Market Segments Essay Example for Free

Market Segments Essay Apple is marketing to people who have a few characteristics. 1) Middle/Upper income folks who are willing to pay a bit more for a better user experience. paying 500 more for a computer is not a huge deal if you have a decent income. 2) People who like to have fun with technology. No other platform offers as many entry level tools (the whole iLife bunch and more). This includes people who like to shoot a lot of digital photos or video. Its the whole digital hub concept. People are starting to buy into it. 3) Music enthusiasts and fans ages 12-35. 4) Professionals in media and design. The first two groups do overlap, but its a huge market. Way bigger than 5% or whatever. Apples problem is not really pricing. These are the same people who pay $500 to get seats that warm up your behind. Apples problem is the status quo. People who should consider macs dont, because of a stigma of incompatibility that developed in the 90s. Apples market share and success will grow in the next ten years for the simple reason that our generations X and Y who have been exposed heavily to the internet werent using computers much during the compatibility days But anyway, the compatibility problem dies when the people who believe in it are not young anymore. Market Segmentation The market segmentation includes: Demographical bases. Geographical bases. Behavior bases. Psychographic bases. 2.1 Demographical bases (age, family size, life cycle, occupation) Looking into Apple, the Demographical market segment is successful because they are developing products on the age, life cycle, occupation of the people. They are distributing their products into various places and the PCs are categorized on age, family size, for example they would have more games and entertainment in the PCs for the kids and a professional PC with all the latest software’s. 2.2 Geographical bases (states, regions, countries) Looking into the geographical bases of Apple they have established their business all over the world like U.S., South America, Europe, Japan, and Australia. Recently Apple chose to implement a vertical growth strategy and began expanding their own retail stores. The company also sells its product via third-parties dealers, or via internet through their own website or through the iTunes online music stores. 2.3 Behavior bases (product knowledge, usage, attitudes, and responses) In this market segment Apple providing good product knowledge to the customers by advertizing on search engines, T.V. as they have a very good brand image. Using this brand image they are continuously coming up with new ideas and products and attracting the customers. Apple has got a very good response rate as many of the customers are looking for new designs and innovative products which Apple is successfully delivering. 2.4 Psychographic bases (lifestyle, values, personality) Looking into Apple the psychographic market segment is successful because they are developing products on the lifestyle of the people such as Mac book for the younger generation. Apple having a very good brand image has very good value for its products as they are different and innovative. Looking into the personality (style) sector Apple is providing their products with different colors for the people who like fancy colors.

Function Of Supply Chain In Dell Business Essay

Function Of Supply Chain In Dell Business Essay Supply change management is the important part of the organization. If supply chain is working effectively in the organization than organization can achieve their goal in well manners .supply chain management engage on three levels which are strategic, tactical and operational. On the strategic level, organization take the decision with concern to supply chain management that how it will work. Tactics means which thing has to include in supply chain which will help the organization to achieve their goals and operational means how it will exactly work. So there is a strong relationship between supply chain management and organizational business objectives.orgnaization has differ objective which has to fulfil by the organization these objective are following in which supply chain management supporting them to achieve them. Product development Organizations Management has to classify a strategic direction while considering the products which organization will manufacture and recommend to their consumers. As companys product get old and they need new product to launch in the market on that time supply chain management play a crucial role to set new product in the market. In this thing company has to develop the strategy that how ,they will take the help of supply chain which will make easy to launch the product in the market. Consumers On the strategic level ,company has to find out the real consumer for their product .that is difficult task for the organization .and supply chain management help the organization to distribute the product to those person who targeted by the company . Manufacturing Manufacturing depend on the demand and companys sales forecasting. So on that time company has to develop the strategy that how product will be manufactured. This decision can require new manufacturing facilities to be built for the organization. If business objectives contain moving manufacturing out of the country, then the decisions can bend towards via subcontracting and third party .another factor is environmental issues which influence organization policy to a better level, these issues may persuade strategic supply chain decisions with regards to manufacturing of the product. With the help of these thing we can say that ,there is a strong relationship between the supply chain management and businesss objective. LO1.2 Explain the link between your chosen organizations supply chain management and its business functions. DELL: Supply chain? Supply chain management is the lively management of supply chain activities with the objectives of maximize customer satisfaction and attain the sustainable advantage over the competition. It represents a cognizant effort develop and run supply chains in the most effective efficient ways possible. The supply chain is concurrent together through physical flows and information flows. the transformation, movement, and storage of goods and materials involves in Physical flows . Information flows permit the a variety of supply chain partners to conquer their long-term plans, and to manage the day-to-day flow of goods and material up and down the supply chain. Function of Supply chain in DELL There are some functions of DELL related to the supply chain management are as follows: Identify Customer Values Organization used customer knowledge With the help of contracts, survey results, business intelligence data and platform sales to begin its customer-centric view of value. Dell invested in resources to complete detailed configuration profitability analysis, targeted surveys and external marketing insights from multiple industries. Understand Dells Strengths With the help of the effective supply chain management the DELLs strength can be analyzed. Understand the External Environment Supply chain is specifically related to the external business environment with the help of supply chain the DELL can be easily understand the external environment. This the supply chain of the opted organization DELL and its function that are related with the supply chain of the DELL. LO.1.3 What are the key drivers used by your organization to achieve an integrated Supply Chain? As companies increasingly put into action their supply chain to compete and attain market share, spending and action in this area are remarkably on the upswing. Technology and process upgrades at forward-thinking companies evidently demonstrate that supply chain excellence is more broadly established as an element of overall business strategy and that growing value to customers is not just managements, but everyones business. The transfer in how companys outlook their supply chain is taking hold. Scrutinize how your company views its supply chain and deem your answers to these fundamental questions. Does leadership view your supply chain as a strategic competitive advantage? If not, are you bearing in mind outsourcing your supply chain? Are the capacity strengths of your supply chain generally known and understood by leadership of the company? If so, how do they sway growth, profitability and customer service? So organization has to find out the key drivers which will help the organization to achieve an integrated supply chain management. There are some key drivers which will help the organization to achieve an integrated supply chain which are following Customer service management process : Customer service management process is concern with the organization and its customers. Because customer service is the cause of customer information. Customer service management provides the customer through real time information on arrangement and product accessibility during interfaces with the organizations manufacture and distribution operations. Good organization uses the following steps to build customer relations: Verify jointly pleasing goals for organization and customers Set up and preserve customer relationship Produce optimistic feelings in the organization and the customers Procurement process:- Strategic tactics are drawn up with suppliers to maintain the manufacturing current management procedure and the growth of new products. In organization where operations expand internationally, source has to manage on a international basis. The preferred result is a win-win connection where both parties take benefit from each other, and a decrease in time which is required for the design series and product. LO2: Be able to use information technology to optimise supplier relationships in an organization. LO2.1 Evaluate the effectiveness of strategies used by your organization to maintain supplier relationships. Efficient management of suppliers is one of the ways manufacturing companies can advance their performance. There are many significant aspects of supplier management; they incorporate sourcing strategies, and the way relationships are managed and the information exchange policies adopted by manufacturers. Characteristically, it has been argued in the literature that close relationships with suppliers should be urbanized, in contrast to the conventional price-driven transactional relationship. In concurrence with this approach manufacturers should employ a single sourcing strategy rather than multi-sourcing. The research found that noteworthy portion of the companies surveyed had experienced an alteration in their relationship with suppliers in the last few years. In the main relationships had become closer and the use of partnerships was in proof. Although the companies had developed partnerships with some of their suppliers the majority of firms continued to prefer a multi-sourcing policy. The research results have implications for manufacturing companies as they point out the potential for development through the greater adoption of best practices in the area of supplier management. LO.2.2 What information technology does your organization use to create strategies in developing relationship with its suppliers? As search costs and other coordination costs turn down, theory predicts that firms should optimally amplify the number of suppliers with which they do business. Despite recent declines in these costs due to information technology, there is little proof of an augment in the number of suppliers used. On the contrary, in many industries, firms are working with fewer suppliers. This suggests that other forces must be accounted for in a more complete model of buyer supplier relationships. So there are many technologies which is using by the organization to develop relationship with their suppliers .which are following. Analyze actual time information about market trends sales and orders. Predict and respond rapidly to changes in demand Develop efficiency with concern to precise information on supply . E-collaboration with the suppliers, like, using email and giving out spreadsheets, can be simple, but the most profit approach from sharing information in real time. This approach requires more refined technology, which are following Forecasting systems or inventory planning this means use their inventory records to predict the market demand for their product. Online analytical processing  systems this system analyze history sales performance and evaluate the forecasts from different suppliers. Enterprise resource planning  systems ERP system plan and programed their entire business. By connecting their order and purchasing system with that of their suppliers, orders can repeatedly be placed and tracked and the supplier will automatically issue an invoice. These technologies helping the organization to make good relation with their suppliers. LO 2.3 Identify systems used by your organization to maintain relationship with its suppliers. A natural approach to determining the optimal number of suppliers is to begin from the assumption that a firm would profit by growing the number of its suppliers, thereby broadening its choice, but that technological considerations constrain this strategy. In this perspective, the number of suppliers is restricted by considerations such as the cost of setting up a relationship, search costs, and transaction costs, which can commonly be summarized as coordination costs. For example, in trying to determine the optimal number of suppliers for a given input, it may be supposed that suppliers product offerings are substitutes for one another, except that they differ in some desirable feature, such as price, fit, or product characteristics. Interacting with each supplier entails a coordination cost. After surveying some number of suppliers, the buyer selects the product offering that renders the best value