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.

Black Pepper

Characterization and Quantification of Active Compounds of Black pepper (Piper Nigrum): AbstractThe objectives of the study were to investigate the presence of phytochemical compounds from the extract of piper nigrum, using methanolic extraction. It showed the presence of alkaloid, flavanoids, carbohydrates, proteins, phenols, phytosterols, and tannins. The phytochemical compounds were also screened by GC-MS method.A total 21 bioactive compounds were identified in the methanolic extract of Piper nigrum. The identification of phytochemical compounds is based on the peak area,retention time,molecular weight.GC-MS analysis of P.nigrum revealed the existence of major compounds like caryophyllene ,delta.3-carene as well as Cinene. The results will be useful for further study in future to explore the biosynthetic activity of black pepper. Introduction:Black Pepper:Black Pepper, the tropical plant family, Piperaceae is a reliable source of diverse biologically dynamic phytochemicals (Parmar et al., 1997) and food grade spice. Black pepper (Piper nigrum L.) (Piperaceae) celebrated as â€Å"Dark Gold† and furthermore known as â€Å"Ruler of Spices† is one of the vital rural products (Ankegowda and Krishnamurthy 2012). The extracts of Pepper can be viably used as a source of biopesticide material. The most broadly perceived specie of this family is Piper Nigrum or dark pepper which apart from culinary applications is utilized as a part of various ayurvedic details because of its different curative properties (Srinivas et al., 2005). Piperine is one of the significant compounds that is extracted from Piper Nigrum. Many other unsaturated amides have since been distinguished in Piper species from every single tropical locale of the world (Parmar et al 1997). Piperine is the significant compound that causes the impactful and spicy flavor of pepper and has indicated many pharmacological exercises, for example, insecticidal, calming, pain relieving, and so forth. (Khajuria et al., 1989). The wide variety of auxiliary plant mixes found in Piper were recommended as potential leads for novel bug sprays (Miyakado et al., 1989) while numerous mixtures are utilized as a part of conventional control of insecticides that are vectors of ailment (Okorie and Ogunro 1992) and harm stored crops (Sighamony et al. 1986; Baier and Webster 1992; Mbata et al., 1995; Ke'? ¨ta et al., 2000). Early examinations with P. nigrum seed extracts showed that piperamides were in charge of the harmfulness of the extracts to the adzuki bean weevil Callosobruchuschinensis L. (Miyakado et al., 1980). For the treatment of infectious diseses on Earth pharmacologists ,microbiologists and natural products chemists are relying on plant derived dietary supplements as well as phytochemicals.(Pandey et al.,2015).The objective of this research is to identify and characterize the active compounds in crude extract of Black pepper. Key words: Piper nigrum L, Phytochemical Screening,GC-MS.Material and Method:The seeds of Black pepper were purchased from Qissa Khwani Bazar PeshawarExtract of Black Pepper: Seeds of black pepper 10gm were grounded in a blender and then covered with 100 ml of methanol. The grounds and methanol slurry was shaker in a mini orbital shaker for 30 min at 260 rppm and then passed through a Buchner funnel with Whatman No.1 filter paper for removing insoluble material. The methanol fraction was separated and air died ( Jyothiprabha, and Venkatachalam 2016). Identification of Active Compounds: Some plants have more than one chemical as an active principle responsible for their biological properties. Phytochemical tests was done to find the presence of the active chemical constituents such as alkaloid, glycosides, flavonoids, reducing sugars, triterpenes, phenolic acid and tannis. Detailed Phytochemical screening was carried out as per standard methods. (Kokate, 2000; Habone, 1999; Tiwari et al., 2011).

