Aaron Feuerstein Essays - Business, Economy, Professional Studies

Aaron Feuerstein In this paper I will examine Aaron Feuerstein, the third-age president and CEO of Malden Mills Industries, Inc., who drives the Lawrence, Massachusetts business with his dads and granddads esteems: graciousness, equity and noble cause. He does this through his alluring administration and vision, which ties his workers together into acknowledging and accomplishing a similar objective. I will show precisely what makes him a pioneer in the cutting edge business setting and clarify why a pioneers vision is significant in characterizing a genuine trailblazer, successful supervisor and alluring pioneer. Feuerstein and Malden Mills had a background marked by dealing with its workers. Laborers pay rates normal $12.50 an hour contrasted and the material industrys normal of $9.50. Furthermore, during the 1950s, when other New England material makers fled toward the South for less expensive work, Malden Mills remained. In spite of the fact that Feuersteins hands-on the executives style has consistently been appreciated by his workers, what set him apart as a genuine pioneer was a close to debacle in the winter of 1996. While commending his 70th birthday celebration, Feuerstein got word that his multi year old family claimed material organization in Lawrence, Massachusetts was catching fire. Three of its assembling production lines that produce the famous top of the line open air attire sews, Polartec? what's more, Polarfleece?, were decreased to singed metal and block. While watching the fire, Feuerstein concluded that he should think of an arrangement to spare his organization from mone tary ruin, yet choose the destiny of more than 3,100 workers that would before long be without an occupation. He decided to remake the plant in Lawrence. He likewise concluded that if he somehow happened to keep giving a quality item to purchasers, he would need to deal with the gifted workers who made the item. Feuerstein kept in excess of 1,000 jobless workers at full compensation and health advantages for a quarter of a year until the production lines were fully operational once more. What stayed with Feuersteins at the top was his solid overseeing aptitudes. A top administration position expects inspiration to accomplish, however this inspiration might be coordinated to accomplishing individual, instead of association objectives. Feuerstein accepted the job to top administration ought to be to oversee and the most significant asset they should oversee is the individuals that work at all degrees of an association. Their job ought not be to govern, yet to lead. Feuerstein likewise comprehended that representatives structure the establishment of any association, and that every one of them have novel qualities that can help in accomplishing the organizations objectives. Consequently, workers will feel helpful and are put in a situation to self-realize or achieve one's latent capacity. When Feuerstein was asked what separates him from other CEO's, he reacted: The crucial contrast is that I consider our laborers an advantage. Not a cost. I have a duty to the laborer, both hands on and professional, I have an equivalent obligation to the network. It would have been unconscionable to put 3000 individuals in the city and convey a final knockout to the urban communities of Lawrence and Methuen. Perhaps on paper our organization is useless to Wall Street, yet I can disclose to you it's worth more. We're doing fine. Different CEOs feel I'm kind of an inept person who doesn't have the foggiest idea how to manage his overabundance cash, he says. The nature of Polartec is what I'm selling. By rewarding the individuals the manner in which I'd need them to treat me, they make that quality. At the point when you make the best decision, you'l1 presumably end up more productive than if you fouled up. Feuerstein didn't discard his cash. It was an all around contemplated and sound authority choice to put millions in Malden Mills most basic resource, its laborers. The differentiation between this Feuerstein and the at present observed CEOs making 30, 60 or 100 million dollars every year by dispensing with employments and moving plants is basically shocking. What amount would you say you will bet that each organization that shut a plant as of late to help stock costs has a dream explanation with words like we worth and regard our workers as our most significant resource? What number of the laid off workers do you assume accept that? Maybe the most significant trademark that transformational pioneers have is their capacity to make a dream that ties

Assessment Tools Free Essays

Running head: 1 Assessment Tools Analysis Paper Tricia E Topping University of Phoenix NUR/440 Karen Harriman April 16, 2012 Assessment Tools Analysis Paper 11/13/12 8:13 PM http://www. scribd. com/doc/104725000/Assessment-Tools-Analysis-Paper Page 2 of 12 April 16, 2012 2 Assessment Tools Analysis Paper Assessment apparatuses are utilized in nursing to upgrade the general evaluation period of the nursing procedure. We will compose a custom paper test on Appraisal Tools or on the other hand any comparative theme just for you Request Now The appraisal apparatuses that I have chosen to examine are: The Spiritual Well-Being Scale (SWBS), The Hassles and Uplifts Inventory, and The Well Being Picture Scale (WBPS). In the wake of portraying each device and it’s benefits inside the nursing procedure, I will apply them to the powerless populace of person’s with Down condition. Otherworldly Well-Being Scale â€Å"The Spiritual Well-Being Scale (SWBS) is a general marker of saw well-being† (lifeadvance. com). During its creation by specialists Ellison and Paloutzian, they found a requirement for Assessment Tools Analysis Paper 11/13/12 8:13 PM http://www. scribd. com/doc/104725000/Assessment-Tools-Analysis-Paper Page 3 of 12 individuals to have the option to depict their considerations on otherworldliness in their own terms. This idea gives otherworldly devotees a more noteworthy feeling of self-esteem and motivation to proceed with their profound convictions. It additionally offers reason to the gathering and individual individuals for proceeding to spread the message of their