according to its set of criteria. The optimal number of suppliers is determined by trading off the cost of further searches against the expected benefit from identifying a better supplier. In the same way organization is making the relationship with the their suppliers .some ways are following Organization is making the Understanding that how their supplier works gives them a enhanced sense of how it can benefit their business. Organization is using the strategy to make the relationship with their suppliers to Ask about their plans for development or expansion. Will this affect the goods or services which organization is providing to them? Organization is helping their suppliers by placing orders in excellent time, being clear about deadlines and paying on time. Organization is making their business important to their suppliers with a view that concept that they will work harder for you. So some suppliers offer superior deals if organization promises to use them wholly. So these strategies helping the organization to make their better relationship with their suppliers. LO3 Understand the role of information technology in supply chain management LO3.1 Assess how information technology could assist in the integration of the different parts of the supply chain within your organization Information technology could assist in the integration of the different parts of the supply chain management in the organization. In dell the IT assist in the integration of the different parts of the supply chain There are different integrated strategies are discussed below regarding the supply chain management in Dell. Allocation network strategies: The issues like location of warehouse and their capacities etc are related to the allocation network strategies. The allocation network strategy maintain the facility that how should the information is being flowed between the management supply chain members i.e warehouse retailer . It helps provide the reduction in the total holding and logistics costs. The allocation network strategies are specifically related to the reduction in he logistic as well as the holding cost of the organization. Manufacture source strategy: This strategy is the integration of the logistics and production costs. It also related with the impact of producing in large volumes to reduce the fixed cost for the production .but the production in heavy volume may increase the transportation cost and the logistic cost and production in small batches is related to the high fixed but the balance between them can be maintained by the manufacture source strategy of the organization. Record organizes strategy: This strategy connected with the decisions concerning the inventory control system of the organization. Inventory control strategy includes economic order quantity to reduce the holding and ordering costs. It also determines the quantity to be stored. This very strategy can be used for the avoidance of over stocking and under stocking. Income managing strategy: In the income managing strategy the price flexibility of demand is fix according to the market in order to maximize the revenue from sales. Technology choice support system: Technology is deals with each and every part of the organization whether it is related to the inventory, production, revenue etc. so we can say that the technology is a choice support system of the organization. LO3.2 Evaluate how information technology has contributed to the management of the supply chain within your organization The flow of products and information between supply chain members of the organizations is known as Supply chain management. Information Technology helps a lot in availing the information in organizational premises very easily. The IT is very helpful to coordinates the activities to manage the supply chain. In past before 1980 the information flow between the organizations to the second part is totally based on the paper. The paper based method of exchanging the information is very slow. But after some time the information technology had evolved and provides the easy method for exchanging the information between the organization and the supply chain member. IT includes: computer, data recognition equipment, communication technologies, factory automation and other hardware and services. Information flows plays a crucial role in strategic planning. Because it helps in: Rapid procedure to information. Good customer service. Reduction in paper work. Increased productivity. Improvement in tracing and expediting Cost efficiency. Competitive advantage. Enhanced/Improved billing. After the study of these points it can easily understood that the IT plays an essential role in supply chain management and we can also take the example of the dell(Case study of Dells Transformation Journey through Supply chain). The above mentioned points are also related with the dell and its supply chain management. After using IT in its supply chain management the dell got the maximum benefits from it like : rapid flow of the information , great and better customer service , paper work reduction , proclivity enhancement , cost efficiency , competitive advantage etc. So we can say that information technology has contributed to the management of the supply chain within your organisation. LO.3.3 Assess the effectiveness of information technology in managing the supply chain in your organization. There are some vast impact on the organization because of the information technology here we took the example of DELL. There are certain effectiveness of IT on the DELL that are as follows: DELL has successfully developed E-business solutions for improving customer service. Enhanced efficiency of DELL allows company personnels to focus more on the dangerous business activities. E-business solutions of DELL support preparation teamwork better quickness of the supply chain management. The use of E-business solutions improves the information quality of DELL. To gain strategic benefits, the DELL uses of IT to be coupled with process re-designing. SCM IT are the prominent part of the DELL. IT has enabled supply chain to flourish the criteria of the supply chain management of DELL. LO4 Understand the role of logistics and procurement in supply chain management LO4.1 Explain the role of logistics in supply chain management in system in your organization The organizations are still locate that poignant goods and services all the way through of the global supply chains is expensive time overwhelming.   Logistics and supply chain management are the two important approaches to surmount the business activities. The flow of resources between the origin and the destination in order to fulfill the needs and wants is known as the logistics management. The physical items, such as food, materials, equipment, liquids, and staff, as well as abstract items, such as information, particles, and energy all can be include in the logistics. The common motives of logistics are minimization of the use of resources and time. The role of logistics can be divided in four categories that are as follows: Materials management Channel management Distribution Supply-chain management Material management : Logistics plays a very important part in material management because it can provide the overall facility regarding the material handling. The complete process of production can be handled with the help of logistics management. Channel Management: Channel management are the recourses by which the goods and services can be transported from one place to another place. Distribution management: Distribution management is related to the distribution technique of the goods and services of the organization . it can help in the logistic management of the organization . Supply chain management: Supply chain and logistics are the essential part of one another that was discussed above previously. If any organization wants to work properly than it will compulsory to use logistics management in the supply chain management. LO4.2 Evaluate any procurement practices in your organization The procurement policy is based on the Nestle procurement policy The objective of NESTLE is to produce and market food products that and that can please customers and consumer prospect, and to provide enhanced quality food and worth for money. Milk, coffee coca are the key raw material of the Nestle in total the raw material turnover of Nestle is 19.7 bio Swiss Francs. The basic problem is regarding to the procurement of the raw material so the Nestle opt the two types of strategies that are: Pre competitive Competitive Pre-competitive strategy of Nestle: In pre competitive strategies the Nestle wants to collaborate with the food industry i.e SAI (Sustainable Agriculture. n this strategy the Nestle provides the support to the agricultural development, trades , preliminary works regarding the agriculture industry. In this strategy the Nestle try to overcome the berries of raw material procurement for the Nestle plant. Competitive strategy of Nestle: The competitive strategy deals to encourage the sustainable agriculture through the sourcing of its key raw materials (milk, coffee, and cocoa). This is done by providing with the help of guidelines to the producers and by developing preferential supplier contracts. Sustainable Agriculture offers opportunities for food companies to achieve better control on long term supply of raw materials at reasonable costs, and at the same time to improve quality and enhance quality control . These are the two strategies of procurement of NESTLE by which Nestle can overcome the hurdle of raw material procurement. . LO4.3 what are some of the factors that must be considered when improving logistics and procurement practices in your organization? There are some factors that must be considered when improving logistics and procurement practices in your organization. The factors are as follows: Effective Order processing: There should be the effective order processing so that the logistic department can perform its task in a better way. Transportation: The transportation cost must be low with the help of the logistics strategies. If the proper logistics are to be used than it will become very helpful in reduction in the transportation cost. Inventory management : Inventory management is the very important part of the organization . With the help of inventory management the logistics can be improved in a better way. Warehousing: The warehouse handling is to be in a successive manner with the help of the logistics department. Material handling: Material handling is one of the process by which the logistics can be improved and procurement process can be easy for the organization. Sound packaging: The packaging should be sound so that the procurement can be done in an effective manner and the logistics management can be improved. Information system : Information system plays a very important role in logistics management because IT is having the integration of all the area f the business. LO5 In your different groups LO5.1 Plan a strategy to improve an organisations supply chain There should be the planned strategy for the improvisation of supply chain management of Dell. The strategy must include certain points that are as follows: Reduction in cost: The strategy must be planned with the perspectives of cost reduction in the supply chain process in the organizations. Time reduction: The strategy should be formulated in such a way s that the time can be reduced and the process can complete in the proper time span. Release value: value of the production must be acquired by the planned strategy. Appropriate quality : The planned strategy of the supply chain management is to provide the appropriates quality to the consumers. Reduction in truncations: the strategy should be formulated in terms of reduction of the transaction cost of the origination. LO5.2 Assess how a supply chain improvement strategy will benefit overall business performance in the organisation There are certain points which tell us the benefit of supply chain management on overall performance on the organization that are as follows: Reduction on inventories Information sharing among the partners Preparation being done in discussion rather than in segregation The improvements can be reflected in terms of: Lower costs Satisfy customer service proficient manufacturing Better trust among the partners LO5.3 Explain how barriers will be overcome in the organisation when implementing a supply chain improvement strategy Supply chain management helps a lot in reducing the barriers in the organizations There are certain methods by which the barriers will be overcome in the organization when implementing a supply chain management. Here we are giving the example of DELL that how supply chain management can overcome the barriers in DELL. Stronger connection to customers The DELLs supply chain is completely focused on the customer satisfaction. And the basic problem of the organization is to satisfy the customers and with the help of supply chain the customer can get the maximum satisfaction so that the DELL could get the positive feedback form the customers. Complexity reduction The production operations are vey important as well as complex. but the supply chain made this complexity is an easy going manner. All the process related to the Production will be in a concise way in the supply chain in the Dell. Improved internal collaboration managing identify practical interdependencies have ambitious association across product design, supply chain, marketing, sales and finance. Dell also simplified interactions by centralizing global operations, while aligning to customer verticals. Cost reduction with the help of the supply chain there were the cost reduction of $1.5 billion in DELL. This was the major barrier reduction. Improved forecast accuracy the supply chain provides results in three terms that are: augment in predict correctness at the product, platform and configuration levels.

