Introduction To Leadership Following And Communication Management Essay

Introduction To Leadership Following And Communication Management Essay Introduction to Leadership Leadership is a very important interpersonal behavior that a managerial position employee or employer should have. What is leadership anyway? The definition of leadership is: Leadership is a process whereby an individual influences a group of individuals to achieve a common goal. Northouse (2007, p3) There are four main factors in leadership which will greatly affect the quality of an individual to be a leader: Leader As a leader, he must be able to gain the trust from the followers, as nobody else will determine whether the leader is successful or not. In order to gain trust from them, the leader must have a good understanding on who he is, what he know and what he can do. If he failed to be honest to himself, the followers will lack of confidence on him and left uninspired. Followers For a successful leader, he must do his work and know the nature of his every single follower. By doing this, he will be able to have a good understanding of the followers nature, needs, emotions and motivation, as the followers play an important role of getting the job done. Communication Always lead through two-way communication. Feedback will be useful when collecting data and information needed for making decisions. Besides, while receiving feedback or suggestions from the followers, the leader can know what the followers needs and problem. At the same time, it is also consider an act of concerning the welfare of the followers. Situation Every situation that a leader had faced before might be different with another. Therefore, whenever a new situation happens, a leader must observe carefully and use his judgment to decide the best way of solving the situation or else the problem will be still existing and causing more problems. Question A According to Weber (1947), charisma is described as a certain quality of an individual personality, by virtue of which s/he is set apart from the ordinary people and treated as endowed with supernatural, superhuman, or at least specifically, exceptional power or qualities. These are such as are not accessible to the ordinary person, but are regarded as of divine origin or as exemplary, and on the basis of them the individual concerned is treated as a leader. Such leaders have a very charming, persuasive personality about them, whom are skilled at communicating with others and can be very convincing at times. Many leaders are looked on as born naturally with charisma, but it does not mean it cannot be acquired. Charisma is often considered as to be a trait, an internal character which is acquired. However, charisma is an exception, as it is inborn in everyone but at different quantities. But this does not mean the level of inborn charisma is static throughout our lifetime. Developing other characters such as communication and social skills may further enhance ones charisma levels. Charisma also depends on people perception. A person is only charismatic if people feel he or she is charismatic. So, charisma can be acquired. Charisma is not a mandatory requirement to be an effective leader. Many world leaders today do not possess much of charisma, but nonetheless, remain as leaders of their nations. Other factors such as creativity and innovation can drive a leader towards effectiveness. Trust is another factor that can be forged between a leader and follower which leads to a more effective leadership, with the absence of any charisma. Charisma can be considered as an additional boost but not a requirement to become an effective leader as they may have other leadership qualities. Even without charisma, one can still be an effective leader. Question B Charismatic leadership is not the same as transformational leadership. Both of the leadership have a different concept from each other. Charismatic leadership can be defined as people with a great confidence in themselves, having a clear vision of their actions and most importantly, they have their own individual charm, personality or influence over the society. Charismatic leaders are able to know the needs of their supporters. Therefore they can create a vision that will allow everyone to know future will be improved (Awan, 2010). Martin Luther King, Jr. is a good example of a charismatic leader. He is able to include a vision of colour blind society within the Americans value. He inspired the Americans to accept Afro-Americans in the country and give equal treatment to them. On the other hand, transformational leadership is a leadership that helps subordinates to improve themselves and create a better vision for them so that they can become a leader as well. Transformational leaders focus more on motivations, inspirations and encouragements. Besides that, they have good communication skills which allow them to build good relationship with others (Kurnik, 2010). They also appreciate their subordinates efforts, ideas and contributions so that they will continue to work harder. One good example of a transformational leader is Abraham Lincoln. He is one of the greatest presidents of The United States. He had a vision for the country, which is develop the country into a successful