Dimensions of Behavior

The dimensions of behavior produce more than a dozen models of behavioral differences, and usually these models are being grouped into four different styles or categories: (1) the dominance style; (2) the interactive style; (3) the steadiness style; and (4) the cautious style (Alvarez, year, p. 5).Based on the profile that is being reflected in the paper ‘The DISC Platinum Rule Behavioral Style Assessment’ of Mario Alvarez, wherein the four behavioral styles or categories are being mentioned, it is apparent that I belong to The Cautious Style, which represent people who are â€Å"analytical,†¦ systematic†¦ [and] enjoys problem solving† (Alvarez, year, p. 6). I am detail-oriented, task-oriented, and enjoy perfecting processes, as they reflect the strengths of the personality that I have.I work at a slower pace and usually double-check my work. I am a good listener and usually ask a lot of questions. For the weaknesses, I tend to become uncomfortable aroun d people who are very out-going or those who are in The Interactive Style. I also tend to see the more serious and complex side of situations, and I have high expectations of myself and others, making me a more over-critical person, especially when deciding and seeing things about myself or others.I am a slow and deliberate decision-maker and I am always skeptical. Some of these strengths and weaknesses have been identified in the assessment, which reveals the main reason why I agree with the assessment being made. Having a behavioral style that is analytical, systematic, detail-oriented, and task-oriented, my effect on the team lies on the fact that I am critical and systematic in solving problems and in making decisions (at a slower pace), which helps the team by providing a logical explanation of the things at hand.However, I am not always close to people, and with high expectations of others, I tend to have difficulty in negotiating with my team mates, especially that I see only the smaller scale of the whole picture and not the entirety of the picture. I am only good when it comes to analyzing processes and not when inspiring people to do their duties.

Research methodology Essay

In order to isolate the results for this particular study, only a survey questionnaire done from children and parents in the general vicinity of Johor Bahru, Malaysia area would have been utilized. These questionnaires were delivered to children, parents, merchants, financial institutions, social and financial professors and administrators. The results were divided into these same categories to ensure validity and reliability. General information in regard to identifiers was utilized in order to ensure that there would be no bias. This information provided the researcher with a more clarified view of perceptions in regard to children’s buying behavior and trend in Johor Bahru, Malaysia Data gained from a specific area for ease of accessibility and for targeted accuracy lending reliability and validity to the research process. The variables involved would include age groups, amount of education, and understanding of financial responsibility. Other variables may be inclusive of the economic standings of the children along with the same standings for the parents of the children interviewed. A third series of variables includes the types of studies that are managed and the cultural background of the children at each of these areas. Each question had either a yes or a no answer or followed positive or negative reactions to certain questions. The process to deliver and collect these questionnaires spanned approximately two weeks. Reliability for the researcher was achieved in the assurance that only a specified group of children, men and women were utilized in regard to the research. This gave the research a more focused view of the research goal. The validity was managed as a result of this focus and emphasized in the considerations involved in the data collection, variables, and sampling methods. Privacy and confidentiality methods included assigning numeric and alphabetic coding to each responding questionnaire. This ensured anonymity in regard to the researcher and the subjects of the research process. A Qualitative method of study differs from the usual quantitative methods (used in the study of pure sciences) in the sense that it tends to be far more subjective. This is in sharp contrast to the methods used in pure sciences which are exclusively objective. The research methods for marketing are a combination of both quantitative and qualitative methods. Being open to qualitative methods of study also allows social scientists to incorporate non-quantitative data (i. e. non-numerical data, such as words, images, gestures, impressions etc. ) in their study. Since human beings tend to operate in terms of such data and not in terms of the terminology used in ordinary sciences this broader outlook is far more applicable in the study of social sciences. In keeping with the methodology employed in marketing researches the theories too are formulated and used keeping in mind that they aren’t necessarily applicable to all conditions. Be it psychology, history, political science or economics human events are most likely to influence the rules which define the basic theories of a marketing subject. Success in the field of marketing researches can therefore be achieved if and only if it is understood that the subject has no space or opportunity for water-tight methodologies or theories. It can always be stated that Qualitative research is a process that includes interpretative paradigm under the measures of theoretical assumptions and the entire approach is based on sustainability that is depended on people’s experience in terms of communication. It can also be mentioned that the total approach is based on the fact that reality is created on the social formulations. It can also be mentioned that the basic target of qualitative research is instrumented towards social context under normal circumstances where it would be possible to interpret, decode and describe the significances of a phenomenon. The entire process is operational under the parameter of interpretative paradigm that can minimize illusion and share subjectivity under contextualization, authenticity and complexity of the investigation. (Dollard, 2006) The basic advantages of qualitative measures are multifold. Firstly, it presents a completely realistic approach that the statistical analysis and numerical data used in research based on quantitative research cannot provide. Another advantage of qualitative measures is that it is more flexible in nature in terms of collected information interpretation, subsequent analysis and data collection. It also presents a holistic point of view of the investigation. Furthermore this approach of research allows the subjects to be comfortable thus be more accurate as research is carried on in accordance to the subject’s own terms. The best statistical method would be to interview long well formulated day to day working procedure at a specific and well selected location. Throughout the procedure, it should be noticed whether there are specific variables within the testable population or not. These variables would be extremely important while evaluating the basic data in the final stages where the adjustments would be made to the formulated data in accordance to the observations. However, it is important to completely take into account the aspects of fundamental variables of an individual such as ethnicity, religious belief or positive support from the sales structure of the management and individual. However it could be stated that the most basic distinction is between a quantitative or qualitative evaluation. In a quantitative evaluation, the purpose is to come up with some objective metric of human performance that can be used to compare interaction phenomena. This can be contrasted with a qualitative evaluation, in which the purpose is to derive deeper understanding of the human interaction experience. A typical example of a quantitative evaluation is the empirical user study, a controlled experiment in which some hypothesis about interaction is tested through direct measurement. A typical example of a qualitative evaluation is an open-ended interview with relevant users. As a result this method would be used widely. As descriptions of statistical methods that will be used it could be stated that in order to isolate the results for this particular study, only a survey questionnaire done would have been utilized. These questionnaires would be delivered to potential customers and retailers along with the administrators of different companies. The results were divided into these same categories to ensure validity and reliability. General information in regard to identifiers was utilized in order to ensure that there would be no bias and this is extremely vital for the study on children’s buying behavior and trend in Johor Bahru, Malaysia. (Kar, 2006) It is necessary to design a new experiment that test the statistical method. For the purpose it is necessary to collect a complete data of the site that would include different religion, ethnicity or gender. An open meeting with potential subjects in relation to the study on children’s buying behavior and trend in Johor Bahru, Malaysia would be very relevant in this context but only the upper income limits should be taken into account in the initial stages. This is because only upper sections are the groups that are most likely to be truly instrumental in developing the buying habits among children. However, a good portion of the subjects would be from the middle level section of income too. The mixed gender of male and female potential children buyers could well be excluded as that would complicate matters in the context of gender variable juxtaposed with other pre mentioned variables but considering other dependable factors sustaining it would yield to be fruitful in the long run. Data would be collected in relation to the gender, color, religion of the potential customers in respect to the composition of the management under the same parameters. Furthermore, the favorable conditions in the context of experienced customer response would also be accounted. All these variables are considered as very relevant and important features of the statistical method and it is to be seen if these aspects are fundamentally acceptable in practical world and it could well be mentioned that service, especially related to the study on children’s buying behavior and trend in Johor Bahru, Malaysia, are a very relevant manifestation of the social dimensions. As a result if the test is carried out in a proper manner with proper calculations of the population involved then there is no reason that the results would be both logical and true at the end consideration. (Fletcher, 2005) In accordance to the basic test selected it could be stated that it could be possible that the outcome would be relatively logical in the sense that it would ultimately follow the trends of social facilitation theory in marketing and thus it would be agreeable with the statistical method and thus a well formulated marketing strategy can be constructed in relation to the study on children’s buying behavior and trend in Johor Bahru, Malaysia. However, it should be stated that there would be few independent variables in the context of the test that could not be explained by the statistical method statements. Here the ethical consideration of the potential customers or the ethnic background of the potential customers may not be a very relevant factor. Thus there could be some flaws to the collection of the population but if these aspects are kept in mind then the shortcomings would easily be negotiated during the ultimate computations. As a result the test would appear to be a full proofed measure that would be able to define and prove the fundamental aspects and statistical method applied. (Edelman, 2005) Milestone. The basic stage of this research will start June 1st to July 1st, when the interview questions will be structured. Further this period of time will be gathered the vast majority of the up-dated secondary data about our case study (journals, articles). July 1st to August 31st will be conducted the appreciation of the primary data collected from the interviews and the combination of it with the theoretical patterns and the secondary data. September 1st until the deadline date will take place the finalization of dissertation’s lay-out and the conclusions made by the analysis. This timescale plan cannot be final at this period of time because some research activities are depending from the outcomes of other variable activities of the research, such as the interview’s dates that will depend on the interviewee availability at specific dates. Works Time Date Literature Review 30 days June 1st to July 1st Data Collection 60 days July 1st to August 31st Analysis 30 days September 1st- 1st October. References: Dollard, John & Doob, Leonard W; (2006); Aggression in Decision Building; New Haven and London: Yale University Press.Edelman, S; (2005); Evaluation Techniques in International Business Management; Bloemfontein: ABP Ltd Fletcher, R; (2005); Principals: Beliefs and Knowledge; Believing and Knowing; Dunedin: Howard & Price IMF; 2007; Reports: 2006-2007; Paris: ADM Press Kar, P; (2006); History of Industrial Economics and Related Applications; Kolkata: Dasgupta & Chatterjee King, H; (2006); Social Principals Today; Auckland: HBT & Brooks Ltd Lamb, D; (2004); Cult to Culture: The Development of Civilization on the Strategic Strata; Wellington: National Book Trust.

