Great Leaders In Their Respective Fields Business Essay - Free Essay Example

Sample details Pages: 16 Words: 4678 Downloads: 4 Date added: 2017/06/26 Category Management Essay Type Research paper Did you like this example? In order to be a leader a man must have followers-Dwight Eisenhower. In simplest terms, a leader is one who knows where he wants to go, and gets up, and goes-John Erksine, The complete Life. Leaders are dealers in hopeNapoleon. Don’t waste time! Our writers will create an original "Great Leaders In Their Respective Fields Business Essay" essay for you Create order Real Leaders are ordinary people with extraordinary determinationAnonymous The other word that comes to the mind is leadership which is quiet closely associated with leaders. What is Leadership? Leadership is capacity to translate vision into reality-Warren.G.Benis. Leadership is action, not positionDonald McGannon. Leadership is getting someone to do what they dont want to do, to achieve what they want to achieveTom Landry From the above discussion it can be seen that our research paper revolves around leaders and leadership. The principle aim of this study is to determine the influential leadership competencies that are evident in the successful management of an organisation; highlighting, or otherwise, how a charismatic vision can improve performance. This will be investigated primarily through the opinions of employees representing an organisation deemed successful. Keywords: Leadership, Management and Leaders 1.0 Introduction Sharp and Howard (1996, as cited in Saunders et al, 2003) explain two major reasons for reviewing literature published by accredited scholars and researchers. The preliminary search enables the researcher to generate and refine ideas. This is followed by a critical review, a crucial element of any research project. The purpose of the theoretical underpinning is to convey to the reader what knowledge and ideas have been established regarding the subject matter. Saunders et al. (2003) state that a review of the literature is necessary to help develop a thorough understanding of, and insight into previous research of ones research question (s) and objectives. The following literature review will aim to differentiate between the process of leadership and the position of a leader. Knowledge and ideas of the two will be presented with the strengths and weaknesses highlighted. The importance of explaining this variance cannot be underestimated; confusion between the two exists and is ofte n debated. This review will show leadership to be collaborative; involving cooperation, teamwork, networking and the mobilising of resources; whereas a leader is presented as individualistic, special, with successful figures further examined. Understanding the requirements of leadership and the development of positive leadership skills is arguably the single most important task for society (Krause, 1997); this view is particularly true in the management of an organisation. Leadership in contemporary organisational life has become a pervasive phenomenon.(Storey, 2004: 3.) Storey (2004) believes there are few, if any, hotter topics in management, business and organisation theory at the present time, than leadership. Professor Gareth Jones (ed. The RSA, 1999) asked why, as the 20th century came to a close, are we so obsessed with leadership? Jones believes it is historically fundamental to be so and cites Karl Marx and Charles Darwin as intellectual giants of such a philosophy. It is widely regarded (Bennis, 1989; Conger and Kanungo, 1998; Hodgkinson, 1983; Wright, 1996) that leadership advice is generally, anecdotal and situational, based on an individuals own experiences and beliefs. Leadership has always been recognised as a complex enterprise (Burns, 1978; Hodgkinson, 1983; Knowles and Saxberg, 1971), and as recent studies assert (Kouzes and Posner, 2002; Mole, ed. Storey, 2004), vision and collaboration are now more important characteristics of effective leadership. Management is an organised body of knowledge (Drucker, 1985) and is about seeking order and stability, however, leadership is about searching adaptive and constructive change (Northouse, 2004). Max Weber was deeply intrigued about the leaders charisma and how the affects it has on those around (Conger and Kanungo, 1998), the researcher shares this interest through reading around the array of published literature on the subject. Charismatic leadership obviously represents a percentage of the ever-increasing amount of secondary data available; however, compared to other approaches, this percentage is low. The researcher has a keen interest in the differing styles of leadership used in todays society. Being given the opportunity to establish, which type of style achieves success, in a particular industry, is of great importance to the researcher; is a justification for research, and a personal motivation towards the study. Remember the difference between a boss and a leader: a boss says Go!, a leader says, Lets go!'