The Greatest Prime Minister in Canadian History for Promoting Ethnic Essay

The Greatest Prime Minister in Canadian History for Promoting Ethnic Diversity and Communities was Pierre Elliott Trudeau - Essay Example Announcements and approaches which were focused on making a different network were then made under his locale (Wood, Gilbert, 2005). The nonstop plan of Trudeau and the manner by which he advanced multiculturalism is one which keeps on being utilized today with activities through the strategies and political activities which were first executed by Trudeau. The idea of multiculturalism was pushed by Trudeau due to the changing atmosphere and condition in Canada and the world. Trudeau came into power after World War II and through different world unrests dependent on social decent variety and ethnic uniformity. Canada was additionally encountering a lot of foreigner weights from different areas, explicitly which started as a balance from World War II. The social weights of this time depended on the longing to offer minorities a similar potential as others in the public eye while coordinating chance. Trudeau followed these social weights and marks of disgrace with his own vision of making an ethnically differing set of networks through strategies and methodology expected in the public eye (Driedger, 2001). When Trudeau came into power in 1968, his fundamental plan was to advance the idea of ethnic assorted variety. From the seventeenth century, Canada had an enormous convergence of movement that came into the nation. Prior to this time, there were additionally decent variety advancements as far as both Aboriginal land and the individuals who had discovered the contemporary country of Canada. As this developed and kept on partitioning, ethnic networks started to be progressively noticeable inside the Canadian regions, explicitly in light of physical and racial contrasts. The biggest flood came during the World Wars, in light of those from Europe that started to relocate to America from the war. Asian people group additionally started to build up during this time. As the racial contrasts were noted, it was likewise expected that a

Are private equity buyouts in the best interest of a company (2.3) Essay

Are private value buyouts to the greatest advantage of an organization (2.3) - Essay Example g cost and administrations time are viewed as useless by privately owned businesses (Pietersz, 2007).However, investors will require itemized clarification of the advantages of such a system. Through buyouts, the incomes of a firm are improved. The estimation of a firm is the current estimation of all the future expected incomes (Bierman, 2003). In view of a diminished money outpouring, the current estimation of PE will be improved. The extra money inflows emerge from tax cut of extra obligation financing. The adjustment in capital structure will empower the firm diminish its assessment base at henceforth enhance the incomes of the business. There are the two points of interest and detriments of private value buyouts. Purchasing of wasteful performing organizations and rebuilding them to gainful endeavors benefits the entire economy and the proprietors. Through end of these wasteful aspects, they make extra riches to the investors by expanding their arrival on the speculations. After a buyout, the capital structure of the firm permits the firm to perform higher intrigue charge reasonings from their pay articulation (Cendrowski, 2008). Expanded duty shield advantage decreases the assessment risk of the firm. What's more, the supervisors of PE have the mentality of accomplishing their objective inside the most brief term conceivable and make the deals at a benefit. The benefit rationale of the supervisors is answerable for the improved estimation of the firm. Besides, private values are preferable overseen over the traded on an open market organizations. Supervisors in of the PE rewards are pegged on execution. All the more still, the administrators are now and then required to place a material extent of their interest in the speculation. This would guarantee that they to stay worried about the company’s execution on the grounds that any misfortune that may emerge will likewise be borne by them (Colvin, n.d). Private value additionally utilized better officials by offering them significant compensations. What's more, the obtained organization additionally stands to profit by the PE buyout (Cendrowski,

Q A

Q A In response to my latest entry on being in a fraternity: Leo asked: 1. How large are the individual rooms in a frat house(or in your case)? 2. Is it a expensive activity to pursue? My response: 1. While I cant honestly say Ive been to every house, Ive been to several, and the rooms are pretty large. Some FSILGs have anywhere from singles to quints, but normally everyone has ample space to live and enjoy. For example, my current room has 3 couches, 3 mini fridges, a 26 TV, and then some. 2. While this is speaking from personal experience, I think living in a fraternity is on par if not a little less expensive than living in a dorm. Anonymous asked: If I get financial aid from MIT, is there any way I can get some for the greek societies as well? My response: I dont know. I would ask Moneyman. Anonymous (2) asked: mit is a pretty hard and rigorous school, right? do u even have time for fraternity life? do they schedule their agenda around academics? i estimate that it is all about time management. My response: MIT is a pretty hard and rigorous school, but I find that you can make time for fraternity life still. I dont really see it as a requirement but something that I enjoy doing. Ive also found that being in a fraternity gives you access to a lot of upperclassmen who can help you with your classes, etc. Yes, a lot of it is all about time management. Feel free to keep asking questions, and Ill answer as I get them.

Dante s View Of Hell And Purgatory - 1251 Words

When one thinks about the idea of hell, they often find their minds wandering back to the great work of Dante Alighieri in The Inferno, or better known as Dante’s Inferno. In this story, Dante is lead through the nine circles of hell with his tour guide, Virgil the Roman poet to meet the final destination of heaven. â€Å"Major and startling innovations, such as the choice of the poet Vergil as Dante s guide through both hell and purgatory and the inclusion in the Comedy of characters taken from classical antiquity, demonstrate the importance that ancient Roman literature, history, and mythology held for the chief imagination of Christendom, as Yeats defined our poet,† (Scott). While this text not only demonstrates the ancient Roman†¦show more content†¦While Christianity has been divided into many different churches such as the Catholics, Baptists, and Presbyterians, the same theological ideas remain. It is generally believed that one who does good actions wil l be rewarded with the right to enter Heaven. While those who display negative moral actions will be forced into the fiery gates of hell. This is the man basis of religion in America. There are many other types of religions that have the same type of ideas. â€Å"Death could scarce be more bitter than that place! But since it came to good, I will recount that all that I found revealed there by God’s grace,† (Pg. 28). Thus, as so many people believe in religion and the ideas behind it, it is easily seen that the threat of hell is something that can alter the actions of humans. Even America was founded on the idea of living under God, as stated in several documents. If the threat of hell was nonexistent, or had no profound effect on human actions, then religion wouldn’t hold such a high standard in any society. â€Å"In accusing the popes of making gold and silver their gods, Dante is repeating the characteristic denunciation of idolatry leveled by the Old Testam ent prophets against religious authorities,† (Franke). Religion holds a high position in everyday life’s, even Dante, as it does present the threat of hell which will change a person’s actions. Similar to religious reasons, the threat of hell does affect a person’s moral actions

Hamlet, By William Shakespeare Essay - 1559 Words

Hamlet, by William Shakespeare, focuses on the life of Prince Hamlet and his quarrels with: death, despair, deceit with the demented definitions of our dimension. Shakespeare, rather than reduce his Hamlet to simply a ‘melancholy prince’ enables him to slide along the spectrum of melancholy and joy, celebrating the diffà ©rence of that binary, moreover bringing the character to a death he both craves and fears. Hamlet lives in the extreme of death notwithstanding deceit: with his uncle/Claudius, killing his father/Old Hamlet, his love/Ophelia, being lost and ultimately dying, him killing Ophelia’s father/Polonius, killing Polonius’ son/Laertes, killing Claudius and Claudius killing Gertrude/Hamlet’s Mother, ultimately Hamlet dying, then after it all we find out that Rosencrantz and Guildenstern died. Above all the black bile of his own creation, Hamlet thoroughly enjoys himself, going as far as to joke while he is being strangled. â€Å"I prithee take thy fingers from my throat† (Act V, Scene i): the trace of this humor is what follows the morbidity of Ophelia’s funeral turning the despair of the funeral goers to an awe of the spectacle, morbidity becomes a leaf on the wind. What extenuates the humor of this scene is Hamlet’s infamous skull-monologue uttered prior to this incident. Since, in theatre, comedy is the effect of opposite expectations. Though not completely effacing Hamlet’s previous soliloquy. Hamlet changes the diction. By first grasping the audience’s attention with,Show MoreRelatedHamlet, By William Shakespeare880 Words   |  4 PagesWilliam Shakespeare is praised as the pioneering English poet and playwright whose collection of theatrical works is regarded as the greatest artistic value throughout the history of English literature. Shakespeare delved into the spiritual and mental component of humanity and the consequences that arise from this human spirit when it is disputed. The most famous revenge tragedy play, Hamlet, is an excellent illustration of Shakespeare’s philosophical study of human nature. In Hamlet, the arguableRead MoreHamlet, By William Shakespeare899 Words   |  4 PagesWilliam Shakespeare, author of Hamlet, was a well-known author in the 1500s and is still popular today. He was born on April 24, 1564 in London, England. Although there were no birth records at that tim e, it shows he was baptized one year prior to that, which leads us to believe his birthday was in 1564 because children were normally baptized a year after their birth. Shakespeare’s writing style was very different than others at that time. He used many metaphors and rhetorical phrases, and most ofRead MoreHamlet, By William Shakespeare996 Words   |  4 PagesHamlet, written by William Shakespeare, with out a doubt holds the most famous soliloquy in English history spoken by Hamlet in Act III, scene i, lines 57-90. This soliloquy holds much importance to the play as a whole because it ties together the reoccurring themes of suicide and Hamlet’s inaction portrayed by Shakespeare. Hamlet poses a problem, which is the driving force of the play: â€Å"To be or not to be?†(III.i.57). Shakespeare uses this logical question asked by Hamlet to drive out his underlyingRead MoreHamlet, By William Shakespeare1178 Words   |  5 Pages In William Shakespeare’s play Hamlet, the protagonist suffers from struggles with major characters, especially with the women in his life. While reading the play Hamlet, Hamlet appears to be a disillusioned man. Throughout the play, Shakespeare has only casted two females: Gertrude and Ophelia. Gertrude is defined to be incestuous, naà ¯ve and cold-hearted. On the other side, Ophelia is characterized to be ignorant, innocent and fearful. After the quick marriage of his mother and evil uncle, Hamlet’sRead MoreHamlet, By William Shakespeare1308 Words   |  6 PagesHamlet is arguably one of the greatest tragedies in all of literature and when most people think of tragic plays, they think of none other than the one who wrote it, William Shakespeare. This classic story of revenge excites it’s readers with its main character, Prince Hamlet, who goes through the unique human-like process of revenge that is often overlooked. Many other stories rely heavily on the logi c of good people doing good things and bad people doing bad things just for the sake of their natureRead MoreHamlet, By William Shakespeare Essay1453 Words   |  6 PagesHamlet by William Shakespeare explores many aspects of mankind--death, betrayal, love, and mourning. Out of these, the most prominent theme in this play is death in the form of suicide. The main character, Hamlet, finds himself questioning the quality of life and the uncertainty of the afterlife once he discovers news of his father s death and the corruption in the kingdom that follows. Ophelia, Hamlet’s lover, is found dead later in the plot and is presumed to have committed suicide. In Hamlet’sRead MoreHamlet, By William Shakespeare1146 Words   |  5 PagesA character so complex, enticing and fascinating, his name is Hamlet. We are all Hamlet, and that, is the argument. Hamlet is an enigmatic character with many flaws. These flaws are the ones that prove similarities between us and him. A play so popular and significant is due to its huge relevance to us as a society. In the play Hamlet, William Shakespeare uses Hamlet’s character and metaphor to demonstrate that when one is left alone to their thoughts, these thoughts overtake reason. ConsequentlyRead MoreHamlet by William Shakespeare1456 Words   |  6 PagesThe play Hamlet, by William Shakespeare, takes place in a time where the impossible was a part of the lives of everyday people. Occurrences that people in the modern time would believe unbelievable. Yet, with just a quill and parchment Shakespeare’s is able to connect the past and present by weaving a plot with skill that is still unparalleled to this day. The play Hamlet this exceeds this expectation by revealing depth of Hamlets, the protagonists, character personality through the useRead MoreHamlet, By William Shakespeare1920 Words   |  8 PagesIn the play Hamlet by William Shakespeare, the character Hamlet must deal with both external and internal conflict. Hamlet encounters many struggles and has trouble finding a way to deal with them. With so many corrupt people in his life, Hamlet feels as if there is no one that he can trust and begins to isolate himself from others. A result from this isolation leads Hamlet to become melancholy. Hamlet struggles with suicidal thoughts, wants to kill King Claudius, and is distraught over his mother’sRead MoreHamlet, By William Shakespeare846 Words   |  4 Pagesalways been a contemplative topic. In Hamlet, the main character Hamlet thinks to himself about suicide. Hamlet was written by William Shakespeare. Shakespeare wrote Hamlet between 1599 and 1602. William Shakespeare is one of the greatest playwrights in history. Hamlet is about Prince Hamlet of Denmark who is trying to find out about the death of his father after his father s ‘ghost’ comes to him telling him it was his uncle who had killed him. While Hamlet contemplates suicide he gives his famous