convictions to other people. Being able to trust in a higher being, to talk and go to this substance, engages an individual past ordinary every day exercises. It takes into consideration the making of self harmony and direction in a difficult situation. â€Å"Being strict or having profound convictions has been connected to improved wellbeing and prosperity in a few experimental studies† (Grow et. ll). The SWBS is modest apparatus and can be used by any individual or populace. It is easy to utilize, is self-regulated and takes between 10-15 minutes. â€Å"It is a paper and pencil overview at present accessible in both English and Spanish†¦ and was intended to survey people’s view of their own otherworldly well- being† (lifeadvance. com). The SWBS can be utilized by medical attendants inside the evaluation procedure to help guide and show a patient’s level of otherworldly well-3 being. A more elevated level of otherworldly prosperity can be related with improved wellbeing and better acknowledgment of self impediments and profound harmony whenever confronted with a perilous analysis. As the SWBS is a straightforward device, it would be successful for a medicinal services specialist to use with an advanced grown-up with Down condition. With slight change to inquiries for simplicity of comprehension, and conceivable verbal introduction, a human services supplier could introduce the devices and decipher the outcomes similarly as with some other grown-up. The people group in which one reveres goes about as an emotionally supportive network for it’s individuals. Numerous families with kids influenced by Downs or comparative issue go to a profound network for help and acknowledgment. These people group help to cultivate the development of the youngster into an otherworldly grown-up, giving them a superior feeling of self-esteem, an Assessment constructive faith in a higher force, and a practical spot inside a little populace. Along these lines, the SWBS can be a viable device to improve the evaluation of a grown-up Downs persistent. Bothers and Uplifts Scales The Hassles and Uplifts Scales (HSUP) were made as an increasingly positive way to deal with perceiving day by day stressors in our lives. An alteration of the Hassles scale, the HSUP is a blend of the Hassles scale with 117 things recognizing life’s stressors, and the Uplifts scales including 135 things distinguishing day by day positive experiences. The HSUP contains â€Å"fifty-three things worked with the goal that the respondent can show whether a given exchange is an issue, inspire, or both† (Lazarus Folkman, 2011). By consolidating the two scales, a positive accentuation was put on every day exercises, as opposed to concentrating on the negative stressors of the Hassles scale. â€Å"The Uplifts scale recommends how positive parts of every day life neutralize the harming impacts of stress† (Lazarus Folkman, 2011). United in the HSUP scale, the constructive impacts 4 and adverse impacts of stressors in a person’s every day life can be recognized. On the off chance that the negative stressors are pervasive, it is then inside the intensity of the person to build the quantity of inspiring occasions while diminishing or defeating the stressors. This data is exceptionally valuable to recognize while playing out a wellbeing evaluation. On the off chance that a patient is found to have a staggering number of stressors or bothers and not many to little elevates, their enthusiastic and physical prosperity could be undermined. Too many negative stressors can prompt a powerlessness to adapt and cause harming impact. Helping a patient to distinguish the two stressors and elevates can permit them to build up their own ways of dealing with stress just as present progressively positive connections all through Assessment Tools Analysis Paper 11/13/12 8:13 PM ttp://www. scribd. com/doc/104725000/Assessment-Tools-Analysis-Paper Page 5 of 12 their day. The HSUP is additionally a cheap and basic instrument that can be performed during a medicinal services evaluation and take roughly 10 minutes for a grown-up to finish. By recognizing the 53 expressions as either an issue or inspire and giving each a numerical incentive from 0-3, the test c an be scored rapidly giving quick outcomes to the patient. This is significant in light of the fact that is permits the medical attendant to rapidly perceive positive and negative impacts. The patient would then be able to be made mindful of the result. This permits the patient and medical attendant or human services supplier to work together to adjust the issues and increment the elevating encounters. The HSUP, similar to the SWBS, can be effortlessly utilized in evaluations of more advanced grown-ups with Downs. If necessary, slight change to the 0-3 numerical rating should be possible. Rather than appointing a number to an elevate or bother, the patient could all the more effectively recognize a positive or negative involvement with their day by day exercises. By then concentrating on the inspiring/positive encounters, a patient with Downs could perceive the encounters that make satisfaction, figuring out how to attempt to encounter these all the more regularly. This evaluation instrument can likewise be utilized effectively by individuals from the patient’s family to help them in recognizing circumstances that cause expanded pressure. Helping the family in perceiving Developers/API Legal Terms Privacy Copyright  © Copyright 2012 Scribd Inc. Language: English Step by step instructions to refer to Assessment Tools, Essay models

Celebrate May Day by becoming a Seeple COLUMBIA UNIVERSITY - SIPA Admissions Blog