(Hughes et al., 1999:128) 1.1 Research Qu estion Can leadership offer competitive advantage to corporations on regional basis irrespective of national culture? What are the core characteristics possessed by founders or great leaders those have helped regional subsidiaries in conservative states to achieve sustainability till date? Our main focus is to provide and analyse characteristics those can offer competitive advantage to todays competing organisations worldwide. On the other hand, we are also interested to witness and analyse leadership characteristics or styles or visions those have helped particular organisations enhance long-term sustainability. This is because both these questions and the propositions revolving are complimentary to each other (i.e. leaders with particular characteristics will be incepted in corporate culture offering that particular organisation competitive edge against closest peers) and can enhance the reliability and validity of our analysis and findings. These findings will be translated to witness whether great leaders such as Sam Walton, Michael Dells unique leadership characteristics still prevail on regional basis or just confined to corporate headquarters. In other words, if a multinational corporation has unique leadership skill driven corporate culture will its subsid iary in conservative business environment such as Middle East share the same or differ? If it does then leadership offers competitive advantage irrespective of cultural and regional bias. 1.2 Background Leadership should be viewed as achieving goals through people; furthermore, all managers are leaders so should act accordingly (Armstrong, 1990). However, if managers are to achieve optimum results then there is a need for them to understand the nature of leadership before establishing a suitable style. Leadership must be grounded in principles, which are properties of the universe (Covey, 1992). According to Covey (1992), there exist four levels of principle centred leadership with key principles: Organisational Alignment. Managerial Empowerment. Interpersonal Trust. Personal Trustworthiness. Mahatma Gandhi (below) once said seven things would destroy us, Covey (1992) attempted to relate this statement within the leadership framework. Many lessons were drawn from Gandhis life, and could be used to develop a leadership framework to bring the moral and spiritual dimension to leadership and guide employees to a higher standard (Nair, 1994). Simple methods such as personal observation and a commitment to the truth allow a leader to see things as they really are, understanding the true needs of the followers they are leading (Nair, 1994). Leaders need to develop their own values, by reading scriptures, the New Testament, words by Gandhi, etc. (Giuliani, 2002). If the leader fails to uphold values of his society, or the values to which his society aspires, he is unworthy of that uncommon honour which the leader represents.(Atherton, 2003: 114). The development of leadership has long been on the agenda globally; Alimo-Metcalfe, Beverly and Lawler (2001) reported the findings of a study of public and private sector organisations. Employees were constantly fending off lies and felt their opinions and feelings were not being sought. A key recommendation from the findings was the development of in-house leadership skills. Leadership is like athleticism, that is one has to stay in shape. By handling crises as they occur, they may one day be conditioned to handle the worst kind of test (Giuliani, 2002).Giuliani (2002) discusses leadership principles that have proved successful to him in a distinguished career; he is convinced that leadership is not exercised in a vacuum, independent of their individual past. This, of course, is quite the contrary of much leadership literature; certainly affirming words. Giuliani (2002) believes a leaders approach must be formed from the raw material of his or her own life, because leadership does not simply happen, however, can be taught, learned and developed. Much of Giulanis (2002) theories on leaders and leadership include articulate advice on the many issues involved. However, not all of the principles should be adhered; Giulani advocates keeping expectations low at all times so th at the leader looks good when results turned out better than expected, under promise and over deliver is how he put it. The notion flip-flopping is rarely recommended throughout much of the literature, this means changing your mind as a leader. It is not a sign of weakness; moreover, it is an indication of intellectual honesty (Giuliani, 2002). Giuliani (2002) seldom highlights the current concepts of leadership, however does offer much quality in regards to some key aspects of the subject, with certain characteristics being given individual chapters. Preparation is a major rule in leadership, and stays with us our entire lives; without it, there can be no leadership. A career of relentless preparation means leaders can borrow from their other contingency plans (Giuliani, 2002). When selected for a position of leadership, do not believe you were selected by God,(Giulani, 2002: 100). It is apparent how James Stokesburys words are so accurate when he expressed how leadership always remains the most baffling of arts, and one of the highest and most elusive of qualities; it will remain an art (Stokesbury, ed. Waddell, 1994). 2.0 Literature Review 2.1 Leadership offering competitive advantage Despite their best efforts, a significant number of firms are still a long way from having the leadership capacity they need to excel today (Kotter, 2001). Though many may be moving in the right direction, progress seems to be coming very slowly (Yukl, 2002). In some cases, firms are clearly making no progress at all (Bennis Robert, 2002). Just as vision helps leaders to produce change that eludes managers and bureaucrats, powerful ideas can transform situations that are impervious to programs, tools, or simplistic advice (Mintzberg, 1994). New ideas are what we need or, more precisely, new ways of thinking about some very basic issues. It would help greatly if we could take the concept of the professional manager who can manage anything and drive a stake through its ever so resilient heart (Bennis Robert, 2002). That concept is still very influential today, despite some peoples efforts to demonstrate the problems with it. It haun ts MBA education (Yukl, 2002). It influences how managers think about their careers (sometimes in most destructive ways). It is used to justify tragic staffing decisions, some of the more outrageous acquisitions by raiders, and many of the least successful diversification efforts seen in the last