Hrm598 Case Study 2 Free Essays

HRM 598 Case Study: Getting and Using Compensation Information â€Å"Compensation is a systematic approach to providing monetary value to employees in exchange for work performed. Compensation may achieve several purposes assisting in recruitment, job performance, and job satisfaction. Compensation is a tool used by management for a variety of purposes to further the existence of the company. We will write a custom essay sample on Hrm598 Case Study 2 or any similar topic only for you Order Now Compensation may be adjusted according to the business needs, goals, and available resources. The three careers I chose for this case study are Public Relations Specialist, High School Teacher, and Project Coordinator. The reason for me choosing these specific careers was that I’ve held each one at some point in time. In this case study we will examine why each job has different salary ranges and why. Question #1 Doing this research I’ve come to find that out of the three jobs that I selected, a project coordinator is paid the most on average. The project coordinator is paid $89,509 a year on average. I was shocked to find out that out of the three careers chosen, that a public relations specialist is paid the least of all three. The public relations specialist on average is paid $45,931 a year. I expected that the project coordinator position would be the highest paid out of the three, however I did not expect for the teacher to be paid more ($53,447 a year on average) than the public relations specialist. I expected the teacher to be paid the least of all three. Usually teachers are thought to be paid the least when comparison to other professions. Some factors that could play a part in the difference could be number of days worked (teachers usually have a 9 month work year), levels of responsibility the job carries (project coordinators are generally in charge of seeing an operation through from beginning to end) whether or not the company is private or state funded (teachers are usually employees of the state, less money is involved) are some factors that could possibly be the differences in pay just to name a few. Question 2 Different jobs come with different benefit packages, and that’s just how the cookie crumbles. Project coordinators on average make $7,217 on average a year in bonuses. The project coordinators have the highest bonuses out of three companies selected. Next out of the three is public relations specialist. The public relation specialists on average make $532 in bonuses a year. Lastly we have the teachers. Teachers make $0 in bonuses a year on average. Teachers may have the most important job in the public eye, but in terms of bonuses there is no merit to issue bonuses. Teachers are expected to show up and teach the students so that they will do well on the state test. The project coordinator on the other hand makes a nice little penny when it comes to bonuses. Project coordinators have a lot of tasks to accomplish with a short period of time to do so. When deadlines are met or beat certain bonuses may be awarded. Bonuses in this field are performance based. When dealing with public relations specialist it’s tricky to talk about bonuses. Some factors that effect bonuses in this field are, is the company private owned or are you working for a person, what field you are doing PR in just to name a few. Depending on what pay scale the company has in place could affect how bonuses are set up as well. Question#3 Stock options are benefits in the form of an option given by a company to an employee to buy stock in the company at a discount or at a stated fixed price. With the data that was present for these three careers, there was no stock option information available. To me the Teacher is the only professions out of the three that I think aren’t allowed stock options. There are no stocks in public schools, so you can’t earn something that doesn’t exist. Project coordinator and public relations specialist are entitled to stock options. The determining factors to whether or not stock options are made available lye solely with company. If the company offers stock options, the people who are in the public relations specialist and project coordinator positions are eligible, it just depends on the company. Teachers can’t get them, because they are not offered in that public sector. Question4 After reading the job descriptions for the three careers I chose, I found the program coordinator and the public relations specialist descriptions were pretty much right on the money, however the teaching description was acking and left a lot to be desired. The description for the program coordinator was right on the money. It gives you an accurate run down on what’s expected from the position, and what is required to fulfill the position at its maximum capacity. The description I read for the public relations specialist may have been the best one. The description given for this job painted a clear and accurate picture of the position. From my personal experience the description I read for the teaching position was generic and lacking of substance. It didn’t quite detail what the job entails in detail. I think the descriptions were worded to give the job seeker an overall view of the job. Question #5 After researching these positions in my local area my findings were not that surprising. The area I did my study for was Chicago, IL, and Chicago wages are a lot higher than most other cities. The reason why I think Chicago wages are higher than most is due to the cost of living for one. Another is the Illinois state tax is higher than most cities as well. Location is one of the biggest reason I can say as to why the pay grades are higher here in Chicago. Some factors that play a part in location that effects pay could be, but not limited to; crime, taxes, cost of living, and environmental conditions. With the public relations specialist, and program coordinator positions, their pay is 7% higher in the city of Chicago. Teachers in Chicago on average make $14,670 more than the average stated on the websites. These findings really weren’t surprising at all, they were sort of expected. Question #6 The information on this site would be very beneficial to a graduate fresh out of college doing their contract negotiations. I would use the information in my negations by starting off with getting a clear understanding of my duties going off the description set forth by the website. The website gives good information to start a salary negotiation, because it gives you a median to start your negotiation off with. When doing these negotiations I would show the median numbers for the task set forth by the description giving. A few factors that might have a bearing on the salary could be but not limited too; location, the company’s’ revenue intake, years of experience, and education level just to name a few. Question #7 The labor markets for these particular jobs are large in the sense of the fact that these careers have markets all over the world and in many different fields. When talking about labor markets you have to remember that labor markets may be local or national in their scope and are made up of smaller, interacting labor markets for different qualifications, skills, and geographical locations. They depend on the exchange of information between employers and job seekers about wage rates, conditions of employment, level of competition, and job location. People working in the three fields I’m covering in this case study are recruited all over the country to fill positions they are qualified for. The geographical location of these jobs plays a huge part in the salary wages paid out. After doing some research it seems like southern rural states have the lowest paying wages. Using the â€Å"teacher† position for example, a teacher starts of at $32,400 a year in Jackson, MS, but that same teacher would start of at 44,230 a year in the suburbs of Chicago. Geographical location plays a major part in wages. In the States of Mississippi, Alabama, Tennessee and Georgia all these positions are paid less than states such as Illinois, New York, Washington D. C, Florida, and Dallas. Question 8 The median teaching salary was $52,447 on average for the year. The minimal salary is $34,327, that’s an $18,120 difference. Geographical location plays a huge part in these wages and the differences. Like I stated before the rural and southern locations generally have the lowest wages. The highest pay on average for a teacher is $71,093 a year, that’s an $18,646 difference from the median salary. The median salary for a public relations specialist is $45,931 dollars a year. The minimal salary for this position is $34,121 a year, there’s an $11,810 difference in the pay. The highest level of pay for this position is $55,657, there’s a $9,726 difference. In this position, bigger cities have the best market for this career. A program coordinator income on average is $89,509 a year. This career is paid rather well. The lowest average salary is 68,779 a year, that’s a $20,730 difference. The highest pay on average for this position is $116,436 a year, that’s a $26,927 difference. The higher pay is usually located in major cities, with large populations. There is a large number in variations in these salaries. Some factors that can play a part in these variations are but not limited too; education, geographical location, years on jobs, the employers financial state just to name a few. Question #9 The information on www. salary. com is very sufficient. What makes me think this that they covered all bases? I feel they go above and beyond, especially the fact they have their compensation consultants create a composite view for each job using a proprietary mathematical model built by Salary. om. The model takes into account the statistical reliability of each data point, the robustness of the data within each data point, the effective date of the data reported, and the industry, geography, or company size biases within each survey. What else leads me to believe that the information is accurate is that they also have their compensation consultants have collected an d reviewed data covering more than 29 million individuals working at more than 16,000 companies. The implications of using inaccurate data can be fatal to the potential employer and employee. Having the wrong salary information could have an employer paying an employee too much for the position, and or vice versa. The implications of wrong salary data could be very detrimental. It could affect the employer and or employee for a long amount of time. Question 10 Although salary. com is free and has tons of useful information, hiring a consultant could still be very beneficiary to the company. The information provided on salary is gathered from a wide range of data. Information gathered for the site may lean heavily toward a particular geographical location. Hiring the outside consultant could give you the actual numbers in your geographical area. The consultant could possibly provide more realistic numbers for the company. The hiring of the consultant could also be done to double check or just verify the numbers for the company’s own edification. Question 11 As a manager you have many responsibilities, and one of those responsibilities is paying your employees. As a manager there are a few reasons I could think of to justify paying an employee more than what salary. com suggest. One reason is internal equity. A manager should review the experience of the employee in relation to his position on the salary scale when justifying his or her salary. Another factor is that of external equity. A manager should review the employee’s prior salary history. Another factor is market forces. Managers can justify offering more money in a period of economic growth, particularly when numerous companies are competing to attract the best employees. Another factor that may play a role in offering more than salary. com could be geographical location. If the cost of living is steady rising, a manager might offer more to compensate in that rise of the cost of living. These are a few factors that would heavily influence my decision as a manager. Completing this case study enlighten me on many things that I would have never thought of. I never imagined that the teacher would be making more than the public relations specialist. Another thing that this case study opened my mind up to was location. Geographical location can be the difference in thousands of dollars of pay. Geographical location embodies a lot of sub factors. Some factors are but not limited to taxes, cost of living, and weather and work conditions. This case study was very insightful and beneficial. Bibliography 1. ) www. salary. com 2. ) http://smallbusiness. chron. com/managers-justify-paying-employees-high-low-14526. html 3. ) http://swz. salary. com/docs/salwizhtmls/methodology. html 4. ) http://smallbusiness. foxbusiness. com/legal-hr/2011/04/25/picking-best-pay-structure-business/ 5. ) http://www. mde. k12. ms. us/school-financial-services/school-financial-services-teacher-salary-schedule 6. ) http://money. usnews. com/careers/best-jobs/public-relations-specialist 7. ) http://www. indeed. com/salary/Program-Coordinator. html 8. ) http://www. wikipedia. org/ How to cite Hrm598 Case Study 2, Free Case study samples