Alice in Wonderland Essay

Alice in Wonderland is a very imaginative book written mainly for children, but adults can also enjoy it. The big theme through the whole book is growth and how people change from being a kid to eventually growing into an adult. The whole mystery of not knowing who you are and being confused about your position in life. The biggest example of growing is when Alice eats the cake and that makes her grow larger, and when she drinks the liquid that makes her shrink. The point when she starts to wonder about her identity is when she starts to think about home and where she really is. Another point is when people ask her who she is and she is not able to explain herself. Growth is definitely one of the biggest themes in Alice in Wonderland. The book tells about how Alice goes through many different experiences with all the different characters. The first sign of growth is when Alice needs to shrink down because she wants to go through the little door into the garden. She realizes that she left the key on the big table so she eats the cake to grow bigger again to get it. She then grows too big which foreshadows that there will be more confusion when it comes to size and how big Alice is supposed to be throughout the story. â€Å"Well, I’ll eat it, and if it makes me grow smaller, I can creep under the door; so either way I’ll get into to the garden† (p. 19). This shows that she’s not very sure about which size she should be while she’s in Wonderland and that she doesn’t understand what is happening around her as she only focuses on getting into the garden that looks beautiful from outside the door. The big moment when Alice understands that she doesn’t know who she is anymore is when she meets the Caterpillar. The Caterpillar asks her who she is and she can’t get herself to explain it. â€Å"I-I hardly know, sir, just at present – at least I know who I was when I got up this morning, but I think I must have been changed several times since then† (p. 54). Alice explains how she feels like she has lost her identity and doesn’t know if she is still the same person as when she got up the same morning. She says she can’t remember things she used to know so well For example, the rhyme she knew, â€Å"how doth the little bee†. Alice in Wonderland is a well-written story about a little girl going through an exciting experience where she grows, meets different characteristics then what she is used to and it focuses a lot on identity. Alice experiences growing when she eats the cake and drinks the potion. She doesn’t know how to explain who she is to the characters asking her which makes her very frustrated as she is used to being in control of herself. Alice goes through a big experience and learns a lot and I think she might even have got a better view of who she really is by being in Wonderland.

Riordan’s Competitive Advantages

Riordan’s Competitive Advantages The research will describe which competitive advantages Riordan has in common with McDonald’s and Burger King. This study will estimate, which competitive strategies Riordan could use to improve innovation and sustainability of business operations both in the United States and in the global market. Research will explain why those competitive strategies were chosen and estimate how they may affect sustainability of long-term organizational performance. The examination will also explain how the global market would affect the business strategy of Riordan.Riordan Organization McDonald’s and Burger King The McDonald’s Corporation and the Riordan Manufacturing Company are both main industry leaders in their own field. One major competitive advantage that each company has in common is differentiating their products. Each company has a variety of items that meets the need of their consumers. The three companies sell both nationally and internationally. Burger King, Riordan, and McDonald’s increase their sales by offering price discounts, and sale promotions to ensure that their prices are affordable to everyone in need.All three companies use cost leadership, focus, and differentiation tactics to gain a competitive advantage over their competition. Another commonality between the three companies is that they use some type of reward and incentives program to ensure that they are recognizing their employees for operational excellence. Riordan Innovation Strategies Innovation Riordan could increase innovation and sustainability for the business operations in the United States of America and globally by implementing a strategic capacity plan.This plan will increase effectiveness, add improvement to its supply chain, and implement the methods and concepts of lean production to gain value and over time help sustain competitive advantage. Strategic capacity planning starts with better use of resources by redu cing waste of raw material and producing products in good time at a lower cost. Riordan should make sure it has stock available and on the shelf, which will allow the inventory cost to rise. Riordan can increase its competitiveness by using farsighted capacity planning, by making use of the breakeven analysis of financial statements.This will help Riordan improve the process that it already uses, and by using the just-in-time inventory, which would help the company in the area of its operation processes. These strategies can be implemented by ensuring a better eye for detail, adding the key values of extreme precisions