two decades (Kotter, 2009). Unlike management, the requirements for leadership include some things that are very situation-specific and that tend to take time, often much time, to develop (Storey, 2004). This is why no one has ever dreamed of suggesting the concept of the professional leader (Mintzberg, 1994). Of course, all this does not preclude the existence of a few unusually broad and talented people who can move easily across industries and companies (Bennis Robert, 2002). There will always be some people like that. But they will always be rare (Mintzberg, 1994). And even those people will have limits to what they can manage (Kotter, 2001). For the foreseeable future at least, mos t managerial jobs will have a leadership component to them. Big jobs will usually require a lot of leadership (Bennis Robert, 2002). It is time we explicitly recognize that in the way we think about those jobs (Storey, 2004). When we do, it will have a powerful impact on how we staff managerial jobs and on how we go about developing people for those jobs (Mintzberg, 1994). It will also shape (for the better) how we think about business strategies, especially regarding acquisitions (Yukl, 2002). Mention the word leadership, and the vast majority of folks will think of Gandhi or Churchill or Iacocca. In doing so, they raise the concept to a level where it seems relevant to a handful of people at most (Kotter, 2001). Thinking that way, the young manager doesnt try to develop her own leadership potential, because, after all, she realizes that she is just a mortal and was surely not born a leader (Mintzberg, 1994). Thinking that same way, her boss does nothing to develop that potential either (after all, the boss rationalizes, the kid is not a young Iacocca). The same boss also does not worry about leadership when recruiting (finding the next Leader, he points out, is surely the CEOs job). The overall effect of all those actions is obviously enormous (Storey, 2004). Leadership, with a small 1, is of incredible importance in todays world. (Mintzberg, 1994) Its cumulative effect often makes the difference between dreadfully stifling and unresponsive bureaucracies and lively, adaptive organizations (Kotter, 2001). At the level of a single individual, it sometimes occurs in such a subtle way that we dont even notice it (Storey, 2004). That is especially true if the vision is borrowed (developed not by the individual but by someone else) and the number of people who must be led is very small, as is so often the case (Yukl, 2002). A firm that has taken the time to develop practices and programs that build strong management teams able to provide a business with effect ive leadership has a most powerful source of competitive advantage today (Kotter, 2001). And even if a firm is competing against a very rich and very large corporation, if that competitor does not have comparable practices, my research suggests that it may well require a decade to develop the conditions that can sustain those practices (Yukl, 2002). And during the 10-year period, the firm with strong leadership has a chance, in a truly competitive environment, to pulverize the competition (Storey, 2004). The problem today is that many people consider these issues either esoteric (e.g., leadership is about Gandhi and Churchill) or personnel trivialities (e.g., recruiting), or possibly both. That is, they fail to see that the business environment today has, in a sense, democratized leadership, making it relevant not for the few but for the many (Bennis Robert, 2002). They also fail to recognize (or refuse to acknowledge) that whether the many are prepared for the leadership challenge is directly a function of core organizational practices, not peripheral personnel programs (Storey, 2004). And in the broadest sense, they fail to realize that what we are discussing here is how a changing business environment is shifting the bases of competitive advantage, and thus of what will be required to excel in the future (Yukl, 2002). 3.0 Secondary Research-Empirical Evidence 3.0 Corporate Leaders In this section we will sketch the philosophies approaches, which were followed by four great corporate leaders. This will help us to differentiate in built leadership skills and those that can be acquired through training and coaching or team work. The literature review provides characteristics of past leaders who characteristics could be viable in 21st century but can have some pitfall with the fast moving 21st century corporate world (Krames, 2003). To remove this bias we would look in short in lifes of some corporate leaders. They are John. D. Rockfeller Sr, Sam Walton, Jack Welch Michael Dell. There are many Great corporate Leaders other than these four e.g. Andy Groove, Bill Gates, Herb Kelleher, Percy Barnevik etc. The reason to choose these is just Random Sampling but has chosen Rockfeller to see whether leader characteristics changed/remained same with time. Most of the biographies about the leaders is taken from the book What the Best CEOs Know (2003) written by James Krames 3.1 John.D.Rockfeller Sr He was born in the year 1839 and raised in the strictest Baptist faith (Krames, 2003). He was greedy from his childhood as he used to buy candies from the shops sold them to his siblings at a profit. After finishing his basic schooling entered a job as an accountant at the age of 16 (Krames, 2003). Along with an Associate a Chemist founded the first refinery in Cleveland in 1863 and named it as Standard Oil. Standard Oil grew at a rapid rate as Rockfeller reinvested his profits kept the cost wages as low as possible (Krames, 2003). He never liked to be in public and the only place people found him was in his office. He was never seen in the Oil regions (Bass, 1985). Rockfellers vision was that he knew by controlling refining he was going to be the King in the oil segment but at the same time he started Vertical integration i.e. controlling the chain from extraction- Refining (Krames, 2003). Rockfellers strict Baptist faith made him despise personal luxury drove him to reinvest all his profits (In 1886 Net profit = $15 Million/year). When a new distillation Method came in 1875 he quickly decided to do refining in only three of his outlets to improve Economies of Scale (Krames, 2003). He always had one more philosophy which he followed and took Standard Oil to success was that When in a sector not much happens you can achieve success by grabbing the Distribution Channel (Bass, 1985). 