Movie Titanic Review Example | Topics and Well Written Essays - 1250 words

Titanic - Movie Review Example He wrote: "In the wake of the Titanicmania, several critics took on these broader questions. Frank Rich observed in the New York Times that Titanic "was destined to be truer to 1997 than 1912, no matter how faithfully the director, James Cameron, reproduced every last brandy sniffer of the White Star Line." One of the primary accurate accounts that the movie faithfully acknowledged off from the RMS Titanic was the date setting that the movie took place of. In the movie it was noted that the first launching of the supposed extravagant ship was in April 14, 1912 - the exact date of the launch of the TMS Titanic recorded in history. The gigantic putrid ship under the ocean was shown when group of treasure hunters explored the location of the sunken ship. The 2000 feet deep sunken ship being shown throughout the movie was actually the real footage of the Titanic that James Cameron have taken in 1995, before the production began (Berardinelli 1997). From the start, the acknowledgement of the real Titanic was implied by Cameron for primarily depicting the real one rather than the production's improvised version of it. This is apparently a sign of respect for the accuracy of the image of the ship, and also a point of accuracy regarding its image. Social Setting. Titanic represents the transition of the social condition during the real RMS Titanic's period by splitting its body in two when it was then persistently sinking, upon the film's depiction. The period then was apparently dealing on a scheme of the boundaries between the upper-class and the lower-class, and the period did really exist in social history. The status was visible upon the characterization of the main leads of the movie through Jack Dawson, played by Leonardo Di Carpio, and Rose Dewitt Bukater played by Kate Winslet. Although struggling in status, Rose belongs to the upper-class, while Jack belongs to the lower-class, both aboard in the remarkable ship though in different decks, denoting their statuses. Another historically accurate in sociological ground of the movie is the stereotypical setting during the period that hindered intimate connections between the rich and the poor, such as the sort of "forbidden love" case between Jack and Rose. Marriage of the rich families somehow became a trend then to secure one another's social status or wealth in society. The fictional character Rose had been dealing was a factual social pressure during that era when she was being forced by her socially-threatened mother to be married to the character that Billy Zane being portrayed, Caledon Hockley, the rich fiance of Rose. Upon prior meeting with Jack, Rose was already reluctant to be wed with Caledon, but she was being strained by conditioning of her mother to marry him to keep their status in the Alta society - many similar cases had been cited in the history at the period (Chumo 1999). Characters. The two lead characters are well known to be fictitious, which Cameron honestly claimed as to be. However, some real significant characters recorded from the history were given to life in the film, and fairly built up with characterizations that were based on their immediate descriptions from history as well - of what they were famous of. They were depicted upon the fictional scenes

Hamlet Foils Fortinbras Essay Example for Free

Hamlet Foils Fortinbras Essay In Hamlet, one of Shakespeare’s most recognizable plays, Shakespeare portrays a great example of a literary foil between Fortinbras and Hamlet. Fortinbras, a minor character, possesses traits that emphasize Hamlet’s distinctive qualities. Fortinbras’ characteristics bring out both the worst and the best out Hamlet throughout the play. In Act IV Scene IV, Hamlet’s soliloquy points out every one of Fortinbras’ qualities that Hamlet admires. Fortinbras inspires Hamlet to be a man of action. Hamlet knows that he has been thinking too precisely on the event of killing Claudius. On the other hand, Fortinbras is ambitious and takes actions for what the believes in. For example, in the letter to the King, Young Fortinbras made it clear that he was going to get back the land his father lost. King Fortinbras’ death gave his son determination and motivation to make his father proud. Unlike Fortinbras, Hamlet just weeps over his father’s death. Hamlet continues to talk about his hatred for Claudius and vows revenge for King Hamlet’s murder, but takes no action in it. In Act III Scene III, Hamlet shows his tragic flaw, procrastination. Instead of taking advantage of the only moment Hamlet has alone with Claudius, Hamlet over thinks the situation and makes up an excuse for himself to not kill Claudius. In contrast to Hamlet’s indecisiveness, Fortinbras knows what he wants and makes it happen. For instance, for Fortinbras’ plan to invade Poland to work, he independently gathered 20,000 men for his army. Even though most of Fortinbras’ qualities contrast from Hamlet, his qualities encourage Hamlet to be at his full potential. Hamlet looked up to Fortinbras and highly respected him. Shakespeare did an excellent job of showing the foil between Fortinbras and Hamlet in his writing.