Argumentative Essay: We Must Eliminate Animal Testing :: Argumentative Example Essays

The practice of using animals for testing has been a controversial issue over the past thirty years. Animal testing is a morally debated practice. The question is whether animal testing is morally right or wrong. This paper will present both sides of this issue as well as my own opinion.   Ã‚  Ã‚  Ã‚  Ã‚  Approximately two to four million animals have been used in safety tests. Safety tests are conducted with a wide range of chemicals and products, including drugs, vaccines, cosmetics, household cleaners, and packing materials. This raises issues such as the ethics and humaneness of deliberately poisoning animals, thus harming them, for the sake of marketing a new cosmetic or household product.   Ã‚  Ã‚  Ã‚  Ã‚  The Humane Society of the United States promotes research methods that can potentially replace, reduce, or refine animal use so that animals experience less suffering. An opinion poll was taken by the HSUS on September 23, 2001 on pain and distress in research. The findings were that 62% of people would approve of testing if little or no pain was experienced by the animals, while 75% disapprove when severe pain is experienced.   Ã‚  Ã‚  Ã‚  Ã‚  There is a moral blind spot in the treatment of animals that enable us to justify the cruelties for the perceived benefits of humans. Animals are living things. They have lungs which breathe, hearts which beat, and blood that flows. In fact, animals sense of smell, sight, and sound is much more acute than our own. Therefore, we can assume that their sensitivity to pain is at least equal to ours. According to Hippocrates, â€Å"The soul is the same in all living creatures, although the body of each is different.† This can go with the Duty Theory that states that every individual gets treated the same. The intentions of animal testing is not to harm the animals, but that is exactly what it does. In opposition of Hippocrates, others believe animals cannot be entitled to rights because they have no understanding and that testing on them is a necessity. A treatment to prevent scarring and loss of vision after glaucoma surgery will soon be tried on patients. This was made possible using rabbits. Following successful studies on mice and rats, a vaccine for malaria is now being tested on people. There is a wealth of evidence showing that animal â€Å"models† are not accurate and cannot be relied upon for safety testing and disease research. Scientists and doctors recognize that while animals are biologically very similar to human beings, they are not identical.

Public vs Private Education in Australia Essay -- essays papers

Public vs Private Education in Australia Every one in Australia wants the best education for the individual. The question is which one. Public or Private ? Education is one of the most important factors in determining what a person will become as a member of Australia's society. Because education is so important there are many questions that are asked for which is the better. The key terms for this topic are: Government School: one administered by the Department of Education in each State/Territory Non-government School: (private school) any school not administered by the Department of Eduaction, but including special schools administered by government authorities other than the State/Territory Education Department School: an educational institution which provides primary or secondary education on a full-time daily basis, or by radio or correspondence Over the past decade there has been a enrolment drift in education from public schools to private schools. In the year 2001 this enrolment drift has continued. In 1980 there were 78% of all students in public education, but last year there were less than 69%. There are a total of 2 248 275 students in public schools (ABS 12/02/2001). While Australia only has 69% of all students in public education, the United States and the UK have 90% of all students in public education. Over the past decade there has been a increase in enrolments at private schools.There has been a steady increase of enrolments in private education. In 1980 there was only 22% and in 1990 there was 28%, and in the year 2000 there was around 31% or 999 181 students in Australia attending a private school (ABS 12/02/2001). Year 12 retention rates across the board have had a continual increase. Year 12 retention rate: the percentage of full-time students of a given cohort group who continue from the 1st year of secondary schooling to Year 12. "The apparent retention rate of secondary students from Year 10 to Year 12 remained at the same level as the previous year at 74.4%. In 1990 the equivalent rate was 66.5%" (http://www.abs.gov.au/ausstats/ABS). The retention rates for public and private schools has not been as even. In 1985 the apparent retention rates for public schools was around 40% while private schools was around 65%. In 1995 public schools retention rates was around 66% while private scho... ...which the public schools can find to be very frastrating. Along with anything in Australia it has it's positives and negatives. To view these positives and negatives refer to appendix three. To view the positives and negatives for private schools refer to appendix four. More students in Australia today are moving away from public education and into private education because private education is perceived to offer more job opportunities for the individual. Bibliography: (2000),"Queensland Teachers' Journal",Protecting Public Education, 31 August 2000,p 6. Bagnall, D.(1999),"The Bulletin",Values-added education, Sydney,AVP Publishing Pty Ltd, 24 August 1999,pp 20-25. Commonwealth of Australia,(2001)."Australian Bureau of Statistics",Education and Training, http://www.abs.gov.au/ (16 May 2001). Commonwealth of Australia,(2001)."Australian Bureau of Statistics Book",Education and Training. Fordham, B.(2000),"Ninemsn",The great debate: public vs private schools, http://www.aca.ninemsn.com.au/stories/ 460.asp (1 May 2001). Gauci, J.(2000),"Kemp's bill rips off public education", http://www.greenleft.org.au/back/2000/429/429p9.htm (13 May 2001). Public vs Private Education in Australia Essay -- essays papers Public vs Private Education in Australia Every one in Australia wants the best education for the individual. The question is which one. Public or Private ? Education is one of the most important factors in determining what a person will become as a member of Australia's society. Because education is so important there are many questions that are asked for which is the better. The key terms for this topic are: Government School: one administered by the Department of Education in each State/Territory Non-government School: (private school) any school not administered by the Department of Eduaction, but including special schools administered by government authorities other than the State/Territory Education Department School: an educational institution which provides primary or secondary education on a full-time daily basis, or by radio or correspondence Over the past decade there has been a enrolment drift in education from public schools to private schools. In the year 2001 this enrolment drift has continued. In 1980 there were 78% of all students in public education, but last year there were less than 69%. There are a total of 2 248 275 students in public schools (ABS 12/02/2001). While Australia only has 69% of all students in public education, the United States and the UK have 90% of all students in public education. Over the past decade there has been a increase in enrolments at private schools.There has been a steady increase of enrolments in private education. In 1980 there was only 22% and in 1990 there was 28%, and in the year 2000 there was around 31% or 999 181 students in Australia attending a private school (ABS 12/02/2001). Year 12 retention rates across the board have had a continual increase. Year 12 retention rate: the percentage of full-time students of a given cohort group who continue from the 1st year of secondary schooling to Year 12. "The apparent retention rate of secondary students from Year 10 to Year 12 remained at the same level as the previous year at 74.4%. In 1990 the equivalent rate was 66.5%" (http://www.abs.gov.au/ausstats/ABS). The retention rates for public and private schools has not been as even. In 1985 the apparent retention rates for public schools was around 40% while private schools was around 65%. In 1995 public schools retention rates was around 66% while private scho... ...which the public schools can find to be very frastrating. Along with anything in Australia it has it's positives and negatives. To view these positives and negatives refer to appendix three. To view the positives and negatives for private schools refer to appendix four. More students in Australia today are moving away from public education and into private education because private education is perceived to offer more job opportunities for the individual. Bibliography: (2000),"Queensland Teachers' Journal",Protecting Public Education, 31 August 2000,p 6. Bagnall, D.(1999),"The Bulletin",Values-added education, Sydney,AVP Publishing Pty Ltd, 24 August 1999,pp 20-25. Commonwealth of Australia,(2001)."Australian Bureau of Statistics",Education and Training, http://www.abs.gov.au/ (16 May 2001). Commonwealth of Australia,(2001)."Australian Bureau of Statistics Book",Education and Training. Fordham, B.(2000),"Ninemsn",The great debate: public vs private schools, http://www.aca.ninemsn.com.au/stories/ 460.asp (1 May 2001). Gauci, J.(2000),"Kemp's bill rips off public education", http://www.greenleft.org.au/back/2000/429/429p9.htm (13 May 2001).

