Analysis of General Environment Essay Example for Free

Analysis of General Environment Essay HSBC Bank (China) is one of the first foreign banks to incorporate locally in mainland. As a foreign-owned bank, HSBC has the largest services network among foreign banks, targeting the middle-class individuals and business-oriented individuals in China. With the globalization, China is seen as the biggest market in the world. The general environment will bring great effect to the future development of the HSBC (China). The specific analysis is as follow. 1. Demographic Environment China has the largest population in the globe that the number has already reached 1. 4 billion. Most of the people are living in the east and middle areas. In other words, the middle and above-middle-class people assemble in these two areas with the demand of bank service. (National Bureau of Statistic of China, 2011) As the societal pressure growing heavier, less people are willing to give birth to baby so that the problem of population aging arises. According to the reform and opening policies, the east and south areas are better developed than the central and the west. People in the coastal region have higher average income than others. As a result, HSBC (China) mostly build its banking network in the east and south areas, which are so called first-tier cities. Meanwhile, it has also expanded branches in some second-tier cities in the central area of China. 2. Economic Environment As an emerging market, China is developing at a very fast speed with continually growing Gross Domestic Product as well as high export surplus. However, in terms of global environment, the world still not recovers from the economic recession. The financial market in mainland has been impacted that the exchange rate of RMB has gone higher and higher, which has been result in the inflation. To better control the financial market, the interest rate has been increased to limit the cash flow in the market and personal saving rate goes up that people are encouraged to save money in banks rather than investing. Another economic factor putting effect on HBCS in China is the unemployment rate. China government devotes into keeping the unemployment rate low and stable, because once the rate rises sharply, this will destroy the harmony of the society. Consequently, HSBC (China) should take this factor into account to obtain trust and support from the local government. 3. Political Environment In China, banks are supervised by the China Banking Regulatory Commission. There are many barriers setting in front of those foreign banks in China, such as foreign banks are not permitted to establish a business of any scale in the mainland, since the Chinese legislations limit on how many local banking operations can lean on foreign banks. On the other hand, the new parties have held the power, which means new policies and new reform may come into being. Different policies and reform will significantly affect the existence of HSBC in China. With the improvement of the capital market, the financial environment will be deregulated and gain a more loosening environment. Moreover, foreign banks in China have to be charged tax, which will increase the cost and lower the profits of HSBC in mainland. As the compulsory education popularizing, more and more people think highly of the banking service. They become to have good knowledge to the banking items and are tied closely to those services. 4. Socio-cultural Environment Banks serve for people’s demand and need. People’s attitude towards banks is influenced by the social-cultural environment. In China, customers are more conservative that they prefer saving money. Therefore, more emphasis should be put on the retail banking services in mainland. Recent years, with the impact of financial crisis, people are less trusting banks. Banks are seen as greedy organizations by the public, which was result from arbitrary banking charges. 5. Technological Environment Technological change can bring new style of business to organizations. It can change both the product and business way. Since the constant improvement of the Internet, HSBC has launched its online banking services in China. People can have an electronic account to check user’s balances and transactions, make transfer as well as pay bills. Simultaneously, doing business through the Internet not only save the time for customers, but also simplify the business process for HSBC so that they can cut large amount of cost. Furthermore, the development of the mobile phone also benefits the banking services. People can easily access to their account through the mobile Internet. Secondly, particular applications have been invented for mobile users to manipulate their banking service. For example, HSBC has its own applications which can be used for IOS (iphone) and Android operating systems. These applications are convenient to use and also help HSBC to saving labor as well as time cost. 6. Global Environment The global environment is somewhat cannot be controlled by the organizations itself. The global economy stays in a recession for a period of time and seems to be difficult to recover from it. The subsequent influences of the financial crisis affect the economy in China. HSBC (China) has earned less profit these years. Although the macro environment is not so optimistic, China is still the hugest potential market around the world. Besides China, there are still many emerging countries appear in the world, like India. In the future, HSBC (China) should pay attention to create more advantage competitiveness than those HSBC banks in other international regions. Reference Eternity in an hour. (2009). Environmental Analysis-HSBC(A Marketing Perspective). Available from: http://cloudchronicler.net/2009/10/14/environmental-analysis-hsbc-draft-copy/ HSBC Bank (China) Company Limited Fact Sheet. (2013). Available from: http://www.hsbc.com.cn/1/PA_1_083Q9FFKG80E20RA9Q00000000/content/china/about/docs/factsheeten.pdf HSBC Bank (China). (2013). About HSBC (China). Available from: http://www.hsbc.com.cn/1/2/hsbc-china-cn Sina News. (2012). The War of the Interest Rate. Available from: http://news.dichan.sina.com.cn/2012/08/02/539030.html Studymode. (2012). A PEST Analysis Report of HSBC. Available from: http://www.studymode.com/essays/Pest-Analysis-Hsbc-Holding-Plc-1206636.html The Wall Street Journal. (2011). In China, Foreign Banks Still Lag Behind. Available from:http://online.wsj.com/article/SB10001424053111904491704576574281790473152.html

An Explanation of Leadership Theories and Models

An Explanation of Leadership Theories and Models Explain how to read the above diagram. Use a separate same diagram to include the relevant job functions/titles (if you want to extend your explanation!) An authoritarian leader makes decision without any consultations. According to Kurt Lewin, the autocratic leadership style is feasible when there is no need for input on the decision and the input will not affect the decision ultimately. Authoritarian leadership style often surfaces in work situations that require low-level skills from employees and are marked by low profit margins or tight cost controls. An example of an authoritarian leader is the traditional toothpaste manufacturer. Manufacturing toothpaste is a repetitive production and due to the low profit margins on each tube of toothpaste, decisions to tighten costs are arrived at the sole decision of the leader. Paternalistic leadership combines authoritarian leadership, or strong discipline and authority, with benevolent leadership, or fatherly care and concern for subordinates personal well-being. Examples of paternalistic leadership style are leaders of food and beverage restaurants. Fast food chain restaurants such as McDonalds and KFC are international brands. As certain standards and procedures are already in place, leaders make decisions to be aligned with the international standards but also have an open-door policy that concentrates on building relationships with the employees. A participative leader shares decision making with group members and accepts suggestions although the final decision may vary as the leader has the final say. According to Lewin, participative leadership style can win the cooperation of employees and motivate them effectively. An example of a participative