Celebrities and their Tibet Essay -- Expository Tibet Essays

Celebrities and their Tibet Tibet has long been a mystical land, a place that not many have known about. However this has changed. The celebrities have come out in force in making Tibet the center of attention. Even now, most people don't know more about Tibet than its location, somewhere in Asia. So, while the popular support of the struggle of the Tibetans has become well known due to the involvement of celebrities spreading the word, has it really helped the cause or simply let people know what is going on there? Even more importantly, is the information that the celebrities are passing on always correct? Before any of these questions can be answered though, one must first know the origin of the conflicts between the two regions as well as the history of the Free Tibetan Movement. As said above, Tibet used to be a place that not many people knew about. This made it much easier for the Chinese government to come in and take control of the people and the land without much protest from the outside world. In fact even if other countries, like bordering India, had known, not much would have been done. This is because no nation had ever recognized Tibet as an independent country. Rather, it was the events that followed which caused the uproar. According to defected citizens of Tibet that traveled to India and then dispersed throughout the world, the Chinese started a form of spiritual cleansing. Monks and spiritual leaders that would not follow their ground rules were detained, captured or killed. The lama's of the Tibetan people were either taken as political prisoners or exiled. However, there are also those that said that some of this never happened. "'The first troops had appeared in the city in September, 1951.' The ... ...Collins. 1969. Connolly, Paul. "Tale of Two Cities." The Times. Newspaper Source. 2/23/2002 Dolker, Sonam. "So Far from Home." Time for Kids. Issue 11(1997): page 4. 3/27/02. Ewing, Alice. "How The Tibet Movement Can Backfire on America." --- Chinese American Forum. Issue 2(2001): page 22. 3/28/02. Free Tibet Campaign. 3/31/02. http://www.freetibet.org/menu.htm. Fricke, David. "Lama-palooza." Rolling Stone. Issue 774(1997): page 105. 3/28/02. Kim, Albert. "Lookin' Tibet." Entertainment Weekly. Issue 416(1998): page 15. 3/28/02 McQueen, Dane. "Discos or the Dalai Lama: what does Tibet want?" YPA. 3/31/02. --- http://www.ypa.org/issues/previous/tibet.html. Snellgrove, David, and Hugh Richardson. A Cultural History of Tibet. New York: --- Praeger. 1968. Trebay, Guy. "And Then Tibet." Village Voice. Issue 3(1998): page 26. 3/27/02.

Swot Vodafone

Email Developing a total communication strategy in the uk market 1. INTRODUCTION This report will critically analyse the external environment of the mobile phone operators industry with the application of appropriate strategy tools including PESTEL and Michael Porter's five forces models. An immediate result of this would be the identification of opportunities and threats that may arise from change in environmental factors and assessment of the attractiveness of the industry respectively.The report will also analyse critically, the strategic capability of Vodafone, also applying appropriate strategy tools resulting in the identification of key strengths and weaknesses of the firm. The aim here will be to identify and discuss the core competences the firm possesses. To aid the analysis, the report will draw on information from various sources such as: The Vodafone case study on page 557 in the main textbook by Johnson, Scholes and Whittington, Exploring Strategy 9th Edition, Prentice Hall, 2011. Other sources include Keynotes, Mintel and Magazines. . QUESTION ONE: PESTEL, KEY DRIVERS AND MICHAEL PORTER'S 5 FORCES 2. 1 PESTEL The PESTEL framework is used for the analysis and according to Johnson, Scholes and Whittington (2011), â€Å"it provides a comprehensive list of influences on the possible success or failure of particular strategies†. Discussed below are a few issues of PESTEL, please see appendix for other issues. Political/Legal factors Government's privatisation(through Ofcom) of the national telephone company, BT, compelling it to allow access to its network (via Openreach) for voice and broadband.This has helped to break down BT's monopoly thereby creating an opportunity for mobile operators to operate and at competitive rates. (case study p. 558) Economic factors a. The UK economy has still not fully recovered from the financial crisis of 2008, recovering even slower than other countries amidst huge government resuscitation efforts and even con sumer spending is expected to decline by 0. 