Celebrate May Day by becoming a Seeple COLUMBIA UNIVERSITY - SIPA Admissions Blog Sunday marks a new beginning for many people across the globe. May 1, also known as May Day, has various meanings, but for many of us it is a time to celebrate spring and the approaching summer months. Some communities dance around a maypole like the one pictured above taken at a fair in Bristol, some feast on their home countrys delicacies, and others exchange flowers to mark the spring holiday. At SIPA, we do things a little differently and celebrate by welcoming the next class of Seeples to the university. But were not sure if well be able to fully welcome all of our admitted students  to the SIPA family. A handful of you havent responded to your offers of admission,  which is due on  â€" you guessed it  â€" May 1. If you still have reservations about joining the program, use your friends and family as a sounding board this weekend. Even if youve already asked for their advice, sometimes just voicing your concerns out loud is enough to give yourself that extra moment of clarity you need to make the best decision.  Not enough? Browse through our SIPA Stories microsite, which highlights what our students are up to both inside and outside of the classroom. (You might even recognize a few stories from the blog!) We hope you  all will join us in the fall.  Just click here to respond to your offer of admission. Photo courtesy of Lukey / Flickr / (CC BY-NC-ND 2.0)

Groundwater Pollution and Drinking Water Scarcity Essay

By means of water, we give life to everything. – Koran, 21:30 Drinking water is our most precious resource, something every human being needs to survive. Yet today over 1.2 billion people a day on average do not have access to drinking water. Even if they might have this access, the chances are good that the drinking water is polluted with many contaminants. In the future, we will probably find that clean drinking water will go to the highest bidder, and even more people will find themselves without easy access to drinking water. Pollution of the worlds water resources began to take a scary turn as industrialization took hold on the European continent. We can see similar effects of what happened in the past if we look†¦show more content†¦We also see pollution in different forms, such as water release from nuclear reactors and factories. Though the water is sometimes purified before leaving, the temperature of the water is sometimes significantly different from that of which it is being returned to. The difference in temperature does cause the death of aquatic life, and can sometimes effect plant life. One of the most visible effects of water pollution occurred with the Exxon Valdez oil tanker spill, which launched over 11 million gallons of oil onto Alaskas coast. (see table below for more stats on oil pollution). The spill was a major one, but just one, as shown below, there are over 37 million gallons of oil sent into oceans every year! It is apparent that the protections and regulations use d are failing. A concern for the future lies in the fact that water pollution does not usually remain in the country where it was produced. In light of this, it is necessary for the world to work together in order to maintain and upgrade water quality. However, with the descrepancies in economic wealth, it is possible that wars may be fought over water rights. At present, one of the hurdles between the Israeli and Palestinian people is that of water rights. Water pollution will remain as long as present systems are, which we rely on for living our lives. It will be necessary to modify water use,Show MoreRelatedGroundwater Pollution and Drinking Water Scarcity Essay example1111 Words   |  5 Pagesprovide clean water for every man, woman and child on the Earth. What has been lacking is the collective will to accomplish this. This is the commitment we need to make to the world. Jean-Michel Cousteau The Issue: Recently, the issue of drinking water quality has become a matter of great importance. 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Assessing the Marks and Spencers retail chain - Free Essay Example

Sample details Pages: 11 Words: 3332 Downloads: 10 Date added: 2017/06/26 Category Fashion Essay Type Case study Did you like this example? Marks and Spencer is a British retail chain with over 800 stores in around 30 countries (600 in the UK). Food and clothing retail play a large part in the Marks and Spencer corporate strategy. The Marks Spencer business model has had to adapt to change and consumer trends over the years to maintain the companys position as one of the largest retailers in the world. Don’t waste time! Our writers will create an original "Assessing the Marks and Spencers retail chain" essay for you Create order Marks and Spencer (MS) is a heritage of the British retail and has been present for nearly 130 years. Throughout the years, several individuals have led the organisation and distinct patterns of leadership style can be observed. The impact of leadership style at MS will be compared to the organisations performance and critically evaluated against published leadership models. Covey, S.R. (1990) Historical leadership (1880-1990) (Mathieu) Until the middle of the 20th century, the customers and employees were divided in two classes: middle class and working class separating people who had money and the working class who hadnt. Additionally, women during this period seemed to have predominantly a reproducing role and did not have direct political power. Gender and classes have shaped the evolution of MS dominated by strong powerful males from its early days [Rippin A. (2005)]. The leadership of MS has been and still is dominated by men. Michael Marks founder of MS had the tra its of an entrepreneur. As the leadership was passed on through the family, increased competition within the heirs led to emergence of stronger characters. Michaels son, Simon Marks and later Simons brother in law Israel Sieff changed the leadership style towards a stronger dictatorial influence. Both Marks and Sieff families had been victims of violence especially during the war and controversially established an organisation with systematic symbolic violence and bullying [Rippin A. (2005)]. MS managed to blur the gaps between the social classes, at least on the fashion aspect by the type of clothes provided by the company. Working class women could at last afford and wear elegant and aspiring clothing deemed to a superior class. Derek Raynor took over in 1983 which was a major transition from a family business to a plc. In 1988, Sir Richard Greenbury concentrated on the operational and financial of the organisation. In the following year however, MS failed to transform signi ficantly and became reactive [Stockport G.J. (2000)]. As the environment became more dynamic, customers expectation changed, competition became fiercer but MS failed to keep up and adapt to the market. The family business became victim of their past success and lacking of a person with exceptional calibre to lead change through its professional debut. 