and enthusiastic quality control to help continued success in the future. Business Decisions Differentiation and cost leadership were two strategies chose because they are the most common between the different companies. Amazingly two leading organizations from different industries are using the same competitive strategies and tactics.The two competitive strategies ma y be the reason both organizations are leading within their industries. Differentiation is a type of competitive strategy with which the organization seeks to distinguish its products or services from competitors (Valdehueza, 2009). Riordan’s organization sells heart valves, plastic bottles, fans, and medical stents. Clearly, they have a large variety of products. According to Valdehueza, cost leadership is a competitive strategy with which the organization aggressively seeks efficient facilities, cuts costs, and employs tight cost controls to be more efficient than the competition.Decreasing business costs every way possible while providing customers with a high quality product is a definite way to ensure an advantage over the competition. Sustainability When organizations master’s cost leadership, and differentiation they will began to meet and exceed long-term goals. The organizations can use these two strategies for every business situation they may encounter. Prop er use of both strategies will result in sustainability and organizational performance. Competition between companies will create a winner and a looser.In the competition process in efforts for the winners to win, they have to increase consumer value to satisfy the customer. This method alone will create long-term sustainability within the corporation. Organizations create customer loyalty by increasing consumer value in efforts to surpass the competition. Continual improvements of this particular process will sustain long-term organizational performance, and operational excellence. Global Market Affect Business strategy The globalization of markets is the merging of historically distinct and separate national markets into one larger global marketplace (Hill, 2009).With any form of globalization, companies will have to understand international measurement issues. Riordan’s Plastic began with international measurement in efforts to prepare the company for the global market. Ac cording to Hill, the globalization of production is the sourcing of services from one location around the world to take advantage of national differences in the cost of factors or production in labor energy, land, and capital (2009). International measurement issues include return on investments (ROI), budget analysis, and historical comparison (Wheelen & Hunger, 2010). Dr.Riordan insisted on using their resources as a tool to increase profits when he started this company. This way when Riordan became international customer satisfaction and the rate of return was the most important factors. Riordan also needed a budget analysis as well as a historical comparison to maintain global success. Conclusion One major competitive advantage that each company has in common is differentiating their products. Each company has a variety of items that meets the need of their consumers. All three companies use cost leadership, focus, and differentiation tactics to gain a competitive advantage over their competition.Riordan can increase its competitiveness by using farsighted capacity planning, by making use of the breakeven analysis of financial statement, which will help Riordan improve the process that it already uses, and by using the just-in-time inventory, which would help the company in the area of its operation processes. Differentiation and cost leadership were two strategies chose because they are the most common between the different companies. When an organization masters cost leadership, and differentiation they will began to meet and exceed long-term goals.Continuous improvements of this particular process will sustain long-term organizational performance, and operational excellence. Riordan also needed a budget analysis as well as a historical comparison to maintain global success. References Chauhan, S. , Nagi, R. , & Proth, J. (2004) Strategic capacity planning in supply chain design for a new Market opportunity International Journal of Production Research 42 (11), p. 2197 – 2206 Hill, C. W. (2009) International business competing in the global marketplace (7th ed. ) Boston, MA: McGraw-Hill Shields, T. 1999) Tutorials – lean production / lean manufacturing Defense Acquisition University. Retrieved January 31, 2012, from http://www. dau. mil/educdept/mm_dept_resources/navbar/lean/01rdg-lean. asp Valdehueza, Gregar, D (2009) Strategy Formulation, and Implementation Retrieved from: http://www. slideshare. net/gar_dev/strategy-formulation-and-implementation-1224519 Wheelen, T. L. , & Hunger, J. D. (2010) Concepts in strategic management and business policy: Achieving sustainability (12th ed. ) Upper Saddle River, NJ: Pearson/Prentice Hall

Isaac Adomako Essay