Law of Contract, Case Law Essay Example | Topics and Well Written Essays - 2000 words

Law of Contract, Case Law - Essay Example Mutual assent is manifested in an offer, acceptance, and consideration. An offer is an indication by one party, offeror of a willingness to enter into a contract with another party, offered on some specific terms. A valid offer creates a power exclusively in the hands of the offeree such that all that is needed to form a contract is acceptance. If one or more of the terms are missing from the offer, a court may supply those terms. Acceptance is an unequivocal indication that the offeree agrees. nothing. The scope of Consideration arises from when a person makes promise to another; he does so with the intention of deriving some advantage which the person to whom the proposal is made is capable of conferring upon him. In this sense we can define consideration as a legal detriment bargained for in exchange, i.e. agreeing to do something which you have no legal obligation to do or agreeing not to do something which you have a legal right to do. In Currie Vs Misa (2)the term consideration defined as " a valuable consideration in the eye of law may consist either in some right, Interest, profit or benefit accruing, to the one party ,or some forbearance, and detriment, loss or responsibility given, suffered, or undertaken by the other." In Dunlop v Selfridge (3) the consideration is defined as "an act or forbearance of one party, or the promise thereof, is the price for which the promise of the other is bought, and the promise thus given for value is enforceable." From all these definitions and explanations of consideration it is apparent that an act without consideration is not legally binding; it is a so-called naked act, which does not give rise to a right of action.There exist some rules governing the Consideration. 1. If one party voluntarily performs an act, and the other party then makes a promise, the consideration for the promise is said to be in the past. The rule is that past consideration is no consideration, so it is not valid and cannot be used to sue on a contract. 2. Consideration must be sufficient but need not be adequate. ----------------------------------------------------------------------------------------------------------- 2. Currie Vs Misa 1875 LR 10 Ex. 153 3. Dunlop v Selfridge 1915 AC 847 3 3. The person who wishes to enforce the contract must show that they provided consideration; it is not enough to show

Democratic Governance in a real life issue Essay

Democratic Governance in a real life issue - Essay Example It is a set of principles that protect human freedom. All democracies operate on the principle of majority rule, keeping in mind the interests of the minority groups as well as individuals. Democracies are diverse, reflecting each nation's unique political, social, and cultural life. Democracies rest upon fundamental principles, not uniform practices. Democracies guard against all-powerful central governments and decentralize government to regional and local levels, understanding that local government must be as accessible and responsive to the people as possible. Democratic societies are committed to the values of tolerance, cooperation, and compromise. Democracies recognize that reaching consensus requires compromise and that it may not always be attainable. Democracy functions in the gamut of defined and undefined parameters. It also manifests itself in the form of certain parameters. A deeper understanding of these parameters would provide an insight into the functioning of a democracy. In fact from a macrocosmic perspective, democracy just cannot be restricted to the political ambit. It is a way of life and extends to one's personal as well as professional demeanor. However in order to understand its extension and application into these areas, it is mandatory to take a deeper look at what democracy entails and ensues. There are systems that serve as indicators of a democratic set up. These indicators not only shape the democratic operations but also sustain them. Equality is an innate parameter plus an indicator of a democratic set up. Equality reflects a positive connotation. Equality in its prescriptive usage has a close connection with morality and justice. When we talk about democratic equality, a natural question arises: equality in what Democratic equality cannot mean equality in everything: there are many inequalities that democracy does not deal with. There are five criteria that mark a democratic process: voting equality, effective participation, enlightened understanding, control of the agenda, and inclusion of all adult members in collective decisions. These five criteria make the democratic process fully consistent with the logic of political equality. Violating any of the five criteria not only renders the process undemocratic, but also renders it incompatible with the logic of political equality. Professor Giovanni Sartori's two-volume book, The Theory of Democracy Revisited, contains an excellent treatment on various forms of e quality and their roles in democratic thinking. Sartori thinks that "[i]nequality is 'nature'; equality is denaturalization. . . . Equality stands out, first and foremost, as a protest ideal, indeed, as the protest ideal par excellence" (Sartori, 1987, p. 337). In terms of their relationship with democracy, says Sartori, some equalities preceded democracy, while others are democratic claims. Pre-democratic equalities include equality before the law, equal and inalienable rights and equal freedom or moral equality. These equalities are more the products of Christianity, ethics, natural law and liberal ideals than of democracy. In contrast, three other equalities stand out as distinctively democratic demands. These are full political equality, social equality (as equal status and consideration regardless of class or wealth) and

Analysis Of The Rate Of Unemployment As Related To Inflation Rate Essay

Analysis Of The Rate Of Unemployment As Related To Inflation Rate - Essay Example Low standard errors help to infer that the sample drawn for estimating is truly representative of the population and gives a power to the statistical inference to a study (Vassilis, 2008).If there is no significant difference between the standard errors of the two samples we can consider that they belong to the same population or in the other way the test results are same with respect to a particular parameter.  This curve is a historical inverse relationship between the rate of unemployment and the rate of inflation in an economy. This means that lower unemployment in an economy is correlated with a higher inflation rate. When high levels of both inflation and unemployment also take place then it is called stagflation and violates the principle of the forecast of the curve. To consider this anomaly various modifications of this curve has taken place. For example, New Kenysian â€Å"Dynamic Stochastic General Equilibrium† models based on macroeconomics has been developed wit h sticky prices it is reflected that there is a positive relationship between the rate of inflation and the level of demand and thus a negative relation between the rate of inflation and rate of employment occurs. In the context of this article, we concentrate on the money wage Phillips curve given by the equation gW= gWT – f(U) where g is the equivalent of the percentage rate of growth of the variable, W is the money wage rate and signifies the total money wage costs per production employee, which includes the benefits and the payroll taxes. Hence the focus is on the production workers money wages as these costs are crucial to a firm for making financial decisions. The equation tells us that the growth of money wages rises with the trend in growth of the money wages (T) and falls with the unemployment rate(U). The function (f) is assumed to monotonically increase with U so the dampening of money- wage increases by unemployment is reflected by the negative sign.

Beethoven, Symphony No.5 Essay Example | Topics and Well Written Essays - 750 words

Beethoven, Symphony No.5 - Essay Example The word 'theme' and 'motif' have been used interchangeably. The first movement can be divided into the exposition section, the development section, the recapitulation and the coda. The first movement opens in c minor and finishes in c minor. There are two common themes which are introduced in the first movement and written throughout the symphony. The paper will analyze the first movement. The exposition section introduces the famous four note motif which is often referred to as the "fate motif". There are some who consider it an 8 note motif as it starts in C- and then goes immediately to C major. Throughout this movement the motif is never just four notes. There is always a duality. The first four notes are followed by a pause as though Beethoven is catching his breath. The second four notes which are also played by the winds and brass are also followed by a pause. This motif is used as the theme throughout the whole symphony. In the first section he opens the symphony with the fu ll string orchestra with the brass; then the string take the motif. We hear his strong Haydn influence. He uses Haydn's technique of contrapuntal use of the motif when the strings talk back and forth. There is a crescendo with the brass using the motif and changing keys to Eb major. He introduces a trumpet fanfare in the rhythm of the four note motif. It is followed by the strings. There is an introduction of a new theme with the strings and clarinets. This is a two note theme. The cellos still are able to play the four note theme. Knowing that Beethoven lived in the country, his joy of being able to hear the trumpets would have influenced his introducing the fanfare in the exposition section as he walked on the property singing to himself. We cannot call it pastoral but it is full of emotion and controversy from a man who realized he only had music in his head. In the development section, he interposes the harmonies and melodies of both themes. The instruments are separated where t he strings and woodwinds first start with the two note theme as they are going questioning each other; then go back and forth with one note. The four note theme is used to give an element of surprise: first by the brass then by the strings and woodwinds. The fate motif is used in a crescendo to build up to the recapitulation. In the recapitulation section, the orchestra is in the full forte with the four note fate theme. The timpani is the heart of this section. The strings answer but for the first time we hear the woodwinds playing the harmony ending the oboe solo which acts like a cadenza to the section. The strings build up in a crescendo to the trumpet and trombone fanfare with one bassoon, then the strings play with the woodwinds responding. The measures are played in staccato with the trombones, and strings repeating the chords of theme and the winds answering. In the Coda, the whole orchestra is playing the four note motif only to end the finale measure with the chords (V I V ) The ending on a fifth prepares the transition from the first movement to the 2nd movement. The first movement is the beginning of Beethoven admitting that he has a hearing loss. He shows to the world that it iwas fate and he would not let it deter from his composing. "The Fate Motif was fate knocking at the door"(Gibbs 2006) It has never been proven if Beethoven actually made the reference to his front door. His music is expressive jolting and full of severe emotions. Sometimes you can see yourself

Napolean's Defeat Term Paper Example | Topics and Well Written Essays - 1500 words

Napolean's Defeat - Term Paper Example The Aim of his reforms was to consolidate whatever was good in the Revolution and to conciliate those who had suffered at its hands without compromising the essential principle of Equality, Liberty and Fraternity. His conciliation of the Church and migrs did not restore their pre-Revolution privileges or power. Napoleon as a emperor of France and 'Son of the Revolutionary' he launched a new offensive against the absolute monarchies of Europe with the main purpose of spreading the Revolutionary principles to other countries and to glorify himself and France. There was a fundamental difference between the character of the wars waged by Revolutionary France from 1792 to 1802 and the Napoleonic Wars from 1803 onwards. The former were wars of liberation; they carried the message of the Revolution to the down-trodden people of foreign countries; they roused in them hopes of deliverance from the tyranny of absolutism, and hence wherever the French soldier went they were regarded by masses as helpers, friends and saviors of the underprivileged classes. But the Napoleonic wars did not rouse any such popular fervor. They were waged by an Imperial Despot to achieve glory and therefore instead of rousing sympathy, in the long run, they roused antagonism. The national self respect of the countries invaded by Napoleon was roused against him and was, in the end, one of the most important causes of his downfall. Napoleon trampled on the national sentiments of vanquished people by placing his brothers and sisters on their thrones. He was no longer regarded as a deliverer from the tyranny of absolute rulers; he was hated as a usurper and tyrant. Causes of Downfall of Napoleon Napoleon, 'the man of Destiny' and the 'son of the Revolution' had a phenomenal rise. The forces of the Revolution threw him into the limelight from the comparative oblivion, and once he had grasped the public gaze in dispersing the Paris mob with great alacrity and success in 1795, he continued to climb higher and higher till he became the Emperor of France in 1804. He so dominated the French and European stage that the period of his ascendancy - the years 1799-1815 -- is called the 'Napoleonic era.' His hold on Europe during this period was complete and the destiny of Europe depended on his whims and fancies. Napoleon was a genius both an administrator and as a general. His finest qualities of leadership and generalship always came to forefront in time of adversity. He was a master of strategy and brilliant campaigning. He was essentially a soldier and his inherent love of conquest and domination in the long run alienated the whole Europe and roused bitter national animosity against which he could do nothing. The whole of Europe was arrayed against him and finally was responsible for his overthrow. 1. Military Causes (i) Enormous losses in the Peninsular War, the Russian Campaign and the War