leadership style is a high-tech manufacturer. As technology is constantly changing, leaders in high-tech organizations promote two-way communications and embrace suggestions from employees. Apple and Microsoft encourage their employees to share ideas and feasible suggestions are later decided to incorporate into their products. The laissez-faire leadership style minimizes the leaders involvement in decision-making and allows employees to make their own decisions such as setting their own policies and methods. Laissez-faire leaders may still be responsible for the outcome of their employees decisions. Laissez-faire works best when people are capable and motivated in making their own decisions and there is no requirement for a central coordination. An example is an entertainment firm that specializes in provision of performance arts. When dealing with a range of artists, employees must be given the freedom to decide on the soft-people skills to tackle each artist. As such, a centralized structure is not feasible for such a versatile industry. Another example is the modeling agencies. As models responsibilities are to portray the clients advertising intents, models must be given the freedom to work closely with the clients. Thus due to the unique nature of the working environment, laissez-faire leadership styl e is more appropriate for the management of such entertainment and modeling agencies. A Leadership Grid (Contingency Leadership Styles) A1. Traditional manufacturer (eg. tooth paste factory) A2. Hi-tech manufacturer (eg. SD card maker; involve hardware + software development) B1. FB restaurant (eg. Food stalls, seafood restaurants) B2. Fast food chain restaurant (eg. McDonalds, KFC) C1. Entertainment firm specializes in provision of performance arts, with a range of artists C2. Agency that represents fashion models, trains models, get test shoots and layout portfolios High A2 B1 B2 Low C1 C2 A1 Low High Concern for People vs Concern for Work Explain how to read the above diagram. Use a separate same diagram to include the relevant job functions/titles (if you want to extend your explanation!) The Leadership Grid also known as Managerial Grid, developed by Robert Blake and Jane Mouton, is a framework that simultaneously specifies concern for the production and people dimensions of leadership because to achieve effective leadership, leader must integrate the task and relationship orientations. Concern for production is the degree to which a leader emphasizes on concrete objectives, organizational efficiency and high productivity when deciding how best to accomplish a task. Concern for people is the degree to which a leader considers the needs of team members, their interests, and areas of personal development when deciding how best to accomplish a task. Low People, Low Work (Impoverished Leadership) Similar to laissez-faire leadership, this leader is mostly ineffective. He has neither a high regard for creating systems for getting the work done nor for creating a work environment that is satisfying and motivating. The result is a place of disorganization, dissatisfaction and disharmony. Entertainment firm and modeling agencies use this leadership style. Leaders of entertainment firm empower employees the flexibility to deal with artists due to the different personality of artists. Similarly, leaders of modeling agencies do not interfere with the models job. As models are required to display the fashion personality of the clients apparel, they are given the freedom to work closely with clients to ensure objectives are met and clients satisfaction is maximized. Low People, High Work (Produce or Perish Leadership) This style of leader is also known as Authoritarian or Compliance Leaders. These leaders believe that employees are simply a means to an end. Employee needs are always secondary to the need for efficient and productive workplaces. This type of leader is very autocratic, has strict work rules, policies and procedures, and views punishment as the most effective means to motivate employees. (Theory XY) Traditional manufacturer uses this leadership style. Such organization has a set of policies and procedures for employees to abide. Furthermore, mechanized technologies are used in the production of toothpaste which leads to minimal human interference. As such, employees are seemed as an operation tool in the production of toothpaste (the result). High People, Low Work (Country Club Leadership) The leader is most concerned about the needs and feelings of members of his team. These leaders operate under the assumption that as long as team members are happy and secure, they will work hard. What tends to result is a work environment that is very relaxed and fun but at the expense of production due to lack of direction and control. High People, High Work (Team Leadership) This is the pinnacle of managerial style. These leaders stress production needs and the needs of the people equally highly. The premise here is that employees are involved in understanding organizational purpose and determining production needs. When employees are committed to, and have a stake in the organizations success, their needs and production needs coincide. This creates a team environment based on trust and respect, which leads to high satisfaction and motivation and, as a result, high production. (Theory Y) Hi-tech manufacturer uses this leadership style. Due to the advancement of technology, these organizations need to respond quickly to the change in environment to stay competitive. As such, leaders often convey and instill the organizations objective in employees to achieve organizations success. Also, leaders encourage employees to share their suggestions into making the organizations products more successful. Such leadership ensures organizations success and employees fulfillment. FB restaurants and fast food chains use this leadership style. Such organizations focus on delivering customer satisfactions through their food. These organizations embed the human touch element in their culture. While the quality of the food is not compromise, leaders of such organizations show care and concern for their employees. Due to personal commitments, the leaders may allow the employees to adapt a flexi-working hours which can greatly affect the manpower during peak periods. The Managerial Grid A1. Traditional manufacturer (eg. tooth paste factory) A2. Hi-tech manufacturer (eg. SD card maker; involve hardware + software development) B1. FB restaurant (eg. Food stalls, seafood restaurants) B2. Fast food chain restaurant (eg. McDonalds, KFC) C1. Entertainment firm specializes in provision of performance arts, with a range of artists C2. Agency that represents fashion models, trains models, get test shoots and layout portfolios (9, 9) (9, 1) (1, 9) (5, 5) (1, 1) 1 Low Concern for Production 9 High High 9 1 Low Concern for People Explain how to read the above diagram. Use a separate same diagram to include the relevant job functions/titles (if you want to extend your explanation!) The Managerial Grid also known as Leadership Grid, developed by Robert Blake and Jane Mouton, is a framework that simultaneously specifies concern for the production and people dimensions of leadership because to achieve effective leadership, leader must integrate the task and relationship orientations. Concern for production is the degree to which a leader emphasizes on concrete objectives, organizational efficiency and high productivity when deciding how best to accomplish a task. Concern for people is the degree to which a leader considers the needs of team members, their interests, and areas of personal development when deciding how best to accomplish a task. According to Blake and Mouton, the Managerial Grid defined the following five leadership styles: Produce or Perish Leadership (9,1 high production, low people) This style of leader is also known as Authoritarian or Compliance Leaders. These leaders believe that employees are simply a means to an end. Employee needs are always secondary to the need for efficient and productive workplaces. This type of leader is very autocratic, has strict work rules, policies and procedures, and views punishment as the most effective means to motivate employees. Traditional manufacturer uses this leadership style. Such organization has a set of policies and procedures