Isaac Adomako Essay Isaac Adomako Essay Isaac Adomako English 101 Dr. Schweitzer March 25, 2015 Word counts 300 w p.p. Michael Moore's Idiot Nation is an article that criticizes the American education system and the general intelligence of an average American. He engages us by presenting a sarcastic type of humor, followed by rather random facts about the educational system in America. He first criticizes us Americans by stating that we intake such useless information such as sports facts. Moore then aims his cross hairs towards the political leaders of the United States. His primary target is our previous president; George W. Bush who he claims was a mediocre college student even though he was admitted into such a respected Ivy League school. He then gathers up a recollection of memories from his experiences in the school system and his struggles to break through the hegemonic teaching that was force fed into his mind. His tone then changes to more supportive as he gives more random, rather sad facts about education in America. Then, Moore concludes his writing as he gives us tips on how to criticiz e and challenge your school administrators. Moore really has a powerful message to pass on to us readers and fuses humor, facts, and personal stories to keep us interested in his text. Moore does a great job connecting to his readers by using irony and humor to make his point, but does not impact from the seriousness of the subject by surrounding facts about education. He does however, have an angry tone throughout his article, but he seems to use that in a way to give the reader a sense of anger towards the subject also, thus making the reader feel more connected with his text. As he talks about his personal encounters with school, he changes his tone once more as he makes us feel more sympathetic towards his subject. In Idiot Nation, Michael Moore really sparks the thinking skills of the reader by using humor and facts to argue his opinion about the educational system, but at the same time he knows how to change his tone and change the readers emotion. What do you know about the narrator, and how do you know? The narrator is from the Mexican descent through numerous examples such as the food he is eating â€Å"we sat to eat our beans and tortillas† (1) and later his mother even tells him that he must be a â€Å"crazy Mexican† (2) when he tries to persuade his mother into acting more like the white families portrayed on television. Soto’s explanation of the climate reveals where he might be living which can be on the west coast because he says the sun makes them darker than the floor as his mother asks his little sister and him. Soto’s writing style in this specific story is light-hearted and informal while the message is very serious as children from different backgrounds living in the states do think their family is not as good as the â€Å"white† families. This is revealed when he tries to ask his mom if his whole family can dress up formal at the dinner table as well as changing his sibling’s looks in order to see if white people will not hate them as much as his sister says, â€Å"They’ll never like us† (3.) Soto’s writes in an informal tone because he is at a young age and is writing it in first-person point of view. A few practices that he uses is he reveals parts of the characters throughout the story, which allow it to be more of a story than a biography. By writing it as a story, a reader can be longer engaged with the narrator because not all the descriptions of a character are said all at once. Another technique is using informal language such as his sister saying â€Å"craphead† (3.) Using a young kid words allows for the reading to be less dense causing an informal style. The title did not relate to the story the first time as I thought it would but eventually it did because I understood the message of the story a lot more clearly the second time. Looking for Work is what every family is

How to Seek Reprint Permission

How to Seek Reprint Permission How to Seek Reprint Permission How to Seek Reprint Permission By Jacquelyn Landis In response to a recent article about quoting copyrighted works, a reader asked about how to secure reprint permission. Whenever you quote a significant enough portion of someone else’s work that it doesn’t fall under the umbrella of fair use, you must seek permission to use it. This used to be a lengthy process involving identifying the copyright holder, finding contact information, writing a detailed letter outlining how you plan to use the quoted material, and then sitting back and waiting. And waiting and waiting. It was a frustrating process, all the more so when the request was denied. The process is much easier today. More and more publishers are using the Copyright Clearance Center, an online service that eases and speeds the process for writers. By using CCC’s Purchase Permissions feature (under the Authors menu option), you can search for published material and find out exactly what kind of reprint rights are allowed, as well as how much they will cost. The drawback to CCC’s service is that not all publishers are on board yet. If you need to secure reprint permission from a publisher that does not use CCC, you might try visiting the publisher’s Web site. Often you’ll find reprint permissions instructions there, and sometimes you can even submit your request through the Web site. Otherwise, you’ll have to do it the old-fashioned way: by writing a letter. In your letter, you must include, at a minimum, the following details: Title and author of the publisher’s book Imprint or division of the publisher’s book ISBN (the International Standard Book Number, located on the copyright page) Title of your book or article Your publisher’s name Format (hardcover, softcover, etc.) Territory of distribution for your book or article (U.S., North America, world, etc.) Print run (total number of copies to be printed) Publication date of your book or article Retail price Your complete contact information It’s important to remember that simply requesting reprint permission is no guarantee it will be granted. The copyright holder has the right to say no. However, you’ll greatly increase your chances of a positive response if you follow instructions carefully and be sure to submit all the required information. Want to improve your English in five minutes a day? Get a subscription and start receiving our writing tips and exercises daily! Keep learning! Browse the General category, check our popular posts, or choose a related post below:Coordinating vs. Subordinating ConjunctionsYay, Hooray, Woo-hoo and Other Acclamations7 Other Types of Pronouns