Applied Strategic Management Case Study Example | Topics and Well Written Essays - 3500 words

Applied Strategic Management - Case Study Example However, the nature of their work and the type of organization they work for will determine how these common environmental factors are perceived - whether they are seen as positive or negative, threats or opportunities (Yvonne 15). Strategy is the most exciting part of manager's work in an organization because it gives the chance to put all his new skills to work. Strategic thinking involves a comprehensive analysis of a business in relation to its industry, its competitors, and the business environment in both the short- and the long-term. Ultimately, strategy is a company's plan to achieve its goals. Corporate managements often do not know clearly what they want or how they'll get there. Organizational strategy is about the effective processing, interpretation of, and response to, information both inside and outside the organization. Organizational strategy helps in bringing administrative efficiency and inculcate within element of success through several ways. Managers should keep informed about important factors and developments in both their external and internal environments. They can do this by constantly 'scanning' their environment, which is, by establishing and maintaining a network of contacts, maintaining good communication channels, keeping up-to-date in their field and monitoring important issues and activities. This proposal is going to provide a case strategic company analysis on The Body Shop. The focus of the report is to show strategic analysis of the company and the environment around it that influences the organization. An assessment of the organization's existing strategies and impact of the external environment with recommendations to improve will also be included 2. Introduction of selected organization: The Body Shop The Body Shop is an international public limited company and was founded in United Kingdom in 1976 by Dame Anita Roddick. The Body Shop is part of the L'Oreal family which is their parent company. Today the company has 2100 stores in 54 countries with a range of over 1200 products all animal cruelty free and many with fairly traded natural ingredients (Thebodyshopinternational.com) 3. Marketing Environment The Body Shop works in a clean environment where they have managed to keep their competitive edge. They work is a diverse environment and they also aim to encourage a healthy environment in the world by working against torture of any kind to humans and animals. Marketing activities are influenced by several factors inside and outside the business firm. These factors or forces influencing marketing decision-making are collectively called marketing environment. It comprises all these factors, which have san impact on market and marketing

Summary of the Seven Habits of Highly Effective People Essay Example for Free

Summary of the Seven Habits of Highly Effective People Essay lIn â€Å"The Seven Habits of Highly Effective People,† Stephen Covey helps people become more effective when dealing with the significant challenges of life. In details, Stephen Covey provides guidelines for managing time and balancing studies, social life, job, and other priorities. The first three habits are focused on personal victories. They teach how to develop self-mastery and dependence. Those three habits are: Be Proactive, Begin with the End in Mind, and Put First Things First. Habits four, five, and six address interdependence, the success in working with others. Habit four: Think Win-Win, habit five: Seek First to Understand, Then to Be Understood, and habit six: Synergize. The seventh habit: Sharpen the Saw, talks about building one’s personal production capability through self-renewal and continual improvement. After reading this book, I was encouraged to think about what I can do to develop myself and become the best of me. Therefore, I have decided to take the following steps to improve myself: improve my communication and teamwork skills; keep myself focused on what matters the most; be being proactive; and take the time to renew myself and nurture my body, mind, heart, and spirit. My first recommendation to myself is to improve my communication and teamwork skills. Habit four: Think Win-Win and habit six: Synergize, made me realize the importance of teamwork. Habit four taught me that teamwork and long-term relationships require cooperation by seeking mutual benefit. For every problem, there exists a solution that allows everyone to succeed. According to the book, most people learn to base their self-esteem on comparisons and competition with others. They regard their success as the failure of someone else. If they win, others lose. Other people are the opposite. They think if they lose, others win. They accept loss just to make other people happy. People with such mentalities, find it hard to share the recognition and power of others. They cannot be happy for the successes of others even those closest to them. However, a person with win-win mentality is respectful and assertive at the same time. â€Å"It’s not you or me. It’s both of us. It’s not a matter of who gets the biggest piece of the pie. There’s more than enough for everyone. It’s an all-you-can-eat buffet. The other habit that encouraged me to improve my communication and teamwork skills is habit six. It showed me how people produce more together than the sum of what they could produce separately. This habit mainly says teamwork and trust should be built by creatively cooperating with other people and identifying the contributions of them which is synergizing. There are several examples of the synergetic situations . Stephen Covey gives a couple of them. One example is about two politicians being able to get 1 million votes each, but when working together they are able to get 2. 5 million votes. This example represents the classic 1+1 = 2. 5 equation. Another example is about two people who are too short to pick apples from a tree. But when working as a team with one on the shoulders of the other, they can pick many apples. Stephen Covey also illustrates how to create a synergetic model. To produce a synergetic climate one needs to assess three specific habits: have a win-win attitude (habit 4), seek to understand before to be understood (habit 5), and believe you can achieve more together than alone (habit 6). Moreover, valuing the differences is the essence of synergy. To synergize, one needs to acknowledge and appreciate the differences between people. To believe that those differences are not annoying, but they are precious and there is much to gain from accepting them. After realizing how important teamwork is, habit 5 teaches how to develop a powerful communication skill: listening. Habit 5: Seek to Understand, Then to Be Understood, helped me to understand the concept of listening. Seeking first to understand requires getting inside the talking person’s frame and see the situation the way she/he sees it. You need to understand his/her point of view but not necessarily agree with them. When listening to other people, you should not be thinking about what you are going to say next when the other person stops talking. Instead, you should really listen to what they are saying without interrupting them. You need to try to understand them which will build a bridge between your paradigms and the paradigms of them. This way you will more likely have a stronger influence. My second recommendation to myself is to stay focused on what matters the most to me. This recommendation came in to my mind after reading the second habit: Begin With the End in Mind. This habit taught me how to live with a purpose. It is based on the principle that things need to be created mentally before they are physically created. For example, a plane is first created in someone’s mind before it is actually built. Effective people determine their own futures. First, they mentally plan it according to their values and principles. Second, they physically create it through their positive actions and behaviors. During my college life, I have always had busy weeks in which I had to deal with lots of exams, home woks, quizzes, and projects. In such weeks, I tend to spend all my time only doing my school responsibilities. However, as Stephen Covey says in the second habit, â€Å"most people on their death beds don’t wish they had spent more time at the office! † By the end of each semester, I see myself getting good grades but still not satisfied because deep in my heart school is not my only priority. In order to stay focused on what matters most, I will first determine what matters most to me. In his book, Stephen Covey lists various questions that I will explore when I try to discover myself. After I find out my sense of purpose and meaning in life, I will begin to write my personal mission statement. It will act as a leading constitution by which I will evaluate my daily decisions. Moreover, when trying to keep my focus on the task at hand, I will use Stephen Covey’s life-management quadrants. In the third habit: Put First Things First, he uses a chart with four quadrants that are the result of two axes: urgent and important. Urgent activities call for immediate attention. Important activities are valuable and add to the personal mission, values, and high priority goals. To put first things first is to organize and manage time and events according to the values and vision the person defined in his/her personal mission statement. I always get caught up in day to day crisis, which represent the urgent and important things, and I get distracted from what it is important to me. What I need to do is to spend more time in the important but not urgent quadarant. I will also use a planner to schedule my tasks and activities each week. I will always re-valuate my plans based on my personal mission statement. Those two habits also reminded me that I need to start planning my career path. I will go to my advisor to discuss my career opportunities. I will also take an aptitude test to help me evaluate my talents, abilities, and interests so I can use that information when choosing my career path. I will also write down a list of the most important skills I need to be successful in college and work to improve each one of them. Another thing I want to develop in myself is to increase my proactivity. A lot of times it happened that I receive a grade that I think is unfair and I get upset, which gets me nowhere. Habit one: Be Proactive taught me that whenever I get a grade that I think I do not deserve, I should make an appointment with my professor to discuss it and see what I can learn. To be proactive is to have a choice and control over the situations. A company can be proactive rather than to be under the mercy of the industry. For example, if an industry is facing a downturn, a company can be proactive by developing a plan to cut down the costs and use the industry downturn to its benefit by increasing the market share. Proactive people do not blame other people or circumstances for their own mistakes. They understand whatever they do is what they have chosen to do. They accept responsibility for their choices. When facing a stimulus, they stop and allow themselves to choose a response based on their personal values. In contrast, reactive people do not choose how to respond to stimuli; instead they react immediately without thinking and based on their feelings at that moment. â€Å"There is a gap between stimulus and response, and the key to both our growth and happiness is how we use that space. In the book, Stephen Covey advises his readers to divide events and circumstances into two categories: circumstances they can influence through choices and circumstances they cannot influence at all. Proactive people focus their effort on the things they can control which Stephen Covey calls the Circle of Influence. They do not worry about the things they do not have influence on which he calls the Circle of Concern. By doing so, they increase their control on more and more of those things that are in their Circle of Concern. Reactive people focus on their Circle of Concern. They blame other people or circumstances which both are beyond their influence, for their failures. To be more proactive, I plan to do the following things. I will write down a list of the things in my Circle of Concern that I am always worrying about then I will work on letting go of them one by one. I will pay more attention to my behavior and language and identify the reactive ones. For example, whenever I say â€Å"I can’t do it† I will change that to â€Å"I will try. † Also, from now on I will not let other people’s bad mood rub off on me and ruin my day. This is my choice† will be the attitude I will always adopt. My last recommendation to myself is to take care of my body, mind, heart, and soul. The seventh habit says to be effective one should balance between the production and the production capacity. I will not be able to effectively do the previous recommendations without renewing myself and nurturing my body, mind, heart, and soul. Steph en Covey clarifies this point with the example of the goose and the golden eggs. A poor farmer had a goose. The goose suddenly started to lay a solid golden egg every day and the farmer soon became very rich. The farmer also became very greedy and began to think the goose must have all the golden eggs within it. In order to get all the golden eggs immediately, he killed the goose. As soon as he did that, he discovered there were not golden eggs within it. The moral of the story is that the need of the balance between production and production capability is critical. If one tries to increase the immediate output without considering the production capacity, this capability will be lost. The need for balance between production and production capability applies in physical, financial, and human asset. For example, a person in charge in a factory can increase the output of a machine by stopping the scheduled maintenance and using that time operating the machine and maximizing the production. However, in the future, more maintenance will need to be performed on the machine and the future production will be greatly minimized. That person may be blamed for causing such a mess. The production and production capability applies to customer loyalty as well. A restaurant may have a good reputation for serving great food. If the owner decides to cut down the costs and lower the quality of the served food, the profits will rise immediately. However, as soon as the customers sense the change in the food quality, their trust will be lost. The profits will definitely decline. The need for this kind of balance also applies to the physical, mental, emotional, and spiritual assets. One should take the time for self-renewal; to preserve and enhance the four human assets. Renewal increases the person’s capacity to undertake the challenges of daily living. It creates growth and change in that person’s life. Without this renewal, the body becomes feeble, the mind mechanical, the emotions dead, and the spirit insensitive. Therefore, I plan on doing the following activities. To preserve my body, I will start an exercise program and I will choose something I really enjoy like badminton. I will also make sure to get at least seven hours of sleep every day. Lastly, I will continue to eat my balanced diet. To nurture my mind, I will start to read more books and solve at least one puzzle every day. To take care of my heart, I will try to build new friendships and have meaningful connections with others.