for employees to abide. Furthermore, mechanized technologies are used in the production of toothpaste which leads to minimal human interference. As such, employees are seemed as an operation tool in the production of toothpaste (the result). Country Club Leadership (1,9 low production, high people) The leader is most concerned about the needs and feelings of members of his team. These leaders operate under the assumption that as long as team members are happy and secure, they will work hard. What tends to result is a work environment that is very relaxed and fun but at the expense of production due to lack of direction and control. Impoverished Leadership (1,1 low production, low people) This leader is mostly ineffective. He has neither a high regard for creating systems for getting the work done nor for creating a work environment that is satisfying and motivating. The result is a place of disorganization, dissatisfaction and disharmony. Entertainment firm and modeling agencies use this leadership style. Leaders of entertainment firm empower employees the flexibility to deal with artists due to the different personality of artists. Similarly, leaders of modeling agencies do not interfere with the models job. As models are required to display the fashion personality of the clients apparel, they are given the freedom to work closely with clients to ensure objectives are met and clients satisfaction is maximized. Middle-of-the-Road Leadership (5,5 middle production, middle people) This style seems to balance the two competing concerns. It may at first appear to be an ideal compromise. However, a problem lies within. When the leader compromise, he tends to give away a bit of each concern so that neither production nor people needs are fully met. Leaders who us this style settle for average performance and often believe that this is the most anyone can expect. FB restaurants and fast food chains use this leadership style. Such organizations focus on delivering customer satisfactions through their food. These organizations embed the human touch element in their culture. While the quality of the food is not compromise, leaders of such organizations show care and concern for their employees. Due to personal commitments, the leaders may allow the employees to adapt a flexi-working hours which can greatly affect the manpower during peak periods. Team Leadership (9,9 high production, high people) This is the pinnacle of managerial style. These leaders stress production needs and the needs of the people equally highly. The premise here is that employees are involved in understanding organizational purpose and determining production needs. When employees are committed to, and have a stake in the organizations success, their needs and production needs coincide. This creates a team environment based on trust and respect, which leads to high satisfaction and motivation and, as a result, high production. Hi-tech manufacturer uses this leadership style. Due to the advancement of technology, these organizations need to respond quickly to the change in environment to stay competitive. As such, leaders often convey and instill the organizations objective in employees to achieve organizations success. Also, leaders encourage employees to share their suggestions into making the organizations products more successful. Such leadership ensures organizations success and employees fulfillment . The model proposes that when both people and production concerns are high, employee engagement and productivity increases accordingly. This is often true and it follows the ideas of Theories X and Y, and other participative management theories. Transformational vs Transactional Leadership A1. Traditional manufacturer (eg. tooth paste factory) A2. Hi-tech manufacturer (eg. SD card maker; involve hardware + software development) B1. FB restaurant (eg. Food stalls, seafood restaurants) B2. Fast food chain restaurant (eg. McDonalds, KFC) C1. Entertainment firm specializes in provision of performance arts, with a range of artists C2. Agency that represents fashion models, trains models, get test shoots and layout portfolios Transformational Leader Transactional Leader A2 C1 C2 A1 B1 B2 Explain how to read the above diagram. Use a separate same diagram to include the relevant job functions/titles (if you want to extend your explanation!) Transactional leadership assumes that work is done only because it is rewarded and thus the leader focuses on designing tasks and reward structures. It may not be the most appealing leadership strategy in building relationships and developing a long-term motivating work environment, it is workable in most organizations on a daily basis to get work done. This leadership style starts with the idea that employees agree to obey their leader totally when they accept a job. The leader has a right to punish the employees if their work does not meet the standard. Under transactional leadership, little can be done to improve employees job satisfaction. Transactional leadership is a type of management rather than a true leadership style because the focus is on short-term tasks. It has serious limitations for knowledge-based or creative work. Examples of transactional leadership can be found in traditional manufacturer organisations, FB restaurants and fast food chain restaurants. Work structur es in these organizations are typically standard and routine and thus, employees experience minimal job satisfaction. In these organizations, the relationship between the leader and employees is similar to that of a transaction, whereby the leader rewards/pays the employees for the work done. Transformational leaders are true leaders who inspire employees constantly with a shared vision of the future. They are exceptionally motivating and trusted. While this leaders enthusiasm is often passed onto the team, he needs to be supported by detail people. That is why in many organizations, both transactional and transformational leadership are needed. The transactional leaders (or managers) ensure that routine work is done reliably while the transformational leaders look after initiatives that add value. Transformational leaders are found in hi-tech manufacturer, entertainment firm and modeling agency. Leaders in such organizations have the vision and foresight to bring the organizations to greater heights through a healthy and interactive relationship with the employees. Leaders in hi-tech manufacturer such as Apple welcome and embrace suggestions from employees to improve its products that appeal to the consumers. As such, Apple has been very successful over the years in prod ucing gadgets for consumers worldwide. Leaders in entertainment firms strive to bring their arts to the world and promote their countries cultural arts. This is to prevent the extinction of cultural arts. Leaders in modeling agencies usually have the passion for fashion. They inspire models to display and bring to life the fashion personality of the designers. (E) A1. Traditional manufacturer (eg. tooth paste factory) A2. Hi-tech manufacturer (eg. SD card maker; involve hardware + software development) B1. FB restaurant (eg. Food stalls, seafood restaurants) B2. Fast food chain restaurant (eg. McDonalds, KFC) C1. Entertainment firm specializes in provision of performance arts, with a range of artists C2. Agency that represents fashion models, trains models, get test shoots and layout portfolios Theory X Theory Y A1 B1 B2 A2 C1 C2 Explain how to read the above diagram. Use a separate same diagram to include the relevant job functions/titles (if you want to extend your explanation!) Accordingly Douglas McGregor, Theory X (authoritarian management style) assumes that the average person has an inherent dislike of work and will avoid it if he can. Because of their dislike for work, most people must be controlled and threatened before they will work hard enough. The average person prefers to be directed, dislikes responsibility, is unambiguous and desires security above everything. These assumptions give rise to both tough management with punishments and tight controls, and soft management which aims at harmony at work. In actual facts, a person needs more than financial rewards at work. He also needs some deeper higher order motivation such as the opportunity to fulfill himself. Theory X managers however, do not