country. Sometimes he visited his front lines troops to encourage and motivate them so that they do not lose their spirit. Transformational leadership and transactional leadership are both different types of leadership. In transformational leadership, subordinates are expected to achieve higher than their original goals. However, in transactional leadership, subordinates are motivated at a normal standard level. Transactional leaders also relate rewards that are desired by subordinates with the goals and achievements. Besides that, transactional leaders only provide necessary resources to their subordinates and clarify their expectations. They will only monitor their subordinates from aside but only involved when the performances standard is not met. Other than that, transformational leaders focused on the ends while transactional leaders negotiated over the means (Sir MacGregor Burns, 1978), which means transactional leaders focus on the whole process while transformational only focus on the achievements or results. Question C Culture is briefly described as the group norms, beliefs and values that makes an organizational unique and also, defines its nature of business. Organizational culture, referred as corporate culture in some organization is the system consisting of shared actions, formal rituals, procedures and protocol, values that develops in the organization to act as guidance on how the members should behave. Strong culture refers to an organization that has a deeply shared value system and the norms and beliefs are followed by the members without fail. As a result, it leads to higher level of business performance. Being able to understand one another, they are able to synchronize, improving their efficiency and effectiveness without wasting the organizations time and resources. In addition to that, a stable social system is developed and the need for bureaucratic controls is reduced. Organizational culture would also impede the business progress of an organization, as Fons Trompenaars [1] stated that culture is the way in which a group of people solves problems. Thus, choices to solve the problems and how may vary as the cultures vary in different organizations. Rather, they would agree on other peoples idea but their own. As stated by Bruce M. Tharp, there are four types of organizational cultures that impede business progress. They consist of control, compete, collaborate, and create. Firstly, control or hierarchy culture is the rules and procedures that guide the members to perform their tasks and control their behavior. Strong culture would impede business progress, because members would not respond to any changes in the organization as they adapted to the shared value system. For example, members of the organization are always given extra time to prepare for incoming projects but the new rule (change) enforced states that the extra time is unnecessary and members have to start the projects as soon as they receive them. Next is compete, otherwise referred to as market culture. Fierce competition from other organizations is also another factor, making it harder for the organization to achieve its goal and success in the market. The organization has to be both efficient and effective to provide a strong competition. However, strong culture impedes faster learning and improvement to the organization which could result in losing the business to competitors. Moving on to collaborate, also known as clan culture is to describe the organization as a whole team. By coming together as a team to tackle problems, problems can be solved quickly. However, this would impede business progress by having the same point of views. There are no second or third opinions involved as the members would have the similar mindset and way of thinking. Therefore, the members would agree on the decision without thinking much from a different perspective or comparing opinions. One of the last culture that impede business progress is create/adhocracy culture. Being flexible and innovative is also important in assuring the organizations and business success, as well as being ahead of others. Creativity is also a part of the adhocracy culture. However, the strong culture of sharing the same values and beliefs would prove difficult for members to come up with fresh and innovative ideas. In addition to strong culture, members of the organization are not able to adapt and troubleshoot complex problems. In the end, strong culture impedes the progression of business. Conclusion Leadership is an essential value for managerial person, no matter in which area the person in. Therefore, one must do his best on setting a good example to the followers and trust their ability to complete their work, so the followers will be inspired and always give their best towards the leader or the organization. Even though that theory can understand and memorize easily, one must still put some effort on practicing on it as it cannot be obtained easily like a technical skills. Furthermore, when a person has leadership lies within himself, the followers will believe and respect the decision made by the leader, and thus perform the work efficiently and effectively. In conclusion, the organization will be benefit and the employees will do their best all the time.