113 Perfect Persuasive Essay Topics for Any Assignment

3 Perfect Persuasive Essay Topics for Any Assignment SAT / ACT Prep Online Guides and Tips Do you need to write a persuasive essay but aren’t sure what topic to focus on? Were you thrilled when your teacher said you could write about whatever you wanted but are now overwhelmed by the possibilities? We’re here to help! Read on for a list of 3 top-notch persuasive essay topics, organized into ten categories. To help get you started, we also discuss what a persuasive essay is, how to choose a great topic, and what tips to keep in mind as you write your persuasive essay. What Is a Persuasive Essay? In a persuasive essay, you attempt to convince readers to agree with your point of view on an argument. For example, an essay analyzing changes in Italian art during the Renaissance wouldn’t be a persuasive essay, because there’s no argument, but an essay where you argue that Italian art reached its peak during the Renaissance would be a persuasive essay because you’re trying to get your audience to agree with your viewpoint. Persuasive and argumentative essays both try to convince readers to agree with the author, but the two essay types have key differences. Argumentative essays show a more balanced view of the issue and discuss both sides. Persuasive essays focus more heavily on the side the author agrees with. They also often include more of the author’s opinion than argumentative essays, which tend to use only facts and data to support their argument. All persuasive essays have the following: Introduction: Introduces the topic, explains why it’s important, and ends with the thesis. Thesis: A sentence that sums up what the essay be discussing and what your stance on the issue is. Reasons you believe your side of the argument: Why do you support the side you do? Typically each main point will have its own body paragraph. Evidence supporting your argument: Facts or examples to back up your main points. Even though your opinion is allowed in persuasive essays more than most other essays, having concrete examples will make a stronger argument than relying on your opinion alone. Conclusion: Restatement of thesis, summary of main points, and a recap of why the issue is important. What Makes a Good Persuasive Essay Topic? Theoretically, you could write a persuasive essay about any subject under the sun, but that doesn’t necessarily mean you should. Certain topics are easier to write a strong persuasive essay on, and below are tips to follow when deciding what you should write about. It’s a Topic You Care About Obviously, it’s possible to write an essay about a topic you find completely boring. You’ve probably done it! However, if possible, it’s always better to choose a topic that you care about and are interested in. When this is the case, you’ll find doing the research more enjoyable, writing the essay easier, and your writing will likely be better because you’ll be more passionate about and informed on the topic. You Have Enough Evidence to Support Your Argument Just being passionate about a subject isn’t enough to make it a good persuasive essay topic, though. You need to make sure your argument is complex enough to have at least two potential sides to root for, and you need to be able to back up your side with evidence and examples. Even though persuasive essays allow your opinion to feature more than many other essays, you still need concrete evidence to back up your claims, or you’ll end up with a weak essay. For example, you may passionately believe that mint chocolate chip ice cream is the best ice cream flavor (I agree!), but could you really write an entire essay on this? What would be your reasons for believing mint chocolate chip is the best (besides the fact that it’s delicious)? How would you support your belief? Have enough studies been done on preferred ice cream flavors to support an entire essay? When choosing a persuasive essay idea, you want to find the right balance between something you care about (so you can write well on it) and something the rest of the world cares about (so you can reference evidence to strengthen your position). It’s a Manageable Topic Bigger isn’t always better, especially with essay topics. While it may seem like a great idea to choose a huge, complex topic to write about, you’ll likely struggle to sift through all the information and different sides of the issue and winnow them down to one streamlined essay. For example, choosing to write an essay about how WWII impacted American life more than WWI wouldn’t be a great idea because you’d need to analyze all the impacts of both the wars in numerous areas of American life. It’d be a huge undertaking. A better idea would be to choose one impact on American life the wars had (such as changes in female employment) and focus on that. Doing so will make researching and writing your persuasive essay much more feasible. List of 3 Good Persuasive Essay Topics Below are over 100 persuasive essay ideas, organized into ten categories. When you find an idea that piques your interest, you’ll choose one side of it to argue for in your essay. For example, if you choose the topic, â€Å"should fracking be legal?