give their employees this opportunity. In traditional manufacturer organizations, FB restaurants and fast food chain restaurants, jobs are often rigid and routine. Basically, employees do not expect any variances in their daily work. Thus they are tasked to simply perform routine work without the need to bother about anything else. According to McGregor, Theory Y (participative management style) assumes that the physical and mental effort in work is as natural as play or rest. Control and punishment are not the only methods to make people work. Man will exert self-direction if he is committed to the organizations aims. The average man learns under proper conditions not only to accept but to seek responsibility. A large number of employees use imagination, creativity and ingenuity to solve work problems. Although Theory Y is difficult to put into practice on the shop floor in large mass production operations, it is used initially to manage managers. In situations where it is possible to obtain commitment to objectives, it is better to explain the matter fully so that employees grasp the purpose of an action. They will then exert self-direction and control to do better work than if they had simply carry out an order. In hi-technology organizations, entertainment firms and modeling agencies, employees are often pa ssionate about the jobs and thus are empowered to take on greater responsibility in handling situations. Due to the uncertainty of the industries, employees need to respond timely to environmental changes. In a nutshell, McGregor wants managers to put into operation the basic assumption that Staff will contribute more to the organization if they are treated as responsible and valued employees. (F) A1. Traditional manufacturer (eg. tooth paste factory) A2. Hi-tech manufacturer (eg. SD card maker; involve hardware + software development) B1. FB restaurant (eg. Food stalls, seafood restaurants) B2. Fast food chain restaurant (eg. McDonalds, KFC) C1. Entertainment firm specializes in provision of performance arts, with a range of artists C2. Agency that represents fashion models, trains models, get test shoots and layout portfolios Transformational A2 C1 C2 Transactional A1 B1 B2 Theory X Theory Y Explain how to read the above diagram. Use a separate same diagram to include the relevant job functions/titles (if you want to extend your explanation!) The concept of transactional and transformational leadership, and Theories X and Y has been covered in the above questions. Transactional leadership Theory X Due to the routine and rigidity of work in traditional manufacturing organizations and FB restaurants, leaders believe that employees dislike work and will avoid it if possible. Thus, transactional leadership is often used in these organizations to reward employees in order to get work done. Transactional leadership Theory Y As most fast food chain restaurants already have worldwide presence, transactional leaders must ensure that the restaurants standard is consistent with the chains predetermined principles. In order to achieve this, leaders engage in a transaction relationship with employees by providing adequate rewards to employees. However, cultures across countries vary. Understanding this cultural difference, country leaders encourage employees to share their views to improve the fast food restaurants into a better dining choice for consumers. Transformational leadership Theory Y Hi-technology manufacturing organizations, entertainment firms and modeling agencies adapt transformational leadership because leaders are ambitious and believe that the organizations have the capability to attain greater heights. Leaders in such organizations share and instill the organizations vision to employees and highlight that every employees play an important part in the organizations success. Due to the turbulent environment of these industries, employees are empowered with the flexibility to solve work problems. As such, employees are encouraged to assume greater responsibility. (G) A1. Traditional manufacturer (eg. tooth paste factory) A2. Hi-tech manufacturer (eg. SD card maker; involve hardware + software development) B1. FB restaurant (eg. Food stalls, seafood restaurants) B2. Fast food chain restaurant (eg. McDonalds, KFC) C1. Entertainment firm specializes in provision of performance arts, with a range of artists C2. Agency that represents fashion models, trains models, get test shoots and layout portfolios organic organization A2 B2 C1 C2 mechanistic organization A1 B2 Theory X Theory Y Explain how to read the above diagram. Use a separate same diagram to include the relevant job functions/titles (if you want to extend your explanation!) Mechanistic organizations have clear well-defined, centralized, vertical hierarchies of command, authority and control. Efficiency and predictability are emphasized through specialization, standardization and formalization. As such, it results in rigidly defined jobs, technologies and processes. Organizational structures, processes and roles function like a machine in which each part of the organization does what it is designed to accomplish. Mechanistic organizations are often appropriate in stable environments and for routine tasks and technologies. Organic organizations are decentralized with flexible, broadly defined jobs and have relatively few and broadly defined rules, procedures and processes. Such organizations focus on interdependence among employees and units, multi-directional communication, employee initiative, and employee participation in problem solving and decision making. Organic organizations are highly suitable for unstable, turbulent environments and for non-routine tasks and technologies. In organic organizations, the emphasis is on effectiveness, problem solving, responsiveness, flexibility, adaptability, creativity and innovation. Such an organization responds timely to environmental change because employees are empowered to be creative, to experiment and to suggest new ideas. The process of innovation is triggered by employees throughout the organization in a bottom-up manner. The concept of Theories X and Y has been covered in the above questions. Mechanistic organization, Theory X A traditional manufacturing organization operates in a relatively stable environment and jobs are often rigidly defined. Such organizations adapt mechanistic management system whereby production processes and techniques are employed to minimize waste and maximize outputs for a given quantity of inputs. The ultimate goal of mechanistic structure is efficiency. Due to the routine and non-challenging daily work, leaders believe that employees dislike work and will avoid it if possible. Thus, transactional leadership is often used in these organizations to reward employees in order to get work done. Mechanistic organization, Theory Y As most fast food chain restaurants already have worldwide presence, there is clear command and control to ensure that every countrys restaurants standard is consistent with the chains predetermined principles. Thus, mechanistic structure is employed to achieve the desire objective. Recognizing the cross-cultural differences, country leaders encourage employees to share their views to improve the fast food restaurants into a better dining choice for consumers. Organic organizations, Theory Y Hi-technology manufacturing organization, FB restaurants, entertainment firms and modeling agencies operate in a highly turbulent environment and are very vulnerable to competition. Thus, these organizations employed the organic management system to respond timely to the environmental changes. Employees are required to work cross-functionally cohesively to ensure challenges are addressed promptly. Employees in such organizations identify themselves with the organizations and assume greater responsibility to ensure corporate success. (H) A1. Traditional manufacturer (eg. tooth paste factory) A2. Hi-tech manufacturer (eg. SD card maker; involve hardware + software development) B1. FB restaurant (eg. Food stalls, seafood restaurants) B2. Fast food chain restaurant (eg. McDonalds, KFC) C1. Entertainment firm specializes in provision of performance arts, with a range of artists C2. Agency that represents fashion models, trains models, get test shoots and layout portfolios organic organization A2 C1 C2 