6 per capita in 2011(the Telegraph, May 2011). This is a threat to the industry as, the slower the economic recovery, the slower the market growth for the mobile operators industry. b. Though the case study(p. 58) says that personal disposal income growth as experienced between 2002 and 2007 was forecasted to resume in the future, recent developments suggest otherwise. Now the future is here, reports say household incomes are falling(NewStatesman, May  ­Ã‚ ­Ã‚ ­Ã‚ ­Ã‚ ­Ã‚ ­Ã‚ ­Ã‚ ­Ã‚ ­Ã‚ ­Ã‚ ­2011 and Mail Online, May 2011 ). This is a threat to the mobile industry as it means less income at the disposal of households, hence less subscribers to its services. Social factors a. Consumer need for converged services, such as mobile telephony, fixed line telephony, television and broadband internet, was increasing(case study p. 558).This means an opportunity for mobile operators to expand their market as more people are coming on board with t his convergence need which could be a result of the plunge in disposable income so people want all services in one and pay a lower lump sum for all in a bid to ration their income. b. A decline in UK fixed line telephone market as households were becoming â€Å"mobile-only† users. This is an opportunity for mobile operators to capture the market share of fixed line telephone operators in a bid to expand theirs. c. Consumer perceived prestige that comes with owning smartphones is an industry opportunity.For example, everyone wants to have an IPhone, HTC or Blackberry because they are ‘cool' or for other reasons, so operators in the industry can capitalize on this and increase their market share by offering cheap deals. d. Consumer ‘hype' for new and modern technologies as everyone wants to have the latest ‘thing' in technology. This would create an opportunity for the industry to capitalize on and expand their market share. Technological factors a. Developmen t of new technologies, IP(Internet Protocol) for voice, data and video transmission(case study p. 557).The dynamic nature of technology is posing a threat as operators may be stuck with obsolete technology thereby facing a challenge to be pro-active in order to retain market share and keep churn rates at bay. b. Continued upgrading of speeds over mobile networks poses a threat as operators have to keep up with the upgrading of speeds because they might loose customers to service providers who can offer better speeds. Environmental factors As a result of advancement in telecommunications technology, mobile operators have to replace network equipments and hazardous wastes(masts, cables, construction waste etc)frequently.Mobile operators are then faced with the challenge of finding energy efficient ways of recycling which may also be capital intensive, altogether posing a threat. Legal factors a. Ofcom's issuance of licences for additional mobile network operators will pose a threat to incumbent operators( as their market share is threatened) and be an opportunity to potential operators as this will lower entry barriers for them. b. Elaborate legal contracts can also be a threat to the industry as lots of legal obligations have to be satisfied prior to and after entry.Drawing up different phone contracts for different mobile packages can prove challenging for the operators. 2. 2 KEY DRIVERS FOR CHANGE Socio-cultural issue Consumer need for converged services: Consumer needs(which has led Virgin Media to provide multiple services such as the ‘quad play and others providing the triple play) change from time to time and even some firms will try to create the needs for the consumers thereby pushing the industry towards finding ways to satisfy these needs as the market expands. This is one of the major drivers of change for the industry.Technological issue: Development of new Technologies: The dynamic nature of technology will keep operators findings ways to sta y ahead of competitors by developing new technologies such as the IP, digitising high-speed distribution of voice, data and video over multiple networks. 2. 3 MICHAEL PORTER'S 5 FORCES ANALYSIS a. Threat of entry: (low) The barrier of initial capital cost of entry may be daunting but the regulatory changes in the UK communications industry by Ofcom saw the issuance of licences to more mobile operators and also allowing MVNOs to ease network capacity without the capital cost of building their own hence reducing barriers to entry. This has also led to increase in the number of competitors. b. Threat of substitutes: (low/moderate) Considering the advantages of mobile connections (make calls, sending messages/data, music etc), substitutes would be the fixed line connections, skype(or VOIP) on broadband, radio airwaves, phone booths or simply go without. With the fixed line connections, Ofcom reported that the number of lines dropped from 34. 9million in 2003 to 33million in 2009.Call mi nutes had also decreased by 15% from 167billion to 138billion over the same period with mobile minutes expected to exceed fixed line minutes in 2010(Case study p. 558). A report on Broadband news also says that mobile broadband will overtake fixed line connections in 2011. (Broadband Choices 2009). It is likely that the trend will continue in this way, considering the convenience offered by mobile connections, of being able to make a call on the move. c. Competitive rivalry: (high) One of the aims of Ofcom is to ensure healthy competition among operators which saw a rapid growth in the number of competitors.The major competitors in the industry are Vodafone, Telefonica O2, Orange, 3 UK and Tmobile plus lots of MVNO's. According to the case study, wireless operator margins in the UK were up because of strong competition(p. 