Leadership And Management Essay -- Business Leadership Management

In today's world economy companies come and go every single day. It takes good strong leadership and management to guide an organization to success. While many people consider management and leadership to be synonymous they are in reality two different concepts. A person can be a good leader but if he does not know how to manage a company that company will be destined to fail. Also if a person had great management skills but lacks in leadership no matter how good he is if he can not lead his employees towards the goal then it is a failed attempt at success. Management is considered a job description whereas leadership is considered a trait. In this paper we will differentiate between management and leadership. We will also examine how leaders create and maintain a healthy organizational culture. As stated before management and leadership are two different concepts. Wikipedia defines management as "the process of leading and directing all or part of an organization, often a business, through the deployment and manipulation of resources". In the world of business, management can be stated as a pursuit towards an overall goal that is effective and efficient. Also management is the ability to integrate works from different workforces through planning, and organizing. Ultimately management is a theory that is put into practice by a team to create a successful organization. The individuals in these teams are known as managers. It is the job of these individuals to guide a company towards the goal. To properly manage it takes a set of functions to make the organization su... ... concerns with process" (leadership, 2005). In closing it is up to management to make sure that the plans and processes are in place, and it is up to the leaders that have the leadership abilities to act on those plans and use those processes. Works Cited Management. (2005). Retrieved Nov. 14, 2005, from Management Web site: http://en.wikipedia.org/wiki/Management. Leadership. (2005). Retrieved Nov. 14, 2005, from leadership Web site: http://en.wikipedia.org/wiki/leadership. orgainzation culture. (2005). Retrieved Nov. 14, 2005, from orgainzation culture Web site: http://en.wikipedia.org/wiki/Organizational_culture.

Concepts of Leadership

Good leaders are made not born. If you have the desire and willpower, you can become an effective leader. Good leaders develop through a never ending process of self-study, education, training, and experience (Jago, 1982). This guide will help you through that process. To inspire your workers into higher levels of teamwork, there are certain things you must be, know, and, do. These do not come naturally, but are acquired through continual work and study. Good leaders are continually working and studying to improve their leadership skills; they are NOT resting on their laurels.Definitions of Leadership Leadership is a process by which a person influences others to accomplish an objective and directs the organization in a way that makes it more cohesive and coherent. Another popular definition of Leadership is a process whereby an individual influences a group of individuals to achieve a common goal (Northouse's (2007, p3). The U. S. military has studied leadership in depth. One of the ir definitions is a process by which a soldier influences others to accomplish a mission (U. S. Army, 1983).Note that all three definitions have one process in common — a person influences others to get something accomplished Leaders carry out this process by applying their leadership knowledge and skills. This is called Process Leadership (Jago, 1982). However, we know that we have traits that can influence our actions. This is called Trait Leadership (Jago, 1982), in that it was once common to believe that leaders were born rather than made.These two leadership types are shown in the chart below (Northouse, 2007, p5): Factors of Leadership There are four primary factors of leadership (U.  S. Army, 1983): Leader You must have an honest understanding of who you are, what you know, and what you can do. Also, note that it is the followers, not the leader or someone else who determines if the leader is successful. If they do not trust or lack confidence in their leader, then t hey will be uninspired. To be successful you have to convince your followers, not yourself or your superiors, that you are worthy of being followed. Followers Different people require different styles of leadership. For example, a new hire requires more supervision than an experienced employee does.A person who lacks motivation requires a different approach than one with a high degree of motivation. You must know your people! The fundamental starting point is having a good understanding of human nature, such as needs, emotions, and motivation. You must come to know your employees' be, know, and do attributes. Communication You lead through two-way communication. Much of it is nonverbal. For instance, when you â€Å"set the example,† that communicates to your people that you would not ask them to perform anything that you would not be willing to do.What and how you communicate either builds or harms the relationship between you and your employees. Situation All situations are different. What you do in one situation will not always work in another. You must use your judgment to decide the best course of action and the leadership style needed for each situation. For example, you may need to confront an employee for inappropriate behavior, but if the confrontation is too late or too early, too harsh or too weak, then the results may prove ineffective. Bass' Theory of LeadershipBass' theory of leadership states that there are three basic ways to explain how people become leaders (Stogdill, 1989; Bass, 1990). The first two explain the leadership development for a small number of people, while the third one is the dominant theory today. These theories are: Some personality traits may lead people naturally into leadership roles. This is the Trait Theory. A crisis or important event may cause a person to rise to the occasion, which brings out extraordinary leadership qualities in an ordinary person. This is the Great Events Theory. People can choose to become le aders.People can learn leadership skills. This is the Transformational or Process Leadership Theory. It is the most widely accepted theory today and the premise on which this leadership guide is based. Management versus Leadership While management and leadership have a great deal in common, such as working with people and accomplishing the goals of the organization, they do differ in their primary functions (Kotter, 1990): Management's main function is to produce order and consistency through processes, such as planning, budgeting, organizing, staffing, and problem solving.While leadership's main function is to produce movement and constructive or adaptive change through processes, such as establishing direction through visioning, aligning people, motivating, and inspiring. Boss or Leader? Although your position as a manager, supervisor, lead, etc. gives you the authority to accomplish certain tasks and objectives in the organization (called Assigned Leadership), this power does not make you a leader, it simply makes you aboss. Leadership differs in that it makes the followers want to achieve high goals (called Emergent Leadership), rather than simply ordering people around (Rowe, 2007).Thus you get Assigned Leadership by your position and you display Emergent Leadership by influencing people to do great things. Total Leadership What makes a person want to follow a leader? People want to be guided by leaders they respect and who have a clear sense of direction. To gain respect, they must be ethical. A sense of direction is achieved by conveying a strong vision of the future. When people are deciding if they respect you as a leader, they do not think about your attributes, rather, they observe what you do so that they can know who you really are.They use this observation to tell if you are an honorable and trusted leader or a self-serving person who misuses authority to look good and get promoted. On the other hand, self-serving leaders are not as effective bec ause their employees only obey them, not follow them. They succeed in many areas because they present a good image to their seniors at the expense of their workers. The Two Most Important Keys to Effective Leadership According to a study by the Hay Group, a global management consultancy, there are 75 key components of employee satisfaction (Lamb, McKee, 2004).They found that: Trust and confidence in top leadership was the single most reliable predictor of employee satisfaction in an organization. Effective communication by leadership in three critical areas was the key to winning organizational trust and confidence: 1. Helping employees understand the company's overall business strategy. 2. Helping employees understand how they contribute to achieving key business objectives. 3. Sharing information with employees on both how the company is doing and how an employee's own division is doing. Principles of LeadershipTo help you be, know, and do, follow these eleven principles of leader ship (U. S. Army, 1983). The rest of the chapters in this Leadership guide expand on these principles and provide tools for implementing them: 1. Know yourself and seek self-improvement – In order to know yourself, you have to understand your be, know, and do, attributes. 2. Be technically proficient – As a leader, you must know your job and have a solid familiarity with your employees' tasks. 3. Seek responsibility and take responsibility for your actions – Search for ways to guide your organization to new heights.And when things go wrong, as they often tend to do sooner or later — do not blame others. 4. Make sound and timely decisions – Use good problem solving, decision making, and planning tools. 5. Set the example – Be a good role model for your employees. They must not only hear what they are expected to do, but also see. 6. Know your people and look out for their well-being – Know human nature and the importance of sincerely c aring for your workers. 7. Keep your workers informed – Know how to communicate with not only them, but also seniors and other key people. 8.Develop a sense of responsibility in your workers – Help to develop good character traits that will help them carry out their professional responsibilities. 9. Ensure that tasks are understood, supervised, and accomplished – Communication is the key to this responsibility. 10. Train as a team – Although many so called leaders call their organization, department, section, etc. a team; they are not really teams†¦ they are just a group of people doing their jobs. 11. Use the full capabilities of your organization – By developing a team spirit, you will be able to employ your organization, department, section, etc.to its fullest capabilities. Environment Every organization has a particular work environment, which dictates to a considerable degree how its leaders respond to problems and opportunities. This is brought about by its heritage of past leaders and its present leaders. Goals, Values, and Concepts Leaders exert influence on the environment via three types of actions: 1. The goals and performance standards they establish. 2. The values they establish for the organization. 