Objectives of Maxis Mobile - Marketing Plan Essay Example for Students

Question: What areObjectives of Maxis Mobile? Answer: The company deploys the use of sophisticated technologies that connect and enrich people's lifestyles irrespective of their location and distance from one another. Maxis group endorses growth and support services to the customers in a manner that attempts to improve the company's effectiveness and overall performance. Another objective of Maxis is bringing a social-economic development in the business environment to promote education, health, and agri-business within the community. The company looks forward to integrating information and communication-based technology in an attempt to establish and enable corporate responsibility towards connecting customers in different locations. Company analysis For ensuring sustainable development in the business environment, companies should clearly understand the factors surrounding their day to day activities. Just like any other business environment, Maxis is surrounded by many factors that go beyond the management's control and may affect the business operations either positively or negatively (Kaplan Norton, 2001, p. 100). It remains important for management to analyze the effects of external environmental factors on the telecommunication activities of the company so as to determine the definite potential of the business. Macro Environmental Factors The PESTEL analysis helps business managers to develop effective strategies based on the enterprises current position in the market and come up with sound policies for accomplishing the already set goals shortly (Yuksel, 2012, p. 52; Yeates, 2002). Below is a detailed analysis of Maxis Mobile Company Macro environmental factors explaining the companies present outcomes. Legal-Political Factors Political, environmental factors comprise of government's concern towards employment rules, consumer protection laws, tax laws, health and safety requirements, trade restrictions, and environmental regulations (Yeates, 2002, p. 88). It is the responsibility of Malaysian government to ensure that the services offered by Maxis satisfy consumer demands and that every customer feels contented with the telecom services provided by the company(Yuksel, 2012, p. 90). The company must comply with the employment laws set by the external government by ensuring equal job opportunities for the qualified personnel in both the home and foreign markets.Politically stable business environment impacts positively to the company's overall productivity. Maxis always remains updated of policy changes by the Malaysian government regarding telecommunication sector and even to the business industry as a whole(Dreher, European Journal of Political Economy). In this regard, Maxis Mobile company is licensed to offer telecommunication services both domestically and internationally, something which enables the company to enjoy substantial economies of scale in the telecom industry. Economic Factors Economic factors cannot be controlled by a firms management and therefore, affect the cost of capital and purchasing power of Maxis. Economic factors include inflation, currency exchange rates, interest rates, monetary and fiscal policies, price levels and charges, education, and unemployment rates (Kose, et al., 2003, p. 1216). One of Maxis's vision statement is meeting the economic needs of Malaysia by providing education, employment, and encouraging shareholders to keep investing in the company. Management of the business strategies channeling its efforts to building an environment that fall within all unpredictable changes in the economy. The Economic slowdown and depressions in the foreign markets results to an overall decline in domestic consumption of Maxis telecom services by the principal stakeholders (Faulkner De Rond, 2000, p. 206). India remains ranked as a developing country with a lot of potential growth bestowed in telecom industries operating within the nation. The e xcellent Gross Domestic Product(GDP) 7 percent rate in Malaysia provides an ideal ground for a sustained growth of Maxis mobile corporation (Faulkner De Rond, 2000, p. 200). In the world's service sector, Maxis emphatically commands a firm base that is anti-economy depressions, caused by unfavorable fiscal and monetary policies. Social-Cultural Factors Social factors impact significantly on the consumer needs and both the existing and potential market size for Maxis company's services. Examples of social factors are population growth, population age, health attitudes, social welfare, and domestic structures (Sanyal, 2005, p. 139). Customers mindset, ideas, and perceptions impact mostly on Maxis' service provision in the market. The society's beliefs, norms, customs, and behavior dictates the manner by which the company conducts its business operations (Reich Benbasat, 2000, p. 85). The population structure of Malaysian people remains complicated for Maxis to understand since it comprises of subpopulation segments each possessing their unique values, beliefs, and customs.Customers tastes and preferences on the company's services requires the management to remain aware of the society's preferences to promote growth (Need, 2006, p. 50). External and internal integration of organizational cultures maintains a continuous interaction of peoples attitudes and behavior in a manner that things get done in the right order (Thornton, et al., 2011, p. 88). Internal integration involves socialization of new members in the company, creation of-of close links of the firm and a feeling of identity among the staff thereby improving the staff morale. Technological factors Technology influences investment decisions, make or buy choices, barriers to entry in the market, and investment based incentives (Kshetri, 2007, p. 50). Technological factors include production efficiency, research and development, knowledge management systems, network coverage, changes in market trends, and intellectual property (Kshetri, 2007, p. 38). The role of technology in organizations involves assessing the challenges that have an effect or potential effects in altering the day to day operations of a firm.Technological phase in business keeps getting more rapid, and in most times its impacts in a company's market cannot be predicted. In particular, the telecommunication industry is faced with rapid changes in technologies and therefore Maxis company keeps updated of technological advancements in the market so as to continue thriving (Kshetri, 2007, p. 56). The company adopts the use of sophisticated technologies that assist in providing high-quality services to the world mar ket and thus gaining a competitive advantage over the key competitors.Environmental FactorsThe surrounding environment of business remains relevant for any industry to thrive in both home and foreign market. With the universal globalization significance in the telecom industry, environmental factors affect their performance. Environmental factors include climate change, weather factors, and geographical location of the business (Trkman, 2010, p. 125). Natural disasters and adverse weather cycles pose a significant danger for companies to carry out their activities in certain locations. For gaining location advantage, the government establishes its network boosters in situations that make it possible for smooth flow of network from a region to another. The company strives to meet the requirements of the law that state that it is illegal for the company to dump their waste products unnecessary in the environment (Halme Huse, 1997, p. 140). The business climate should be healthy to ma ke both the owners and stakeholders happy of their dedicated actions towards promoting sustainable development in the corporate sector (Calantone, et al., 2003, p. 99). Weather issues create logistical challenges in the telecom service production by the company. Micro Environmental Factors Microenvironmental factors are elements in the immediate surrounding of an organization that affects its decision-making process and performance. Although microenvironmental factors may be controlled by the management, some of them acts as external factors and thus may not be fully controllable (Walker Brown, 2004, p. 580). The management of Maxis company should understand the macroeconomic factors affecting the provision of telecom services so as to prepare efficiently and plan the strategies to apply in an attempt to establish long term development. The most important stakeholder in any company is a client. Maxis focuses on successfully attracting a broader customer base so as to increase its overall profitability. The clients of the business demand high-quality telecommunication services (Walker Brown, 2004, p. 578). Partnering with the target market assists the company to win more customers from the market. However, this is not enough for the company to meet its set objectives. Maxis company should, therefore, develop an effective marketing campaign program to inform customers of its new offers (Bordo Rousseau, 2006, p. 444). Promotional campaign programs should be established to build Maxis customer base in both Malaysia and other foreign markets. There is no company, irrespective of its size, enjoys monopoly power in the international market. Companies should understand the business world and remain anxious to knowing the strategies used by competitors to thrive in operations (Parry, 2012, p. 220). Maxis Mobile company faces competition from other telecom companies like Telecom Malaysia Celcom, Packet One Networks, U Mobile, and DiGi in its dedicated efforts towards providing excellent bandwidth services to its customers in theThe company faces stiff competition in attracting more mobile subscribers of Celcom and DiGi.Com. In the past, Maxis suffered from customer dissatisfaction, and Celcom attracted more customers to rely on its services rather than relying on mobile subscription services from Maxis. However, Maxis reverted by establishing fast, affordable, and reliable services an aspect that made it gain a competitive advantage over Celcom.The human resources of a company produce and service the products that keep the business thriving in the market (Parry, 2012, p. 230). Companies should recruit personnel with the right skills and knowledge, qualification, experience, and expertise in the technology applied to provide services to the next and global market. Maxis company adopts the use of sophisticated technology, and this makes the company employ employees whose expertise in technology is unquestionable.The availability of qualified and motivated employees in telecommunication sector remains a vital factor in economic success. Maxis company uses well-defined strategies when recruiting more personnel in the industry. A remarkable experience in customer service provision is the most considered qualification for anyone to beco me hired as an employee in the company (Parry, 2012, p. 237). For motivating and improve employee morale while working in the business, the company reasonably pays the staff an excellent salary as well as offering fair promotions.Both the potential and existing shareholders of a company always have an interest in the operations and outcomes made by the concerned corporation (Frese, 2000, p. Businesses cannot thrive in the market without investors support. Maxis's shareholders invest their funds in the enterprise with the expectation that desirable returns will get realized. The company's mission states that the company wishes to establish a long lasting relationship with the investors since the management understands that shareholders are a major source of finance.Maxis company policy treats investors in an extraordinary manner since the shareholders share the risks faced by the corporation by offering support and expertise when necessary. Maxis ensures that investors are paid divid ends in return to their invested funds as a share of profits obtained by the corporation (Hussain Yaqub, 2010, p. The company's investors measure its future by analyzing its financial base and strength as well as evaluating future cash flows.General public refers to the local community's perception on the operations of a company. The branded image on a firm's reliability in service provision impacts significantly to its overall productivity. The company recognizes the role of local media for media acts as a marketing channel through broadcasts made to the publics on the excellence performance of the business in the market, new offers, and promotions, and job advertisements.Porters 5 Forces AnalysisThe company faces stiff competition from its top rivals in the telecom industry. For coping with external threats, Maxis Mobile Corporation firmly keeps building brand awareness to the customers by thorough participation incorporates social responsibilities.Other companies, DiGi and Celco m.com, offer telecom services just like Maxis (Bordo Rousseau, 2006, p. 44). The company, therefore, adopts differentiated strategies while delivering its communication services through the use of sophisticated technologies.Every business industry has aspirants. The potential competition posed by new telecom firms entering the Malaysia market remains to be a significant threat to Maxis. The company utilizes the advantage of commanding wide ranges of the capital source to compete them out.Customers to the companys services have a high bargaining power that dictates what charges Maxis will employ in its services provision (Faulkner De Rond, 2000, p. 198). Maxis overcomes this threat by ensuring retention of only the affordable brands but with high quality.The telecom sector faces a little pressure from the business vendors. The providers of information to get broadcasted remain to be the publics within the country. Maxis bills them out their expenditures and thereby affording qualit y information.Maxis mobile company is strategically located in Malaysia and thus making it accessible for distribution of information within and across the borders. Through the well-established company versus customers channels for data flow, the company manages to address the growing rates of demand for the key clients (Walker Brown, 2004, p. 591). Maxis adopts maintenance of informal. Formal, and friendly relationship with the customers, and the aspect that attracts a global reliance on the company's services.The key performance indicators quantify the measures taken by Maxis Company to gauge the performance over the last three financial years. Essentially. KPI measures are integrated with benchmarks to compare a company's financial results against the principal competitors (Trkman, 2010, p. 130). In this case, KPI analysis involves a benchmark of Maxis Moble company with other telecom firms in Malaysia to compare their financial status and effectiveness over the past three years .