Macbeth :: essays research papers

Macbeth is a popular play written by William Shakespeare, which is a tragedy. In order for Macbeth to be crowned king, King Duncan would have to die. There are two main characters in the play that want the power from Duncan and are too anxious to wait. Those two characters are Macbeth and Lady Macbeth, Lady Macbeth was the one who came up with the ideas and schemes to kill King Duncan. Whenever Macbeth would be unsuccessful through the process of killing Duncan, she would back him up. Although Macbeth wanted to get out of murdering Duncan he couldn’t. To make Macbeth kill Duncan Lady Macbeth had to constantly manipulated Macbeth. Duncan is Macbeth’s cousin so it would be harder for Macbeth to stab him to death while he’s sleeping.   Ã‚  Ã‚  Ã‚  Ã‚  When Macbeth sent Lady Macbeth a letter saying that Duncan was going to stay with them for the night and then leave the next morning, she was already starting to plan out his murder. Through the process of killing Duncan, there would always be something that Macbeth would not do right, and so Lady Macbeth would have to do it over. In (2.2 62-64) Lady Macbeth says, â€Å"why did you bring these daggers from this place? They must lie there, go carry then and smear the sleepy grooms with blood.† Then again in (2.2 65- 67) Macbeth reacted â€Å"I’ll go no more, I am afraid to think what I have done look on’t again I dare not.† When Macbeth killed Duncan, he forgot to leave the daggers by the drunken chamberlains, he was already regretting killing Duncan. When he returned to the castle, Lady Macbeth was surprised to see him holding the bloody daggers. Afterward when Macbeth refused to bring the two bloody daggers back; Lady Macbeth took them out of his hands and went to the chamber where Duncan laid dead. When Lady Macbeth came back into the castle she says, (2.2 80-86) â€Å"My hands are of your color, but I shame to wear a heart so white. I hear a knocking at the south entry retire we to our chambers. A little water clears us of this deed: how simple is it then.† When she returned from the chamber saying that her hands or the same color as. I’m covered in the same blood as yours are. Someone is coming let us get to our chamber and pretend like we were

History: Questions Essay

5. Compare and contrast policies, factors influencing success and outcomes achieved by the following â€Å"Asian Miracle† countries: Taiwan, Korea, Thailand, Malaysia, Vietnam and Laos. After the end of World War 2, East Asia experienced a rapid economic growth which lasted till 1990; before the Asian Financial Crisis. The countries that achieved substantial growth were Taiwan, South Korea, Hong Kong,  Singapore and Japan. These countries were referred to as the Asian Tigers and they were known for achieving and maintaining incomparably high growth rates and rapid industrialization between 1960 and 1990 (Lall, 1996). By the 21st century, the Asian Tigers had grown into high-income and advanced economies (Page, 1994). Initially, these countries were not expected to achieve such rapid growth as compared to Western countries (Amsden,1993). The other countries which were not far behind from the five miracle economies were Malaysia, Thailand and Indonesia. These countries were known as the Second-Generation Tigers. However, less fortunate countries such as the former French Indochina (Focusing on Vietnam and Laos) remained lagged in terms of development. Source: Summers and Heston (1991). Barro (1989). World Bank data. Figure 1 shows the eight HPAEs; all have a positive outlier in the income-growth distribution. While Malaysia, Thailand, and Indonesia are closer to the predicted values, the other five economies, Taiwan, Korea, Japan, Singapore and Hong Kong, are significantly above the predicted Gross Domestic Product growth rates on the basis of relative income level. From this chart, it is concluded that all of the HPAEs were catching up to the more developed countries. This essay analyses the causes that led to the difference in development between the Asian Tigers (5 miracle countries), Second-Generation Tigers (Second-tier countries) and the least developed ones. This essay will also state the multiple factors which led to the countries’ divergent paths and compare and analyse the impacts of each factor. The factors that will be expounded on are: (1) Economic Policies, (3) Factors influencing success and lastly, (4) Domestic and Regional Political outcomes. In 1960, the companies that achieved high growth rates and rapid industrialization were addressed as High Performing Asian Economies of Northeast Asia (HPEAs) of Northeast Asia and the Second-tier were referred to as Newly Industrialising Economies (NIEs) of Southeast Asia (Fisher & Rotemberg, 1994). Key events such as colonialism, decolonisation and the  cold war played