3. The business and people concepts they establish.Successful organizations have leaders who set high standards and goals across the entire spectrum, such as strategies, market leadership, plans, meetings and presentations, productivity, quality, and reliability. Values reflect the concern the organization has for its employees, customers, investors, vendors, and surrounding community. These values define the manner in how business will be conducted. Concepts define what products or services the organization will offer and the methods and processes for conducting business.These goals, values, and concepts make up the organization's personality or how the organization is observed by both outsiders and insiders. T his personality defines the roles, relationships, rewards, and rites that take place. Roles and Relationships Roles are the positions that are defined by a set of expectations about behavior of any job incumbent. Each role has a set of tasks and responsibilities that may or may not be spelled out. Roles have a powerful effect on behavior for several reasons, to include money being paid for the performance of the role, there is prestige attached to a role, and a sense of accomplishment or challenge.Relationships are determined by a role's tasks. While some tasks are performed alone, most are carried out in relationship with others. The tasks will determine who the role-holder is required to interact with, how often, and towards what end. Normally the greater the interaction, the greater the liking. This in turn leads to more frequent interactions. In human behavior, its hard to like someone whom we have no contact with, and we tend to seek out those we like. People tend to do what th ey are rewarded for, and friendship is a powerful reward.Many tasks and behaviors that are associated with a role are brought about by these relationships. That is, new task and behaviors are expected of the present role-holder because a strong relationship was developed in the past, either by that role-holder or a prior role-holder. Culture and Climate There are two distinct forces that dictate how to act within an organization: culture and climate. Each organization has its own distinctive culture. It is a combination of the founders, past leadership, current leadership, crises, events, history, and size (Newstrom, Davis, 1993).This results in rites: the routines, rituals, and the â€Å"way we do things. † These rites impact individual behavior on what it takes to be in good standing (the norm) and directs the appropriate behavior for each circumstance. The climate is the feel of the organization, the individual and shared perceptions and attitudes of the organization's mem bers (Ivancevich, Konopaske, Matteson, 2007). While the culture is the deeply rooted nature of the organization that is a result of long-held formal and informal systems, rules, traditions, and customs; climate is a short-term phenomenon created by the current leadership.Climate represents the beliefs about the â€Å"feel of the organization† by its members. This individual perception of the â€Å"feel of the organization† comes from what the people believe about the activities that occur in the organization. These activities influence both individual and team motivation and satisfaction, such as: How well does the leader clarify the priorities and goals of the organization? What is expected of us? What is the system of recognition, rewards, and punishments in the organization? How competent are the leaders? Are leaders free to make decisions? What will happen if I make a mistake?Organizational climate is directly related to the leadership and management style of the l eader, based on the values, attributes, skills, and actions, as well as the priorities of the leader. Compare this to â€Å"ethical climate† — the feel of the organization about the activities that have ethical content or those aspects of the work environment that constitute ethical behavior. The ethical climate is the feel about whether we do things right; or the feel of whether we behave the way we ought to behave. The behavior (character) of the leader is the most important factor that influences the climate.On the other hand, culture is a long-term, complex phenomenon. Culture represents the shared expectations and self-image of the organization. The mature values that create tradition or the â€Å"way we do things here. † Things are done differently in every organization. The collective vision and common folklore that define the institution are a reflection of culture. Individual leaders cannot easily create or change culture because culture is a part of th e organization. Culture influences the characteristics of the climate by its effect on the actions and thought processes of the leader.But, everything you do as a leader will affect the climate of the organization. For information on culture, see Long-Term Short-Term Orientation The Process of Great Leadership The road to great leadership (Kouzes& Posner, 1987) that is common to successful leaders: Challenge the process – First, find a process that you believe needs to be improved the most. Inspire a shared vision – Next, share your vision in words that can be understood by your followers. Enable others to act – Give them the tools and methods to solve the problem. Model the way – When the process gets tough, get your hands dirty.A boss tells others what to do; a leader shows that it can be done. Encourage the heart – Share the glory with your followers' hearts, while keeping the pains within your own. Leadership, Management, Command, & Control Whi le there are plenty of discussions about leadership verses management and the need for command and control nowadays, they are important concepts that every leader must be aware of to successfully guide their organization. In fact, they are the four pillars of every organization as they directly drive the organization. Used properly, the business will grow; used improperly, the business will sink.This blending gives the organization the ability to focus on opportunities and deal with threats: Leadership drives the interpersonal aspects of the organization, such as moral and team spirit. Management deals with the conceptual issues of the organization, such as planning and organizing. Command guides the organization with well thought-out visions that makes it effective. Control provides structure to the organization in order to make it more efficient. Command and Control While most people think of command as simply telling others what to do, it goes far beyond that.Command is the impar ting of a vision to the organization in order to achieve an end-goal. It does this by formulating a well-thought out vision and then clearly communicating it. Command emphasizes success and reward. That is, the organization has to be successful to survive and in turn reward its members (both intrinsically and extrinsically). Visions do not have to come from the top, but rather anywhere within the organization. Informal leaders are often good sources of visions; however, if the vision requires resources, then they normally need the support of a formal leader.In contrast, Control is the process used to establish and provide structure in order to deal with uncertainties. Visions normally produce change, which in turn produce tension. These uncertainties cause tensions that leaders must deal with so they do not impede the organization. This is far different from most people's conception in which they think of control as controlling others. Inherent in evaluation is efficiency—the act of examining the new tool often leads to processes that make it more efficient. This can be good because it can save money and often improve a tool or process.The danger of this is if the command process is weak and the control process is strong then it can make efficiency the end-goal. That is, it replaces effectiveness with efficiency. Leadership and Management Management's primary focus is on the conceptual side of the business, such as planning, organizing, and budgeting. It does the leg work to make visions reality. Do NOT equate the term â€Å"management† with â€Å"controlling people. † Management is more about ensuring that the organization's resources are allocated wisely, rather than trying to control people.In fact, good managers know that trying to control others is extremely difficult if not impossible. Management helps to acquire, integrate, and allocate resources in order to accomplish goals and task. In contrast, Leadership deals with the interpers onal relations such as being a teacher and coach, instilling organizational spirit to win, and serving the organization and workers. For more information read the rest of this guide on Leadership. The Synergy of the Four Pillars While all four processes have their place, they are not implemented separately, but rather in concert. Using the example of implementing a new  social media tool for increasing informal learning: Command communicates the vision or goal to the best people who can implement it.Throughout the process, it adjusts to new knowledge and refines the vision. Management allocates the resources and helps to organize the activities that will make it a reality. This is normally a continuous process, rather than a single activity. Leadership helps to guide, coach, and motivate the people to do their best throughout the entire process. Control looks for opportunities to reduce risks, which in turn makes the process more efficient. Leadership ModelsLeadership models help us to understand what makes leaders act the way they do. The ideal is not to lock yourself into a type of behavior discussed in the model, but to realize that every situation calls for a different approach or behavior to be taken. Two models will be discussed, Managerial Grid and the Four Framework Approach. Leadership Behavior Two large studies by universities found that two types of leader behaviors were important concepts in leadership skills. The first was at Ohio State University that identified these two behaviors (Stogdill, 1974): Consideration – relationship behaviors, such as respect and trust.Initiating Structure – task behaviors, such as organizing, scheduling, and seeing that work is completed. The second was at the University of Michigan that identified these two behaviors (Northouse, 2007): Employee Orientation – approaching employees with a strong human relations orientation. Production Orientation – stressing the technical and production a spect of the job. The researchers from Michigan State thought of these two behaviors at opposite end of a single continuum. Thus, a leader could be strong with one of these two behaviors, but would be weaker in the opposite one.The Ohio State studies viewed these two behaviors as distinct and independent. That is, a leader could be high or low in one or both. For example, in the U. S. Army one of the most important rules is to take care of your soldiers and complete the mission (task) — a leader should be good with both. Bad leaders can do neither or do one, but not the other. Managerial Grid Robert Blake and Jane Mouton (1985) placed the two behaviors on its own continuum and renamed them: 1. Concern for people 2. Concern for task or results The notion that just two dimensions can describe a managerial behavior has the attraction of simplicity.By asking a leader a series of questions would place her at a particular point on the two continuums, which in turn, would place the leader into one of four leadership types: Authoritarian — strong on tasks, weak on people skills Country Club — strong on people skills, weak on tasks Impoverished — weak on tasks, weak on people skills Team Leader — strong on tasks, strong on people skills The goal to good leadership is to score at least a 6 on both task and people, which would place the leader in the Team Leader grid. The four leadership types are discussed in more detail below. Authoritarian Leader (high task, low relationship)Leaders who get this rating are very much task oriented and are hard on their workers (autocratic). There is little or no allowance for cooperation or collaboration. Authoritarian leaders mostly display these characteristics: they are very strong on schedules; they expect people to do what they are told without question or debate; when something goes wrong they tend to focus on who is to blame rather than concentrate on exactly what is wrong and how to prevent it ; they are intolerant of what they see as dissent (it may just be someone's creativity), thus it is difficult for their subordinates to contribute or develop.Team Leader (high task, high relationship) These leaders lead by positive example and endeavor to foster a team environment so that all team members can reach their highest potential, both as team members and as people. They encourage the team to reach goals as effectively as possible, while also working tirelessly to strengthen the bonds among the various members. They normally form and lead some of the most productive teams. Country Club Leader (low task, high relationship) These leaders predominantly use reward power to maintain discipline and to encourage the team to accomplish its goals.Conversely, they are almost incapable of employing the more punitive coercive and legitimate powers. This inability results from fear that using such powers could jeopardize relationships with the other team members. Impoverished Leader (lo w task, low relationship) These leaders use a â€Å"delegate and disappear† management style. Since they are not committed to either task accomplishment or maintenance; they essentially allow their team to do whatever it wishes and prefer to detach themselves from the team process by allowing the team to suffer from a series of power struggles within the group. Four Framework ApproachStructural Framework Structural Leaders focus on structure, strategy, environment, implementation, experimentation, and adaptation. In an effective