The FBIs Carnivore System free essay sample

This paper looks at the FBIs new law-enforcement division called the Carnivore system . There is a new technology of criminal activity which involves the use electronic means of communication in committing crimes. This paper looks in greater depth at some of these issues by examining the FBI Carnivore system, how it was developed, what its capacities are, and the problems civil libertarians and others see. From the paper: `It has a ferocious name. And its bark is in fact probably just about as bad as its bite. And while it certainly has the power to do good, the inherent costs may make it not worthwhile. The FBI?s Carnivore system is a tool used by this law enforcement agency to snare criminals who use electronic means of communication in committing their crimes, allowing this federal agency to collect and examine email and other electronic traffic sent and received by those suspected or accused of crimes ? along, of course, with the rest of us. We will write a custom essay sample on The FBIs Carnivore System or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page While the crime-fighting capacities of such a capability can be seen to be substantial, it should also be clear that such a system has the ability (if improperly used) to cause substantial harm to the rights of the innocent because most people do not realize that their electronic correspondence can be seized and examined. An essential bedrock of the American legal system (and indeed of American culture) rests on the English common-law assumption that people have a basic right to privacy and that unless they should assume or know otherwise that they have a presumption of that privacy. Thus a person shouting on a public street has no reasonable expectation of privacy. A person sitting at her computer sending email to her mother does.`

Examples of Physical Changes and Chemical Changes

Examples of Physical Changes and Chemical Changes Are you confused about the difference between chemical changes and physical changes and how to tell them apart? In a nutshell, a chemical change produces a new substance, while a physical change does not. A material may change shapes or forms while undergoing a physical change, but no chemical reactions occur and no new compounds are produced. Key Takeaways: Chemical and Physical Change Examples A chemical change results from a chemical reaction, while a physical change is when matter changes forms but not chemical identity.Examples of chemical changes are burning, cooking, rusting, and rotting.Examples of physical changes are boiling, melting, freezing, and shredding.Often, physical changes can be undone, if energy is input. The only way to reverse a chemical change is via another chemical reaction. Examples of Chemical Changes A new compound (product) results from a chemical change as the atoms rearrange themselves to form new chemical bonds. Burning woodSouring milkMixing acid and baseDigesting foodCooking an eggHeating sugar to form caramelBaking a cakeRusting of iron Examples of Physical Changes No new chemical species forms in a physical change. Changing the state of a pure substance between solid, liquid, and gas phases of matter are all physical changes since the identity of the matter does not change. Crumpling a sheet of aluminum foilMelting an ice cubeCasting silver in a moldBreaking a bottleBoiling waterEvaporating alcoholShredding paperSublimation of dry ice into carbon dioxide vapor How to Tell Whether Its a Physical or Chemical Change? Look for an indication that a chemical change occurred. Chemical reactions release or absorb heat or other energy or may produce a gas, odor, color or sound. If you dont see any of these indications, a physical change likely occurred. Be aware a physical change may produce a dramatic change in the appearance of a substance. This doesnt mean a chemical reaction occurred. In some cases, it may be hard to tell whether a chemical or physical change occurred. For example, when you dissolve sugar in water, a physical change occurs. The form of the sugar changes, but it remains the same chemically (sucrose molecules). However, when you dissolve the salt in water the salt dissociates into its ions (from NaCl into Na and Cl-) so a chemical change occurs. In both cases, a white solid dissolves into a clear liquid and in both cases, you can recover the starting material by removing the water, yet the processes are not the same. Learn More 10 Examples of Physical Changes10 Examples of Chemical ChangesChemical and Physical PropertiesUnderstanding Chemical and Physical Changes Source Zumdahl, Steven S. and Zumdahl, Susan A. (2000). Chemistry (5th Ed.). Houghton Mifflin. ISBN 0-395-98583-8.

The Financial Reporting Disclosure Essay Example | Topics and Well Written Essays - 1250 words

The Financial Reporting Disclosure - Essay Example The financial reporting disclosure requirements and norms needs to respond according to the changes like breaking down of items in the report to providing more detailed disclosures of the items like disclosure of assumptions, sources of estimation, models used, alternative measurement bases etc. Hence in today’s world disclosures in the annual report have become the balancing item to provide a credible report. The auditors need to disclose the accounting policies used while preparing the report to enable the user of the report to understand the report comprehensively. Majority of these disclosures were derived from the accounting system. There are many types of disclosure which are important, but a majority of them was related to the numbers in the annual report. Discussion Answer 1 With increasing complexity of the financial reporting the financial statements now have to include a variety of disclosures in addition to the traditional disclosures. The following are the list of disclosures which have to be included in contemporary financial statements. Annual report now have to include description of the accounting policies which is adopted by the relevant entity so that it becomes easier to understand the line items of the financial statements and the accounting policies on which it is based upon. ... 43). The disclosure should include the judgements made in the process of applying the accounting policies and the reasons of choosing the above policies and decisions. For example the disclosure of material uncertainties as per the going concern basis of accounting is to be made. The disclosure includes description of internal processes like risk management policies and practices adopted by the company (Ott and Hardie, 1997, pp. 53-57). The firm has to disclose policies and the procedures adopted for managing their financial risks. Annual report includes estimation of sensitivity analysis disclosures. This disclosure helps the users to understand the variability measurements of the items in the annual report. For example the annual reports include the disclosure of value at risk. Annual report also has to include Objective based disclosure requirements like the objectives of the disclosure which is to be provided rather than any specific disclosure. Hence it is clear that such disclo sures in the financial statements are becoming important and forward-looking and it represents the new policies which every annual report has to maintain. Answer 2 There has been major impact of increased amount of disclosure by firms to the external users and to the company as well. It has made the task of communicating the complex business transactions to the investors challenging and has raised the concerns about how well the management can communicate to the interested users so that they can make an informed decision based on the report. U.S. Securities and Exchange Commission has criticized companies for making the annual report too complex for the small investors to understand.  

Effective Approach to Deal with Unwanted Employee Behavior Term Paper

Effective Approach to Deal with Unwanted Employee Behavior - Term Paper Example According to Javitch (1), the first step involves an intervention; whereby, there is a need to take action in response to the negative behavior portrayed by the employees. In fact, if the problem is not addressed in a timely manner there are high chances of escalation. On the other hand, as a manager, it is wise to understand that an employee may have no idea that their behaviors are causing problems such as a negative reaction from others. In this case, these employees consider the negative reaction to being a form of frustration in their working place. In addition, there is a need to speak up in case there is a problem, and the manager has the responsibility of taking the necessary action to solve the problem. This involves taking responsibility for changing predicament by addressing an issue in the situation when there is no feedback projection. Moreover, this step requires the gathering of information from the employees for the discerning extent of the issue through a personal ev aluation of employee reaction towards different conditions. The next step involves a personal research on the problem, whereby a manager should gather relevant information through an interview in the conference rooms or offices. When information is gathered through a research, a manager can be able to address the issue effectively. At this stage, the manager seeks to understand whether the employees are fully aware of the problems, and through this way, a manager can determine whether the employees are aware of their unwanted behaviors. Moreover, in case the employee is not aware of their unacceptable behaviors, the manager gets the chance to describe the problem caused by the employee behavior to them. However, this step may involve disagreements, interruptions as the employees try to deny the issue; thus, the manager should use good examples to describe the unwanted behavior.