2.0 Leadership transition Changes outside and inside MS In 1997 MS made over 1 Billion pounds of profit and accounted for over 16% of UKs clothing market. The company was then valued at 19 Billion pounds. (1997 Annual Report). 1998-1999 marked the start of an under performing period and share price plummeted by 40% [Cape Times Business Report (1999)]. As competitors such as Zara and Next took market share from the top end of the market while the same time value offerings were attacked by the supermarkets who were increasingly entering the same market. Peter Salisbury became CEO in 1999 and started to question the MS ways of working. He placed an emphasis on empowerment by reducing the number of hierarchical layer from eight to seven, and promoting a sense of ownership and decision-making in local stores [Stockport G.J. (2000)]. 2.1 Is there something missing Greenburys position came under threat as others in the ranks attempted to usurp him. For a short period, Salisbury was promoted to the post of Chief executive. However his tenure was short lived and after replacing much of the senior management team he left. On January 2000 the MS board appointed a new chairman from outside the business, Luc Vandevelde. Vandevelde was a Belgian accountant with a wealth of experience in managing food brands Covey, S.R. (1990) As Van der Erve points out, Vandevelde is a transformational leader. From the word go, he makes significant changes. Initially laying off over 4000 employees and Selling the European arm of MS [Van der Erve (2004)] and undertook a sale and leaseback of many of MSs properties. He also experiments with a new convenience store format in London. Vandevelde was a fairly aloof leader. In View (2005) quotes Vandevelde as advocating healthy selfishness. This means defining boundaries such as working hours and putting personal needs first while being willing to defend others. His emphasis was on being able to step back and develop thinking spaces. Vandevelde did appea r to reverse MSs fortunes and profits rose from a low of 146 Million in 2001 to 781 Million in 2004. Many critics have claimed that Vandevelde became increasingly detached from MS during his tenure. In addition to his role at MS he was also on the board of Carrefour and is a non-executive director of the mobile phone giant Vodafone, and Change Capital Partners [Independent (2004)]. In 2004 Cool hand Luc announced that he was stepping down. One member of the MS board was quoted as saying He read the boards mood precisely. We were fed up with how little time he was spending here, so we were close to asking him to leave. [Independent (2004)]. In June 2004, Phillip green saw the power vacuum, and made a bid for the company of 9.1 Billion. In what became characterised as a battle, newly appointed Chief Executive Stuart Rose, the recently also appointed Chief Executive, eventually defeated Green. After a good deal of campaigning Rose managed to persuade shareholders not to take u p Green on his bid. But as Stuart Rose had been with MS for over 33 years and had a passion for the business, he turned down Greens bid. Looking Rosy (Rose 2004 now) According to Covey, S.R. (1990) In 2004 performance was poor, with customers defecting to competitors. Investors were uneasy and showing signs of losing confidence. There was a lack of clarity about what the brand really stands for, even though it had a high profile and evoked strong opinions. Increasingly, key competitors were showing signs of becoming much more focused and effective. Marks Spencers Board was not particularly aligned., Its leadership team does not encompass the right mix of skills, knowledge and experience to enable the company to regain its long-held position as a market leader. This was the scenario which Stuart Rose stepped into, when he became CEO of UK retail giant, Marks Spencer, in May 2004. Rose was determined to: ÃÆ' ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒâ€šÃ‚ ¢make fundamental changes ÃÆ'à ‚ ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒâ€šÃ‚ ¢change from a bureaucratic old fashioned organisation into a modern dynamic force ÃÆ' ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒâ€šÃ‚ ¢implement the missing Shared Values to complete the transformational leadership model Stuart Roses new leadership model led to improved performance highlighting number of key features: He was very deliberate in managing key stakeholder groups to buy time to create confidence in his ability to lead out of its difficulties. This was especially important in dealing with the takeover bid and creating reassurance for investors that an independent MS under his leadership would create better returns. He inspired confidence that he could create value. In rejecting the offer from Philip Green of  £4 per share, he persuaded shareholders that the MS share price would rise far beyond that point. Today, it is trading in excess of  £6. He was clear and decisive about the leadership team he needed. This included taking some tough decisions about the make-up of that team, making it smaller and more clearly accountable, but also paying attention to signals about leadership culture. Covey, S.R. (1990) The plush headquarters at Barker Street, with all its hierarchical culture were swept away. At the same time as slimming down the top team, he simplified the management structure to make decision making faster, more accountable and transparent. Rose himself was regularly seen on the shop floor close to employees and customers and he expected his team to do likewise He immediately engaged with employees at all levels. A major side effect of the loss of confidence in MS was low employee morale. This had a direct effect on the way in which they interacted with customers stories of poor service from apathetic employees abounded. Coleman, J. (1990 Rose focused on re-building employee pride and commitment. But he was also ruthless in removing some long-term employee perks which had grown to beco me rights. He introduced more professional, performance based contracts for staff which were designed to reinforce and reward behaviours which support organisational performance. He took a personal interest in the product ranges and critical buying function of the organisation. MS long believed that buying was a generic skill, that a buyer of cabbages could equally well buy ladies fashions. But with buyers being rotated around different areas of the business, the result was that some key areas, notably clothing, lacked of coherence from season to season. Coleman, J. (1990 At the same time, he embarked on a major revamp of stores, supply chain management and advertising. The results were striking. But above all, the success of these changes are founded on confidence and belief in Stuart Rose as a leader. 