leadership situation, the leader is a social architect whose leadership style is analysis and design. While in an ineffective leadership situation, the leader is a petty tyrant whose leadership style is details. Human Resource Framework Human Resource Leaders believe in people and communicate that belief; they are visible and accessible; they empower, increase participation, support, share information, and move decision making down into the organizati on.In an effective leadership situation, the leader is a catalyst and servant whose leadership style is support, advocating, and empowerment. While in an ineffective leadership situation, the leader is a pushover, whose leadership style is abdication and fraud. Political Framework Political leaders clarify what they want and what they can get; assess the distribution of power and interests, build linkages to other stakeholders, use persuasion first, then use negotiation and coercion only if necessary. In an effective leadership situation, the leader is an advocate, whose leadership style is coalition and building.While in an ineffective leadership situation, the leader is a hustler, whose leadership style is manipulation. Symbolic Framework Symbolic leaders view organizations as a stage or theater to play certain roles and give impressions, use symbols to capture attention, frame experience by providing plausible interpretations of experiences, discover and communicate a vision. In an effective leadership situation, the leader is a prophet, whose leadership style is inspiration. While in an ineffective leadership situation, the leader is a fanatic or fool, whose leadership style is smoke and mirrors. Leading & LeadershipYour thinking skills can be considered directional skills because they set the direction for your organization. They provide vision, purpose, and goal definition. These are your eyes and ears to the future, allowing you to recognize the need for change, when to make it, how to implement it, and how to manage it. You find a vision by reaching for any available reason to change, grow, and improve. Just as you perform preventive maintenance on your car, you must perform preventive maintenance on your organization. Do NOT believe in the old adage, â€Å"If it ain't broke, don't fix it,† for the people who do, go broke!Treat every project as a change effort. Treat every job as a new learning experience. Goals Good organizations convey a stron g vision of where they will be in the future. As a leader, you have to get your people to trust you and be sold on your vision. Using the leadership tools described in this guide and being honest and fair in all you do will provide you with the ammo you need to gain their trust. To sell them on your vision, you need to possess energy and display a positive attitude that is contagious. People want a strong vision of where they are going.No one wants to be stuck in a dead-end company going nowhere†¦Ã‚  or a company headed in the wrong direction. They want to be involved with a winner! And your people are the ones who will get you to that goal. You cannot do it alone! When setting goals, keep these points in mind: They should be realistic and attainable. They should improve the organization (morale, monetary, etc. ). As many people as possible should be involved in the goal-setting process (they will feel a sense of ownership that will drive them to achieve it).A process should be developed to achieve each goal. There are four characteristics of goal setting (U. S.  Army Handbook, 1973): Goal Difficulty: Increasing your employees' goal difficulty increases their challenges and enhances the amount of effort expended to achieve them. The more difficult goals lead to increased performance if they seem feasible. If they seem too high, employees will give up when they fail to achieve them. Goal Specificity: When given specific goals, employees tend to perform higher. Telling them to do their best or giving no guidance increases ambiguity about what is expected. Employees need a set goal or model in order to display the correct behavior. Feedback: Providing feedback enhances the effects of goal setting.Performance feedback keeps their behavior directed on the right target and encourages them to work harder to achieve the goal. Participation in Goal Setting: Employees who participate in the process, generally set higher goals than if the goals were set for them. It also affects their belief that the goals are obtainable and increases their motivation to achieve them. The Six Steps of Goal Setting Although finding a vision can be quite a creative challenge, the process of getting that vision implemented can be fairly easy if you follow the six steps of: Vision —> Goals —> Objectives —> Tasks —> Timelines —> Follow-up Step 1 – VisionThe first step in setting goals and priorities is to personally develop what the organization should look like at some point in the future — a vision. A junior leader, such as a supervisor or line manager, will mainly be concerned with a department, section, or small group of people. While senior leaders set the vision for the entire organization. However, both types of visions need to support the organization's goals. The mission of the organization is crucial in determining your vision. Your vision needs to coincide with the big picture. The term â€Å"visionâ₠¬  suggests a mental picture of what the future organization will look like.The concept also implies a later time horizon. This time horizon tends to be mid to long term in nature, focusing normally on 1/2 to 5 years in the future for visions affecting the entire organization. However, leaders such as supervisors or line managers tend to have shorter time horizon visions —normally a few months to a year. Step 2 – Goals The second step involves establishing goals, with the active participation of the team. Goals are also stated in unmeasurable terms, but they are more focused. For example, â€Å"The organization must reduce transportation costs. † This establishes the framework of the your vision.Step 3 – Objectives Definable objectives provide a way of measuring the movement towards vision achievement. This is the real strategy of turning visions into reality. It is the crossover mechanism between your forecast of the future and the envisioned, desired f uture. Objectives are stated in precise, measurable terms such as â€Å"By the end of the next quarter, the shipping department will use one parcel service for shipping items at or under 100 pounds and one motor carrier for shipping items over a 100 pounds. † The aim is to get general ownership by the entire team. Step 4 – TasksThe fourth step is to determine the tasks. Tasks are the means for accomplishing objectives. Tasks are concrete, measurable events that must occur. An example might be, â€Å"The transportation coordinator will obtain detailed shipping rates from at least 10 motor carriers. † Step 5 – Timelines This step establishes a priority for the tasks. Since time is precious and many tasks must be accomplished before another can begin, establishing priorities helps your team to determine the order in which the tasks must be accomplished and by what date. For example, â€Å"The shipping rates will be obtained by May 9. † Step 6 – Follow-upThe final step is to follow-up, measure, and check to see if the team is doing what is required. This kind of leader involvement validates that the stated priorities are worthy of action. For the leader it demonstrates her commitment to see the matter through to a successful conclusion. Also, note that validating does not mean micro-managing. Micro-management places no trust in others, where as following-up determines if the things that need to get done are in fact getting done. Supervision for Leaders Supervision is keeping a grasp on the situation and ensuring that plans and policies are implemented properly (U. S.Army Handbook,1973). It includes giving instructions and inspecting the accomplishment of a task. There is a narrow band of adequate supervision. On one side of the band is over-supervision (micro-management); and on the other side is under-supervision. Over-supervision stifles initiative, breeds resentment, and lowers morale and motivation. Under-supervision l eads to miscommunication, lack of coordination, and the perception by subordinates that the leader does not care. However, all employees can benefit from appropriate supervision by seniors with more knowledge and experience who normally tend to see the situation more objectively.Evaluating is part of supervising. It is defined as judging the worth, quality, or significance of people, ideas, or things (U. S. Army Handbook,1973, p304). It includes looking at the ways people are accomplishing a task. It means getting feedback on how well something is being done and interpreting that feedback. People need feedback so that they can judge their performance. Without it, they will keep performing tasks wrong, or stop performing the steps that makes their work great. Inspiring Your Employees Getting people to accomplish something is much easier if they have the inspiration to do so.Inspire means â€Å"to breathe life into. † And in order to perform that, we have to have some life ours elves. Three main actions will aid you in accomplishing this: 1. Be passionate: In organizations where the is a leader with great enthusiasm about a project, a trickle-down effect will occur. You must be committed to the work you are doing. 2. Get your employees involved in the decision making process: People who are involved in the decision making process participate much more enthusiastically than those who just carry out a boss' order. Help them contribute and tell them you value their opinions.Listen to them and incorporate their ideas when it makes sense to so. 3. Know what your organization is about! : The fundamental truth, as General Creighton W. Abrams used to say in the mid-1970s, is that â€Å"the Army is not made up of people. The Army is people. Every decision we make is a people issue. † Your organization is the same. It may make a product or sell a service, but it is still people! A leader's primary responsibility is to develop people and enable them to reach t heir full potential. Your people may come from diverse backgrounds, but they all have goals they want to accomplish.Create a â€Å"people environment† where they truly can be all they can be. Training and Coaching As a leader you must view coaching from two different viewpoints: 1) coaching to lead others and 2) being coached to achieve self-improvement. Training and coaching are two different things, although some people use them interchangeably. Training is a structured lesson designed to provide the employee with the knowledge and skills to perform a task. Coaching, on the other hand, is a process designed to help the employee gain greater competence and to overcome barriers so as to improve job performance.You might picture it as when you were in school. During physical education, the gym teacher (trainer) taught you how to play basketball. Next you went out for the school team. You had a basic understanding of the game and its rules, but the coach personally taught you ( coaching) the finer points of the game. Training and coaching go hand-in-hand. First you train people with lots of technical support, and then you coach them with motivational pointers. Both training and coaching help to create the conditions that cause someone to learn and develop.People learn by the examples of others, by forming a picture in their minds of what they are trying to learn, by gaining and understanding necessary information, by applying it to their job, and/or practice. Both coaching and training have a few points in common: Evaluate to determine knowledge, skill, and confidence levels. Define objectives that can be measured periodically. It helps to break them down into step-by-step actions (action steps). Clarify direction, goals, and accountability. To foster accountability, involve the person or team in the decision making.Encourage peer coaching by reminding them that everyone has a stake in each other's success. Coaching is more than telling people how to do so mething, it involves giving advice, skill-building, creating challenges, removing performance barriers, building better processes, learning through discovery (the aha method), etc. Deal with emotional obstacles by helping them through change, reviewing and pointing out ways that they hold themselves back, comforting them when they become confused, etc. Give feedback by pointing and hinting towards solutions; try to stay away from critiquing errors. Lead by example! demonstrate the desired