559). d. Buyer power: (moderate) The main buyers from the industry are households(individuals) and businesses. According to case study(p. 559), average churn(custo mer switching) rates in the market was 20% annually due to the introduction of number portability in 2007 and competitive tactics such as subsidising handsets for subscribers. Customers would switch operators for better offers or added value for their money.To counter this churn rate, most operators have found a way to switch post-paid customers to longer contracts of 18months or even 24months as at 2009. A recent 2011 report (Sim-only deals, 2011) highlights other reasons for low switching rates including provider's loyalty programme and value for money SIM only deals which altogether gives them the power to make customers stay. e. Supplier power: (moderate) The main suppliers to the industry would be the handset makers and Ofcom. Major handset suppliers such as Nokia with 40% of UK handset market and Samsung,21%, supply handsets to the industry under global contracts(case study p. 59). There are more suppliers today including Apple, which is another fast growing supplier as their phones are deemed trendy and a must-have because of its innovative features. Sony-Ericsson, Samsung are among the loads of others. The case study p. 559 says mobile handset sales had experienced a decline in 2009 as UK wireless operators started to offer sim-only plans which allow consumers to retain their current handset and pay lower monthly tariffs. Ofcom on the other hand is the sole provider of spectrum. ATTRACTIVENESS: Based on the evidences from the five forces, the report concludes that the industry is attractive.This being that, though rivalry is high, but other threats and powers are low. Essentially incumbents or new operators can then focus only on competition and worry less about powers and other threats. 3 QUESTION TWO: STRATEGIC CAPABILITIES OF VODAFONE According to Johnson et al. (2011), Strategic capabilities are capabilities of an organization that contribute to its long-term survival or competitive advantage made up of two components: Resources, which are assets t he company has or can call upon and Competenceswhich are ways in which those assets are used or deployed effectively. 3. 1 RESOURCES AND COMPETENCESHuman Resources Vodafone has had a history of experienced CEOs including Arun Sarin(resource), who was skilled in achieving growth in developing markets(competence/strength). Also, Gary Laurence(resource), head of Vodafone UK, appointed CEO in September 2008 was known for his ability to identify strategic options(competence/strength) and the current CEO, Vittorio Colao(resource) who succeeded Arun in 2008 is known for strong reputation as cost cutter. (competence/strength). (Case study page 563) Vodafone's partnership with BT(resource) hosting BT's MVNO, allowed it to provide services to corporations. competence/strength). It started a joint venture with O2(resources) which enabled it to extend its fixed-line network. (competence/strength). Vodafone, in its target of business travelers with passport services(resources), was able to offer home country voice rates while roaming in Europe and mobile data services for ? 10 a day(competence/strength). (case study page 563) Financial Resources Financial Performance of Vodafone: (a) ROCE(Return on Capital Employed): measures the returns made from all forms of resources or capital employed in the business.Vodafone's resources are the capital employed and its competence is shown in the amount of returns generated from utilization these capital. Vodafone's ROCE plunged by 3. 73% to give a ROCE in 2010 of 19. 85. This may be slightly better than industry average but it shows a weakness to efficiently utilise resources to yield maximum profits. Vodafone| 2010| 2009| Industry| ROCE| 19. 85| 20. 59| 19. 48| Source. Morning Star Stock Report. (b) Current ratio:   measures a company's efficiency at meeting its short term obligations.A good ratio would be for current liabilities to be covered at least once but Vodafone's current assets(resources) can barely cover 50% of its liabi lities in 2010 though it improved from previous year. On the whole, this is a weakness as the company is low on liquidity and incurring too much liabilities in terms of its short term borrowings. Vodafone Plc| 2010| 2009| Industry| Current Ratio| 0. 50:1| 0. 47:1| | Source: Morning Star Stock Report. (c) Net Gearing: shows the proportion of debt within a company's overall capital. The table below shows that Vodafone's net gearing has declined from 40. 7% in 2009 to 37. 76% in 2010. Overall for the industry borrowing is about 40% of total capital. The reduction therefore for Vodafone is good as its means a reduction in finance costs too. Vodafone| 2010| 2009| Industry| Net Gearing ratio| 37. 76%| 40. 67%| 39. 40%| Source: Morning Star Stock Report. (d) Interest cover: explains Vodafone's ability to service its debt. From the table below, it appears Vodafone makes enough profits to service it finance costs as it has been able to increase its interest cover to 7. 51times in 2010 from 7 . 03times in 2009.This may not be a core competence but it is a strength for Vodafone. Vodafone| 2010| 2009| Interest cover| 7. 