a part in this phenomenon as it contributed to the building of HPEAs and NIEs economies. Colonialism Majority of HPEAs and NIEs countries used to be under colonial rule except for Thailand and Japan. Both Thailand and Japan used various methods to run their country; two of their main methods where their geographical location and resources available (Andressen, 2002). During the colonial era, majority of Southeast Asian countries used to have higher GDPs than Northeast Asian miracles; in the early 19th century, countries like Burma and Vietnam were wealthier than Taiwan, which GDP was $499 in 1820. During that period, both Malaysia and Indonesia’s GDP topped Taiwan and Korea until the 1940s, during the fall of colonisation. Burma and Vietnam owed most of its achievements to colonial institutions and natural resources. Unfortunately, colonialism did everything but good for both countries’ welfare (Easterly, 1994). The aim of colonialism was to acquiring full or partial political control over both countries, occupy it with settlers and exploit it economically. The Dutch, for example, introduced social classification and applied a divide-and-rule method to attain superiority over the indigenous people while exploiting them to work in plantations. The Dutch did not teach the colonies any form of manufacturing as they had no intention to invest in human resources. Similarly, British Malaya had its resources drained by colonists and when the colonist left, the countries that made up British Malaya declared independence. These independent countries continued to carry out the colonial style of administration; as this once produced significant profits, and system without the knowledge of manufacturing. The Asian Tigers: Korea & Taiwan In contrast, Korea, Taiwan, Singapore and Hong Kong, which were colonised by Japan and Britain, did not own many natural resources. Little was to be exploited from those colonies as the colonist only found their geographical  location and labourers of use. Unlike Korea and Taiwan, which were the main hub of food production and labour-intensive industries, Singapore and Hong Kong were used as import harbours. This put Singapore and Hong Kong at an advantage as basic education was provided and allowed them to gain the upper hand in industrialization when they gained independence. In 1960, during the Cold War, when political and military tension grew between both Western Bloc and Eastern Bloc, the economies of Taiwan, Korea, Japan, Hong Kong and Singapore were not affected. These Asian countries were not affected as they had leaders who put communal interests over personal benefits. Both private companies and governments of HPEAs worked together and collaborated. This act is attributed to the Confucian culture which majority of Asian countries practice. The Confucian culture emphasises on prioritising of community over individual (Johnson, 1982). Their economic strategies constituted of advanced industries supported by exceptional human resources, export-oriented, market-adjusting state interventions, efficient bureaucrats and institutional cooperation consisting of both government and certain companies. Korea and Taiwan, both former Japanese colonies, promoted their local companies and invested in improving their human resources skill and technological capability by following the Japanese model with their own adaptation (Beasley, 1987). They also used protectionist policies; such as tariffs, to ensure that their immature domestic market would not be forced to compete with foreign products. For the Koreans, their post-war economic strategy was to obtain knowledge from developed countries to adopt foreign technology. This was done to provide a foundation for its domestic industries (Woronoff, 1992). Korea’s oligopolistic development model was founded in 1960, under authoritative administration of Park Chung Hee. This development model was made up of collaboration between conglomerates called chaebols. Chaebols consisted of successful exporting companies that were chosen and given privileges (Wad, 2002). Korea’s development was also supported by its human resources. Its human resource were organised in military-like discipline. Gradually, after gaining independence from Japan, Taiwan entered into industrialisation stage by allowing government bodies to  supervise its development. In 1950, the Economic Planning Institution was started. The Economic Stabilisation Board executed the first four-years of economic plans, continued by Council for Economic Planning and Development (CEPD) who was tasked with national and regional planning (Kuznets, 1959). CEPD coordinated with ministries to ensure that development would be done according to plan but they had no authority to supervise. Government involvement could also be seen through the Ministry of Economic