The NFL Strikes of 1982 and 1987 Essay Example for Free

The NFL Strikes of 1982 and 1987 Essay Introduction The National Football League (NFL) strikes of 1982 and 1987 were considered groundbreaking events in the NFL but not because it succeeded in its aims. On the contrary, they can justifiably be called abysmal failures. In its failures, the two events gained notoriety and a place in history as: the shortest season in the history of football; the first time replacements were used in a professional football game; and focused on the issue of free agency among football players. This paper will provide an overview of the actual events and discuss the how it went wrong. Background In order to understand the NFL strikes of 1982 and 1987, it would be important to give a background on the NFL Players Association (NFLPA). The union formed with the Green Bay Packers and the Cleveland Browns agreed to join up in 1956 to demand minimum wage and other benefits of NFL players. They were helped in getting the rest of the players of the 28 teams in the NFL sign in by Don Shula (Baltimore Colts), Frank Gifford and Sam Gifford (New York Giants) and Norm Van Brocklin (Los Angeles Rams). (â€Å"National Football League Players Association,† 2007) The NFLPA was not blessed with much influence with the owners of the league, and were pretty much ineffective in pushing their aims and goals through. An attempt to strike prior to the start of the 1956 season did not even get off the ground. Prior to 1982, players operated under a very loose arrangement with team owners; signing bonuses were unheard of and often there were no contracts. The pay scale was far from standard; rookies could be earning more than players of several years standing, unbeknownst to either player. Usually, it was no big deal, until players found out about, usually during shower conversations. (Forbes, 2001) Players also had the most rudimentary of health insurance and training support in terms of finances from the team owners. It was not a given that player uniforms were paid for by the team owners and that they were paid even when injured and unable to play. Because team owners refused to take the calls of the NFLPA for meetings seriously, declining even to show up, the union leaders threatened to file an antitrust lawsuit against the NFL, emboldened by the a recent ruling the Supreme Court in which it denied immunity of the NFL from antitrust laws. The union milked this for all it was worth in the ensuing years, succeeding in winning small victories such as pension and health plans. However, it was not until 1968, twelve years after it was first formed that it became recognized as the official labor union of the NFL. Players went on strike duriong training led by the Cleveland Brown’s Bernie Parrish at the instigation of a major labor union, and the team owners retaliated by locking down the training camps. Afyet a brief interval, a compromise was rached the the NFLPA gained its union contract, such as it was (â€Å"National Football League Players Association,† 2007). The contract was one-sided at best, leaving players with very little leverage during subsequent strikes in 1970, 1974 and 1975 and they were plagued by players crossing the picket line, breaking up the solidarity (Staudohar, 1988). III. The strike of ‘82 The impetus for the 1982 strike was a combination of several factors. After the aborted 1974 strike, lawyer Edward Garvey took over a executive director of the NFLPA. Formerly from the firm representing the NFLPA, Garvey was not new to collective bargaining, and he was determined that the players would get the concessions they have been asking for. It was also at this time that the news spread about an agreement with a television station would almost tripled the owners’ television revenues compared to the previous year. Moreover, the United States Football League (USFL) was slated to start in 1983, effectively breaking the monopoly of the NFL and giving football players more bargaining leverage. All these factors led to the declaration of a strike by the NFLPA on September 19, 1982 and it would last 57 days until November 16 of the same year. The union demanded that players get 55% of the gross revenues of the league. (â€Å"National Football League Players Association,† 2007) Despite the solid front displayed by the players, the NFL refused to give in, opting to shave 7 games off the 16-game season, which was the period in which the strike was ongoing. In the meantime, union leaders organized several â€Å"all-star games† but these did not fare well with the fans nor did it generate sufficient interest for television coverage. In the end, with the networks failing to support the players and the NFL standing fast, the strike ended without the players getting their 55%. When the USFL started in 1983, players were able to bargain for better terms or leave the league. (Staudohar, 1988) The 1987 strike In the interim between the 1982 and 1987 strike, developments in the professional sport led to the demands for better pay as well as the right to free agency. The contract between the NFL and the union was set to expire on August 31, 1987. In 1986, the USFL ceased to operate, emboldening the NFL to allow the strike to happen without fear of the players going to the USFL. The NFLPA had also managed to publish the first NFLPA Base Salary Directory, which provided the basis for salary negotiations for players. (Forbes, 2001) The actual strike was again triggered by a television contract, this time increasing the NFL owners’ revenues to $17,000,000. This time, the union negotiators, Jack Donlan and football player Gene Upshaw have had experience in collective bargaining prior to the strike, and worked well with each other. However, the negotiators had bosses, and the there were a lot of dissenting voices. This is not surprising considering that there was one representative from each of the 28 teams, forming them union’s labor policy making team called the Management Council led by executive director Jack Donlan and another six delegates to form the Council Executive Committee. It was Donlan’s responsibility to promote cohesion in the demands of the union as well as ensure that negotiations keep to limits set by the Council members. Some of the union demands were as follows: minimum salaries severance pay right to free agency elimination of artificial turf (Staudohar, 1988) A football player’s professional life is short, less than four years before becoming too injured to continue playing. Therefore, it is logical that they try to get as much money as they are able to during their productive seasons. However, the 1987 strike did not really emphasize this. What was emphasized by the players who were interviewed and in the subsequent negotiations of union leaders was the right to free agency. Free agency is about a professional player’s right to negotiate with any number of teams for the sale of their services once their contract expires provided they had fulfilled some conditions of tenure. There are five categories of free agency: unrestricted (UFA); restricted (RFA); exclusive-rights (EFA); franchise (FFA); and transitional (TFA). In UFA, a player with at least four years under his belt can change teams without restrictions. RFA dictates that a player of at least three years standing can negotiate for his transfer to another team, but his previous team has the right to match the other team’s offer and retain rights to the player if they do so. If the previous team declines to match the offer, the new team will have to give compensation to the previous team in the form of draft picks. EFA players have less than three years with the league and his team will have to make an offer before the NFL deadline or the player becomes a UFA player. A player designated as FFA is a UFA player for whom a new team, if the previous team declines to match the offer, must remit compensation to the previous team. The TFA player receive an offer from the previous team for minimum higher amount based on last salary i.e. 120% of salary and the previous team has seven days to make the offer. If the offer is not made, the player can sign on with the new team which does not need to compensate the previous team. (â€Å"Free agency definitions explanations,† 2004) The strike was announced on September 22, 1987 and almost immediately, things started to go awry. Because Upshaw as one of the union negotiators was not always present during the bargaining for the new contract, NFL officials complained to the National Labor Relations Board that this was a deliberate ploy to justify a strike due to non-progression in the talks, and claimed bad faith. This strengthened the