51 times| 7. 03 times| Source: Morning Star Stock Report. Physical Resources Vodafone makes heavy investments in the marketing of its Product brands (competence/strength) which includes, landline solutions and mobile telephony, mobile broadband and secure employee remote access(resources), making them well known. (Vodafone website). It invests also in the marketing (competence/strength) of 3G dongles or cards(resources) for internet connection giving it the largest share of 3G subscribers.Vodafone used wholesale services to distribute its fixed voice and broadband (resources) but its prices were too high giving it only a few customers(weakness). Another of its products is the Vodafone-at-home(resources), with which it competed with fixed line providers by offering fixed line prices when customers call from within or near their home(competence/strength). Cor e Competences For the sake of this report, the core competences identified are Vodafone's CEO's. They have been exceptional with what they bring to the table and how their expertise has been able to transform the company.Vodafone UK CEO, Gary Laurence has been formidable in terms of identifying strategic options available to the company such as successful alliances and joint venture with likes of BT and O2. Heavy investment in the marketing of its products giving it largest share of 3G subscribers is another core competence. 3. 2 VODAFONE VALUE CHAIN Primary Activities Inbound logistics: Vodafone possesses its own network equipments, backbones and infrastructure to provide various communication services, and purchasing of handsets (Annual Reports 2010, p. 21).Now, its in a network sharing agreement (sharing masts, sites and towers) with O2 covering the UK and 4 European countries,. (case study page 559, Guardian March 2009). , Another inbound logistic is the ownership of spectrum. S pectrum is of particular importance to the mobile phone and mobile broadband industry, which relies on it to carry information between customers' handsets and mobile masts. Vodafone spectrum is 1800MHz. (Ofcom report, Feb 2011). Operations: All Vodafone operations are based on in-house infrastructure. Vodafone's operations is dependent on its people, infrastructure and financial resources.Its logistics operations (which provides a variety of value-added services), evolves from a single, purpose built site in West Midlands. (Unipartlogistics. com) Out-bound logistics: Vodafone has consumer on-line purchasing systems in place that allow customers to purchase its services directly(Vodafone website). It also has its own billing system. Marketing and Sales: Vodafone has several own branded and other retail chains that it uses in distribution. According to the case   study(page 563), Vodafone invests a lot in marketing in all markets whilst promoting its brand and also sponsors Formula 1 and England cricket sports.Services:Its all encompassing website enables customer online ordering and feedback monitoring. (source). Vodafone has customer services helpline that offer after sales services and it also offers services to MVNO's such as Lebara mobile, Asda mobile, Talk mobile(Carphone Warehouse) and BT mobile(http://ukmobilecoverage. co. uk/), Support Activities Infrastructure: Vodafone's mode of expansion was the formation of a joint venture with O2(case study p. 559) to manage its mobile network and share network covering 4 European countries and the UK.It also leases BT's fixed line services and hosts BT's MVNO. (case study p. 562) Human Resource Management: Vodafone depends on its employees for the quality of its services to customers. It ensures an inclusive working environment and encourages innovation, ambition and pro-activeness. Vodafone encourages enthusiasm, talent and commitment in its employees in order to build and maintain its success and stay competit ive. (Vodafone, Our people). Technology and Development: Vodafone owns internet portals which enables on-line ordering.Also, continuous R&D helps the company to incubate and deliver innovation to the business. (Annual Report, 2010. p. 20) Procurement: Vodafone, like other networks, purchases branded handsets from suppliers. Vodafone holds several training courses for its procurement team for efficient management of supplier performance. CONCLUSION SWOT MATRIX STRENGTHS1. Experienced CEO's(UK CEO, Gary Laurence). 2. Partnership with BT and O2. 3. Offering home country voice rates abroad. 4. Heavy investment in marketing. 5. Vodafone at home6. Good Interest Cover7.Reduced borrowing| WEAKNESSES1. Low level of liquidity2. Inability to increase ROCE3. High prices and inefficient channel of distribution for fixed voice and broadband. | OPPORTUNITIES1. Government's privatization of Ofcom. 2. Consumer need for converged services. 3. Decline in Fixed line telephone market4. 2012 Olympics5. C onsumer demand for smart phones6. Consumer hype for modern technology7. Ofcom issuance of entry license| THREATS1. Slow economic recovery from recession2. Decline in disposable income3. Immigration cap4. Health issues in areas of mobile masts. 5.Customer switching rates. 