Athletic Directors Leadership Traits and Job Satisfaction

Athletic Directors Leadership Traits and Job Satisfaction This chapter will provide a review of the literature and research related to the purpose of the study. Because research identifying specific leadership traits of high school athletic directors is almost nonexistent, this literature review begins with a summary of: (a) leadership defined (b) general educational leadership traits and theories, (c) roles and responsibilities, (d) job satisfaction and finish with the (e) summary. Leadership Defined Leadership is a term that can be found throughout all workplaces. The meaning of leadership can be defined in a variety of ways. According to Fiedler (1967), leadership is defined by managing group work with appropriate control and organization. According to Dr. Jamie Williams (Sugarman, 1999), leadership is like gravity. You know its there, you know it exists, but how do you define it? Nahavandi (2008) explained that researchers disagree with leadership definitions because of the fact that leadership is a complicated phenomenon mixed with the leader, the follower, and the situation. For example, Coach John Woodens ability to motivate his mens basketball program at UCLA to win 11 national championships during his coaching tenure provides evidence of Woodens transformational leadership. Wooden inspired his players to play to the best of their ability and to never accept losing. He was also instrumental in making sure that his players stayed very humble in the process. Hughes et al. (2008) explained that some researchers have paid attention to the leaders personal traits while others have focused on the relationship between leaders and followers or situational factors that influence leadership behavior. Roach and Behling (1984) defined leadership as the procedure of guiding an organized team toward achieving its objectives. This is definition is accepted by any sports team that wins a championship or achieves their team goals. Rost (1993) defined leadership as influence dynamics among leaders and followers who attempt to bring true organizational changes that reflect their common goals. Daft (1999) stated that in the new era represented by a dramatic change, an old philosophy of control-oriented leadership is not effective anymore, and that leaders should make effort to retain soft elements of leadership qualities in addition to hard management skills. Watkins and Rikard (1991) defined leadership as the process of influencing the activities of an organized group toward goal achievement. There are many categories, given the different ways the influencing process is played out. Three such categories are transactional leadership transformational leadership, and situational leadership. Leadership Traits and Theories Theories of leadership have evolved and debate over the act of leadership, and what is required, continues. This study will explore the leadership traits of high school athletic directors and if they correlate with job satisfaction. According to Young, et al (2010), the documentation of educational leadership traits for high school athletic directors is scarce. However, the traits of organization, roles and responsibilities and job satisfaction of high school athletic directors are prevalent in previous research. Since the twentieth century there have been many researching leadership and creating theories to go with their findings (Dulewicz Higgs, 2003; Grint, 2000; Higgs, 2002; Kets de Vries, 1993). Leadership theories can be grouped into one of eight theory categories. These eight theories are the Great Man theory, trait theories, contingency theory, situational theories, behavioral theories, participative theories, management theories and relationship theories. This research will look into the details of the trait theory, behavioral theories, situational theories, and transformational and transactional leadership. Trait theories will identify which characteristics are shared by leaders. According to Shead (2010) since certain traits are associated with proficient leadership, it assumes that if you could identify people with the correct traits, you will be able to identify leaders and people with leadership potential. Trait theory takes on the assumption that leaders are born with leadership traits or not. This idea appears to be incorrect. Shead (2010) states that it is possible for someone to change their character traits for the worse and that someone who is known for being honest can learn to become deceitful. In addition, someone who is deceitful can learn to become honest. Often times we look for honesty, drive, goal oriented, competent and intelligent people to become our leaders. Between 1940 and into the late 1990s, researchers (e.g., Dulewicz Higg s, 2003; Partington, 2003) categorized approaches to leadership theory improvements into several schools, according to time order. Trait school, behavioral school, contingency school, and visionary school were considered the four major trait schools. The trait school leadership theories were largely popular in the 1940s. Stogdill (1974) referred to the Great Man Theory, which stated that leaders are different from followers due to common leader traits. Additionally, Turner (1999) supported Stogdills (1974) claim about leaders being different from followers by explaining that leaders are born into being great leaders and not made into great leaders. Hogan (1991) explained that traits refer to repetitive patterns in a persons behavior and the trait approach attempts to explain peoples behavioral trends in terms of certain strengths of traits that they retain. Stogdill (1974) also stated that leaders traits are shown through hardwork, friendliness, conscientiousness, and willingness to take on responsibility rather than personality, ambition and physical makeup such as height. Turners (1999) research supports Stogdill (1974) by showing that effective managers have traits such as energy and drive, self-confidence, and highly effectiv e communication skills. The behavioral approach to leadership was well studied between the 1940s and 1960s. During this time period, researchers from the University of Michigan and The Ohio State University posited that leaders behaviors can be explained within two independent factors called consideration and initiating structure (Fleishman, 1973; Halpin Winer, 1957). According to the Ohio State researchers, the term consideration applies to the degree in which leaders show support and friendship towards followers, while the phrase initiating structure applies to the manner in which leaders stress the importance of achieving goals and tasks. According to Bower Seashore (1966), the behavioral students conducted by the University of Michigan researchers posited that effective group performance shows a relationship with four dimensions of leadership behaviors: support, interaction facilitation, goal emphasis, and work facilitation. The leader support behaviors shows a relationship with concern for subordinat es, while interaction facilitation shows a relationship with reconciling relational conflicts among group members. Bower and Seashore (1966) explained that in sum, goal emphasis and work facilitation are job-centered dimensions, but leaders support and interaction facilitation are employee-centered dimensions. Recent studies by (e.g., Curphy, 2003; Smither, London, Flautt, Vargas, Kucine, 2003) have claimed that considering certain leadership behaviors are adopted for effective leadership, leadership can be developed. The behavioral school states that, leaders can change their behavior via reflection, organizational development systems, and 360-degree feedback amongst others (McCauley, Ruderman, Ohlott, Morrow, 1994). According to Bass (1985), these two categories are points on a continuum of leadership behavior. Athletic directors are going to fall into one of the two leadership categories. Bass (1998) described transformational leadership as behavior that transcends the need for rewards and appeals to the followers higher order needs, inspiring them to act in the best interest of the organization rather than their own self-interest. Thus, leaders must possess high ethical and moral standards in order to provide the highest reward to the organization. One might infer that even the most ethically and morally charged athletic director cannot possibly provide the highest rewards each and every year to the organization that he/she represents. However, ethics and morals are two very important characteristics in an individual when determining the type of leader one might become. Leadership styles are known to change, and thus a transformational leader could dip into the realm of transactional leadership and vice versa. Generally, personality and character traits can provide us with the determination as to whether or not you are a transformational or transactional leader. According to Bass (1998) transformational leadership is universally applicable. He proposed that regardless of culture, transformational leaders inspire followers to transcend their own self-interests for the good of the group or organization. Followers become motivated to expend greater effort than would usually be expected. If an AD exemplified Basss transformational leadership model, coaches in the school would offer up all that they have to support the athletic director and school that they work for. For example, the athletic director buys-in to the complete offerings of his/her current employer as we continue to transform the area of athletics. According to Sugarman (1999), excellence in leadership is acquired by people who have a strong sense of vision, have passion and are able to get people to commit 100% and take the necessary action to see that vision becomes a reality. Great leaders excel in the art of communication and motivation, mutual respect, instilling confidence and enthusiasm, and showing credibility and integrity on a consistent basis. Various high school athletic directors and coaches all across the United States create programs teaching their student athletes leadership styles and how they can be applied. One popular program that was used to establish athletic leadership for Wheeler High Schools football team in Valparaiso, Indiana is based off the acronym for L.E.A.D.E.R.S.H.I.P. Coach Snodgrass of Wheeler High School utilized the L.E.A.D.E.R.S.H.I.P. program that he learned while attending the Indiana Football Coaches Association Annual Clinic in 2003. According to Snodgrass (2004), the acronym is as foll ows: Influence, Integrity, Communication, Attitude, Courage, Sacrifice, Goals, Servant-Hood, Vision, and Perseverance. Each one of these terms forms a strong resilient leadership program for any athletic program. The athletic director must decide how important it is for him or her to provide this type of leadership program to his or her student athletes, school administration, and school community. With the proper education comes an ability to manage, facilitate, and guide. A true leader, however, does not simply read books or study what leadership should be. Rather, a true leader is someone who shows transformational or transactional traits naturally. Providing a program like the one that Wheeling High School provided for its football players shows that the leadership is transformational at this school. Giving the students an opportunity to understand what leadership is all about and how leadership is applied in everyday life allowed those football players at Wheeling High School i n Valparaiso, IN to become stronger individuals in the classroom, community, and field. The football coach for this team showed his athletic director a true meaning of transformational leadership. Bolman and Deal (2003) stated that leadership is universally offered as a panacea for almost any social problem (p. 336). Within the athletic arena, leadership is a term used to describe any event which coaches, staff members, administrators, and ADs go above and beyond their normal work day. Bolman and Deal (2003) noted further that if leaders lose their legitimacy then they lose the capacity to lead. For example, a high school athletic director has authority but not necessarily leadership. Additionally, a leader is also not necessarily a manager. Many managers do not know how to lead. Bennis and Nanus (1985) asserted that managers do things right, and leaders do the right thing. It is very important for high school athletic directors to understand the distinction between the terms leader and manager because high school athletic directors will not produce a successful leadership style if they cannot distinguish differences in leading and managing. Leadership and management can be situational. According to Hersey and Blanchard (2001) the situational leadership model combines task and people into a two-by-two chart, which shows four possible leadership styles: telling, selling, participating, and delegating. Bolman and Deal (2003) stated this model distinguishes four levels of subordinate readiness and argues that the appropriate leadership style depends on the situation. The four styles are as follows: Leadership through participation involves having a high relationship with ones subordinates with low tasks involved. This style is used when followers are able but unwilling or insecure to accomplish the task at hand. According to Sugarmann (1999), Vince Lombardi says, Leaders are made, they are not born; and they are made just like anything else has ever been made in this country by hard work. Additionally, Sugarmann (1999) stated that leading by example is paramount to becoming known as a great leader. Leadership through selling is exemplified when there is a high relationship value with followers and the tasks level is high. This style is used when followers are unable, but willing or motivated to accomplish the tasks at hand. The third style is leadership through delegation, and this is used with there is minimal relationship with followers and a low task requirement. The style is used when followers are able and willing or motivated to accomplish the tasks at hand. The four possible leadership styles explained by Hersey and Blanchards (2001) situational leadership model are significant in the maturation process of a high school athletic director. Each one of these leadership styles could be used during varying circumstances within the athletic directors position. Hersey and Blanchards (2001) situational leadership concept provides supporting information that in order to become an effective leader one must consider all four styles within the situational leadership model. Situational Leadership Situational leadership is another theory that focuses on the development of the follower and styles of each leader being exhibited. Hersey and Blanchard (2001) stated that there are four leadership styles (S1 to S4) that match the development levels (D1 to D4) of the followers. The four styles suggest that leaders should put greater or less focus on the task in question and/or the relationship between the leader and the follower, depending on the development level of the follower. The four leadership styles are named, S1 telling and directing, S2 selling and coaching, S3 participating and supporting and S4 delegating and observing. Hersey and Blanchard (2001) situational theory is broken down as follows: S1: Telling / Directing Follower: R1: Low competence, low commitment / Unable and unwilling or insecure Leader: High task focus, low relationship focus When the follower cannot do the job and is unwilling or afraid to try, then the leader takes a highly directive role, telling them what to do but without a great deal of concern for the relationship. The leader may also provide a working structure, both for the job and in terms of how the person is controlled. The leader may first find out why the person is not motivated and if there are any limitations in ability. These two factors may be linked, for example where a person believes they are less