tries to explain the variation of diverse team performances through the impact TL has on knowledge creation. Dunn (2007) developed a modified leadership model which was different from the TL model. They found a difference in leadership style changes according to the gender of the leaders. Author argues that this moderated model will be advantageous to the organisation. Both Mitchell Boyle (2009) and Dunn (2007) tried to develop a model in order to adapt TL to the varying environments and to develop the model to a new level. Discussion of Transformational Leadership   Ã‚  Ã‚  To conclude, Most of the researchers do found favourable factors for TL even though there are limited support findings for the TL. Purvanova et al. (2006), Chan Chan (2005), Schyns Sanders (2006) and Panagopoulos Dimitriadis (2009) underline the fact that TL increases job perception, satisfaction and performance among employees. Mannheim Halamish (2008) and Barnett et al. (2001) contend that TL have impact on learning culture in beginners level only and TL dont have much impact in higher experience employee learning culture. Chen Baron (2006) highlights the impact of one TL style higher than other styles. Mitchell Boyle (2009) developed TLT further for applicability for diverse team performance. TL has found to have a high impact on the job perception of employee and their applicability in the learning and training culture requires further research. Also the impact of TL on cultures and team diversity requires further research. Conclusion   Ã‚  Ã‚  Arvidsson et al. (2007) and Silverthorne Wang (2001) studied and supported the SLT. Their studies in these fields are commentable and is of high relevance. They together assert the need for adaptability of leadership and variation of leadership style. I would also like to view up on Butler Rees (1991) who drew on the leadership adaptability of competitive environment. There are many factors apart from leadership adaptability and styles which need consideration in such an environment. Johnson (1998) tried to study in the aspect of groups and the idea of SLT requires further research and studies on factors from external environment which effect the followers and environment. Purvanova et al. (2006), Chan Chan (2005) and Panagopoulos Dimitriadis (2009) finding on TL supported and is of high significance in the industry. They show the effect of TL on job perceptions of followers. It also shows the significance of TL style in organizations. Their finding shows the relevanc e of TL in the business world. Mannheim Halamish (2008) and Barnett et al. (2001 question the adaptability of TL in training culture of highly experienced employees leading to limitations in applicability of TLT in all work environments. Mitchell Boyle (2009) modified the TL model and tried to study and implement the impact of TL on knowledge creation and thereby impacting the diversity in team performance. Further research is recommended on TLT for application on learning cultures and its variance over cultures. All the above studies are of high relevance to the leadership studies and helps in the development of situational and transformational leadership theories. In general situational and transformational leadership styles have high impact on the employees and work environment and requires further studies for application in various work environments. References: Arvidsson, M., Johansson, C .R., Ek,A. and Akselsson,R. (2007) SITUATIONAL LEADERSHIP IN AIR TRAFFIC CONTROL, Journal of Air Transportation, Vol. 12, No. 1. Barnett,K., McCormick,J., and Conners,R.(2001) Transformational leadership in schools Panacea, placebo or problem?, Journal of Educational Administration, Vol. 39, No. 1, 2001, pp. 24-46. Butler, J. K. and Reese, R.M. (1991) Leadership Style and sales performance: A test of Situational leadership model, Journal of persona l selling and sales management, Volume XI, Number 3, Chan, A.T. S. and Chan, E. H. W. (2005) Impact of Perceived Leadership Styles on Work Outcomes: Case of Building Professionals, Journal of Construction Engineering and Management, Vol. 131, No. 4, pp 413-422 Chen, H. And Baron, M. (2006) Nursing Directors Leadership Styles and Faculty Members Job Satisfaction in Taiwan, Journal of Nursing Education, Vol. 45, No. 10, 404-411 Dunn, M. (2007) British army leadership: is it gendered?, Women in Management Review, Vol. 22 No. 6, pp. 468-481. Johnson, M.M (1998) Applying a Modified Situational Leadership Model to Residential Group Care Settings, Child Youth Care Forum, 27(6). Kelloway, E.K., Barling, J. and Helleur, J.(2000) Enhancing Transformational leadership: the roles of training and feedback. Leadership and organisational Development Journal, 21/3, pp 145-149. Mannheim,B. and Halamish,H. (2008) Transformational leadership as related to team outcomes and contextual moderation , Leadership Organization Development Journal ,Vol. 29, No. 7, pp. 617-630 Mitchell, R. J. and Boyle,B (2009) A theoretical model of transformational leaderships role in diverse teams, Leadership Organization Development Journal ,Vol. 30, No. 5, pp. 455-474 Papworth, M.A., Milne, D. and Boak, G. (2009) An exploratory content analysis of situational leadership . Journal of Management Development, Vol. 28, No. 7, pp. 593-606 Purvanova, R.K., Bono, J, E., and Dzieweczynski.J (2006) Transformational Leadership, Job Characteristics, and Organizational Citizenship Performance, Human Performance, 19(1), 1-22. Sanders, K and Schyns,B (2006) Leadership and solidarity behaviour Consensus in perception of employees within teams, Personnel Review, Vol. 35 ,No. 5, pp. 538-556 Silverthorne, C. and Wang, T. (2001) Situational Leadership Style as a Predictor of Success and Productivity among Taiwanese Business Organizations, The Journal of Psychology, pp 399-412 VanderVen,K . (1998) Modelling and Modified Situational Leadership: Some Comments on Johnson, Child Youth Care Forum, 27(6) London Metropolitan University, MBAPage 5