† you’d decide whether you believe fracking should be legal or illegal, then you’d write an essay arguing all the reasons why your audience should agree with you. Arts/Culture Should students be required to learn an instrument in school? Did the end of Game of Thrones fit with the rest of the series? Can music be an effective way to treat mental illness? With e-readers so popular, have libraries become obsolete? Are the Harry Potter books more popular than they deserve to be? Should music with offensive language come with a warning label? What’s the best way for museums to get more people to visit? Should students be able to substitute an art or music class for a PE class in school? Are the Kardashians good or bad role models for young people? Economic Should people in higher income brackets pay more taxes? Should all high school students be required to take a class on financial literacy? Is it possible to achieve the American dream, or is it only a myth? Is it better to spend a summer as an unpaid intern at a prestigious company or as a paid worker at a local store/restaurant? Should the United States impose more or fewer tariffs? Should college graduates have their student loans forgiven? Should restaurants eliminate tipping and raise staff wages instead? Education Should students learn cursive writing in school? Which is more important: PE class or music class? Is it better to have year-round school with shorter breaks throughout the year? Should class rank be abolished in schools? Should students be taught sex education in school? Should students be able to attend public universities for free? What’s the most effective way to change the behavior of school bullies? Are the SAT and ACT accurate ways to measure intelligence? Should students be able to learn sign language instead of a foreign language? Do the benefits of Greek life at colleges outweigh the negatives? Does doing homework actually help students learn more? Why do students in many other countries score higher than American students on math exams? Should parents/teachers be able to ban certain books from schools? What’s the best way to reduce cheating in school? Should colleges take a student’s race into account when making admissions decisions? Ethics Should there be limits to free speech? Should students be required to perform community service to graduate high school? Should convicted felons who have completed their sentence be allowed to vote? Should gun ownership be more tightly regulated? Should recycling be made mandatory? Should employers be required to offer paid leave to new parents? Are there any circumstances where torture should be allowed? Should children under the age of 18 be able to get plastic surgery for cosmetic reasons? Should white supremacy groups be allowed to hold rallies in public places? Does making abortion illegalmake women more or less safe? Does foreign aid actually help developing countries? Are there times a person’s freedom of speech should be curtailed? Should people over a certain age not be allowed to adopt children? Government/Politics Should the minimum voting age be raised/lowered/kept the same? Should Puerto Rico be granted statehood? Should the United States build a border wall with Mexico? Who should be the next person printed on American banknotes? Should the United States’ military budget be reduced? Did China’s one child policy have overall positive or negative impacts on the country? Should DREAMers be granted US citizenship? Is national security more important than individual privacy? What responsibility does the government have to help homeless people? Should the electoral college be abolished? Should the US increase or decrease the number of refugees it allows in each year? Should privately-run prisons be abolished? Who was the most/least effective US president? Will Brexit end up helping or harming the UK? Health What’s the best way to reduce the spread of Ebola? Is the Keto diet a safe and effective way to lose weight? Should the FDA regulate vitamins and supplements more strictly? Should public schools require all students who attend to be vaccinated? Is eating genetically modified food safe? What’s the best way to make health insurance more affordable? What’s the best way to lower the teen pregnancy rate? Should recreational marijuana be legalized nationwide? Should birth control pills be available without a prescription? Should pregnant women be forbidden from buying cigarettes and alcohol? Why has anxiety increased in adolescents? Are low-carb or low-fat diets more effective for weight loss? History What caused the destruction of the USS Maine? Was King Arthur a mythical legend or actual Dark Ages king? Was the US justified in dropping atomic bombs during WWII? What was the primary cause of the Rwandan genocide? What happened to the settlers of the Roanoke colony? Was disagreement over slavery the primary cause of the