4.2. 2.2 Roses style changes to autocratic For a number of years after stepping in, Sir Stuart was lauded by investors and retail experts alike. He was cre dited with refocusing and re-energising the business, giving it cachet among younger, more fashion savvy customers and making it more profitable. But these bouquets have turned to brickbats over the last year or so. First, Sir Stuart faced accusations in March 2008 that he was becoming too powerful after he surprisingly agreed to combine the role of chairman with his existing position of chief executive. Blackmore, J. (1999) Some argued that Sir Stuart garnered too much power and turned into an autocrat. But Sir Stuart has played up the necessity of decisive leadership at the time in which conditions on the High Street were deteriorating rapidly. [reference] On the other hand, others have cast aside doubts over claims that Sir Stuarts style has become too autocratic and place their faith in a man seen as one of the UKs most successful retailers. They will remember the trouble that MS was in when he arrived from Arcadia in 2004, losing market share to hipper and cheaper riva ls and struggling to argue a case for remaining independent. Bevan, J. (2002) His turnaround strategy proved highly successful and under his leadership, MS won back its reputation for offering value for money while a strong commitment to ethical values and an environmentally-friendly approach also had a beneficial effect 2.3 Gargantuesque ego in Roses Style Some investors felt that Sir Stuart garnered too much power, recognizing himself above the others or having Gargantuesque ego. Gargantuesque ego, popularly conceived as an over-inflated sense of self-importance, is a major stumbling block to effective leadership. Initially, Sir Stuart was brought in to lead Marks and Spencers to fill a CEO role, a position that provides significant decision-making power in all areas of the business. Sir Stuart had some strong ideas and asked vital questions about measurement, accountability and processes that come from his perspective and experience. However, his emphasis on getting resu lts, no matter what ran counter to the existing culture where people and relationships weighed in equally. Bevan, J. (2002) 2.4 Review of employees contracts Recently in 2008, a worker at MS who blew the whistle on the high street giants plans to slash redundancy terms for more than 60,000 staff was suspended and faced a disciplinary hearing. Adorno, T.W. (1950 MS plans to cut redundancy pay by up to 25 per cent as part of proposals triggered a fierce backlash among staff, which feared a widespread round of job cuts. ÃÆ' ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒâ€šÃ‚ ¢A memo showed that a typical 49-year-old employee with 30 years of service would see their possible pay-off fall from  £35,000 to  £26,000. ÃÆ' ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒâ€šÃ‚ ¢Those aged over 41 would get three weeks pay per year worked instead of the current 3.75, while staff aged between 22 and 40 would receive two weeks instead of 2.5. ÃÆ' ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒâ€šÃ‚ ¢The Business Involvement Group also war ned the MS board that the proposed changes had caused an unprecedented level of concern and anger with staff asking Why do people at the bottom get the sack on the cheap while the top bosses get large payouts even when they leave having messed up? Initially, when Sir Stuart Rose took the reigns, one of his main objectives was to have employee-focused goals for motivation and improved performance. This objective proved successful initially however recently, the shift of strategy with the announcement of the review of employee contracts caused unprecedented anger with some questioning around the autocratic leadership style practiced by Sir Stuart Rose. 2.5 Performance indicator (Christopher) Although the literature Davies, B. and Ellison, L. (1999) on the link between causal effect relationships of leadership on performance is fragmented and inconclusive, there is still a strong suggestion that different leadership styles influence organisational performance. Financial per formance of the company in this period shows a steady improvement of performance for MS year after year. The turnover increased from around 8.1 billion pounds in 2002 to around 9.1 billion pounds in 2008. The profit margin jumped from 4.13 per cent to 12.51 per cent in the same period (Figure 2). The share price, which indicates the confidence that external stakeholders have in the performance of MS, has recently plummeted after having done so well for a few years. From the time that Rose Stuart took over as CEO, the share price managed to reach a peak of  £7.42 (Table 3 and Figure 5, appendix). Table 2 also indicates a series of improvements under Stuart Rose of gross margin, return on shareholders funds, capital employed and return on total assets. These indicators show that the company was being run efficiently and effectively. This can be attributed to the leadership. 