capable than they should be may be in some form of denial or other coping. They follower may also lack self-confidence as a result. If the leader focused more on the relationship, the follower may become confused about what must be done and what is optional. The leader thus maintains a clear do this position to ensure all required actions are clear. S2: Selling / Coaching Follower: R2: Some competence, variable commitment / Unable but willing or motivated Leader: High task focus, high relationship focus When the follower can do the job, at least to some extent, and perhaps is over-confident about their ability in this, then telling them what to do may demotivate them or lead to resistance. The leader thus needs to sell another way of working, explaining and clarifying decisions. The leader thus spends time listening and advising and, where appropriate, helping the follower to gain necessary skills through coaching methods. Note: S1 and S2 are leader-driven. S3: Participating / Supporting Follower: R3: High competence, variable commitment / Able but unwilling or insecure Leader: Low task focus, high relationship focus When the follower can do the job, but is refusing to do it or otherwise showing insufficient commitment, the leader need not worry about showing them what to do, and instead is concerned with finding out why the person is refusing and thence persuading them to cooperate. There is less excuse here for followers to be reticent about their ability, and the key is very much around motivation. If the causes are found then they can be addressed by the leader. The leader thus spends time listening, praising and otherwise making the follower feel good when they show the necessary commitment. S4: Delegating / Observing Follower: R4: High competence, high commitment / Able and willing or motivated Leader: Low task focus, low relationship focus When the follower can do the job and is motivated to do it, then the leader can basically leave them to it, largely trusting them to get on with the job although they also may need to keep a relatively distant eye on things to ensure everything is going to plan. Followers at this level have less need for support or frequent praise, although as with anyone, occasional recognition is always welcome. Note: S3 and S4 are follower-led (p. 259-261). Roles and Responsibilities The focus on the athletic director as an employee, leader, and representative of interscholastic athletics is needed to understand the gravity of where athletic directors come from and who they have become today. Todays athletic directors have many difficult tasks. It is their job to ensure that interscholastic athletics perform at a very high level. In addition, it is imperative that athletic directors maintain the integrity of the student-athlete. Davis (2002) states that previously, leadership ability was assumed because of athletic success. Today, those in athletic director positions are getting more training and education in administrative leadership. The training and education allow the athletic director to begin providing leadership at the beginning of his/her job. Thus, the success of the interscholastic athletic program hinges on the type of leadership training and education received by the athletic director. Athletic directors job descriptions will continue to evolve as the requirements to managing a successful program evolve. One sample written job description of an athletic director for a small private school in Florida shows that their athletic director will perform the following duties: direct the athletic program, assure that the school complies with all policies and procedures of the Florida High School Athletic Association (FHSAA), supervise the scheduling of all athletic contests, identify and recommend the hiring and firing of coaches for each sport, ensure that all school policies and procedures are followed by the entire coaching staff (including, assistant coaches), in addition to many other duties as assigned by the headmaster of the school. After reviewing this job description one could see how little time there might be for an athletic director to provide direct leadership. With all of the tasks listed within the job description the athletic director must provide leadershi p more via example, rather than through direct communication with his/her student-athletes and coaching staff. Doing nothing more than following the specific tasks list of the job description above would associate the athletic director with transactional rather than transformational leadership. Simply following the task list of the job description would essentially provide the student-athletes with a basic and universal athletic program. The athletic director would also be performing his or her job duties for the sake of getting the most basic job done. This shows the community that the interest level of providing leadership on a much higher level to the community, student-athletes, and administration is obsolete. Most people are able to complete the tasks that are provided for them by a school administration. What exactly does this do for the advancement and recognition of the efforts put forth by the student-athletes, as well as teaching the student-athletes and coaches the value of having strong ethics and morals? The next sample job description is from a public school in Virginia: Athletic Director Requirements and Responsibilities are to work with administration and the assistant athletic director to create and maintain a comprehensive program for student activities that emphasizes positive public relations, coaching performance, and student recognition, utilize a computerized software program for scheduling, prepares and distributes schedules for athletic and academic competitions, including contracts where required, supervise the preparation and distribution of eligibility lists, ensure that all students participating in athletic or academic competition are eligible, and have a Virginia High School License (VHSL) physical form and Stonewall Jackson High Schools Handbook (SJHS) sign off on file, oversee the athletic/academic activities budget, approve all athletic expenditures, follow school procedures for ordering, and determine allocations for athletic/academic program with the principal, obtain officials, ticket takers, clock operators, announcers, etc. f or all home events, work with the transportation department to arrange transportation for away events and practices where necessary, attend district, regional, and state VHSL meetings, ensure that annual equipment and uniform inventories are conducted by head coaches, and assist head coaches in updating equipment/uniforms, assist principal in selection of coaching staff, complete evaluation form for each head coach with an endorsement by the principal at the end of the season, ensure that head coaches submit required documentation in a timely fashion at the end of each season, including evaluation form for assistant coaches, inventories, end of season reports, etc, work with the Booster Club in coordinating their activities, including presenting requests for funding for all programs to the Booster Club, submit news releases on awards, etc. to local media, supervise the maintenance of the Sports Zone web page and ensure that it is up-to-date at all times, inform local media, official s, coaches, bus drivers and administrators immediately upon cancellation of an event and rescheduled dates as soon as available; post cancellations/rescheduled games on web site, prepare money for ticket takers, water for officials, scoreboard, PA system, etc. for home events, supervise events in conjunction with the building administrators, serve as a liaison between school clubs, departments and administration for scheduling events which do not conflict with VHSL athletic and academic events, work with custodial staff for proper maintenance of facilities and equipment. When comparing the two job descriptions above, one can see how important the athletic director position is to interscholastic athletics. Each athletic director shares many of the same responsibilities regardless of the population within the school with which they are employed. As an employee, the Athletic Director is the second most important position next to the schools Principal. High school athletic directors are vital to ensuring that the climate of the school which they direct will stay positive and energized. The athletic director as a leader is an integral part of the school system. Each year, the job description of athletic directors becomes more complex. Recently, responsibilities added to the athletic directors job description are (a) purchasing and distribution of equipment, supplies, and uniforms, (b) planning and scheduling for the use of facilities, (c) public relations, (d) fund-raising, (e) legal and medical protection for coaches and student-athletes, (f) compliance with national and state policies and procedures, (g) administration of events, (h) completion of the goals and objectives of the school, and (i) implementation and management of media events (Smith, 1993). These responsibilities make it highly unlikely that just one individual can effectively manage a successful interscholastic athletic program, especially at a large school with a c omprehensive athletic program. ADs must be willing to put the time and effort into getting the job done. According to Barnhill, (1998) in order to do so, a high school athletic director must call on his/her support staff, such as coaches and other administrators at the school. Additionally, Barnhill (1998) stated the high school athletic director must be a leader with the ability to delegate and manage delegated tasks. If the athletic director fails at delegating and managing the tasks necessary to lead a successful athletic program, his/her coaches will begin to lose faith in the athletic directors ability to lead. The many responsibilities that an athletic director assumes when taking a position within administration are largely dictated by the athletic directors fellow administrators. The athletic directors position is supported by many other administrators such as the director of development, dean of students, director of advising, director of admissions, and director of college recruitment to name a few. The director of development will help the athletic director with fundraising for athletics, the dean of students assists the athletic director with student-athlete disciplinary issues, the director of admissions assists the athletic director in qualifying the students for eligibility, and the director of college recruitment assists the athletic director in qualifying student athletes for colle ge recruitment. With all of these administrators working together the leadership within the school is strong and successful. The athletic directors ability to recruit co-workers to assist in leading the department of athletics as well as the institution itself would classify him/her as a transformational leader. As stated earlier according to, Bass (1997) transformational leadership is universally applicable. He proposed that regardless of culture, transformational leaders inspire followers to transcend their own self-interests for the good of the group or organization. In order for this to occur the transformational leader must possess certain characteristics to inspire followers. According to Parks and Quarterman (2003) stated, those characteristics include: trusting his or her subordinates, meaning that a good leader will make use of employees energy and talent. The key to productive relationship is mutual trust. Secondly, develop a vision for employees to follow a visionary leader. They want to know what they are working for. Thirdly, keeping his or her cool, explains that leaders demonstrate their met tle in crisis under fire. They inspire others to remain calm and to act intelligently. Fourth, they are experts at what they do, informing us that employees are much more likely to follow a leader that radiates confidence, is intuitive, and continues to master the profession. Fifth, they invite dissent, meaning a leader is willing to accept a variety of opinions and integrate them. Sixth, they simplify the position, so that leaders can focus on what is important and reach elegant, simple answers to complex problems by keeping the details to themselves. Lastly, they encourage risk. Risk encourages employees to take chances and readily accept error (p. 179-180). One who exudes all of these characteristics is often seen as a leader in sport that is few and far between. While it is important that any leader become an effective manager, being an effective manager and an effective leader are two different matters. According to Hersey and Blanchard (2001) the definition of management is the process of working with and through individuals and groups to accomplish organizational goals (p. 9). In addition, they defined leadership as the process of influencing the activities of an individual or a group in effort toward goal achievement in a given situation (p. 78). Some theorists suggest that both management and leadership are necessary to those who seek professional management in high school athletics and other sport careers. Parks and Quarterman (2003) stated that many athletic directors find themselves involved with management as a process approach. This approach sees managers using interactive activities such as planning, organizing, staffing, directing, coordinating, reporting, and budgeting in order to accomplish the goals and objectives of the organ ization or institution. Conversely, the remaining athletic directors consider themselves as a leader in some capacity. As previously noted, two possible leadership styles of high school athletic directors nationwide are transformational and transactional. According to Bass (1985), transactional leaders are engulfed in the way of thinking that compliance is the key. The coach will get rewarded if he/she follows directions and orders. Additionally, Bass (1985) identified two factors as composing transactional leadership. Leaders can transact with followers by rewarding effort contractually, telling them what to do to gain rewards, punishing undesired action, and giving extra feedback and promotions for good work. Such transactions are referred to as contingent reward (CR) leadership. Field and Herold (1997) described transactional leadership as a reward-driven behavior, where the follower behaves in such a manner as to elicit rewards or support from the leader. If a high school athlet ic director is primarily transactional in style, coaches who work for that high school athletic director will only pursue the notion of success if they know ahead of time that there is a reward for achieving that success. In some instances, a primarily transactional leadership style may actually derive from the athletic directors own quest for external, tangible rewards. So, the question arises with many transactional leaders as to why they are involved with coaching or administration if all they are looking for is an end reward? Some administrators in athletics have not had relevant sports management training and likely have developed expertise in other areas, such as business, physical education, or simply general education. A high school athletic director with a traditional business background might be brought in by the administration simply to raise funds for the athletic program, manage the program, and direct the program much like one would manage a corporate operation. Likewi se, a high school athletic director who is brought in with a physical education background is traditionally done so because of his or her success with coaching the student-athlete and having the ability to get through to the student-athlete as needed to provide a successful interscholastic program. The umbrella that encompasses this can be very lucrative for the school if done correctly. In other words, an athletic director who has a physical education background starts out building r