US Civil War? What has caused the numerous disappearances in the Bermuda triangle? Science Should nuclear power be banned? Is scientific testing on animals necessary? Do zoos help or harm animals? Should scientists be allowed to clone humans? Should animals in circuses be banned? Should fracking be legal? Should people be allowed to keep exotic animals as pets? What’s the best way to reduce illegal poaching in Africa? What is the best way to reduce the impact of global warming? Should euthanasia be legalized? Is there legitimate evidence of extraterrestrial life? Should people be banned from owning aggressive dog breeds? Should the United States devote more money towards space exploration? Should the government subsidize renewable forms of energy? Is solar energy worth the cost? Should stem cells be used in medicine? Is it right for the US to leave the Paris Climate Agreement? Sports Should athletes who fail a drug test receive a lifetime ban from the sport? Should college athletes receive a salary? Should the NFL do more to prevent concussions in players? Do PE classes help students stay in shape? Should horse racing be banned? Should cheerleading be considered a sport? Should children younger than 18 be allowed to play tackle football? Are the costs of hosting an Olympic Games worth it? Technology Can online schools be as effective as traditional schools? Do violent video games encourage players to be violent in real life? Should facial recognition technology be banned? Does excessive social media use lead to depression/anxiety? Has the rise of translation technology made knowing multiple languages obsolete? Was Steve Jobs a visionary or just a great marketer? Should social media be banned for children younger than a certain age? Which 21st-century invention has had the largest impact on society? Are ride-sharing companies like Uber and Lyft good or bad for society? Should Facebook have done more to protect the privacy of its users? Will technology end up increasing or decreasing inequality worldwide? Tips for Writing a Strong Persuasive Essay After you’ve chosen the perfect topic for your persuasive essay, your work isn’t over. Follow the three tips below to create a top-notch essay. Do Your Research Your argument will fall apart if you don’t fully understand the issue you’re discussing or you overlook an important piece of it. Readers won’t be convinced by someone who doesn’t know the subject, and you likely won’t persuade any of them to begin supporting your viewpoint. Before you begin writing a single word of your essay, research your topic thoroughly. Study different sources, learn about the different sides of the argument, ask anyone who’s an expert on the topic what their opinion is, etc. You might be tempted to start writing right away, but by doing your research, you’ll make the writing process much easier when the time comes. Make Your Thesis Perfect Your thesis is the most important sentence in your persuasive essay. Just by reading that single sentence, your audience should know exactly what topic you’ll be discussing and where you stand on the issue. You want your thesis to be crystal clear and to accurately set up the rest of your essay. Asking classmates or your teacher to look it over before you begin writing the rest of your essay can be a big help if you’re not entirely confident in your thesis. Consider the Other Side You’ll spend most of your essay focusing on your side of the argument since that’s what you want readers to come away believing. However, don’t think that means you can ignore other sides of the issue. In your essay, be sure to discuss the other side’s argument, as well as why you believe this view is weak or untrue. Researching all the different viewpoints and including them in your essay will increase the quality of your writing by making your essay more complete and nuanced. Summary: Persuasive Essay Ideas Good persuasive essay topics can be difficult to come up with, but in this guide we’ve created a list of 3 excellent essay topics for you to browse. The best persuasive essay ideas will be those that you are interested in, have enough evidence to support your argument, and aren’t too complicated to be summarized in an essay. After you’ve chosen your essay topic, keep these three tips in mind when you begin writing: Do your research Make your thesis perfect Consider the other side What's Next? Need ideas for a research paper topic as well?Our guide to research paper topics has over 100 topics in ten categories so you can be sure to find the perfect topic for you. Thinking about taking an AP English class? Read our guide on AP English classes to learn whether you should take AP English Language or AP English Literature (or both!) Deciding between the SAT or ACT? Find out for sure which you will do the best on. Also read a detailed comparison between the two tests. Have friends who also need help with test prep? Share this article! Tweet Christine Sarikas About the Author Christine graduated from Michigan State University with degrees in Environmental Biology and Geography and received her Master's from Duke University. In high school she scored in the 99th percentile on the SAT and was named a National Merit Finalist. She has taught English and biology in several countries. Get Free Guides to Boost Your SAT/ACT Get FREE EXCLUSIVE insider tips on how to ACE THE SAT/ACT. 100% Privacy. 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