position of the team owners, and they decided to outface the strikers by bringing in replacement players to play in their stead. The season’s games continued as planned. Replacement players, also referred to as â€Å"scabs† are usually former college football players, or those players who got cut during the draft. This was an unprecedented move by the NFL team owners and was considered a â€Å"dirty† trick. (Farsnworth, 2002) However, the public relations of the NFL got busy in representing the NFL as being in the right, and the fact that by the first week of the strike major players crossed the picket line seemed to reinforce this impression. The break in solidarity, and the failure of union leaders to get the team owners to comply with their terms, led to the ending of the strike on October 15, 1987. The same day, the NFLPA filed an antitrust lawsuit against the NFL team owners, an arena in which they have been more successful before, much more than on the picket line. Eventually, though the 1987 suit was dismissed, another lawsuit filed in 1989 which was more successful and the courts ruled in favor of the players. After going back to negotiations, the team owners agreed to permit free agency with certain conditions based on a player’s tenure on a particular team. (â€Å"National Football League Players Association,† 2007) Discussion The NFL strikes of 1982 and 1987 were interesting because it illustrated how a weak union can do as much damage or even more than no union at all. The NFL owners understood this, which is why they maintained the NFLPA as the official representation of the NFL players even after numerous attempts at strikes and antitrust lawsuits. (Staudohar, 1988) From the beginning, the NFLPA was considered of no account by the team owners, who did not even bother to show up for meetings in the early days. The only recourse that seemed to work was to enlist the help of the judicial system in the form of antitrust lawsuits. The aim of the 1982 strike was primarily to get a piece of the television revenues, and the union leaders believed they were in a position of strength with the USFL soon to provide competition to the NFL. Apparently, they overestimated their strength as the NFL stonewalled them and simply cut the season to nine games until the NFLPA ended the strike. In the end, their desire for higher salaries for the players was realized through the normal course of events and as a result of market forces. There was no real rhyme or reason for the 1982 strike. It was ultimately the players who suffered, who went 57 days without pay or health coverage. Moreover, the failure of the NFLPA to produce results only hurt their prestige and credibility as effective negotiators in the eyes of the team owners as well as the union members. The incredible thing is history repeated itself in 1987. The same kind of circumstances prevailed, perhaps slightly different in details but the same in context, with one important exception. What were the same? The aim was to get a piece of the television revenues. The union leaders thought they were in a position of strength with the recent arbitration decision against baseball team owners who were accused of collusion to control player salaries by halting all signing of free agents filed by the Major League Baseball Players Association. This is even shakier ground than the USFL scenario. At the very least, the USFL was a reasonable proposition because it is based on market forces. The collusion decision against baseball team owners could not reasonably be used against football team owners because free agent signing is so infrequent that collusion would be difficult to prove. The team leaders had nothing to lose in stonewalling the players’ union. As in 1982, the union failed to adequately prepare for the 1987 strike in terms of financial support for the players. Players were once again bereft of their pay and benefits, and the union had no Striker’s funds to dip into for emergencies. It is no wonder that the former solidarity in 1982 melted in the first week of the 1987 strike. The players, at least, had learned the first time around. One important difference is the supposed main aim of the strike: the granting of free agency to players. The tragic thing about this is that as early as 1975, it could have been theirs for the asking with no need to go on a strike at all. At the time of the 1987 strike, the standard in the NFL for player exchange was based on the Rozelle Rule on free agency, named after NFL Commissioner Peter Rozelle. The rule allowed the NFL commissioner to dictate what kind of compensation the new team of a newly-transferred player would have to award the player’s new team. This put acquiring teams at a disadvantage and only four players were traded prior to 1987. The Rozelle Rule was deemed unreasonable restraint under the Sherman Antitrust Act when the Baltimore Colts’ John Mackey filed a complaint   to the Federal courts. This was a golden opportunity for players to become free agents at the end of their contracts because the constraints to trading had been lifted. Incredibly, however, the NFLPA signed away this advantage by signing an agreement with the NFL team owners in 1977 which stipulated compensation payments for signing free agents. This provision was not challenged in the 1982 contract and remained intact. The whole point of the 1987 strike was supposedly to gain the right to free agency which had already been signed away by the union 10 years ago. It is the epitome of irony that even with the strike they failed to regain that which they had foolishly lost themselves. Worse yet, public opinion during the 1987 strike tended to favor the side of the owners, perhaps because the players themselves seemed unhappy about the whole idea themselves. The television stations also signified disapproval by covering the replacement games, which had come to be known as Replacement Sunday, as if they were the regular games. A consequence of the 1987 strike that is still a matter of interest is the use of replacements in the three weeks of the strike. By most accounts from players who were there, no real animosity was directed at the replacement players, or â€Å"scabs† themselves, but it was still considered â€Å"unthinkable† of the team owners to make use of the tactic to undermine the striking players. Some players recall how they were pulled out from construction jobs and stockbroker interviews in â€Å"scavenger hunts† to fill the positions in the 22-player game. For many, it was an opportunity to play professional football that was too good to be missed. Some stayed on even after the strike ended, and in the case of former college football player Tim Burnham, who played left tackle on the Seahawks replacement team, he was invited to train for the summer. For the â€Å"real† players, all rancor ended when the picket line was pulled down (Farsnworth, 2002). Conclusion From a historical perspective, it seems clear that both strikes should not have happened. The pros and cons were not properly evaluated and it appeared that the NFLPA made a habit of going off half-cocked when it came to striking. The tragedy of such miscalculations is that it is the players who suffer, both immediately i.e. loss of income during strikes and in the long term i.e. loss of collective bargaining advantage. Today, football players get impressive salaries and have the right to free agency. They have sign-up bonuses, health benefits and insurance, and all the trappings of fame and glory. Undeniably, some concessions can be directly linked to union efforts on behalf of the players. The strikes of 1982 and 1987, however, were not among the NFLPA’s most shining moments. References Farnsworth, C. (2002, October 4) NFL crossed the line on Replacement Sunday. Seattle Post-Intelligencer. Retrieved July 8, 2007 from   http://seattlepi.nwsource.com/football/89817_replace04.shtml Forbes, G. (2001, June 8) ’82 strike changed salary dealings forever. USA Today.   Retrieved July 8, 2007 from http://www.usatoday.com/sports/comment/forbes/2001-06-08-forbes.htm Free agency definitions and explanations (2004, March 1) Detroit Lions. Retrieved July 7, 2007 from   Ã‚  http://www.detroitlions.com/document_display.cfm?document_id=332893 National Football League Players Association. (2007, June 22). In Wikipedia, The Free Encyclopedia. Retrieved 05:16, July 8, 2007, from http://en.wikipedia.org/w/index.php?title=National_Football_League_Players_Associationoldid=139999742 Staudohar, P. (1988, August) The football strike of 1987: the question of free agency. Monthly Labor Review Online,   vol 111, no. 8. Retrieved July 8, 2007 from http://stats.bls.gov/opub/mlr/1988/08/rpt1full.pdf