3.0 Temporal leadership model According to Davies, B. and Ellison, L. (1999) the different leadership styles observed in the history of MS have shown some impact on performance but cannot be exclusively the only influencing factor. The iteration of ledership adaptation with a changing environment and the speed of adaptation have increase over the last decades. Figure 1 shows the impact of the leadership style on performance over time depending. One can observed that changes in MS leadership style go through transition periods but one type a specific type of leadership doesnt have a direct correlation on performance neither in the short or long term. Van der Erve [Van der Erve M. (2004)] has drawn a model based on the leadership requirement depending on the organisation growth curve and economic development dividing the different categories in temporal comfort zones. Van der Erve argues that the model can help in selecting the right type of leader with desired skills and behaviour for the development of an organ isation. According to the temporal model, the early leaders (Marks) were Transformers, creative and innovator and quickly evolved into Builders, nurturing product niche. The organisation managed to further grow by expanding internationally. The drop in performance seems to have happened at a time where the leadership should have evolved in to the confronters zone, questioning the established culture and open up the organisation. The focus was targeted towards operational performance rather than challenging a long running family embedded culture and failed to establish a vision. Autocratic leadership was also accepted, at least not rejected in the last century due to the power of social classes in an instable period of World Wars was dictatorial political figures ruled by example. Davies, B. and Ellison, L. (1999) 3.1 Transformational leadership. While transactional leadership implies a steady state transformational leadership (Leithwood and Jantzi, 1990) is a more dynami c concept. The three key components of the concept are 1) the stimulation and development of a collaborative culture 2) contribution to the continuous professional development of teachers, and 3) expansion of the problem-solving capacity of the school. Transformational leadership provides the vision and inspiration that is intended to energise all members of the school community. It is about transforming organisations and creating new cultures in which collaboration is valued, systematic enquiry is assumed to be the proper basis of professional judgement and in which there are high levels of reflection and discussion of professional practice. It sets expectations high and assumes a strong sense of shared responsibility for attaining educational goals. Dimmock and Walker set this in a multi-cultural context: This type of leadership style seemed present in Marks and Spencer. 3.2 Transactional leadership. Transactions among people imply measured give and take. Services are render ed and rewarded when they meet approval. The concept is attributed to McGregor Burns (1978). He sees the transactional leader as setting the goals for the organisation and letting people know what needs to be done to achieve those goals. Faith is placed in systems, structures and data which will assist in reaching those goals. This is akin to exchange theory, a quasi market model of everything being weighed in terms of individual profit and loss in an economy where there is stability of value and currency. People know where they are, what they owe and what they are due. Leaders and followers are in fixed and recognisable complementary roles. It is a steady state founded on stability and efficiency in meeting short term goals. Transactional leadership does not appear to have any positive advocates but rather seems to be proposed as a foil to transformational leadership. Nonetheless, Leithwood (1992) warns against dichotomising the two concepts and argues that transactional leadership may be a stage on the way to transformational leadership. Davies, B. and Ellison, L. (1999) This style is present all the time as it offers the operational management to peform its role of carrying out transactions within the organisation. 4.0 Other models 4.1 Professional leadership. It is difficult to conceive of school leadership which is not professional, but it has been invested with a distinctive meaning by Sergiovanni and others. Sergiovanni argues that authority may be derived from different sources but one of the most compelling of these is the authority which comes from transparent professional knowledge and expertise. He or she must espouse professional values and possess appropriate professional knowledge and judgement. 5.0 Conclusion s been a trend in the last few years to move away from notions of management to rebrand movements, projects and organisations under the leadership banner. Management training becomes leadership development and senior management teams are being reincarnated as leadership teams. This is to create a distance between leadership and management, the latter seen as a more limited concept and too closely associated with managerialism, a somewhat discredited approach based on rational, scientific principles. Critics, such as Gerald Grace, for example, argue that much of this is smoke and mirrors, not so much a substantive change as a change of rhetoric. Others have made theoretical distinctions between the concepts, between focus on systems (management) and focus on people (leadership), between administration and innovation, short term planning and long term vision, accepting or challenging the status quo. Bennis and Nanus (1985) distinctions between doing things right (management) and doin g the right thing (leadership) has assumed an almost folkloric status. These categorical separations are, however, contentious. Some take the view that management is necessarily subsumed as an aspect of leadership while others argue that in practice, as well as in theory, there are people who lead and others who manage, and that many successful teams are combined of people who bring complementary roles and skills to their collaborative work. Ultimately, discussion of what is management and what is leadership is of less importance than what both are for. What is being led and managed? What lies at the heart of leadership? As a Leadership for Learning Network our position speaks for itself. Leadership in a school context, we contend, must first and foremost be concerned with the how, why and what of learning. The who refers, naturally, to children but is conditional on a milieu in which those who teach, those who lead, and those who manage are themselves exemplary learners.