3.2. Sam Walton There is only one boss. The customer. And he can fire everybody in the company from the chairman on down, simply by spending his money somewhere elseSam Walton. Most everything Ive done copied from someone elseSam Walton. Sam Walton regarded as one of the greatest Entrepreneurs of the 20th Century who founded Wal-Mart the worlds largest company (Wal-Mart topped the list of Fortune500 companies in 2002 (Krames, 2003). Sam born in Oklahoma to Thomas Walton a farmer cum banker who taught Sam that Success= Work+ Work + Work (Bathory, 1978). Sams taste in retailing grew when he seldom visited his family owned small store during the holidays. After graduating from college he started as a Management Trainee at J.C. Penney Management for $75/month (Krames, 2003). He always wanted to open his own business so took franchise of Ben Franklin who was number two to Sterling stores (Bathory, 1978). He used to spend much more time in Sterling store studying their displays, comparing prices annoying its owner. In 1962 first Wal-Mart store was opened based its model on Discounting+ location of store in rural areas (Bathory, 2978). When it came to learning there were no limits to Walton (Krames, 2003). He studied competitors prices, merchandising techniques to improve his own store. His one of the philosophies was To improve something everyday (Krames, 2003). He created a culture of partnership in Wal-Mart, which is give employees share of profits; Voice and then they will work hard. He said Learn from competitors but remain faithful to your company vision which was discounting (Bathory, 1978). 3.3 Jack Welch I never associate the word passion with manager, and I have never seen a leader without it. Jack Welch You have got to have incredible energy to lead any organisation. You have got to be on fire, if you will. Jack Welch. John Frances Welch was born in Salem Massachusetts in 1935 (Krames, 2003). He completed his M.S PhD from the University of Illinois in Chemical Engineering. Jack Welch mentor was his mother who taught him the mixture of unconditional love and to set very tough standards for achievement which brought best in him as well as in others (Welch, 2001). His greatest break was to grow up in an atmosphere in which there were a lot of team sports (Krames, 2003). He learnt from that winning is about having the very best people . When Jack Welch joined GE its revenues were $25 billion and when he stepped out it showed $130 billion. He cr eated a Learning culture in GE. His approach to create an Authentic-learning organisation was as follows (Welch, 2001): Import best ideas into your organisation. Reward those who bring the best ideas celebrate the new ideas i.e. put it in GE magazine. During his tenure of 20 years in GE spend almost 1 billion on training learning (Krames, 2003). Welch introduced some new concepts such as 4Es of Leadership (Energy, Energize, Edge Execute) six-sigma concept in Quality control, which he also made mandatory for all professionals in GE to learn (Krames, 2003). His legacy still prevails after his retirement (Summer 2000 a publisher paid $7 million to publish his memoirs). 3.4 Michael. S. Dell From the start, our business- from manufacturing to sales- was oriented around listening to the customerMichael Dell. Michael Dell was born on 23rd February in Houston Texas, USA (Krames, 2003). He published his first product catalog at the age of 12 (Krames, 2003). He attended the University of Texas at Austin to become a doctor but dropped out at the age of 19 and started Dell Computer Corporation. At the age of 27 he was the youngest CEO of a Fortune 500 company (Krames, 2003). His strategy vision was based on keeping customer needs preferences at the central stage (Chandler, 2004). His once said, Managers cant force their philosophies or views in the market place but learn from market make products accordingly. He created a culture Involve customer in every thing organize people to satisfy them (Krames, 2003). 3.5 Past studies and derivation of common characteristics in corporate leaders J.Krames in his book What the Best CEOs Know, 2003 gives five basic characteristics a leader should possess in order to transform any business, which he found in seven exceptional leaders like Jack Welch, Bill Gates, Michael Dell, Andy Groove three more. The common characteristics which all these four well-known corporate leaders possess are as follows: Star t with a view of the market place create an organisation focused on satisfying customer needs They possess an evangelical leadership gene. In other words they are devoted committed to a cause/philosophy. They understand the critical role of culture know how difficult it is to bring a cultural change. Create next generation products, solution etc. Implement the best ideas regardless of their origins. Henry Mintzberg in his article book The fall Rise of Strategic Planning, HBR, January 1994 urges that the middle level managers are crucial in the organisation as they are the only link between the lower and the top management. The middle level managers according to Mintzberg are closer and possess more information about whats happening outside the organisation than the top management personnels. Mintzberg (1994) then urges that the strategies made by the middle level managers are deliberate (planned) and those made by top management /leaders/ strategic thinkers are em ergent. The environment outside the organisation is not stable it always fluctuate thats why Mintzberg says that deliberate strategies are good for inside the organisation but for outside the organisation strategies should be emergent and should be made by strategic thinkers i.e. leaders. The role of middle level managers should be to provide sound information to the strategic thinkers through his analytical technical skills. Bottom line: From the literature review above its clear that motivation (self and team), understanding sub ordinates and other peers, ability to control people, self confidence and building a team are the five most important characteristics required by a leader. These are the five pillars sketched by Goleman (2004) for Emotional Intelligence. If we look at the corporate leaders of 21st century we can easily differentiate the leadership styles of majority of them Example Rockfeller Sr, Michael Dell and Sam Walton can be termed as charismatic while Jack Welch lies in the transformational leadership domain. This can be mainly due to the fact that the first three were entrepreneurs while the later was more of in-house leader of General Electric. James Krames on other hand provides a theoretical framework defining the key common characteristics in corporate leaders. Krames (2003) has narrowed down the broader characteristics define by other academics like stakeholder or customer centric focus i.e. concern about society values as uttered by Gandhi. The other elements such as understanding role of culture is similar to building a team as its truly said organisation doesnt has culture but itself is culture. A visionary attitude found in most leaders such as Michael Dell, Rockfeller Sr, Bill Gates and more is one of the symptoms of charismatic leadership style. 4.0 Primary Research-Leadership creating competitive advantage discussion From the above secondary research deck we have analysed the common leadership characteristics present in todays corporate leaders such as Rockfeller, Jack Welch, Sam Walton and Michael Dell. This surely answers one of our research questions related to understanding characteristics those make up a great leader. Now, we would like to understand whether these unique characteristics have provided long-term competitive advantage to organisations such as Dell, Exxon Mobil, Walmart etc. A respondent size of 50 business students in UAE are selected as sample to understanding the current status of organisations those were or are represented by corporate leaders such as Rockfeller, Jack Welch, Sam Walton and Michael Dell on regional basis. Sr No Questions Yes No   1 Do you feel ExxonMobil, Dell, Walmart and GE are market leaders in respectively segments globally? 100% 0%   2 Do you feel Jack Welch, Rockfeller, Michael Dell and Sam Walton incepted long-term leadership vision in their respective enterprises? 100% 0%   3 Are these organisations mentioned above are still run on leadership visions incepted by great leaders or need some restructuring 100% 0%   4 Do you feel Middle East business subsidiaries of ExonMobil, Dell Corportation share the same leadership vision and culture as headquarters 95% 5% Organisation as family In fluxed self confidence across all organisation level High spirited motivation Understanding micro and macro factors 5 What is one thing that you feel is good in these corporations or their great leaders style? 35% 15% 15% 35% Thus from the above short survey it could be seen that great leaders such as Sam Walton, Michael Dell have created visionary organisations i.e. long-term sustainable corporations via inception of their unique leadership characteristics across corporate culture and appoint top management executives those will always adhere to the same. Thus leadership surely creates competitive advantage and great leaders or founders characteristics shape up the corporate culture elements which remain forever. Even after great leaders such as Sam Walton pass off Wal mart still dominant the global retail segment. This is predominantly because Sam Walton incepted leadership culture or characteristic of Walmart as complete family business and which is still prominent in the corporation (2010). As part of corporate culture Oneness across Walmart recruitment of right candidate that will perceive the company as family is primary to the organisation and shapes up the primary business strategy. In the similar fashion if we take the example of Dell Corporation, the founder and CEO Michael Dell has the ability to control individuals. Dell Corporation has one of the most flat and disciplined organisation culture and is build on virtual factory concept. Majority of candidates recruited as required with disciplined people management skill sets. Finally, leadership characteristic of Michael Dell has shaped up the corporate culture and provided Dell Corporation competitive edge against much older peers such as HP and IBM in past 5-10 years. Finally, it could be witnessed that unique leadership characteristics helping organisations to achieve regional competitive advantage irrespective of cultural and other individual managerial perceptions and business ethics. Thus Walmart and ExxonMobil Middle East subsidiaries behave in similar fashion as headquarters or any other regional business unit due to strongly bonded leadership vision and characteristics influxed into corporate culture. 