Stakeholder Management and Culture Management

Stakeholder Management and Culture Management The process of identifying and managing project stakeholders and culture is one of the most important processes in project implementation because not only is project success judged by stakeholder satisfaction, but because every stakeholder makes an essential contribution to the project (Verzuh 2008, p.48). Beside stakeholder identification and management, project managers are required to establish a balance between implementing global standards and responding to local needs in their efforts to effectively manage the diffusion of stakeholder principles and practices (Nicolod 2007, p.484). Despite the great importance associated with stakeholder and culture management processes, these thorny processes or areas in project implementation have received less attention especially when comparisons are done relative to other areas that depend on these processes (Sharp et al. 1999, p.1). Such areas include, but are unlimited to, scenario-based requirements and user involvement in the project development stages. It was from this perspective that this paper decided to make the following contributions on this topic: first, a study was developed based on the theoretical framework involved in the identification and management of stakeholder relationships. The project went on to review literature that helps its users to understand clearly the balance that needs to be struck between understanding of organizational culture and stakeholder management. It is from the above perspective that this case study aimed to study the role and the influence of various stakeholders in the implementation of projects. In tackling this case study, the author began by stating the aim the need for studying this topic. This was followed by a review of the literature. The literature review clearly established who the project stakeholders were. In addition, their role and their influence in the project were clearly identified. Moreover, the literature review defined organizational culture and went on to establish its link with stakeholder management. After reviewing the literature, the author, in a holistic view, explored how a reputable Saudi technology firm, Zuhair Fayze Partnership (ZFP), identified and managed its stakeholders during a multi-million project implemented by the company. This project, which was undertaken in the year 2001 involved the analysis, design, development, installation and commissioning of a Facilities Information System to the Royal Saudi Air Forces (RSAF)- a renown aviation branch that services all Saudi Arabias Airbases. Having explored on the findings from his study, the author conclude by giving a critical analysis of his experience. It should be highlighted that this case study, having been compiled after the implementation of a military IT project, presented a unique structure and experience. This was so because it involved the development of a military system and as such some of its details could not be studied openly due to security restrictions. As such, some knowledge gaps might be present in this case study thus constituting its major limitation. 2.0 Aim and rationale of this paper This papers aim was to identify who the key project stakeholders were, how they were managed and how their expectations come to influence the success of the FIS project. In addition, the author assessed how organizational or national culture shaped the expectations of key stakeholders. All these were intended to help him and the users of this paper to develop suitable and effective stakeholder management strategies in their current or future project assignments. More so, in writing this paper, it should be noted that the author was motivated by the fact that despite the many developments in techniques and development tools to effectively manage projects, several projects have still experienced difficulties that have affected their overall quality leading to time and cost overruns. Mohammed (2006) in reviewing Morris and Hough (1987) research on an estimated 3500 projects established that overruns were the norm in project implementation since they ranged between 40 to 200 percent. The figure below depicted general statistics associated with project success from this research. Parameter %-age rating Succeeded 29 Failed 18 Challenged 53 Table 1 showing the statistics of project success and failure Pie chart 1 depicting the statistics of project success and failure 3.0 Literature review 3.1Project stakeholders Singleton (2007) defined stakeholders as organizations or individuals who are actively involved in projects and whose interests may be negatively or positively affected in the courses of completion or execution of these particular projects (p.12). According to him therefore, stakeholders were made up of two categories; indirect stakeholders and direct stakeholders. Indirect stakeholders were summed up by those individuals who, despite having some level of influence or interest in the operations of the business, were not directly involved in the operations of the project. On the other hand, direct stakeholders were composed of individuals who were directly involved in the operations of any project lifecycle. As such, they were affected by the particular project, had the power to influence it or had stakes in the successful completion of the project. The following figure 1 showed the levels of stakeholder influence and interest. High Interest Manage them closely Keep informed of project operations High Influence Low Influence Keep satisfied Monitor their operations Low Interest On their part, Walker and others (2008), in trying to establish a valid description of who a stakeholder was, discovered that stakeholders were groups or individuals who possessed some right aspects or interest in the operations of a project and thus contributed to or were impacted by say, the outcome or the work of the project (p.648). To them, stakeholders could be classified into four groups namely; upstream stakeholders, downstream stakeholders supply-chain partners, project team stakeholders and external stakeholders. Figure 1 below showed these groups of project stakeholders. Walker and his group (2000) in assessing the influence of project stakeholders and their mapping by project teams, came to the conclusion that identifying stakeholders could help trigger a course of investigation that leads to a better understanding of the nature and types of power and influence that may be exerted on, within and to project management teams (p.648). Frooman (1999) expounded on this point by stating that in identifying the project stakeholders, the project managers were likely to determine whether their projects were to be awarded with the needed resources. On their part, Post and others (2002) though acknowledging Freemans popularised description of a stakeholder as the interests and entities that are either involuntarily or voluntarily involved in a firms operations, went on to develop their own stakeholder view that stressed on the need for stakeholder relationships in any project that involved creation of any organizational wealth (p.1). In addition, Sharp and others (1999) just simply defined a stakeholder as any individual or group who affected or were affected by achievement of a projects objectives (p.1). They went ahead to list various categories of stakeholders as including managers of a project, end-users, engineers involved in system analysis, design and development, customers who are going to make use of the developed system, external bodies for instance system regulators, domain experts and many more (Sharp et al.1999, p.1-2). The three scholars expounded on their definition by giving another perspective that stakeholders may be composed of three categories namely those external on the project team; but who are internal in the organization, those internal on the project team and those who are external to both the organization and the project team (Sharp et al. 1999, p.2). 3.2 Understanding organizational or national cultures Weiss (2008) defined organizational culture as the shared values and meanings as held by organizational members in common, and are articulated and practised by an organizations leaders (p. 300). To Weiss therefore, corporate culture is transmitted through: Leadership styles and values as espoused and practised by organizational leaders. The heroes and heroines that the company rewards and holds up as models (Weiss 2008, p.300). The rights or symbols valued by organizations. The way of communication that exists between project heads and their stakeholders. Weiss (2008) went ahead to highlight that though organizational cultures were both invisible and visible, informal and formal, project managers needed to study and understand organizational cultures through observation, listening and interacting with project or organizational stakeholders. Furthermore, they could study organizational culture in the following ways: studying an organizations physical setting and reading company policies to familiarise themselves with its expected norms or behaviours. On his part, Chinyio (2007) defined organizational culture as involving the level of deeper and basic beliefs and assumptions as shared by the members of organizations, that unconsciously operate and defined in the basic taken for granted fashion, as organizations view of themselves and their environment (pp.176-177). Ideally, House and his group (2002) in their GLOBE research program theoretically defined organizational culture as any shared motives, beliefs, values, interpretations and identities or meanings of important events that emerge from most common member experiences and are passed across generations of age (p.5). Furthermore, in helping us to broaden our understanding of culture, Schein (1996) highlighted that culture manifested itself at 3 levels namely the level of deep tacit assumptions, the level of espoused values that reflected on what a group wished to be and the day to day behaviour. For any project success, project implementers needed to have a clear understanding of all the identified levels. From their perspective, Osland and Bird (2000) noted that there was a tendency for observers to confuse individual with group values (p.69). As such, there was need for project expatriates to carry out keen observations to identify the variance in behavioural norms for individuals, organizational cultures, subcultures as well as changing sections of the society (p.70). More so, Schein (1996) when analyzing why innovative projects failed to proliferate and survive noted there was lack of alignment amongst the following categories of culture: the operator culture which existed amongst the subordinates of an organization, the engineering culture which existed amongst the middle level managers and the executive culture which was present amongst the company top management (p.9). 3.3 The link between stakeholders and organizational culture Studies on project management have shown that coupled with leaderships, organizational cultures are central to projects operating efficiency and overall effectiveness. Studies have generally revealed that cultures are the glue that holds other organizational dimensions (strategy, structure, people and systems) together (Weiss 2008, p.300). Project success will only be achieved if project leaders come to associate themselves with modelling, building and helping to sustain ethical and legal organizational or national cultures via comprehensive and properly defined compliance and ethics programs. 3.4 Key steps in stakeholder management Singleton (2007) identified the following as the key steps in any stakeholder management process: Identification of key stakeholder groups Determination of stakeholder influences and interests Development of management strategies for each identified groups. On his part, Gibben (2010) postulated that before going ahead to implement any project, project leaders or managers needed to take into account the following issues (p.14); Clearly identify project stakeholders; Gather key data or information of the identified stakeholders; Use the collected data to determine or identify stakeholder priorities; Establish the strengths and weaknesses of the various stakeholders; Identify the stakeholder support; Predict the stakeholder behaviours. This can be determined by studying organizational culture and finally; Prepare a stakeholder management strategy. All the above stages can be summarized under stakeholder analysis approach. Tellingly, Strong and Rath (2005) argued that the approach of stakeholder management contained three key steps namely; stakeholder identification, stakeholder analysis and stakeholder planning (p.173). Furthermore, on their part, Carayannis and his group (2005) stated the following as the key steps involved in stakeholder management (p.184). Identifying and classifying the stakeholders of the project (against, neutral, for) and analyzing their possible project impacts. This could be done using the project lifecycle. Isolating and analyzing project stakeholders with any likely negative impacts Incorporating and involving key primary project stakeholders (included and not limited to the clients, labour union, suppliers, contractors, consultants, and government agencies) in the project plan and in every subsequent phase of the project Ensuring that the required information is regularly availed to the identified stakeholders at appropriate times. This will ensure that the identified key stakeholders will clearly concur with project objectives leading to a successful completion of the particular project. 3.5 Stakeholder management strategies These are the approaches used by project managers in minimizing the influences caused by the identified project stakeholders. From his research, Karlsen (2002) found out that in most projects, systematic or formal stakeholder management strategies did not exist (p.22). From his research, stakeholders were managed on a random basis since there were no plans, processes, methods or well-functioning strategies. As a result, project managers decided on the best solutions of managing any identified stakeholder weaknesses. However, Wolper (2004) went ahead to propose the four generic strategies of managing stakeholder relationships (p.172). These were: Collaborating cautiously with the stakeholders who were found to have a mixed blessing relationship on the project. Involving and trusting the supportive stakeholders Implementing defensive strategies that are pro- active in nature for the non-supportive stakeholders; and Monitoring the stakeholders with little/marginal relationships with efficiency. 