Affairs’ role in outlining which subdivision should be supported and this included industries of which Taiwan is reputable for: machinery, electronics, and telecommunications. In mid 1960, the government built export-allocated zones which were easy to access from harbours and airports. To stimulate export, customs and taxes were reduced and low interest loans were promoted. In 1980, labour skills gradually improved and this also resulted in the improvement of the education sector. Meanwhile, the NIEs and other less fortunate countries such as Vietnam and Laos; although predicted to be the next tigers following the success of their Northeast Asian counterparts, could not catch up with HPEAs. Some of the NIEs formed a ‘neo-patrimonial’ state. Neo-patrimonial is classified by having inefficient bureaucracy, nepotistic leaders and unstable authority. These nepotistic leaders show favouritism and public interest becomes second priority. This leads to poor economic growth along with disorganised policies. Furthermore, unlike the HPEAs that benefited from having a relatively homogenous ethnicity, Southeast Asian countries were diverse. This diversity in ethnic groups made it difficult for the ethnic groups to understand each other. In addition, due to the Cold War, the former French Indochina suffered severe political instability and economic collapse. The Second Generation Tigers: Thailand & Malaysia Similarly, Thailand and Malaysia both failed to achieve HPEAs success. In 1980, Malaysia tried to adapt HPEAs intervention model, but failed implement their policies. Thailand, on the other hand, was hindered by political  instability (Unger, 1995). In Malaysia’s case, participation of local companies was low and foreign companies played a greater role in Malaysia’s economy (Lubeck, 1992). Also, local companies depended on foreign technology and the country’s demand for advanced technical skills was not fulfilled. Furthermore, there was an ethnic divide between the indigenous people and Chinese. This prevented cohesive cooperation in both Thailand and Malaysia As for Thailand, the government, shareholders and military were unable to cooperate. The military would occasionally launch coup attempts and such attempts disrupted both political stability and economic activities. Vietnam & Laos Vietnam, Laos and Cambodia were the main Southeast Asian countries with poor economies. These countries’ economic problems were the result of internal conflicts (Tran Van Tho, 2003). The conflicts in Vietnam and Laos resulted in the victory of the communist party and as for Cambodia, the democratic government ruled. In 1970s, Vietnam was exhausted and isolated due to its involvement with the conflict between Cambodia and USA. Due to the conflict, Vietnam became one of the poorest countries in the region. Realising the need to fix their economic condition, Vietnam adapted a reformist pace by allowing private ownership in small to medium enterprises and opened itself to investments (Brown, 1995). This move led to Vietnam’s economic prospers, though lagging behind its capitalist neighbours. Vietnam currently relies on raw and secondary products (Department of Foreign Affairs and Trade, 2014). Cambodia and Laos were both alienated from being one of the Asian Miracle. Laos, being in between Thailand and Vietnam became a heated political theatre during the Cold War. Although Laos reformed it’s economic sector simultaneously with Vietnam, its economic growth pace was slow as the country relied on natural resources, agriculture and low skilled labourers. Only in early 1990 did Laos manage to expand its industry and attract foreign investors. To summarise, this essay has argued that the Asian miracle was an uneven phenomenon that only happened to some countries. It also states how rapid economic growth occurred in the eight East Asian countries; mainly focussing on Hong Kong, Korea, Taiwan, Malaysia, and Thailand. Furthermore, the common denominators of success: (1) maintaining macroeconomic stability, (2) broad-based educational strategies, (3) export growth, and (4) insignificance of industrial policy have been discussed upon. This essay argues that export push was a successful strategy, while industrial policy was â€Å"insignificant.