mechanistic organization A1 B1 B2 Transactional leadership Transformational leadership Explain how to read the above diagram. Use a separate same diagram to include the relevant job functions/titles (if you want to extend your explanation!) The concepts of mechanistic and organic organization, as well as transactional and transformational leadership have been covered in the above questions. Due to the routine and rigidity of job scope in the traditional manufacturing organizations, FB restaurants and fast food chain restaurants, these organizations have a mechanistic structure with well-defined command and control. Employees suggestions and views usually have no impact on the organizations decisions. Thus due to the lack of job satisfactions in employees, transactional leadership is usually used in such organizations to get work done. As hi-technology manufacturing organizations, entertainment firms and modeling agencies operate in a highly unstable environment and are vulnerable to competitions, organic structures are more appropriate to ensure changes to the environment are responded to promptly. Such organizations are led by transformational leaders as they have the foresight and motivation attributes to influence and lead the employees and organizations towards greater heights. Most importantly, transformational leaders have the ability to solve problem efficiently. (I) A1. Traditional manufacturer (eg. tooth paste factory) A2. Hi-tech manufacturer (eg. SD card maker; involve hardware + software development) B1. FB restaurant (eg. Food stalls, seafood restaurants) B2. Fast food chain restaurant (eg. McDonalds, KFC) C1. Entertainment firm specializes in provision of performance arts, with a range of artists C2. Agency that represents fashion models, trains models, get test shoots and layout portfolios Transformational A2 C1 C2 Transactional A1 B1 B2 Authoritarian Paternalistic Participative Laissez-faire Explain how to read the above diagram. Use a separate same diagram to include the relevant job functions/titles (if you want to extend your explanation!) The concepts of transactional, transformational, authoritarian, paternalistic, participative and laissez-faire leadership have been covered in the above questions. Transactional and authoritarian leaderships are employed in traditional manufacturing organizations. As the job scopes are routine and well-defined, employees are required to follow and adhere to instructions from the management. Little variations occur in such organizations. Furthermore, due to the lack of job satisfactions in employees, leaders reward employees so as to get the work done promptly. If employees work standard falls below expected, leaders have the rights and authority to impose punishment on employees. Transactional and paternalistic leaderships are used in FB restaurants and fast food chain restaurants. Instructi

The Modern Tragic Hero Of Gatsby English Literature Essay

The Modern Tragic Hero Of Gatsby English Literature Essay In the novel The Great Gatsby, Gatsby is a tragic hero because he displays the fundamental characteristics of modern tragic hero. He is a common man, he contains the characteristics of a tragic flaw, and he eventually has a tragic fall. Although at first glance Gatsby might not seem to be the everyday man, in reality he actually is. At one point Gatsbys past is being examined and his parents are described as shiftless and unsuccessful farm people which shows the readers that he came from humble roots and was just like everyone else (Fitzgerald 95). He was not born into wealth and privilege and did not have any special background that gave him an advantage over others. Another instance in which Gatsby is portrayed as the average man is when Nick is discussing Gatsbys past and he says, So he invented just the sort of Jay Gatsby that a seventeen-year-old boy would be likely to invent(Fitzgerald 95). This shows that the persona that Gatsby has created for himself is that of any average, immature boy. As the novel progresses further you find Nick recounting Gatsbys past and describing him as being a penniless young man which again shows the reader that Gatsby is really just the common man with a big dream (Fitzgerald 141 ). This statement helps take away some of the disguise of wealth and overwhelming power, and brings him into a more human perspective. Gatsbys tragic flaw is that his view of the world is obstructed by his own naive idealism. It is very clear to the reader that Gatsby is idealistic when, while Nick is over at Gatsbys house, he reflects on Daisys and Gatsbys relationship and he notes, There must have been momentsà ¢Ã¢â€š ¬Ã‚ ¦ when Daisy tumbled short of his dreamsà ¢Ã¢â€š ¬Ã‚ ¦ because of the colossal vitality of his illusion(Fitzgerald 92). This shows that even Nick, his best friend and the one that sticks up for Gatsby the most, sees that Gatsby perceives Daisy to be ideal and perfect. Gatsby does not see things as they really are and expects them to play out exactly as he thinks they will. An example of this is when Nick is talking to Gatsby after a party and he tells Gatsby that he cant repeat the past, and Gatsby responds, Cant repeat the past?à ¢Ã¢â€š ¬Ã‚ ¦. Why of course you can!' (Fitzgerald 106). This delusion, that he can repeat the past and redo everything, blinds Gatsby to what is going on right in fr ont of him. It seems as though he does not realize how absurd the idea of obtaining Daisy love is. Gatsbys idealism also blinds him to how Daisy really acts and what her personality is like. An example of this can be seen in the imagery of the novel. Throughout the novel white is used as imagery for pure and innocent, while yellow represents corruption. A daisy has white petals and a yellow center. This imagery relates because it shows how Gatsby perceives Daisy. All he sees is a beautiful, loving woman who loves him back and he cannot see past his own idealistic view of the perfect Daisy to the corrupt, shallow, money-loving Daisy. Another example of Gatsbys overwhelming idealism is his own self perception. Gatsby thinks as long as he surrounds himself with riches and the wealthy, that people will accept him and he can erase his former self; Gatsby the poor farm boy. This shows how he is idealistic because no matter what a person does, the former self will always be there. Later in the novel when Nick is reflecting on Gatsbys idea of Daisy he notes, He wanted nothing less of Daisy than that she should go to Tom and say: I never loved you.' (Fitzgerald 105). This idea is not a realistic expectation because Daisy is already married and has a family to take care of; also her religion prevents her from getting a divorce and marrying him. All these are factors block Gatsby from obtaining his ideal dream, but he seems to be blind to them. Although Gatsbys physical fall starts near the end of novel, his spiritual fall arguably begins before you even meet him. In the middle of the novel you hear about Gatsbys past and how he was a poor average man, but he was honest and worked hard. As the novel progresses you hear about his relationship with Daisy and how it ended because he was not wealthy enough. He needed to become wealthy so that Daisy would marry him. To obtain this wealth Gatsby started to participate in dishonest and illegal deeds such as bootlegging. This shows a fall spiritually because he goes against his morals and values. Closer to the end of the novel, after Daisy kills Myrtle in car accident, you learn that Gatsby will take the blame for Myrtles death. Although this is a show of love for Daisy, it is eventually what leads him to his physical downfall. Throughout the novel you are shown images of Gatsby surrounded by all kinds of wealthy and high class people, and it seems as though he has many friends. Ho wever, at Gatsbys funeral at the very end of the novel when Gatsby is shot and killed, there is no one there except for a select few. This image is used very well because it shows how the mighty have fallen. The one person everyone thought had it all, in reality has nothing; no money, no love and no friends. Gatsby is a perfect example of a modern tragic hero because he has an eventual tragic fall, he displays certain characteristic that shows that he has tragic flaw and if you look beyond his wealth, you will see that he was just common man with a big dream.