4.0 Project case study 4.1 How ZFP identified and managed its key stakeholders This being a military technology system, ZFP used a different but distinct approach of implementing the system. The process of stakeholder identification was the third in its project implementation stages after the definition of the strategic issue and the determination of underlying factors. The following is a detailed analysis of how ZFP carried out this important but mostly overlooked process of project implementation. The company project implementation committee started by identifying the key stakeholders. In doing this, the committee categorised the stakeholders into two broad categories. These were the primary and secondary stakeholders. The following were identified as belonging to the primary stakeholder category: Customers or users of the FIS system (Saudi Arabian air force soldiers) Project managers, supervisors and engineers from ZFP and RSAF. RSAF shareholders (all Saudi Arabian air force bases: Dhahran, Tabuk, Taif, Al Kharj and Khamis Mushait and the Saudi Government) Suppliers/contractors/subcontractors of hardware and any software packages Project steering committee Primary stakeholders were considered as those individuals or groups who had key interests in the FIS project. As such, they were likely to be affected by the operations in the FIS project lifecycle. On the other hand, secondary stakeholders were described as those individuals who had no or very few interest on the FIS project. They were considered vital in this project since their actions may have, in one way or another influenced the quality of the general system that was to be developed then. For instance, the steering committee had pointed out that the Saudi Arabian media constituted a key secondary stakeholder since any negative covering on this huge public and military project might have caused great damage to the successful completion of this project. This was so because negative publicity towards the project may have raised public outcry which would have resulted in the Saudi treasury suspending the financing of this complex and multi-million FIS project. Besides the media, other individuals or groups who made it to the secondary stakeholder category included and were unlimited to the following: The licensing agency (Malath Cooperative Insurance Reinsurance) Saudi Arabian environmentalists The general Saudi Public Professional organizations in the Saudi Kingdom for instance, Legalized Institutes for Project management in Saudi Arabia. Competitors (those firms who lost their bids to deliver the system) Anyone one who validly claimed to have a stake in the FIS project Having successfully identified FIS project stakeholders, the steering committee left it to the project manager to analyse their influence and create a management strategy for this project. As such, the project manager, after close consultation with project supervisors, developed the following as the stakeholder analysis and management strategy: Stakeholder(s) Interest/Issues of concern Action (s) Saudi air force soldiers, RSAF shareholders, management teams and project engineers They were to be the key users of the system and as such were to provide a supportive relationship. Were low as potential threats but high on ensuring potential co-operation. Since they had a supportive relationship, their relationship management was likely to be managed on a rare basis. ZFP was to involve these supportive stakeholders in all its relevant project issues. The licensing agencies, environmentalists, professional organizational, competitors and the general Saudi public These were to present three types of relations; mixed blessing, non-supportive and marginal stakeholder relationship. As a result of these relationships, they were to constitute high potential threats and thus needed high potential co-operation from the project managers to address their hidden and bad intentions. These categories of stakeholders were to be managed through cautious, monitoring and proactive defence strategies. Besides using these strategies, generic strategies, most appropriate to any new diagnostic category, was to be adopted. For instance, instead of ZFP defending itself against negative publicity, it was to develop a high quality system at an affordable competitive price. The quality of the FIS system would thus speak for itself leading to the non-supportive relationships losing their credibility in their efforts to dispute the project Table 2 showing how ZFP analysed and developed stakeholder management strategy 4.3 How stakeholder expectations affected the successful delivery of the project. As noted earlier, the declaration that a project was successful can only be justified if the specific project clearly answered to the needs or expectations of most, if not all, stakeholders. In this technology project, the identified primary and secondary groups of stakeholders had their own unique expectations which were clearly and appropriately addressed by the overall project manager (with the assistance of the steering committee members). 5.0 A discussion of my experience 5.1 Identification of key stakeholders As previously highlighted, the steering committee that was chosen to oversee the implementation of this huge IT project had, in liaison with the project manager, held several sessions in the initial stages upon which key FIS project stakeholders were identified. From the workshops held, it was established that two categories of stakeholders claimed ownership to this project. These were the primary and secondary stakeholders. Primary stakeholders were constituted by Saudi air force soldiers, RSAF shareholders, project management, project engineers, project suppliers, contractors and sub-contractors amongst others. Secondary stakeholders were constituted by the licensing agency (Malath Cooperative Insurance Reinsurance), environmentalists, professional organizational, competitors and the general Saudi public. 5.2 Understanding key stakeholder expectations Other than the RSAFs managing providing a detailed description of the requirements of the FIS system that was to be developed, the project manager and the steering team had to do their best to ensure that additional funds were provided to the various phases of the project on a need basis. Moreover, the management from both companies were frequently updated on the status of the FIS project amongst other stakeholder expectations. In the end, a hi-tech Facilities Information System was delivered, installed and commissioned to the delight of the many project stakeholders. 5.3 The assessment of key stakeholder influence The FIS project steering members and the overall project manager carried out a comprehensive analysis of the two categories of stakeholders. This was done with the main intention of determining their influence and the need to counter it. During this analysis stage, four stakeholder relationships were identified by the management team. It is from these relationships that the influences of these stakeholders were determined. The two types of relationships were: The supportive relationship which was constituted by all the primary stakeholders as listed above. This category of stakeholders posed a low potential threat to the success of the FIS project since they fully supported the aim and goals of the FIS project. They thus worked hard to help achieve the project aim and goals. The non-supportive relationship was made up of a few secondary stakeholders for instance the competitors. They formed a most distressing relationship and as such were high potential threats. 5.4 management of key stakeholder influence In managing the influences of key stakeholders, the steering committee members decided to use a collaborative and proactive defence to address the influence of the non-supportive stakeholders. In adopting this strategy, the management intended to turn the negative non-supportive relationship into a supportive stakeholder relationship. For example, when environmentalists tried to inquire on the suitability of the FIS system in conserving the environment, the steering committee took it upon them to organize a consultative and awareness forum where this specific stakeholder was comprehensively updated on the strengths of the FIS system in conserving and preserving the environment. At the conclusion of the forum, all stakeholders had joined the supportive stakeholder relationship. The influences of supportive stakeholders were addressed through a strategy that was dubbed as trustworthy involvement. This strategy placed little attention to the management of these stakeholders since they posed a low threat to the survival or successful completion of the FIS project. 5.5 Understanding the organisational culture Having established the above stakeholder management strategy, ZFP held meetings and reviewed organizational policies. This was carried with the main intention of understanding RSAFs organizational culture. From the reviewed reports and the observations made, it was established that most air force soldiers in the four airbases were technology gigs and as such, would comfortable interact with the high-tech FIS system that was being developed. 5.6 Understanding national culture characteristics of its team members and identified key stakeholders Being a Saudi Arabian technology firm and boasting a hundred percent Saudi workforce, ZFP did not experience difficulties in understanding cultural characteristics of the Saudi Kingdom. The steering committee had noted that most Saudis were tolerant, self-directed, efficient, logical, task-oriented, multi-tasking, collaborative, team-players and entrepreneurial. These characteristics were manifest in most stakeholders and were even identified by the project manager as the key strengths that propelled the FIS project to emerge a success. 5.7 How my observations compared with the literature The author had reviewed a lot of literature both from the class lectures and electronic sources. This literature had comprehensively covered amongst others the following objectives: To study some of the stakeholder concepts To understand the nature of stakeholder engagement in various projects To clearly define who the stakeholders were and go ahead to state their role in project implementation To understand the various stakeholder influences and how stakeholder management strategies were developed to counteract the established stakeholder influences. To define national and organizational culture and to establish their link with stakeholder management. Having participated in almost all project phases and keenly observed the various project activities, the author highlight that ZFP, as a reputable technology firm, was worth its reputation as one of the best Saudi Arabian technology firms. This is because of the systematic manner in which its employees implemented the various project phases. For instance, before identifying the key stakeholders, the steering team had clearly stated and established the strategy for this project. This had been followed by a comprehensive review of the factors influencing the project. The stakeholder management, though overlooked in most worldwide projects, received its value of attention with key stakeholders being clearly identified, their analysis being carried out and a management strategy established to counteract their influences. All this matched the concepts studied in the literature review. 5.8 Effective implementation of the project As the saying goes, it is always hard to achieve 100 percent success in any (project) endeavour. Despite the FIS project being declared a success, it should be noted that this project, if objectively analysed, had some weaknesses in its implementation stages. The following recommendation can be made on the stakeholder and culture management phases; which were the key themes of this study: The project management team should specifically identify the key stakeholder in any future project. This will help the management to carry out comprehensive analysis of the specific stakeholders. As such, they will adequately propose as many options of managing their influences. This is vital because it was noted that the management team had generalized some of their stakeholders. For example, instead of just listing competitors as secondary stakeholders, they should have gone ahead to identify who constituted these technology competitors. For instance, The Consolidated Contractors International Company had in many cases emerged as the greatest competitor to ZFP. There was thus need to establish a management strategy that could counteracted its influence in such multi-million technology projects. Conclusively, it should be emphasized that the presented case study has reviewed theoretical and highlighted the observations from a practical perspective. Through theoretical literature review, the author had the opportunity to expound on his knowledge on the categories of individuals that summed up the project stakeholders. Furthermore, the author found out that rational approach to stakeholder management involved exhaustive identification of stakeholders through mapping of their project roles. To add, the idea that the implementation of suitable communication processes to projects with multiple stakeholders reinforced my knowledge that communication was the key aspect of winning the support of project stakeholders. In the end, in identifying the limitation of this study, the author points out that the observations made in this project were restrictive in nature. This is because the author, being a learner, was not granted permission to study all project aspects due the restrictive measures that accompanied this military project. There is therefore need for further research to examine relationships between performance and corporate actions, key aspects which have been studied on a sketched outline in this case study.