Delegation and Decentralization

Delegation of Authority Delegation is the process by which authority passes from one organizational level to another. But for delegation of authority, organizations would remain forever small. Delegation is the only solution to cope with the increasing work load of managers as the organization grows. Because of the-constraints of time and ability, a manager cannot perform all the tasks himself. Therefore, he delegates certain of the tasks to the subordinate and gets, them done. The process of delegation has the following steps: a) Entrustment of duties or assignment of responsibilities b) Granting of authority: ) Creation of accountability: Entrustment of duties or Assignment of responsibilities This is a crucial step in that a few important questions like what to delegate? when to delegate? whom to delegate? and how to delegate are answered. The effectiveness of delegation depends on how clearly these questions are answered. First of all, the manager has to decide the tasks to be de legated to the subordinates. For this, he must be able to distinguish between the routine and non-routine tasks, Routine and single tasks can as well be performed by the subordinates while the non-routine and very important tasks must be performed by himself.Granting of authority: When the subordinates are assigned certain tasks or responsibilities. it goes without saying that they need authority also to perform the tasks. Authority is required by them to make use of the resources of the organization in the execution of the tasks. The superior therefore, parts with his authority to enable the subordinate to perform. Responsibility and authority both go together. One of the Important principle of organizing – parity of authority and responsibility emphasizes the need for a proper balance between the two. Creation of accountability:Delegation does not end with just entrusting of duties and the granting of authority. The superior has to create an obligation on the part of the su bordinate to perform. In other words, the subordinate is accountable to his superior for the tasks delegated. Thus, while authority flows downwards, responsibility flows upwards. Normally, accountability is created by asking the subordinate to submit performance reports / status reports from time to time. ? Decentralization of Authority The term ‘decentralization' should not be confused with that of delegation.Although the two are closely related decentralization is much more wider in scope reflecting management's philosophy regarding which decisions to be taken at the top as well as down the line in the organization. While in delegation authority is transferred on one-to-one basis from the superior to the subordinate. Decentralization of authority is broader in scope and involves the transfer of authority in the organizational context from top to the lower rungs of management In the hierarchy. Thus the greater the amount of authority delegated throughout the organization.The more decentralized the organization is it must also be understood that both absolute centralization and absolute decentralization are undesirable for the former refers to an autocratic structure while the latter results in a chaotic situation. For this reason, decentralization must be viewed as a relative concept. not as an absolute one. Ernest Dale a well-known management writer has described the following conditions where decentralization is greater: †¢The greater the number of decisions made lower down the management hierarchy. The more important the decisions made lower down the management hierarchy. For example, the greater the sum of capital' expenditure that can be approved by the plant manager without consulting anyone' else, the greater the degree of decentralization in this field. †¢The more functions affected by decisions made at lower levels.Thus, companies which permit only operational decisions to be made at branch/plant levels are less decentralized than tho se which permit financial and personnel decisions at branch / plant level. The less checking required on the decision. Decentralization is greatest when no check at all must be made; less when superiors have to be informed decision after it has been made, still less if superiors have to be consulted before the decision is made. The fewer people to be, consulted, and the lower they are on the management hierarchy, the greater the degree of decentralization. The advantages of decentralization are similar to the advantages of delegation. Unburdening of top managers, . mproved decision making, because decisions are made closer to the scene of action, better training, morale and initiative at lower levels, and more flexibility and faster decision making are some of the advantages of decentralization. These advantages are widely acclaimed so much so that decentralization is often regarded as good and centralization as ‘bad' But total decentralization, as mentioned earlier with no co ordination from the top would be undesirable. That is why, the question before manager is not whether an organization should be decentralized, but to what extent it should be decentralized.On the whole, the appropriate amount of decentralization for an organization will vary with tine and circumstances. It will also vary for the different units of the organization. For example, production and sales departments, in general, have gained a high degree of decentralization in many organizations, whereas financial departments have tended to remain relatively centralized. Barriers to effective delegation Though delegation is a powerful device whereby managers reduce their workload, unless adequate care is exercised the result may be considerable anxiety for both superiors and subordinates.Delegation requires effective communication. The subordinates while accepting delegation must understand exactly what the superior wants. Delegation also involves motivation, influence and leadership. To make delegation effective, the spirit and willingness of both the parties are crucial. Following are some of the reasons why delegation often fails in organizations, to which both superiors and subordinates are responsible. Superior’s resistance to delegation i)The â€Å"I can do it better myself fallacy†: Some managers always suffer from a feeling that they only can do the job better.Consequently two things happen. First, spending time on a task a subordinate could perform means the manager may not be able to perform other important duties like policy formulation ‘and supervision. Second, unless the manager allows subordinates attempt new tasks, they will be unable to develop their skills. Thus by insisting on doing things themselves managers often fail to meet their responsibility for training and growing subordinates for promotion to higher levels. ii)Lack of ability to direct: Some managers become so involved in day-to-day operations that they neglect the bro ader picture.Unable to understand the long term perspective of the work flow, they do not fully realize the importance of distributing work among subordinates. Some managers deliberately do this because of lack of confidence in their supervisory abilities. iii)Lack of confidence in subordinates: Lack of trust and confidence on subordinates abilities and skills make the superiors reluctant to delegate. As a result, subordinates lose initiative and frequently seek the guidance of the bosses to know whether they are doing the things correctly.? iv)Aversion to risk:Since the superior can not absolve himself of the final performance of the task, he may fear that delegating the job will cause problems. Further those superiors who see a threat in the subordinates always try to avoid delegation. This is mostly due to the mind set where the superior fears that he may be outsmarted by the subordinate and eventually the latter may become a potential threat to his position. v)Absence of selecti ve controls: When certain duties are delegated to subordinates the superior has to ensure proper controls in the form of feedback about performance.It gives the superior the security of knowing the problem before much damage takes place. If controls are not adequate and effective, manager has good reason to avoid authority delegation. Subordinates resistance to delegation It should not be construed from the above discussion that superiors are only responsible for poor or ineffective delegation. The subordinates role in the whole exercise cannot be lost sight of. Their attitude and skills play a significant role. Sometimes subordinates may avoid responsibility and block the delegation process for the following reasons: The subordinate finds it easier to ask the boss what to do rather than taking the initiative himself. †¢The subordinate fears criticism for mistakes. Since greater responsibilities increase the chances of making an error. The subordinates for the sake of security try to avoid additional responsibilities. †¢The subordinate lacks the information and resources needed to do . the job successfully. Some managers with a view to let down their subordinates may deliberately make the delegation unclear. As a result the subordinate lands himself in confusion as to the exact nature of the duties and the authority that he can exercise.The motive of the superior in such cases may be to make the subordinate fail in the execution. †¢The subordinate believes he or she has more work than he or she can do. For fear of over burdening himself he may not show any interest to accept new responsibilities. †¢The subordinates lack self-confidence. Added to that the fear that they will get into trouble in the event of failure puts them in a still worse situation. †¢The subordinate is not offered any Incentives or benefits in terms of pay rises, importance and status for assuming additional responsibilities.