behaviors.Learning The first condition of learning is that the person must be motivated to learn. You cannot teach knowledge or skills to people who are not motivated to learn. They must feel the need to learn what you are teaching. Most employees are motivated to do a good job. They want to be able to perform their tasks correctly. Their motivation is being able to perform their job to standards in return for a paycheck, benefits, challenges, job satisfaction, etc. The next condition of learning i s to involve them in the process. Keep their attention by actively involving their minds and emotions in the learning process.Have them participate through active practice of the skill or through discussion. You cannot keep their attention with a long lecture. Normally, people pay attention for a short time — less than 30 minutes. They need to use what is being taught or their minds will wander. If you lecture for an hour, very little will be remembered. Instead, give a brief lecture (less than 10 minutes), demonstrate, and then have them practice. Provide feedback throughout the practice session until they can do it on their own. If it is a large complicated task, then break it down into short learning steps. The Five Points of Leadership PowerAl Capone once said that â€Å"You can get much farther with a kind word and a gun than you can with a kind word alone. † However, while almost anyone can use power, it takes skill to use leadership. Leadership power is much mor e than the use of force. Leadership is influencing others to truly WANT to achieve a goal, while power forces others to achieve a goal. Power refers to a capacity that a person has to influence the behavior of another so that he or she acts in accordance with the his or her' wishes. This power is a capacity or potential as it implies a potential that need not be actualized to be effective.That is, a power may exist, but does not have to be used to be effective. For example, an officer in the Army has certain powers over enlisted personal, but that power does not have to used to be effective. The mere knowledge of an officer's power by an enlisted person has some influence over him or her. Coercive Power — Power that is based on fear. A person with coercive power can make things difficult for people. These are the people that you want to avoid getting angry. Employees working under a coercive manager are unlikely to be committed, and more likely to resist the manager.Reward Po wer — Compliance achieved based on the ability to distribute rewards that others view as valuable. Able to give special benefits or rewards to people. You might find it advantageous to trade favors with him or her. Legitimate Power — The power a person receives as a result of his or her position in the formal hierarchy of an organization. The person has the right, considering his or her position and your job responsibilities, to expect you to comply with legitimate requests. Expert Power — Influence based on special skills or knowledge. This person earns respect by experience and knowledge.Expert power is the most strongly and consistently related to effective employee performance. Referent Power — Influence based on possession by an individual or desirable resources or personal traits. This is often thought of as charisma, charm, or admiration. You like the person and enjoy doing things for him or her. Raven (1965) later came up with a sixth power, Infor mational: Providing information to others that result in them thinking or taking acting in a new way. Knowing this points of power allow you to determine what you and others have available in order to achieve full negotiation skills. Leadership & DirectionThe PDCA (Plan, Do, Check, Act) Cycle was developed by Dr. Walter Shewhart as a plan of action for creating processes and products. It is a four-step method that uses not only direction and control to execute, but also provide an iterative process for continuous improvement: It is often called the Shewhart Cycle or Deming wheel. While the four steps of the cycle look easy, it actually takes a lot of work by all team members to complete the cycle correctly. One of Shewhart's students, W. Edwards Deming later used it extensively, thus the PDCA cycle is often known as the Deming Wheel (Smith, Hawkins, 2004).Deming used a modified version—PDSA (Plan, Do, Study, Act) as he believed study (analysis) provided a better description t han check. A dream is just a dream. A goal is a dream with a plan and a deadline. And that goal will remain a dream unless you create and execute a plan of action to accomplish it. Every goal that gets accomplished has a good plan behind of it. — Harvey Mackay Plan Good plans start with a brainstorming session that includes all the people involved with the project. This allows everyone to be part of the solution, in addition to gathering the best ideas.Two key questions must be asked when planning (Army Handbook, 1973): What are all the ingredients necessary for its successful execution? What are all the possible forces or events that could hinder or destroy it? As much as possible, get all the answers to these questions. Listen carefully to the judgment of your team. Then plan the positive forces and events, and then take action to prevent any obstructions that might hinder the project. A detailed plan normally includes the who, what, when, where, how, and why: Who does it i nvolve and who will do what? What are we going to do? What will happen if we do not do it?When does it start and end? Where will it take place? How will it take place? Why must we do it? Also, the plan must be organized. Organizing is the process of creating and maintaining the conditions for effectively executing plans. It involves systematically defining and arranging each task with respect to the achievement of the objective. It includes three major steps: Determine all tasks Set up a structure to accomplish all tasks Allocate resources All essential information must be brought out. It is also important to consider timing—when each task must be started and completed. A helpful approach is to use â€Å"backward planning.†Look at each goal and decide what must be done to reach it. In this way you plan from the moment of the project ending point and then work your way back to the present in order to determine what must be accomplished for each condition. Backward plann ing simply means looking at the big picture first, and then planning all tasks, conditions, and details in a logical sequence to make the big picture happen. Include all the details of support, time schedule, equipment, coordination, and required checks. Your team must try to think of every possible situation that will help or hinder the project.Once the process of mentally building the project has begun, the activities will come easily to mind. Now, organize all these details into categories, such as needs, supplies, support, equipment, coordination, major tasks, etc. List all the details under the categories. Create a to-do list for each category. This list will become the checklist to ensure everything is progressing as planned. Do Your team cannot do everything at once; some tasks are more important than others while others have to be accomplished before another task can begin. Set priorities for each checkpoint and assign someone to perform each task on the list.Develop a syste m for checking each other and ensuring that each task is accomplished on time. Plan for obtaining all the required resources and allocate them out. Not having the required resources can stop a project dead in its tracks. For this reason you must closely track and monitor costly or hard to get resources. Trial the plan through a prototype (experimental scale). This allows you to actually check the plan on a small scale. Check or Study Throughout the project's execution there are three things that you must be involved in: standards, performance, and adjustments.The standard means, â€Å"is this project being completed or accomplished as planned? Are all the check marks being completed as stated in the planning process? The standard, which is set, must mean the same to you and your people. Performance is measured by completing the tasks and objectives correctly. While the standard relates to the project, performance relates to the people working on the project. If performance does not meet standards, then adjustments can be made in two ways—improve the performance or lower the standards. Most of the time, improving the performance is the appropriate choice.However, a leader may face a situation where the standard is unrealistic or costly, which means it may be lowered. This is usually caused by poor estimates or the inability to obtain the proper resources. Act Now you are ready to execute the plan. If your plans are solid, things will go smoothly. If your plans are faulty, then you might have a very long and hard project ahead of you! Problem Solving There are seven basics steps to problem solving (Butler, Gillian, Hope, 1996): 1. Identify the problem: You cannot solve something if you do not know what the problem is.Ensure you have identified the real problem, not an effect of another problem. One method is the â€Å"five why's. † You ask why five times. By the time you get to the fifth why, you should have found the ultimate cause of the problem . 2. Gather information: Investigate the problem and uncover any other hidden effects that the problem may have caused. 3. Develop courses of action: Notice that courses is plural. For every problem there are usually several possible courses of action. Identify as many as you can. There are always at least two: fix it or don't fix it.Brainstorming with your team will normally generate the most and best courses of action. 4. Analyze and compare courses of action: Rank the courses of action as to their effectiveness. Some actions may fix other problems, while others may cause new problems. 5. Make a decision: Select the best course of action to take. 6. Make a plan: Use the planning tool covered in the first part of the section. 7. Implement the plan: Take the steps to put the plan into action. The Communication Process Communicating with others involves three primary steps: Thought: First, information exists in the mind of the sender.This can be a concept, idea, information, or feeli ngs. Encoding: Next, a message is sent to a receiver in words or other symbols. Decoding: Lastly, the receiver translates the words or symbols into a concept or information that he or she can understand. During the transmitting of the message, two elements will be received: content and context. Content is the actual words or symbols of the message that is known as language — the spoken and written words combined into phrases that make grammatical and semantic sense. We all use and interpret the meanings of words differently, so even simple messages can be misunderstood.And many words have different meanings to confuse the issue even more. Context is the way the message is delivered and is known as paralanguage — it is the nonverbal elements in speech such as the tone of voice, the look in the sender's eyes, body language, hand gestures, and state of emotions (anger, fear, uncertainty, confidence, etc. ) that can be detected. Although paralanguage or context often cause messages to be misunderstood as we believe what we see more than what we hear; they are powerful communicators that help us to understand each other. Indeed, we often trust the accuracy of nonverbal behaviors more than verbal behaviors.Barriers to Communication Nothing is so simple that it cannot be misunderstood. — Freeman Teague, Jr. Anything that prevents understanding of the message is a barrier to communication. Many physical and psychological barriers exist: Culture, background, and bias — We allow our past experiences to change the meaning of the message. Our culture, background, and bias can be good as they allow us to use our past experiences to understand something new, it is when they change the meaning of the message that they interfere with the communication process. Noise — Equipment or environmental noise impedes clear communication.The sender and the receiver must both be able to concentrate on the messages being sent to each other. Ourselves â €” Focusing on ourselves, rather than the other person can lead to confusion and conflict. The â€Å"Me Generation† must be tossed aside for effective communication to occur. Some of the factors that cause this are defensiveness (we feel someone is attacking us), superiority (we feel we know more that the other), and ego (we feel we are the center of the activity).Perception — If we feel the person is talking too