Study Abroad :: College Admissions Essays

Learning about new cultures is my favorite thing to do. I interact well with others and enjoy networking with new people. I have found that my ability to meet new people is a trait that makes every visit I have taken to different countries an enjoyable visit. I wish to participate in this program because it has always been a goal of mine to study abroad. By participating in this program I hope to learn about another culture, make international contacts, and gain valuable international business skills. Within this program I assume that I will experience different points of views from the American professors who will be teaching. Along with these different points of views, the Italian culture and interacting with other American students will be experiences I could not otherwise have. Â  International business is becoming increasingly more important, and although I have received great education while in college, I am eager to participate in this program because the first-hand experiences I will have cannot be equaled here in America. As a sixth grader I participated in Children's International Summer Villages in Finland. While in Finland I stayed with a host family for a week and lived in a school with forty different delegates representing ten separate countries. It truly was the best time of my life.

Pornography †Government Censorship Will Never Promote Equality :: Argumentative Persuasive Argument Essays

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Ikea Case Analysis

Case Study Analysis – IKEA IKEA possesses numerous strengths that will help the company gain high value proposition around the globe in general and in the United States in particular. IKEA has been well known for its distinctive self-service store, unassembled furniture with flat packages, and featured amenities as playrooms for children and Swedish cafes. Its success in the United States has visibly shown through the double revenues from 1997 to 2001 ($600 million to $1. 7 billion) (IKEA Invades America case study). By 2002, the United States was IKEA’s third-largest market, after Germany and United Kingdom, (exhibit 3 – IKEA Invades America case study) with 14 stores established, second largest number of stores worldwide (exhibit 4 – IKEA Invades America case study). IKEA displays itself as a unique IKEA â€Å"culture†, in which the minute the customers set their feet in the store, they emerge in the whole new world of furniture shopping with the latest, trendiest interior designs.Everybody could be a interior designer of their own homes for the time they are there, being able to choose from a wide selection of items available for each decorative setting, mix & match themes and color, etc. The store layout is designed in a predetermined path that leads shoppers toward different layouts of the model rooms. IKEA uses price tags with detailed information concerning the product, how to pick them up later at the storage (aisle #, bin #), and color-coordinated cards for design tips throughout the store for customers’ convenience.If customers need to carry on the shopping without their children, they could drop their kids at the childcare facility on the way into the store featuring large climbing structures. If they are hungry, they could stop by the IKEA restaurant with delicious items like smoke salmon or Swedish meatballs. In short, IKEA designs their store to meet every customer’s personal needs. IKEA’s Vi sion Statement about building a â€Å"partnership† with its customers reaches many different needs and dreams within satiable budgets.On a two-way partnership, IKEA gains its uniqueness by having designers create furniture that satisfies the aesthetic, cost, and quality criteria on one hand, and searching globally for suppliers with the most suitable raw materials to maintain the lowest price possible for their customers on the other hand. IKEA’s customers, therefore, are given more choices in their selection of furniture that best suits their interest and vision of how they want to furnish their homes/offices.The innovative flat packaging is one of the key determinant factors of how IKEA attains their low- cost goals for customers, for storage space and cost of inventory are significantly reduced. IKEA also creates a unique experience for their customers in such that instead of having a piece of furniture readily available for use, customers can now gain a more person al touch by putting in some labor to build up their piece of furniture into a complete product.IKEA’s slogan â€Å"Low price with meaning† in the Vision Statement emphasizes the company’s commitment to offer cleverly designed products in low cost and decent quality in order to help â€Å"people improve their homes and create better everyday lives†. Although flat packaging and the experience of self-built furniture are perceived as the distinctive components of IKEA, it will be helpful to expand the services to a wider range of customers who love the products yet refuse to go through the hassle of setting them up.One suggestion is to have an active delivery and assembling team that can deliver the finished product to customers who are willing to pay the extra costs. At IKEA, a product-strategy council consisted of senior managers go through the process of establishing priorities based on consumer trends and creating the matrix to set the product’s t arget retail prices. The matrix includes three basic price ranges and four basic styles, according to Figure B in the case study.Although the matrix is very successful at helping the product managers identify market opportunities and gaps in the company’s product lineup, the matrix is limited in terms of few product styles and price ranges. Hence, the choices in the store would only appeal to a limited group of customers who share the same tastes for interior designs as IKEA’s designers. Yet, I do not think the company should change its product lineup because by doing so, the company would increase its inventory and engineering cost tremendously that would consequently lead to higher products’ prices.The President of the IKEA Group recognizes that the â€Å"Scandinavian design and style is a niche and it is not to everyone’s taste†. Therefore, although the company may seek to appeal to a broader market, it does not want to be just another supplier of traditional furniture. I support this point of view and do believe that IKEA should continue to keep applying its matrix approach in its product lineup. One of the other challenges IKEA is facing in the American market is the guarantee of supplying lifetime quality products.The American consumers who specifically emphasize their demand on the longevity of the furniture would lean toward the specialty retailers that guarantee the lifetime of their purchases instead of IKEA’s â€Å"commitment-free approach to furniture†. As a result, in order to gain more market share within the American population, the company ought to modify the matrix. IKEA can do so by modifying its pricing bracket to include more high quality products, which allow a specific targeted group of customers more freedom in the process of choosing the most satisfying piece of furniture that meets all of their needs.With the high volume of purchasing products from Europe and Asia, specifically China and Poland (exhibit 5 and 6 – IKEA Invades America case study), the company can certainly increase the quality of their high-end products without much increases in the already low global purchasing prices. Giving the high marketability of furniture retailing ($67 billion in sales in 2002 – Case study IKEA Invades America) and the wide spread in low-end and high-end retailers in the United States, IKEA has very good market opportunities in increasing its growth rate.IKEA provides customers a one-of-a-kind furniture shopping experience that neither the low-end or high-end retailers can provide. Plus, IKEA supplies customers with more attractive products compared to low-end retailers and more options for price-sensitive customers compared to high-end retailers. In addition, with the current economic situation, people will steer away from expensive specialty stores and turn to the economical market.With the company’s low cost product strategy, based largely on the glob al suppliers and internal competitive engineering designs, IKEA could certainly target its marketing toward price-sensitive consumers in the recession to make the company more attractive. One suggestion would be have more IKEA location in college town and statistically ranked pool cities in the nation because low-income population would definitely find IKEA products more appealing than other unattractive low-end retailers. SWOT AnalysisStrengthsOnly organization of their kindScandinavian heritageLow cost with clever designStore layout and catalogues Shopping cultureConvenient for transportationClear instruction and easy-to-assemble| WeaknessesShort lifespanLimited product stylesLimited location for a no-delivery service| OpportunitiesMarketability of furniture retailingPrice-sensitive consumers in recessionWide dichotomy of current retailers| ThreatsDependant on global suppliersEmergence of low end retailersHigh quality specialty retailers| IKEA Case Analysis IKEA has a distinct market segment in the home furnishing arena. It has created a niche market with innovative designs, quality, and low price structure. IKEA has employed the cost leadership and product differentiation strategies through low price structure and innovative designs, respectively. Additionally, the uniqueness of the disposable furniture concept allowed IKEA to capitalize on the first mover advantage (Harrison & Enz, 2005). Behavioral Customer Segmentation for IKEA The behavioral consumer segmentation data provided by Bartlett and Nanda (1996) indicates the demographic profile of IKEA customers and buyer behavior.IKEA’s strategy post World War II, was to target young couples and new families in the low to middle income range by providing inexpensive furniture with durable construction and contemporary lines. The demographic profile presented by Bartlett and Nanda (1996) suggests that the archetypal IKEA buyer is young; middle-class; married; either has no childre n or one child; and lives in a rental. This new target market’s primary determinants to purchase were based predominantly on price (44%); followed by large assortment (16%); and design (14%). Quality; design; and price were the three most important criteria for store choice.Similarly, price; distance; and design were the significant factors leading to consumer attitude toward IKEA. This target market based their decision purchases on information gathered from the IKEA catalog; visits to other stores; and prior visits to IKEA. Contrary to the traditional IKEA consumers’ determinants to purchase and buyer behavior, sustainability is now playing a larger role in consumer spending habits (Datamonitor, 2010). In a recent Customer Satisfaction Index (CSI) analysis IKEA was ranked ninth overall for customer satisfaction, which is largely due to IKEA’s commitment to sustainable initiatives.Of IKEA’s products, 71% are recyclable, made from recycled products, or bo th. IKEA also recycles 84% of the waste the stores generate (Datamonitor, 2010). Comparison of Traditional and U. S. Customers Before entering the U. S. market in 1985, IKEA did not conduct thorough market research on U. S. consumers or U. S. buyer behavior. IKEA assumed that U. S. customers would embrace its way of doing business and the products offered. That was not the case, as IKEA’s furniture; metric measurements; and kitchenwares did not meet U. S. customer’s expectations.The furniture was uncomfortable, as it was designed for the European preference of being hard and rigid. The unit of measure was in centimeters, whereas the U. S. has never adopted the metric system. The U. S. serving sizes are generally larger than the European portions, making the kitchenwares too small for U. S. servings. Likewise, the cabinetry was too small for U. S. appliances. The traditional IKEA customer subscribed to the value proposition that furniture was a soft good versus a hard g ood. This value proposition was in contradiction with the mindset of the U. S. onsumer, making it necessary for IKEA to rethink its marketing strategy. IKEA launched an advertising campaign targeting U. S. customers at the same time it entered the U. S. market. Its tagline for U. S. consumers was, â€Å"†¦to take a more commitment-free approach to furniture† (Moon, 1996, p. 8). IKEA’s intention was to convey to the U. S. population that it was not necessary to hang on to furniture for decades. The simplicity and low price point IKEA offers affords consumers the opportunity to replace furniture and opt for a new look at a significantly lower price point than at conventional furniture, appliance, or kitchenware stores.IKEA was essentially making fun of U. S. consumers and the desire to keep furniture for decades. Traditional consumers understood that the value proposition offered by IKEA meant no in-store sales assistance; limited variety; unassembled furniture; and no delivery. This did not meet any of the expectations of the U. S. consumer. Hence, the revenues at IKEA in the U. S. were flat, taking almost ten years before increasing. IKEA has since focused on organic slow growth and low risk in the U. S. as it was a new market (Module 2, Lecture 1, n. d. ). This allowed IKEA time to do more market research on U. S. ustomers and expand manufacturing facilities. IKEA has done a great job in leading customers to pull its products into U. S. homes (Module 2, Lecture 2, n. d. ). IKEA has learned to meet U. S. customer needs by studying consumer preferences and behaviors based on interactions (Module 2, Lecture 1, n. d. ). This information provided demographic and consumer behavior data by store location and region of the United States, allowing IKEA to meet or exceed the loyal customer expectations. Given that, IKEA has built a U. S. cult following and state of mind that is centered on low prices, zany promotions, and contemporary designs (Capell , 2005).U. S. Strategic Growth Opportunities for IKEA IKEA was making a huge push into four major geographic markets in the late 1980’s. They were Eastern Europe, Italy, the United Kingdom, and the United States. Any one of these large geographic locations would need exponential resources and one would have to wonder if IKEA was opening itself up to incredible risk. This hard line expansion poses a major strategic challenge. The major strategic concern was the changing target market segment. IKEA rode the post war baby boom wave to become successful.The target market segment of low-income married couples had shrunk and the original IKEA customers, the baby boomers, have become older and more comfortable. IKEA is continuously striving to differentiate its price, products, and services to keep them in line with a first mover competitive advantage and ahead of the market trends to the point that they may be setting the standards for furniture and related product expectations (Ha rrison & Enz, 2005). However, the United States’ target market segment proved to be more difficult; as the U. S. consumers were used to having furniture delivered, and preassembled.Additionally, the U. S. consumers and IKEA’s other target markets all preferred traditional rather than modern furniture, with the exception of consumers in Denmark and Holland who buy modern design furniture. At IKEA, the furniture product mix is comprised of 70% modern with the remainder being traditional (Lee, 2005). For IKEA to be successful in the U. S. market it would need to tweak its product lines and strategic plans in an effort to achieve growth. In order for IKEA to achieve strategic growth in the U. S. it will need to get the buy-in of senior management to change its product line-up.The lack of senior management buy-in has been proven in many studies to be a leading factor in not attaining growth (McGrath & MacMillan, 2009). IKEA will need to hire a consultant to perform a SWOT a nalysis to determine the internal strengths and weaknesses as well as the external opportunities and threats. In addition, utilizing a TOWS matrix derived from the SWOT analysis would prove beneficial (David, 2009). The TOWS Matrix is designed to assist managers with matching the attributes of IKEA with the various opportunities and threats that exist in the environment.It also allows for the development of corporate strategies than can be implemented, thus maximizing marketplace positioning. The four types of strategies that can be formed based on the TOWS Matrix are: SO, which use the firms internal strengths to maximize opportunities; WO, which looks at improving weaknesses by taking advantage of external opportunities; ST, utilizes the company’s strengths to avoid threats; and WT, which are strategies designed to assist in the development of defense tactics to help reduce internal weaknesses and avoid external threats (David, 2009).The crucial information obtained from th e SWOT and TOWS Matrix will prove to be invaluable to IKEA if it wishes to grow in the United States as well as globally. The snap shot of information will help tell IKEA what it must become to U. S. and global consumers in order to grow strategically. Failure to capture and understand this information could keep IKEA from growing in a large geographic market.