Do People Learn Who They Are Only When They Are Forced Free Essays

Abraham Lincoln, one of the greatest leaders in American history who has votes himself entirely into the great reformation of the country, was not as dutiful as in his presidency before he become the leader Of United States. During his early political career, his opinion on controversy of slavery had always been neutral in front of public. Nevertheless, he showed his firmness and fortitude on reforming the social structure of the country after he had won his election. We will write a custom essay sample on Do People Learn Who They Are Only When They Are Forced or any similar topic only for you Order Now The difference between early and late politic career of Abraham Lincoln perfectly demonstrate that people need external force to achieve a new level in their career. Another person who depicts brand new self after tremendous life change would be Kimberly Ghana, the Chinese girl from â€Å"Girl in Translation†. In the book, the girl and her family have immigrated to the great united States. The cruel reality she was living in made her become strong and brave when facing others who bully and disdain her. Despite all the pressure, she managed to study hard and gained scholarship in new private school. The headmaster admired her resilience and talents. Eventually, the saying â€Å"chance favors only the prepared mind† has proven on Kimberly. Her outstanding academic impressed Yale University. How to cite Do People Learn Who They Are Only When They Are Forced, Essays

Role of Merger and Acquisition

Question: Write an essay on Role of Merger and Acquisition in Singapore. Answer: Introduction The purpose of this essay paper is to excavate the biggest marketing news of 2015 in Singapore. According to the market research, it has been determined that the merger and acquisition has become one of the most significant ways to improve the condition of the company (PwC, 2016). In the competitive world of business, there are many multinational companies doing same business, merger or acquisition helps the company to reduce the number of competitors and increase the service quality. In the budget of Singapore 2010, mergers and acquisitions (MA) schemes are introduced to enhance the service quality, customer loyalty in Singapore so the organizations can able to increase the capability of the business through these two processes. The mergers and acquisitions schemes are re-introduced in 2015 and 2016 again. Main Body of Analysis: Role of Merger and Acquisition in Singapore: The value of Merger and Acquisition has doubled in 2015, from the most trusted channel of Asia, it can be understood that mergers and Acquisitions help Singapore to jump up to US$101.2 from US$50.7 billion. In a span of just 1 year, the value has doubled. It is one of the successful merging so far in the world of economy (Garg, 2013). Before going deep into the study, it is necessary to understand the role of Merger and Acquisition in the growth of the organization. Besides acquisition, mergers can be taken place in various forms such as purchasing of assets, exchange of share with assets, purchase common share and exchange share for shares (https://www.accaglobal.com, 2016). There is Merger Efficiency theory, which is depicting the role of Mergers and Acquisitions. With the help of these theories, Merger and Acquisitions can be understood. There are several theories on this like Differential Efficiency Theory Inefficient Management Theory Synergy (Channel News Asia, 2016) Pure Diversification Strategic realignment for Changing Environment and Undervaluation Among the several other theories, two leading theories are Disciplinary and Synergistic Merger Motives. Strage, (2010) stated that Disciplinary mergers theory is suggesting that MA target such managers of firms, whose motif is clearly driven by the objectives not by the profit maximization (Strage, 2010). From the market research, What-when-how.com, (2016) depicted that mergers in Singapore are introduced by some specific objectives like here managers do not only focus on profit maximization but also concentrate on the profit maximization. On the other hand, Ahmad (2015) opined that Synergistic Merger Theory is opposite, in which firm mangers are trying to achieve the performance by combining the business with target. From the above chart, the significant MA can be extracted. Impact of the takeover on the market of Singapore This takeover has significant impact on the growth of the entire nation. The positive impacts of the merger and acquisition of the companies on the shareholder are going to be depicted. Quality: Service quality of Singapore airline industry can be improved through this successful takeover. Acquisition helps to improve the service qualities well as the productivity of the organization (Reed and Lajoux, 2011). With the successful takeover, the organization can able to improve the performance of the organization. Even the governing body of Singapore is showing interest in this acquisition process. Cost: At the time of acquisition, parent company or Giant Company has to pay a sum of money and later this takeover helps to reduce the cost of the company related to service (PwC, 2016). Due to the amalgamation, the company can reduce the operational cost of the company and later this cost can be implemented in the welfare of the tourism industry. With the help of the takeover, the management of the organization can able to provide better quality service to end users in low price (McManus and Hergert, 2012). Customers: Service users are the prime stakeholder of every organization. Companies should judge the purchasing behaviour of the customers and demand of the customers. Based on the two factors, customers service can be allocated to the customers. This takeover enables the customers to avail better service in low price (Iras.gov.sg, 2016). Often it is seen