6. Development of new technologies7. Capital intensive recycling8. Ofcom's issuance of entry license9. Elaborate legal contarcts| From all facts assessed in the report and also information from the case study and Vodafone accounts, it is indeed evident that Vodafone is struggling to develop a total communications strategy to enable it to secure leadership   in the rapidly growing market for high speed internet services in its UK home market due to the fact that it actually cannot improve its core activities in order to gain competitive advantage.Please rate the quality of this essay: Good Neutral Poor Struggling with your essay? You can get your essay custom written by an expert in your subject area. Fully researc hed and referenced, the perfect model answer†¦ Get a quote here Share ; download: Print Download Email Request the removal of this essay. 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Needs of training

All organizations must manage four resources: money, equipment, information, and people. Investments in better equipment may speed up production or reduce waste. Investments in training and development of employees can make them more productive or more effective in their Jobs, directly contributing to the bottom line. The singular function of training is to produce change. It is the upgrading of a person's skill or the addition of a new skill, which in turn can bring about the desired change an agency is seeking.It is important to understand that training in and of tself cannot motivate a work force The purpose of training and management development programs is to improve employee capabilities and organizational capabilities. When the organization invests in improving the knowledge and skills of its employees, the investment is returned in the form of more productive and effective employees. Training and development programs may be focused on individual performance or team performanc e.The creation and implementation of training and management development programs should be based on training and management development needs identified by a training needs analysis so that the ime and money invested in training and management development is linked to the mission or core business of the organization Value and importance of Training According to Edwin B Flippo, â€Å"training is the act of increasing the knowledge and skills of an employee for doing a particular Job† From the above definition, it can be observed that training is the act of increasing the knowledge and skills of an employee.It imparts specific skills for specific purposes. It is mainly Job oriented. Training is needed to be given to both old and new employees throughout their tenure in the organization. ? to foster growth and development o provide opportunities for employees to accept greater challenges to aid employees in contributing to the achievement of department goals and the agency's mi ssion and vision to build employee self-confidence and commitment to produce a measurable change in performance to bring about the desired changes that can solve a variety of problems Types of Training Programmes Induction or Orientation Training: This training programme is meant to induct a new employee into the new social setting of this work setting.The new employee is introduced to his Job situations and informed about the rules, working conditions, rivileges and activities.Most of the information is likely to be embodied in a handbook which is distributed to an employee and in case of rank and file workers, the orientation may consist only of brief explanations by a member of Personnel department or the supervisor under whom the employee will work In order to maximize the effectiveness of training and development, organizations must constantly assess their employees' current training and development needs and identify training and development needs to prepare employees for thei r next have different needs and that these needs will change over time as these workers ontinue in their careers The different types of training programs can be broadly classified as Job Training: The purpose of Job training is to increase the knowledge of workers about the lobes within which they are concerned so that their efficiency and skill of performance are improved. In Job training workers learn correct methods of handling machines and equipments, avoiding accidents, removing bottlenecks,etc Promotional Training: Many companies have adopted a policy of filing some of the vacancies at higher levels by promoting existing employees.When existing employees are promoted in the Organization, they are required to shoulder new esponsibilities. For this, they require training so that they may not experience any difficulty to shoulder the responsibilities of the new position to which they have been promoted Refresher Training: At the time of initial appointment, employees are formally training for their Jobs, but with the passage of time, they may forget some of the methods which were taught to them or some of the methods or all of them may have become out dated because of technological development. Hence, refresher training is arranged for existing employees in order to enable them to revive and improve their knowledge.