The Effects of Aristotelian Teleological Thought on Darwins Mechanisti

The Effects of Aristotelian Teleological Thought on Darwin's Mechanistic Views of Evolution The need to understand organisms has been a much sought goal of science since its birth as biology. History shows Aristotle and Charles Darwin as two of the most powerful biologists of all time. Aristotle's teleological method was supported widely for over 2,000 years. One scientist remarks that the Aristotelian teleology "has been the ghost, the unexplained mystery which has haunted biology through its whole history" (Ayala, 10). If Aristotle's approach has frightened biology, then Darwin, who actually nicknamed himself the "Devils Chaplain," and his idea of natural selection has virtually dissected Aristotle's ghost. While Aristotle explained biology through a plan and a purpose, Darwin debated that randomness and chaos are responsible for the organic world as we know it. Guiseppe Montalenti, an Italian geneticist and philosopher of biology, wrote that Darwin's ideas were a rebellion against thought in the Aristotelian-scholastic way (Ayala, 4). In order to understand how Darwinism can be considered a revolt against Aristotle, we must first inspect Aristotle's ideas and thoughts about biology. Aristotle used teleology to explain the harmony and final results of the earth. Teleology is the study of the purpose of nature. Aristotle believed that scientists should follow the plan adopted by mathematicians in their demonstrations of astronomy, and after weighing the phenomena presented by animals, and their several parts, follow consequently to understand the causes and the end results. Using this method, Aristotle constructed causes for body parts and processes of the human body, such as sundry types of teeth. Aristotle elucidated on this topic: "When we have ascertained the thing's existence we inquire as to its nature†¦when we know the fact we ask the reason" (Evans, 82). Despite Aristotle's frequent teleological explanations, he did warn against teleology leading to misinterpretations of facts. In a short writing on the reproduction of bees in Generation of Animals, Aristotle was troubled that there were insufficient observations on the subject, and warns that his theory is dependent on facts supporting the theory. One twentieth century biologist... ... to describe evolution teleologically. This proof, of course, is not possible, as evolution through natural selection cannot be described as goal-oriented since it happens due to previous events or transformations, not in anticipation of coming events. If we were goal-oriented, natural selection would not be supple enough to be useful in rapidly changing environments (Mayr, 43). References Aristotle. The Works of Aristotle, Encyclopedia Britannica. New York, 1952 Ayala, F.J. and Tobzharsky, T. Studies in the Philosophy of Biology. University of California Press. Berkeley and Los Angeles. 1974. Burrow, John. Editor introduction to Charles Darwin's Origin of the Species Penguin books. England, 1968. Evans, G. The Physical Philosophy of Aristotle. University of New Mexico Press. Albuquerque, 1964. Kirk, G., Raven, J. and Schofield, M. The Presocratic Philosophers. Cambridge University Press. Cambridge. 1983. Mayr, Ernst. Toward a New Philosophy of Biology. Harvard University Press. 1988. Moore, Ruth. Evolution. Time-life books. Alexandria, Virginia. 1980. Simpson, George The Meaning of Evolution. Yale University Press. New Haven and London. 1949.

Comparing Love in Go Tell It on the Mountain, Giovannis Room, and Anot

     Ã‚  Ã‚  Ã‚   Baldwin’s first three novels -Go Tell It on the Mountain, Giovanni's Room, and Another Country-boil over with anger, prejudice, and hatred, yet the primary force his characters must contend with is love.   Not meek or mawkish but "...something active, more like fire, like the wind" (qtd. in O'Neale 126), Baldwin's notion of love can conquer the horrors of society and pave the way to "emotional security" (Kinnamon 5).   His recipe calls for a determined identity, a confrontation with and acceptance of reality, and finally, an open, committed relationship.   Though Baldwin's characters desperately need love, they fail to meet these individual requirements, and the seeds of love they sow never take root and grow to fruition.    Baldwin's fixation with love, especially a love perpetually denied, arises from his past, which colors must of his writings.   Baldwin never knew his father.   He endured the brunt of his stepfather's abuse simply because he was not his true son.   Similarly, Baldwin's characters never receive familial love and are cast out, with neither support nor an understanding of love, into a world of hatred.   Baldwin never forgot his cold, strict, intolerant stepfather, David Baldwin, and this failed relationship between father and son forms the basis for his first novel, Go Tell It on the Mountain.   Also fundamental to Baldwin's works is his homosexuality, which plays a predominate role in Giovanni's Room and Another Country.   He favors the homosexual characters, who come closest to achieving love, not merely on account of their sexuality, but because they tend to meet more of Baldwin's prerequisites: "In his most elegant formulation, [Baldwin] remarked that the word homosexual might be an adjective, perhaps a... ...unity."   MELUS 10 (1983), 27-31.   Rpt. in Fred L. Standley and Nancy V. Burt.   Critical Essays on James Baldwin.   Boston: G. K. Hall, 1988. O'Neale, Sondra A.   "Fathers, Gods, and Religion: Perceptions of Christianity and Ethnic Faith in James Baldwin."   In Fred L. Standley and Nancy V. Burt.   Critical Essays on James Baldwin.   Boston: G. K. Hall, 1988. Pratt, Louis H. James Baldwin.   Boston: Twayne, 1978. Rosenblatt, Roger.   "Out of Control: Go Tell It on the Mountain and Another Country."   In Black Fiction.   N.p.: Harvard University, 1974.   Rpt. in Harold Bloom ed.   James Baldwin.   New York: Chelsea House, 1986. Standley, Fred L.   "James Baldwin: The Artist as Incorrigible Disturber of the Peace." Southern Humanities Review 4 (1970), 18-30.   Rpt. in Fred L. Standley and Nancy V. Burt.   Critical Essays on James Baldwin.   Boston: G. K. Hall, 1988. Comparing Love in Go Tell It on the Mountain, Giovanni's Room, and Anot      Ã‚  Ã‚  Ã‚   Baldwin’s first three novels -Go Tell It on the Mountain, Giovanni's Room, and Another Country-boil over with anger, prejudice, and hatred, yet the primary force his characters must contend with is love.   Not meek or mawkish but "...something active, more like fire, like the wind" (qtd. in O'Neale 126), Baldwin's notion of love can conquer the horrors of society and pave the way to "emotional security" (Kinnamon 5).   His recipe calls for a determined identity, a confrontation with and acceptance of reality, and finally, an open, committed relationship.   