Economic Globalization Essay

Economic globalisation is a concept that has become common in the recent times and it is popularity is growing overtime. It virtually implies the process by which two or more countries economically integrate with an aim of enabling a global marketplace or in other words creating a global single market (Fung, 2006, pp 1). The main purpose for economic integration is to enable the expansion of the market, that is, corporations are enabled to operate beyond the borders of their country of origin. The concept of economic globalization can be perceived to posses both positives and negatives depending on the context over which is being analyzed from (Gardner, 2005, pp 67) The concept of economic globalization can be traced back to the ancient days during the trans-national trade period, which is several thousand years ago. The process of economic globalization is in control of the world trade organisation that provide rules that need to be followed in enhancing effective trade interactions between various countries of the world (Stalker, 1998, pp3),. The main goal of the WTO is to enable the producers of goods and services, the exporters of the goods and the importers of goods to conduct their business with much easy. The rules are based on the agreements that are set among the trading nations, where the agreements are expected to be ratified by the parliament of respective nations (Gu, 2006, pp 157). The WTO membership is currently 153 world countries with also a number of observers. The admission date into the organization of various nations vary from one country to other as it is a voluntary participation. For example, China joined the organization on 11 December 2001 (Peerenboom, 2007, pp 145). This proposal is based on carrying a research concerning the effects of Economic globalization and China’s accession to WTO on domestic companies. The proposal starts at first providing the background information concerning economic globalization in china and its effect on the Chinese Economy. The research questions and objectives are then provided, the scope of the study and the significance of the study as the part of introduction. Literature review will then follow methodology and lastly the time plan. The research will use the Shenzhen Energy Corporation in China as one of the China’s domestic energy enterprises in analyzing the effects of economic globalization on domestic companies and the response of these companies to the competition that arises from economic globalization in ensuring market sustainability. 1. 1 Background Economic globalisation is perceived to have enhanced China to attain an accelerated economic growth following the expansion of its market size, which enables the country to produce more following the increased demand for their products and services (Kotler, 2005, pp 37). The country is perceived to be benefiting from the global market in a reasonable manner following the country’s comparative advantage of cheap labour (Lu, 2003, pp 567). The cheap labour is enhanced through the high population of the country that implies abundant supply of labour (Prigoff, 1999, pp 89). This situation provides the country with a competitive advantage in the world market on the reason that its products are likely to bear a low price compared to the ones of their competitors who experiences high costs of production (Allan, 2004, pp 17). Following the encouraging of economic globalization by China becoming a member of WTO, the volume of foreign investments grew in China that were likely to compete with the local producers of goods and services (Hopper, 2006, pp 297). Shenzhen Energy is one of the domestic companies that felt the impact of the foreign investment competition and responded to it accordingly in enabling market sustainability. Shenzhen Energy Corporation was established through a fund raising in 1993 on it being approved by the people’s government office in the city of Shenzhen. The company was listed in the Shenzhen stock exchange market in September 1993, and it was the first large shareholding enterprise in the national electric powers to be listed in the stock market. The company was also the first public service stock company to be listed in the Shenzhen stock market (http://www. sec. com. cn/en/about/index. aspx? ModuleNo=080102 ). The company is controlled by the shareholder, Shenzhen Energy group company that was founded in 1993 as a state owned power company. The controlling company had been growing rapidly in proportionate to the economic growth of Shenzhen economy. The scope of business for the company is to develop, produce, purchase and market the various convectional energies and new energies within China. The company engages in investments and carries operations that are meant to enhance development. It participates in the transporting raw materials that are energy related and also involves itself in port, dock and storage industry. The company has investments and operations that are related to energy in the land industry, real estate industry and also the leasing industry. The company’s investments and operations are also extended to high technology industries that are meant to improve the efficiency in the utilization of energy. The company’s operations go beyond the border of China, that is, it involves in the import and the export of various goods. The goods that are exported and imported by the company include the set of equipment, supporting equipment, machines tools and also the vehicles that are to be used in energy projects. The company is also engaged in providing services that are related to the energy industry that include the designing, construction, management and providing the day to day operating services to energy projects. The company also provides service that includes staff training, consultation among other services that are mean to enable improved performance of the human resources in the energy industry and the making of informed decisions. The participation in developing environmental protection technology is a task that is carried by the company following the pollution claims that are raised concerning the consumption of energy. From the accounting reporting of the company’s performance in 2007, the company had a total asset base worth 24. 5 billion Yuan. The larger proportion of the company’s market is based in Shenzhen where it also hold majority of the share value of the plants. Its operations are mainly concentrated in Shenzhen and its surrounding. Some of these plants in which it holds shares include Shenzhen Mawan General Plant, Shenzhen Yuelianngwan Power plant, Dongguan Zhangyang Power Plant, Huizhou Fengda Power Plant, Guangdong heyuan Power Plant, and Ghana Combustion Engine Power Plant. The last two plants as provided in the list above are under construction. The company’s performance as been desirable overtime. Shenzhen Energy Corporation has consistently been awarded various tittles that include outstanding enterprise, Advanced party committee and the law abiding tax payer. Therefore, Shenzhen energy Corporation can be perceived as being a local company in China that is likely to be affected by the foreign investors in china in the energy industry as a result of economic globalization. 1. 2 Problem Statement Following the participation of China in the economic globalization as an avenue over which economic growth can be enhanced and the China’s accession to WTO can be perceived to have posed some effects on the domestic companies in China. The effect on the domestic companies arises from fact that a number of foreign companies are likely to be established in China to compete with the domestic companies. The competition between the domestic and the foreign companies in a given industry imply that the market for some industry is likely to be divided among the competitors with respect to their competitive advantages. The companies that produce their goods and services within the market standards and price will stand a better chance of taking a larger marker share compared to the companies that are less competent. In the wake for economic globalization and China’s accession to WTO, there has been quite a large inflow of foreign companies into the Chinese economy. The energy industry has not been the exemption. A large number of power enterprises have been flowing into the economy, and they are characterized by having a large capital base, they are of high technology and possess management efficiency. These characteristics enable these foreign power enterprises to compete favorably with the domestic power enterprises like Shenzhen power corporation. The competition has been tight between the domestic power enterprises and the foreign power enterprises that require respective enterprises to undertake some strategies in enabling them to survive in the market. Shenzhen power corporation has not been an exemption in the competition that is posed by both foreign power enterprises and the local enterprises. The corporation has been thriving despite the increased and tight competition in the energy industry. Therefore, the aim of the study is to bring the strategies that have been taken by Shenzhen power corporation in enhancing the capability of being influential and profitable in the energy industry that seem to be flooded by the foreign power enterprises that have a large capital base, operate with high technology and posses effective management skills. 1. 3 Research questions The main research question of the study is to explain the marketing strategies that have been taken by Shenzhen power corporation in enhancing market sustainability in an industry that is dominated by foreign power enterprises. The questions to be answered in the reach for answering the main question include; i. How does the corporation gather information that is meant to aid in designing marketing strategies? ii. What are the company’s target groups? iii. How does the company do its pricing? iv. To what level is customer satisfaction used as a marketing strategy? v. The nature of public relation of the corporation? 1. 4 Research objectives The main objective of the study is to establish the kind of marketing strategies that have been undertaken by Shenzhen power corporation in enabling market sustainability in foreign enterprises dominated industry. The auxiliary objectives that will enable to attain the main objective of the study include i. Identify the various means in which the corporations gather information that is used in designing marketing strategies ii. Identify the target groups for the company’s products and services. iii. Identify the criteria that the company uses to set its prices in ensuring effective price setting. iv. Establish the level of customer satisfaction by the corporations v. Establish the nature of the products and services provided by the corporation to the market and their uniqueness compared to the products of the competitors. 1. 5 Scope of the study The study will be based on the looking at the practices adapted by Shenzhen power corporation in relation to the attempt of the corporation to ensure market sustainability in tight competition offered by the foreign power enterprises that are characterized by a large capital base, operate with the application of high technology, and inherent with effective management. Therefore, the study is meant to address the responses from Shenzhen power corporation following the tight competition in the industry that enable the company to thrive in the industry. 1. 6 Significance of the study The significance of the study follows from the argument that economic globalization is certain to disadvantage the domestic industries, that will have an adverse impact of retarding economic growth. Following the economic globalization of China and the example of Shenzhen power corporation, the above statement seem to be invalid because Shenzhen power corporation is still profitable regardless of the economic globalization as a China’s domestic company. This implies that, there are lessons that are to be learnt from the practices of Shenzhen power corporation following its enhanced market sustainability. The lessons will be applied by other corporations that associate their failure to the concept to economic globalization. 1. 7 Hypothesis of the study The hypothesis of the study is that domestic companies are not affected negatively by economic globalization, but it is their economic inefficiency that makes them incompetent in competing with the foreign companies. Therefore, the companies’ poor performance after economic globalization is not as a result of the many competitors, it is because of their inefficiency that makes them less competitive. Competitive advantage is earned by designing relevant strategies and not by reducing the number of competitor. Competition is required in the economy in avoiding the excesses that are associated with the monopolies, because the inefficient companies are certain to exit the market due to their inability to compete favorable. Therefore, competition is likely to ensure efficient utilization of resources in meeting the needs of the society. Domestic companies should thus design strategies that are meant to enable them withstand the competition in the market, and that will also promote efficient utilization of the national wealth in meeting the needs of the society. 2. 0 Literature Review 2. 1 Gathering information for strategy designing On ensuring effective strategy designing, an organization is required to gather information that is meant to be used as a tool for strategy designing. This act is meant to eliminate the act of designing strategies arbitrary as it posses the possibility of the strategies becoming irrelevant. Therefore, an organisation requires to lay some measures in ensuring that information that is available and to be used for designing strategy is representational of the real market situation, otherwise the expected results from the strategies will never be realized (Hiebing, 2004, pp 2). The source for information that will be useful for designing the strategies varies in relation to the nature of the industry, the operations of organisation and purpose to which the information will be put into. For example gathering information that is meant to be used in designing the marketing strategies, an organisation is required to get the information concerning the market condition (Boone, 2005, pp 37) The information concerning the market condition may include the desires of the customers, the market price of some products as provided by the demand and the supply forces, and practices of competitors. The right source for information that is to be used in designing marketing strategies should be obtained from the various agencies of the organisation who interact with the customers, because they are the ones who are accessible to the customers, hence likely to understand the customer desires than the managers who are responsible of administration related matters (Cundiff, 2007, pp 48) On ensuring effective designing of strategies that are meant to improve the organisation’s competence, an organisation is supposed to base its redesigning using the past experience. This will enable an organization to avoid the possibility of repeating the errors that were committed in the previous designs (Bradley, 2005, pp231) 2. 2 Pricing. The pricing mechanism normally depends on the nature of the market structure. A market structure can either be a monopoly, an oligopoly or a competitive market (Gummesson, 2002, pp 137) Price setting in each market structure vary depending characteristics in each market. For example, in the competitive market, every firm in the market is a price taker. They are price takers on the reason that none of the firms can determine the price in the, otherwise the price in the market is influenced by the price mechanism. In a monopoly market, a firm has the powers to determine the price of its goods through the controlling of the supply (Luck, 1985, pp 132). For a firm to survive in the competitive market, the firm is expected to sell at the market price as provided by the market mechanism, otherwise its products are likely to experience a low demand compared to the products of the competitors (Adcock, 2001, pp 102). This follows from the demand law, that explains that when the price of a good increases, the demand of the good is likely to decline. The decline of the demand follows from the consumer either switching to the consumption of a substitute good that will benefit a competitor or reduce the consumption of the good due to the budget constraint (Hisrich, 2000, pp 112) In the competitive market, a firm that is likely to produce its goods and services at the lowest costs is the one that is likely to earn a competitive advantage over the other competitors in the industry. This follows from the fact that the production of goods with low costs will have an impact of increasing the profit margin of the company when selling the goods at the market price (Kotler, 1988, pp 199). This will also enable the firm to compete favorably in the price war in enhancing the demand of the its products, because the company will be able to realize the desired profits level even when selling the goods at the price below the market price (Gualtianan, 1995, pp 89). A firm will only attain the low costs of production if it produces the goods with a lot of efficiency in avoiding waste, that is, the firm should enhance optimal allocation and utilization of the resources in attaining an optimal amount of output at a given the specific level of technology. Organizations can enhance the efficient utilization of the resources by adaptation the various practices that are meant to optimally utilize the resources that include human resource development and the adaptation of the appropriate technology that is certain to enable efficient utilization of the resources owned by a firm (Webster, 1995, pp 47) 2. 3 Customer Satisfaction. Customer satisfaction plays an important role in creating consumer loyalties. The creating of loyalties will rescue the firm from incurring a lot of expenses in advertisement on the look for customers (Davenport, 2001, pp 69). The created consumer loyalty will retain the customers, as they are likely to consume the products of the company in the future. Therefore, it can be perceived as an investment that is meant to benefit the firm to realize the flow of income in the future following the enhanced loyalty. Consumer loyalty is maintained by the firm providing high standard goods to their customers and listening to the desires of the customers, otherwise, the firm is certain to loose the already created loyalties in the future if it does not meet the desires of the customers. The firm is also required to engage in product innovations overtime that are supposed to improve the quality of the products in factoring in the desires of the customers (Hutt, 1981, pp 201). This will reinforce the existing loyalties and also create other more loyalties that are certain to ensure the future demand for the products and services provided by the firm. There normally exist variations in the desires of the customers, implying that the providing of standardized services and products to customers is certain to satisfy the customers in varied ways. In such a situation, a firm is required to either provide a wide range of products that is meant to meet the varied desires or provide customized products and services that are meant to improve the level of customer satisfaction. The advantage for creating customer loyalties through customer satisfaction is that the firm is likely to reduce the costs in advertisement and other promotions because the customers that are retained are aware of the operations of the firm and its operations (Godin, 1999, pp 32). This will enable the company to reduce its cost of operation that will be reflected as an increased marginal profits, hence a positive step towards profit maximization. 2. 4 Product differentiation and patenting. Product differentiation can be perceived as being a strategy that is meant to make the products of some firm unique compared to the products that are offered by the competitors. It will enable the customers to identify the products easily without mistaking it for the ones offered by the competitors. Differentiation may include the adding of some features to the products offered to the market that is meant to sway the customers in enhancing high demand. The differentiations that make the product unique can be copyrighted to avoid the competitors from imitating the design of the product (Sandshoes, 2000, pp43). The patents will bar the competitors from imitating the products, thus a marketing strategy that is meant to enable the firm to minimize competition. 3. 0 Methodology 3. 1 Design The research will involve the collection of information concerning the organisation in question, evaluate its performance over time, and mostly by focusing at its profitability over time in relation to the various strategies that were taken by the organisation to enhance the performance. The study will look at the marketing strategies that are adapted by the organisation and their effects on performance of the organisation. The evaluation of the effects of the strategies on the organization will be identified on using the theories that have been established in relationship to the impact of various changes that are done within the organisation on the performance of the organisation. Therefore, the study will rather use qualitative data than quantitative given the nature of the topic addressed. 3. 2 Participants The main participant in the research is the shenzhen Energy corporation. The company is chosen as a representational of the domestic companies in evaluating the impact of economic globalization on domestic companies and on how best the companies should responding through the designing of marketing strategies in enhancing competence. Shenzhen energy corporation has been used as a representational following its ability to withstand the competition from foreign companies in the energy industry in China. 3. 3 Data collection Following the design of the research, the data that will be collected should be related to the marketing strategies that the Shenzhen energy corporation had taken in enhancing competitive advantage. The strategies that need to be identified include, how the company is enhancing customer Satisfaction, how does the company do pricing, how does the company reach the target group, how does the company gather information that is to be used in decision making concerning the design of marketing strategies, and how the company make its products competitive in the market. 3. 4. Data analysis Data analysis will be done by confronting the identified marketing strategies with the existing marketing theory as provided in literature. This will enable the study to bring out the logic behind the strategies that were taken by Schenzhen energy corporation is ensuring its success. 4. 0 Time Plan. The research will take a time frame of ten weeks, where each week will be allocated its tasks as provided by the schedule below: Task Week Making contacts on places where data and literature will be collected 1 Literature Reviewing 2-3 Collection of Data 4 Data Validation 5 Data Analysis and Interpretation 6-7 writing a draft report 8 Third party reading of the report 9 writing the final report 10 Bibliography Adcock, Dennis. Marketing: Principals and Practice. Financial Times/Prentice hall. 2001. Allan, Clement. Economic Globalization: Social Conflict. labour and Environmental Issues. Edward Elgar Publishing. 2004. Bradley, Frank. International Marketing strategy. Financial Times/ Prentice hall. 2005. Boone, Louis and Kurtz, David. Contemporary Marketing. Thomson South-Western. 2005. Cundiff, Edward and Govoni, Norman. Fundamentals of Modern marketing. University of California. 2007. Davenport, Teresa. Marketing Training Programs: Marketing Training Programs. 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