5.0 Propositions Thus it could be seen that unique leadership offers competitive advantage to corporations which could be easily seen from examples of Walmart, Dell Corporation etc from above secondary and primary findings. On the other hand, great leaders possess one or more of the following characteristics which is used to shape up strong corporate culture which will drive a particular organisation towards sustainable competitive advantage (motivation (self and team), understanding sub ordinates and other peers, ability to control people, self confidence and building a team). Majority of great leaders such as Sam Walton, Michael Dell etc recruit personnels/ top management executive carefully aligned with their leadership vision to reduce pitfall on long-term basis. In order to enhance the validity of research it would be great in near future to extend the topic and understand whether unique managerial characteristics can enhance competitive advantage for organisations or not using Kotter skill se ts differences benchmarking matrices. Great leaders characteristics drive unique leadership further enhancing visionary corporate culture helping enterprises achieve competitive advantage. Thus great leaders unique characteristics are so strong and ground rooted that even after their non active participation it stands test of time and helps enterprise achieve regional and international dominance status quo. Thus irrespective of location and regional corporate culture, unique leadership characteristics vision incepted by great leaders such as Sam Walton, Michael Dell etc shape up a regional subsidiary or operations towards sustainable competitive advantage for centuries along with the core business unit i.e. global operations or headquarters.

Alzheimers Disease Essay - 1941 Words

Alzheimers Disease, progressive brain disorder that causes a gradual and irreversible decline in memory, language skills, perception of time and space, and, eventually, the ability to care for oneself. First described by German psychiatrist Alois Alzheimer in 1906, Alzheimers disease was initially thought to be a rare condition affecting only young people, and was referred to as presenile dementia. Today late-onset Alzheimers disease is recognised as the most common cause of the loss of mental function in those aged 65 and over. Alzheimers in people in their 30s, 40s, and 50s, called early-onset Alzheimers disease, occurs much less frequently, accounting for less than 10 percent of the estimated 4 million Alzheimers cases in the†¦show more content†¦Alzheimers patients may live many years with the disease, usually dying from other disorders that may develop, such as pneumonia. 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Alzheimer’s is usually diagnosed in people over the age of 65, but in rarer cases people as young as 16 have it. Since it is a degenerative disease, patients develop it with few symptoms at an earlier stage, but thenRead More Alzheimer’s Disease Essay1176 Words   |  5 PagesAlzheimer’s Disease Alzheimer’s Disease is a disease of the future. With the growing aged population, this disease, which affects primarily the elderly, will become of increasing relevance to the medical profession. Also, the high frequency of Alzheimer’s, and the high cost in labor, money, and material of caring for its victims shall put considerable burden on the society as a whole. Here, however, these issues are not going to be debated. Instead the pathology of Alzheimer’s will be reviewed

Leading and Managing Organizational Change Organizational Innovation

Question: Discuss about the Leading and Managing Organizational Change for Organizational Innovation. Answer: Recommendations from Head of Human Resource Department Human Resource recruitment Strategy: Existing issues at the company which involves hiring inexperienced employees on contractual basis can be solved with proper human resources recruitment strategy(Kramar, 2014). A firm strategy that includes educational, skill and experience requirement for each posts needs to be determined and finalized. Such standardized benchmarks for recruitment. Benchmarking of recruitment will also entail standardization of products and setting high qualities in them as it deals in engineering products. Human Resource Department KMS: MDDiv being a large organization spread across various branches spread in various location. Being a manufacturing unit with various engineers the company needs to make a Knowledge management system for its HRM department to cater to its recruitment and selection needs. Further, this system will allow automated updating and evaluation of criterias against set targets. Integrated Human Resource Management Systems: Application of a dynamic KMS will alone not serve the purpose of recruitment of such a large organization with varied problems(Chitakornkijsil). Integrated framework needs to be developed. such integrated systems will allow for standardization of recruitment processes and availability of human resource quality. This will also enable transferring a suitable employee to a place where he is most required. To do away with documentation altogether: The company needs to focus and stress on doing away with documents. In order for handling and managing complex operations at the company a singular recruitment and selection procedure will further remove any disparities existing in the process of HRM especially in recruitment. Setting Organization centric culture: It will be highly recommendable for adopting a similar organizational culture across the entire organization. Instead of creating individualistic cultures that manages local contractual employees at its various branches, if the organization sets identical cultures with similar targets and job functionalities it will be beneficial to general equal standardization for products and evaluate them as well. In country centric organizational culture set up there might be discrepancies occurring on the product quality level that might otherwise impact the brand name for the company(Dias, 2016). Aligning of Human Resources Objectives: There have been major discrepancies and conflicts amongst the branches and head office. However such functionalities clash might result in clash of interests. Such interests and objectives between head office and branch office might result in difficulty in applying strategies and initiating changes to deliver competitiveness in the market. Reference Lists Chitakornkijsil, P. (n.d.). The internationalization of human resource management in the host nation context strategic approach of IHRM. International Journal of Organizational Innovation, 3(2), 379. Dias, L. (2016). Human Resource Management. . Human Resource Management. Kramar, R. (2014). Beyond strategic human resource management: is sustainable human resource management the next approach?. . The International Journal of Human Resource Management, 1069-1089.