Though Baldwin's characters desperately need love, they fail to meet these individual requirements, and the seeds of love they sow never take root and grow to fruition.    Baldwin's fixation with love, especially a love perpetually denied, arises from his past, which colors must of his writings.   Baldwin never knew his father.   He endured the brunt of his stepfather's abuse simply because he was not his true son.   Similarly, Baldwin's characters never receive familial love and are cast out, with neither support nor an understanding of love, into a world of hatred.   Baldwin never forgot his cold, strict, intolerant stepfather, David Baldwin, and this failed relationship between father and son forms the basis for his first novel, Go Tell It on the Mountain.   Also fundamental to Baldwin's works is his homosexuality, which plays a predominate role in Giovanni's Room and Another Country.   He favors the homosexual characters, who come closest to achieving love, not merely on account of their sexuality, but because they tend to meet more of Baldwin's prerequisites: "In his most elegant formulation, [Baldwin] remarked that the word homosexual might be an adjective, perhaps a... ...unity."   MELUS 10 (1983), 27-31.   Rpt. in Fred L. Standley and Nancy V. Burt.   Critical Essays on James Baldwin.   Boston: G. K. Hall, 1988. O'Neale, Sondra A.   "Fathers, Gods, and Religion: Perceptions of Christianity and Ethnic Faith in James Baldwin."   In Fred L. Standley and Nancy V. Burt.   Critical Essays on James Baldwin.   Boston: G. K. Hall, 1988. Pratt, Louis H. James Baldwin.   Boston: Twayne, 1978. Rosenblatt, Roger.   "Out of Control: Go Tell It on the Mountain and Another Country."   In Black Fiction.   N.p.: Harvard University, 1974.   Rpt. in Harold Bloom ed.   James Baldwin.   New York: Chelsea House, 1986. Standley, Fred L.   "James Baldwin: The Artist as Incorrigible Disturber of the Peace." Southern Humanities Review 4 (1970), 18-30.   Rpt. in Fred L. Standley and Nancy V. Burt.   Critical Essays on James Baldwin.   Boston: G. K. Hall, 1988.

George Orwell Stories Review

In the story â€Å"On the Rainy River† a 20-year old named Tim O’Brien is about to be given the freedom to go anywhere in life until he receives a draft notice requiring him to join the army in the Vietnam War. Tim O’Brien is tested both physically and mentally. He has the option to flee to Canada or go to the war. Each option would result in abandoning family, friends, and fond memories. In his essay â€Å"Shooting an Elephant,† reminisces about a bad decision he made earlier in life, just like Tim. Reflecting on his experience, Orwell has also identified the reasons why he did it: â€Å"I could get nothing into perspective.I was young and ill-educated and I had to think out my problems in utter silence,† Tim O’Brien also dealt with his problems alone, â€Å" I felt isolated; I spent a lot of time alone. † Both Tim and George are struggling to deal with their problems and it’s eating away at them. In â€Å"On the Rainy River,à ¢â‚¬  having a good education doesn’t have much on an impact on Tim’s life, because if your nation calls on you to defend your country, you’re going to have to make a difficult decision on whether you’re going to flee or going to war.Being educated makes Tim more open-minded, and prevents him from indulging in the nationalism that was sweeping the nation during that time. Although Tim may have good reasons we shouldn’t be in the war, the nation was depending on men like him. In â€Å"Shooting an Elephant,† George Orwell says â€Å" †¦I could get nothing into perspective. I was young and ill-educated and I had to think out my problems in the utter silence that is imposed on every Englishman in the East.† George Orwell is trying to say that when you’re young and inexperienced you’re bound to make a lot of mistakes. When you’re young your family, peers, and own country have influenced your opinions. Many indivi duals are afraid and unwilling to deviate from the norm. George is an anti-imperialist at heart, but puts on an officer uniform and represents imperialism because that is how the European nation is viewed to the rest of the world. Based off of Orwell’s ideas, you should think individually so you won’t regretthings later on in life as George and Tim do. Your conscious would show you wrong from right. George Orwell’s ideas can also be applied to â€Å"On the Rainy River†. Although Tim is educated on the war in Vietnam, he does have to deal with his problems in utter silence because he’s afraid that the people he can talk to will tell him to go to the war and he doesn’t want to be called a coward, which takes a toll on his body. â€Å"How at work one morning†¦I felt something break open in my chest†¦it was a physique rupture.† So not only is Tim losing sleep and becoming paranoid, but now the stress is affecting Tim’s ph ysical health as well. If Tim had talked to Elroy Berdahl he would have been much better off. The guilt and stress has been eating away at Tim all summer, and will continue to get at him until he can speak to someone about what he’s going through. If Tim had vented to Elroy, his physical and mental health might have returned to normal, which would have helped him to make his decision. George faces being ill educated along with dealing with his problems.George is an outcast in the native village. He is supposed to be striking fear into these people, however he is against the brutality and injustice that imperialism instills on its subjects. If only George had had the courage to tell the natives who he really was, he might have had an easier time being accepted by them. If George had been better educated, he might have known how to think straight when surrounded by two thousand people; he might have also known where to shoot the elephant so it wouldn’t have to suffer the way it did.To conclude, both Tim and George tried to run away from the inevitable. You can’t escape who you are, and that is what Tim and George tried to do. Tim was an American citizen who was caught up in the draft for the Vietnam War, and George was a citizen of an imperial nation. Tim couldn’t face leaving his friends and family behind so he ended up damaging himself both physically and mentally without even trying to talk this out with his family and friends.While George an anti-imperialist at hear must enforce it upon this Asian country. Both decisions were forced by others whether it is Tim deciding to go to the war due to the devastating fact that if he were to go to Canada, he would never see his family again and if George didn’t shoot that elephant, the tribal people would be more disrespectful than ever. George Orwell wants us to be individuals and think for ourselves. We shouldn’t be influenced by others to make decisions we wouldn’t n ormally do.