that the customers are complaining about the short hauls but now with the integration of short haul situation can be resolved. They are going to get best service from that giant company. Competitors: Competitors are another significant aspect of every company. This acquisition facilitates the customers of the organization to avail better service without spending much. It is a posing threat for other airline industry of same and different countries (Scribd, 2016). The airline industry is full of competitors but due to this acquisition, at least one competitor is eliminated. Acquisition may allow the other competitors to coordinate with the price increases. Negative Impacts of this takeover Apart from the positive factors, this takeover comes with several negative aspects also. Shift of power can be the major problem in future (Maji, 2013). Small companies can able to take own decision but still the power shifts from one hand to another and this can affect the organizational structure. Organizational structure and culture can also be affected due to this. The company, which has merged needs to bring significant changes in culture and structure of the organization; otherwise, it is impossible for the organization to sustain their position (Singapore Business Review, 2016). Employees are the key stakeholder of the company and takeover can affect their performance. This increase the tendency of switching companies, management should provide them training to retain them in the organization. Shareholder is the major issue of the company, due to takeover, often it is seen that shareholder looses all their faith on the company (PwC, 2016). At the time, merging powerful companies have taken over less powerful companies so the employees or shareholder may believe that the financial position of the less powerful company is not well enough so they try to search new companies (Bessembinder and Zhang, 2014). On the other hand, acquisition may have negative impact on the service level. Acquisition can be quite confusing in terms of lost relationship with the existing valued customers, transmission of sales positions and commission rate (Garg, 2013). Recommendation From the analysis of the paper, it can be determined that the merging and acquisition has significant impact on the growth of the market as it helps to increase the growth of entire industry. Along with that the entire shareholder are benefitted due to this decision. If it judged from the marketing aspect, it has been seen that it is the best decision in the Singapore so far. This takeover helps to improve the economy of the country. Conclusion From the above discussion, it can be concluded that Mergers and Acquisitions are the major profit for every company as well as for nation. With the successful takeover of the small companies by large companies has significant impact on the growth of the Singapore Business. With this successful growth, the governing body of Singapore can able to increase their GDP (Ahmad, 2015). To run the business operations smoothly, it is necessary for the management of the organization to track the resources and activities of the organization and then apply the strategies in the organizational process (https://www.accaglobal.com, 2016). The scope of the marketing is depending on the size and large company is always at the profitable position in terms of Mergers and Acquisitions, so the marketing manger should take the decisions effectively. References Ahmad, A. (2015). Corporate Governance in Banks Undergoing Merger and Acquisition. SSRN Electronic Journal. Bessembinder, H. and Zhang, F. (2014). Overreaction to Merger and Acquisition Announcements. SSRN Electronic Journal. Channel NewsAsia. (2016). MA deals in Singapore almost double in 2015. [online] Available at: https://www.channelnewsasia.com/news/business/m-a-deals-in-singapore/2335556.html [Accessed 6 Jun. 2016]. Garg, S. (2013). Merger and acquisition ppt. [online] Slideshare.net. Available at: https://www.slideshare.net/SwatiGarg2/merger-and-acquisition-ppt [Accessed 6 Jun. 2016]. https://www.accaglobal.com, A. (2016). Mergers and acquisitions in Singapore | ACCA Global. [online] Accaglobal.com. Available at: https://www.accaglobal.com/in/en/member/accounting-business/insights/ma-singapore.html [Accessed 6 Jun. 2016]. Iras.gov.sg. (2016). Mergers and Acquisitions Allowance - IRAS. [online] Available at: https://www.iras.gov.sg/irashome/Businesses/Companies/Working-out-Corporate-Income-Taxes/Claiming-Allowances/Mergers-and-Acquisitions-Allowance/ [Accessed 6 Jun. 2016]. Maji, M. (2013). Merger and Acquisition in Information Technology Sector. SSRN Electronic Journal. McManus, M. and Hergert, M. (2012). Surviving merger and acquisition. Glenview, Ill.: Scott, Foresman. PwC. (2016). Encouraging innovation and internationalisation. [online] Available at: https://www.pwc.com/sg/en/singapore-budget-2015/bc01-03.html [Accessed 6 Jun. 2016]. PwC. (2016). Mergers and Acquisitions. [online] Available at: https://www.pwc.com/sg/en/deals/mergers-acquisitions.html [Accessed 6 Jun. 2016]. Reed, S. and Lajoux, A. (2011). The art of M A. New York: McGraw-Hill. Scribd. (2016). Theories of Mergers. [online] Available at: https://www.scribd.com/doc/22679793/Theories-of-Mergers [Accessed 6 Jun. 2016]. Singapore Business Review. (2016). Year in review: Here are the ten biggest mergers and acquisitions in Singapore for 2014. [online] Available at: https://sbr.com.sg/commercial-property/in-focus/year-in-review-here-are-ten-biggest-mergers-and-acquisitions-in-singapo [Accessed 6 Jun. 2016]. Strage, M. (2010). Acquisition and merger negotiating strategy. New York: Presidents Pub. House. What-when-how.com. (2016). MERGER AND ACQUISITION: DEFINITIONS, MOTIVES, AND MARKET RESPONSES (Finance). [online] Available at: https://what-when-how.com/finance/merger-and-acquisition-definitions-motives-and-market-responses-finance/ [Accessed 6 Jun. 2016].