Proto-Abstract Expressionism free essay sample

Compares four art historians views on the transitional school and the 1930s-1940s work of Jackson Pollock, Mark Rothko and Arshile Gorky. Proto-Abstract Expressionism was a transitional stage in the 1940s in which the developing Abstract Expressionists produced the works that led directly to the later movement. On the question of influences and development various art historians and critics hold differing views. A comparison of the views of several writers will clarify the manner in which various sources influenced Proto-Abstract Expressionists such as Mark Rothko, Arshile Gorky and Jackson Pollock and how their works, in turn, led to the development of Abstract Expressionism. Proto-Abstract Expressionism was developmental in nature and critics and historians do not assign a role in this stage to works that did not take in influences that were later manifested in Abstract Expressionism. Thus, for example, a historian might judge that early Regionalist-influenced works by Pollock and

The Novel The Scarlet Letter By Nathaniel Hawthorne Was An Objective D

The novel The Scarlet Letter by Nathaniel Hawthorne was an objective description of the life of Hester Prynne, an adulteress. The novel does not go into specific details of the thoughts of the woman except to describe the tragic nature of her character. Tragedy faces the fact that not everything in life ends happily. Therefore, tragedy raises questions about morality; what is considered right or wrong, the meaning of human existence, and the control human beings have over their own actions. Hester is a person that has lead a very tough life for which she, herself is to blame. In examining the elements of Hubris, Magnitude, and Nemesis will answer that Hester is indeed a tragic character. Throughout the novel she faces humiliation by the other people of Boston, but never loses her sense of pride. Hester Prynne suffers enormously from the shame of her public disgrace and from the isolation of her punishment; however, she retains her self-respect and survives her punishment with dignity, grace, and ever-growing strength of character. From the moment Hester Prynne is introduced into the plot of The Scarlet Letter in chapter 2, The Marketplace, the reader realizes how prideful she is. As an adulteress, she is forced to endure ignominy by her peers and is doomed to have the letter A bound to her heart. When standing on the scaffold as punishment for her sins, she never truly falters. She holds a three-month-old infant in her arms and attempts to cover her brand with the child. However, she realizes that the baby symbolizes her sin just as much as the letter, and decides it's pointless. Hesters' pride is what keeps her from losing all that she holds dear; therefore it can b e said that her tragic flaw is her excessive pride. Throughout many years of her life, the people of her town considered Hester an outcast. Her daughter feels these repercussions, Pearl, as well, because she has no friends. They don't associate with others and some instances occurred when Puritan children would throw rocks at the two. During this time, Hester refuses to make publicly known the name of her child's father. To bear the weight of her punishment all alone made her even stronger. A point of magnitude that led Hester to realize that there is a future for Pearl and herself in Boston. As her life progressed, Hester became less of an outcast in the public eye. She was gifted at embroidery and was charitable to those less fortunate than she. (Although Hester was a talented seamstress, she did not make as much money as she could have because she was not allowed to sew wedding dresses. This is obviously because she had committed sins that were supposed to be confined to the sanctity of marriage.) Seven years after she had stood on the scaffold as a criminal, her letter was thought by the people to mean able as opposed to adulteress. Some time after that the public changed their views of her again and she was thought of as angel. Even though she wanted to rid herself of the letter, she knew she couldn't because she had to bear the consequences of her actions for the remainder of her life, or at the very least the rest of her life in the Puritan town. In The Scarlet Letter, Hester, for her sins, received a scarlet letter, A which she had to wear upon her chest. This was the Puritan way of treating her as a criminal, for the crime of adultery. The Puritan treatment continued, because as Hester would walk through the streets, she would be looked down upon as if she were some sort of demon from Hell that committed a terrible crime. This would give her much mental anguish and grief. On the other hand, God's treatment of Hester for her sin was quite different than just a physical token: he gave Hester the punishment of a very unique child which she named Pearl. This punishment handed down from God was a constant mental and physical reminder to Hester of what she had done wrong, and she could not escape it. In this aspect, Pearl symbolized God's way of punishing Hester for adultery.