† In conclusion, the substantial achievements of the HPEAs were owed to the collaboration of both companies and the government whose goal was to build a sustainable economy for the country. Majority of the Asian Tigers (First- tiers) were not blessed with plenty of natural resources but they managed to improve by investing in human resources and value-added goods. In addition, these countries also showed a strong unity among the society, government, and businessmen. The government’s authoritative nature created stability and helped to bring about positive impacts on the economy. The second-tier managed to get closer to the first-tiers due to the resources available. However, the second-tiers did not manage to draw alongside or surpass the first-tiers as they relied on low value-added goods, raw materials and low wage labourers. Also, their governments personal interests and corruption hindered the countries development. Citation Amsden, A. H. (1993). Why isn’t the whole world experimenting with the East Asian model to develop? Review of the World Bank’s East Asian Miracle Report, to appear in Symposium on the World Bank’s East Asian Miracle Report, in World Development. Andressen, C. A. (2002). Short History of Japan: from Samurai to Sony, Allen & Unwin. St. Leonards. Beasley, W. G.(1987). Japanese Imperialism 1894-1945, Oxford University Press, New York. Brown, FZ ‘The Economic Development of Vietnam Laos, and Cambodia’ in Young C Kim (ed.), The Southeast Asian Economic Miracle, Transaction Publishers, London, 1995 pp. 85-104 Department of Foreign Affairs and Trade, The New ASEANS: Vietnam, Burma, Cambodia, & Laos, Australian Department of Foreign Affairs and Trade. 2014. [ONLINE] Available at: http://www.dfat.gov.au/publications/catalogue/new_asia.pdf. [Accessed 03 September 2014]. Easterly, W. (1994). Explaining miracles: Growth regressions meet the gang of four. In NBER, East Asian seminar on economics 1993, T. Ito and A. O. Krueger (eds.). Johnson, C. (1982). MITI and The Japanese Miracle: The Growth of Industrial Policy, 1925-1975, Stanford University Press, Stanford. Kuznets, S. (1959). Six lectures on economic growth. Glencoe, IL: Free Press. Lall, S.(1996). Learning from the Asian Tigers, Macmillan Press Ltd., London. Lubeck, PM ‘Malaysian Industrialization, Ethnic Division, and the NIC Model’, in RP Appelbaum & J Henderson (eds.), States and Development in Asia Pacific Rim, Sage Publications, London, 1992, p.177-181 Page, J. ‘The East Asian Miracle: Four Lessons for Development Policy’, in S Fisher & J J Rotemberg (eds.), NBER Macroeconomics Annual, MIT Press 1994, pp. 219-282 Tran Van Tho. (2003). ‘Economic development in Vietnam during the second half of the 20th century: How to avoid the danger of lagging behind’ in Binh Tran Nam and Chi Do Pham (eds) The Vietnamese Economy: Awakening the dorming dragon. RoutledCurzon. Unger, D. (1995). ‘Government and Business in Thailand’, in Young C Kim (ed.), The Southeast Asian Economic Miracle, Transaction Publishers, London, 1995 pp.137-158 Wad, P ‘The Political Business of Development in South Korea’, in Edmund Terrence Gomez (ed.) Political Business in East Asia, Routledge, London & New York, 2002 pp. 182-215 World Bank, The East Asian Miracle: Economic Growth and Public Policy, Oxford University Press, New York, 1993, pp. 90-92 Woronoff, J.(1992). Asia’s Miracle Economies, 2nd ed., M. E. Sharpe Publisher. New York.

Will Bury Business Proposal - 1026 Words

Will Bury Business Proposal Will Bury Business Proposal To maintain its health with the current economic conditions a business must remain competitive and increase profits. Will Bury developed technology that will allow him to convert printed text to into a digital format for reading or an audio format for listening. Will Bury holds the patent to his technology that makes his business a monopoly. This gives him an advantage by creating a barrier to entry for competitors. Although he has had his business for a few years, Will Bury has not been able to make it profitable enough to allow him to quit his full-time job. Additionally, he does not know how to market or price his product. Recommendations will be†¦show more content†¦Reducing Cost A successful business is always looking for ways to reduce its costs while increasing its revenues. Several recommendations are made for Will Bury that will aid in reducing costs. He can allow his employees to work from home. This will prevent overhead c osts by avoiding the costs associated with renting office space. Another recommendation is that Will Bury negotiate the price for royalties to a lower rate as his product becomes more popular. Assumptions and Recommendations Assumptions were made while determining recommendations for Will Bury. It is assumed that he is running a monopoly and that he owns the patent to the technology he is using. If so these are barriers to entry for others. Another assumption is that Will Bury will hire a full-time employee who works 40 hours per week without benefits. It is also assumed that the cost of the current website Will is using is $100 per month and that it would only cost $500 to build a new digitizer. It is recommend that Will Bury hire an employee from the United States to allow for his oversight and to avoid any issues that lack of involvement in this crucial stage of business may bring about. 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