fast, not fluently, does not articulate clearly, etc., we may dismiss the person. Also our preconceived attitudes affect our ability to listen. We may listen uncritically to persons of high status and dismiss those of low status. Message — Distractions happen when we focus on the facts rather than the idea being communicated. Our educational institutions reinforce this with tests and questions. Semantic distractions occur when a word is used differently than you prefer. For example, the word chairman instead of chairperson, may cause you to focus on the word rather than the message.Environmental — Bright lights, an attractive person, unusual sights, or any other stimulus provides a potential distraction. Smothering — We take it for granted that the impulse to send useful information is automatic. Not true! Too often we believe that certain information has no value to others or they are already aware of the facts. Stress — People do not see things the same way when under stress. What we see and believe at a given moment is influenced by our psychological frames of references — our beliefs, values, knowledge, experiences, and goals. Active ListeningHearing and listening are not the same thing. Hearing is the act of perceiving sound. It is involuntary and simply refers to the reception of aural stimuli. Listening is a selective activity which involves the reception and the interpretation of aural stimuli. It involves decoding the sound into meaning. Listening is divided into two main categories: passiv e and active. Passive listening is little more that hearing. It occurs when the receiver of the message has little motivation to listen carefully, such as we often do when listening to music, television, or when being polite.Nonverbal Behaviors of Communication Eye contact: This helps to regulate the flow of communication. It signals interest in others and increases the speaker's credibility. People who make eye contact open the flow of communication and convey interest, concern, warmth, and credibility. Facial Expressions: Smiling is a powerful cue that transmits happiness, friendliness, warmth, and liking. So, if you smile frequently you will be perceived as more likable, friendly, warm and approachable. Smiling is often contagious and people will react favorably.They will be more comfortable around you and will want to listen more. Gestures: If you fail to gesture while speaking you may be perceived as boring and stiff. A lively speaking style captures the listener's attention, m akes the conversation more interesting, and facilitates understanding. Posture and body orientation: You communicate numerous messages by the way you talk and move. Standing erect and leaning forward communicates to listeners that you are approachable, receptive and friendly. Interpersonal closeness results when you and the listener face each other.Speaking with your back turned or looking at the floor or ceiling should be avoided as it communicates disinterest. Proximity: Cultural norms dictate a comfortable distance for interaction with others. You should look for signals of discomfort caused by invading the other person's space. Some of these are: rocking, leg swinging, tapping, and gaze aversion. Vocal: Speaking can signal nonverbal communication when you include such vocal elements as: tone, pitch, rhythm, timbre, loudness, and inflection. For maximum teaching effectiveness, learn to vary these six elements of your voice.One of the major criticisms of many speakers is that they speak in a monotone voice. Listeners perceive this type of speaker as boring and dull. Motivation and Drive A person's motivation is a combination of desire and energy directed at achieving a goal. It is the cause of action. Influencing someone's motivation means getting them to want to do what you know must be done. (U. S. Army Handbook, 1973) A person's motivation depends upon two things: The strength of certain needs. For example, you are hungry, but you must have a task completed by a nearing deadline. If you are starving you will eat.If you are slightly hungry you will finish the task at hand. The perception that taking a certain action will help satisfy those needs. For example, you have two burning needs — the desire to complete the task and the desire to go to lunch. Your perception of how you view those two needs will determine which one takes priority. If you believe that you could be fired for not completing the task, you will probably put off lunch and complete t he task. If you believe that you will not get into trouble or perhaps finish the task in time, then you will likely go to lunch.Allow the needs of your team to coincide with the needs of your organization Nearly everyone is influenced by the needs for job security, promotion, raises, and approval of their peers and/or leaders. They are also influenced by internal forces such as values morals, and ethics. Likewise, the organization needs good people in a wide variety of jobs. Ensure that your team is trained, encouraged, and has opportunities to advance. Also, ensure that the way you conduct business has the same values, moral, and ethic principles that you seek in others.If you conduct business in a dishonest manner, your team will be dishonest to you, for that will be the kind of people that you will attract. Reward good behavior Although a certificate, letter, or a thank you may seem small and insignificant, they can be powerful motivators. The reward should be specific and prompt . Do not say something general, such as â€Å"for doing a good job,† rather cite the specific action that made you believe it was indeed a good job. Set the example You must be the role model that you want others to grow into.As Mahatma Gandhi said, â€Å"We must become the change we want to see. † Develop morale and esprit de corps Morale is the mental, emotional, and spiritual state of a person. Almost everything you do will have an impact on your organization. You should always be aware how your actions and decisions might affect it. Esprit de corps means team spirit — it is defined as the spirit of the organization or collective body (in French it literally means â€Å"spirit of the body†). It is the consciousness of the organization that allows the people within it to identify with and feel a part of.Is your workplace a place where people cannot wait to get away from; or is it a place that people enjoy spending a part of their lives? Allow your team to be part of the planning and problem solving process This helps with their development and allows you to coach them. Secondly, it motivates them — people who are part of the decision making process become the owners of it, thus it gives them a personal interest in seeing the plan succeed. Thirdly, communication is clearer as everyone has a better understanding of what role they must play as part of the team. Next, it creates an open trusting communication bond.They are no longer just the doers for the organization — they are now part of it! Finally, recognition and appreciation from a respected leader are powerful motivators. Look out for your team Although you do not have control over their personal lives, you must show concern for them. Things that seem of no importance to you might be extremely critical to them. You must be able to empathize with them. This is from the German word, einfuhling, which means â€Å"to feel with†, or the ability to perceive anot her person's view of the world as though that view were your own.The Sioux Indian Tribal Prayer reads, â€Å"Great Spirit, help us never to judge another until we have walked for two weeks in his moccasins. † Also note that empathy differs from sympathy in that sympathy connotes spontaneous emotion rather than a conscious, reasoned response. Sympathizing with others may be less useful to another person if we are limited by the strong feelings of the moment. Character and Traits in Leadership Building Excellence To be an effective leader, your followers must have trust in you and they need to be sold on your vision.Korn-Ferry International, an executive search company, performed a survey on what organizations want from their leaders. The respondents said they wanted people who were both ethical and who convey a strong vision of the future. In any organization, a leader's actions set the pace. This behavior wins trust, loyalty, and ensures the organization's continued vitality. One of the ways to build trust is to display a good sense of character composed of beliefs, values, skills, and traits (U. S. Army Handbook, 1973): Beliefs are what we hold dear to us and are rooted deeply within us.They could be assumptions or convictions that you hold true regarding people, concepts, or things. They could be the beliefs about life, death, religion, what is good, what is bad, what is human nature, etc. Values are attitudes about the worth of people, concepts, or things. For example, you might value a good car, home, friendship, personal comfort, or relatives. Values are important as they influence a person's behavior to weigh the importance of alternatives. For example, you might value friends more than privacy, while others might be the opposite.Skills are the knowledge and abilities that a person gains throughout life. The ability to learn a new skill varies with each individual. Some skills come almost naturally, while others come only by complete devotion to s tudy and practice. Traits are distinguishing qualities or characteristics of a person, while character is the sum total of these traits. There are hundreds of personality traits, far too many to be discussed here. Instead, we will focus on a few that are crucial for a leader. The more of these you display as a leader, the more your followers will believe and trust in you. Traits of a Good LeaderCompiled by the Santa Clara University and the Tom Peters Group: Honest — Display sincerity, integrity, and candor in all your actions. Deceptive behavior will not inspire trust. Competent — Base your actions on reason and moral principles. Do not make decisions based on childlike emotional desires or feelings. Forward-looking — Set goals and have a vision of the future. The vision must be owned throughout the organization. Effective leaders envision what they want and how to get it. They habitually pick priorities stemming from their basic values. Inspiring — Disp lay confidence in all that you do.By showing endurance in mental, physical, and spiritual stamina, you will inspire others to reach for new heights. Take charge when necessary. Intelligent — Read, study, and seek challenging assignments. Fair-minded — Show fair treatment to all people. Prejudice is the enemy of justice. Display empathy by being sensitive to the feelings, values, interests, and well-being of others. Broad-minded — Seek out diversity. Courageous — Have the perseverance to accomplish a goal, regardless of the seemingly insurmountable obstacles. Display a confident calmness when under stress.Straightforward — Use sound judgment to make a good decisions at the right time. Imaginative — Make timely and appropriate changes in your thinking, plans, and methods. Show creativity by thinking of new and better goals, ideas, and solutions to problems. Be innovative! Attributes Attributes establish what leaders are, and every leader needs at least three of them (U. S. Army Handbook, 1973): Standard Bearers establish the ethical framework within an organization. This demands a commitment to live and defend the climate and culture that you want to permeate your organization.What you set as an example will soon become the rule as unlike knowledge, ethical behavior is learned more by observing than by listening. And in fast moving situations, examples become certainty. Being a standard bearer creates trust and openness in your employees, who in turn, fulfill your visions. Developers help others learn through teaching, training, and coaching. This creates an exciting place to work and learn. Never miss an opportunity to teach or learn something new yourself. Coaching suggests someone who cares enough to get involved by encouraging and developing others who are less experienced.Employees who work for developers know that they can take risks, learn by making mistakes, and winning in the end. Integrators orchestrate the man y activities that take place throughout an organization by providing a view of the future and the ability to obtain it. Success can only be achieved when there is a unity of effort. Integrators have a sixth sense about where problems will occur and make their presence felt during critical times. They know that their employees do their best when they are left to work within a vision-based framework.