Lincoln Thematic Essay essays

Lincoln Thematic Essay essays Abraham Lincoln was the president responsible for the end of slavery following the Civil War. At first though, it was kind of unclear how he stood on the issue. In some cases it seemed as he wanted nothing more than to preserve the union and had no feelings toward the freeing of slaves. In other cases, it seemed as if he wanted to free the slaves and wanted equal rights for all Americans. The Emancipation Proclamation and a quote Lincoln said in 1958 seem to be contradictory, but they are actually alike. In both of these articles, he says that he never wanted to make the rights equal. The Emancipation Proclamation is a document released in 1862 stating that all slaves in the Southern states, except the boarder states were free. Lincoln made this speech for three reasons. One of these reasons was to keep the boarder states from rebelling. If Lincoln had made slavery illegal in all states, then the boarder states would have rebelled and seceded as well and then the South would be more powerful in the war. A second reason that Lincoln gave this speech was so there was a moral purpose for the war. Giving this speech showed the people in the North that Lincoln had tried to free the slaves and now that for moral purposes we had to go to war. A third reason for this speech was to prevent England from seeing the South as a separate, independent country. If England were to see them as a separate country, they could eventually go to war against the North. Also, the speech showed England that there was going to be a civil war and for the time being, stated that America was not two separate countries. In a quote made by Abraham Lincoln he says I am not, nor ever been, in favor of bringing about in anyway the social and political equality of the white and black values. This quote never says that he does not want to free the slaves, only that he isnt aiming for equal rights. He may want all slaves to be freedm ...

The Hotel Human Resource Department Research Paper

The Hotel Human Resource Department - Research Paper Example From this research it is clear that labor costs need to be matched with production and individual employee output by maintaining efficiency among employees and the value they add to the organizations. The department responsible for managing the human resource therefore needs to ensure that it streamlines labor costs and output. Human resources managers have the mandate of controlling service provision to customers, as well as the whole feeling of an entire hotel through its labor force. Labor costs in the hotel industry have been significantly high, considering the fluctuations in customer needs. The human resource functions seek to develop effective and appropriate measures to control labor costs through gathering the necessary information. Human resource decision-making therefore relies on the reporting and accumulation of relevant information about labor costs, which are necessary for productivity. However, assessment of labor costs and productivity need to include both qualitativ e and quantitative information. With regards to quantitative terms such as customer to labor ratios, the human resource managers may have an insight of lower payroll overheads in case the number of customers served per unit labor is increasing. Higher customer per labor ratio may be an indication that more labor is essential if service provision efficiencies are to be provided. Quantitative aspects are critical in assisting human resource managers to strike a balance and even an improvement between labor costs incurred and output. However, qualitative measures are also equally important and need to place much emphasis, since this may negate the quantitative benefits. Quantitative insights of labor costs and their output can be generally arrived at by using common sense, observing employee customer relations, and asking questions to customers. Poor quality services from the labor force are equally harmful to an organization’s profitability, where the organization loses clients to its competitors due to customers’ dissatisfaction from poor quality services. It is important to note that customer dissatisfaction may not only arise from employee job dissatisfaction and turnover, but also from more complex points of view that includes needs, fears, and feelings of employees. Hotels often place much emphasis on retention of employees to solve quantitative problems. The needs of employees need to be given much appreciation and respect, if customer satisfaction is to be achieved, rather than just retaining employees who are unable to keep up with qualitative considerations. Managerial staff should seek to establish effective and efficient communication to subordinates through the human resource department, which best understands the complexities involved between employees and their work performance. Employees should be well conversant with organization’