Other-than-temporary impairment (OTTI) Essay

IntroductionO.T.T. unified, in the main engaged in the manufacture and change of clothing, has six investitures remaining in the segments portfolio as of celestial latitude 31. concord to ASC, this memo analyzes whether either of its investings are other-than- irregular stricken, and determines the kernel of the hurt.Facts enthronisation 1 Happy cutting twelvemonth & Co.OTT purchased 11 contributions of Happy juvenile Year & Co. stock on at $20 a share on Jan. 3, 20X1, and the expenditure dropped to $15 in treat and remained steady till Dec. 31, 20X1. OTT management does non consider the decline in equipment casualty to be permanent and has asserted that it does not set apart to grapple this investiture in the future. enthronization 2 Beary BearyOTT held notes of Beary Beary with an amortized price of $95 and a decorous grade of $88 on Dec. 31, 20X1. OTTs investment perpetration established a policy requiring the sale of this pledge when the plum honour declines on a lower floor $90. enthronisation 3 Buy-A-Lot federationOTT held bonds of Buy-A-Lot Company with an amortized appeal of $100 and a amusement park nurture of $88 as of December 31, 20X1. The companys commendation rating upgraded from BBB to BBB+ that management has asserted it does not intend to look at this investment.Investment 4 certify Madness IncorporatedOn run into 25, 20X1, OTT bought 50 shares of March Madness Incorporated stock at $100 a share, classifying its investment as available for sale. As of December 31, 20X1, the price of the stock was $72. On January 31, 20X2, the date the Companys pecuniary statements are issued, the price of the stock went up to $75.Investment 5 Tohoku ToysOTT held bonds issued by Tohoku Toys with an amortized comprise of $25 and a seemly prize of $5 as of December 31, 20X1. Tohoku Toys is exhalation through a restructuring because it was significantly change by a severe earthquake in April 20X1. OTT does not belie ve that the restructuring leave behind ultimately be successful.Investment 6 ChatterboxOTT holds a debt gage issued by Chatterbox with an amortized cost of $100 and a fair value of $90 as of December 31, 20X1. The present value of the notes flows OTT expects to receive, discounted at the securitys accepted effective interest rate is $92 as of December 31, 20X1. OTT intends to take this security.IssuesThe other-than- fly-by-night price depends on two issuesWhether the fair value of the investment is less than its cost. The stultification is every temporary or other than temporary depending on other guidance when the fair value is less than its cost.DiscussionInvestment 1Happy New Year & Co.ASC 323-10-35-32 A prejudice in value of an investment that is other than a temporary decline shall be accepted. Evidence of a loss in value office include, but would not necessarily be limited to, absence seizure of an ability to find oneself the carrying descend of the investment or unfitness of the investee to sustain an wampum capacity that would warrant the carrying amount of the investment. ASC 320-10-35-34 If it is determined in whole tone 2 that the mischief is other than temporary, thence an decline in quality loss shall be recognized in earnings equal to the faultless difference amongst the investments cost and its fair value at the balance sheet date of the coverage period for which the assessment is made. Because the share price had a large decline from $20 to $15 and remained steady around $15 in most of time, it seems the share is absence of an ability to recover the carrying amount of the investment. Therefore, other-than-temporary impairment hasoccurred, and loss of $55 (11*$5) should be recorded.Investment 2 Beary BearyASC 320-10-35-33A If an entity intends to sell the debt security (that is, it has distinguishable to sell the security), an other-than-temporary impairment shall be considered to eat occurred. The company intends to sel l the investment because the fair value is below $90. Therefore, other-than-temporary impairment has occurred, and loss of $7 ($95-$88) should be recorded.Investment 3 Buy-A-Lot CompanyASC 320-10-35-33F Changes in the quality of the quotation enhancement should be considered when estimating whether a deferred payment loss exists and the period over which the debt security is expected to recover. Although the fair value of the investment was lower than the amortized cost, the credit rating had been upgraded from BBB to BBB+, and the investment does not intend to be sold. These try show that the bond is expected to recover, so no other-than-temporary impairment has occurred.Investment 4 March Madness IncorporatedASC 320-10-35-34 The fair value of the investment would then release the new amortized cost origination of the investment and shall not be adjusted for later(prenominal) recoveries in fair value. ground on ASC 320-10-35-34 I mentioned above, the other-than-temporary i mpairment should be recoded as $28 ($100-$72) as of December 31, 20X1. On January 31, 20X2, when the price of the stock went up to $75, the other-than-temporary impairment should be recoded as $25 ($100-$75). If the share price was $95 instead of $75 on January 31, 20X2, I think no other-than-temporary impairment needs to be recorded, because there is no material decrease occurred.Investment 5 Tohoku ToysASC 320-10-35-35 In periods after the credit of an other-than-temporary impairment loss for debt securities, an entity shall account for the other-than-temporarily impaired debt security as if the debt security had been purchased on the measurement date of theother-than-temporary impairment at an amortized cost basis equal to the front amortized cost basis less the other-than-temporary impairment recognized in earnings. For debt securities for which other-than-temporary impairments were recognized in earnings, the difference between the new amortized cost basis and the cash flows expected to be collected shall be accreted in consent with existing applicable guidance as interest income. Although Tohoku Toys is undergoing a restructuring because of earthquake, OTT does not believe the restructuring result be successful. Based on authoritative literature mentioned above, the other-than-temporary impairment shall be recognized as $20 ($25-$5) when no addition evidence provided.Investment 6 ChatterboxAlternative 1SAB 320-10-35-34B If an entity intends to sell the security or more in all probability than not will be call for to sell the security before retrieval of its amortized cost basis less any current-period credit loss, the other-than-temporary impairment shall be recognized in earnings equal to the full difference between the investments amortized cost basis and its fair value at the balance sheet date. Based on the authoritative literature, if OTT intends to sell this security, the other-than-temporary impairment shall be recognized in earnings equa l to the entire difference between the investments amortized cost basis ($100) and its fair value ($90), which is $10. Alternative 2SAB 320-10-35-34C If an entity does not intend to sell the security and it is not more apt(predicate) than not that the entity will be necessary to sell the security before recovery of its amortized cost basis less any current-period credit loss, the other-than-temporary impairment shall be separated into two of the following a. The amount representing the credit loss.b. The amount related to all other factors. contrary from alternative 1, if OTT does not intend to sell the security and it is not more likely than not that it will be required to sell the security, the credit loss will be $8 ($100-$92) and other factor loss willbe $2 ($10-$8).