Coca Colas Business Policy in Zambia and El Salvador

Coca Colas Business Policy in Zambia and El Salvador Introduction According to the Word Bank, about 1.35 billion people in the world today live below the international poverty line, which is set at $1.25 per day. In addition, it is estimated that the recent global financial and economic recession increased this number by 64 million people.Advertising We will write a custom research paper sample on Coca Cola’s Business Policy in Zambia and El Salvador specifically for you for only $16.05 $11/page Learn More What this means is that a significant number of people in the world today live under extreme poverty (Raman 103). As a result of this, it is important to encourage investment in the private sector. Investment in the private sector is important considering the fact that the ability of governments to foster development and provide aid is limited. Right now, the government is under a lot of pressure to provide the citizens with basic infrastructure using the meager resources. The resources are overstretc hed, meaning that the government needs help from the private sector. Investors in the private sector will provide the citizens with, among others, employment and infrastructure. For more than three decades, private corporations around the world have emerged as essential pillars as far as economic development is concerned. The private corporations have created job opportunities and other benefits in the society, contributing significantly to the reduction of poverty in the world (Walsh and Dowding 106). There are debates revolving around the impact of private investors on the global economy. Analysts are especially concerned with the impacts of these organizations on the economy of the developing countries. The debates notwithstanding, it is important to note that private corporations have significantly improved the economy as far as the developing nations are concerned.Advertising Looking for research paper on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More The organizations have improved the business environment in these countries, in addition to providing the citizens with employment and other social amenities. Private organizations are aware of their impacts on the economy of the developing nations. They are aware of the fact that their operations affect the life of individuals in the community within which they are operating. As a result of this, the organizations recognize that their success or failure impacts on the community they are operating from. It is as a result of this realization that such companies have taken the initiative to transfer skills and knowledge from the developed world to the third world economies (Stanford 54). The current paper is written against this backdrop. In this paper, the author focuses on the operations of a multinational company with significant impacts on the regional and global economy. The companies selected for this analysis are Coca Cola and SABM iller. In this report, the author focuses on the business policy adopted by the Coca Cola Company and SABMiller. In addition, the author critically analyzes how the two companies have assisted the government in reducing levels of poverty in the country. The report is a case study of the operation of the two companies in two developing countries. The two countries are El Salvador and Zambia. The impacts of the two companies on these two economies are critically analyzed. Coca Cola’s Business Policy in Zambia and El Salvador Zambia: Background Information In spite of the fact that Zambia has recorded a positive economic growth in the past five years, it remains one of the poorest countries in the world. The country attained independence in 1964. Immediately after independence, the country had the potential to emerge as one of the leading economies in Africa.Advertising We will write a custom research paper sample on Coca Cola’s Business Policy in Zambia and El Sa lvador specifically for you for only $16.05 $11/page Learn More However, the economy of the country declined sharply in the 1990s. Analysts blame the economic decline in the country on corruption. Corruption increased immediately after independence, and it persisted into the 1990s. The country’s economy started to recover in 2003. For the next five years, the country recorded an average of 5% in economic growth. The positive growth is largely attributed to the establishment of a favorable environment, which was conducive to investment. The country attracted investments from other nations, both within and outside Africa. The boom in copper mining is another reason why the country recorded a positive economic growth. Other factors leading to this growth post- 2003 include low inflation rates and improved political stability. In 2005, the country was relieved of most of its foreign debt. To this end, the country received a 4 billion USD debt relief. In 2008, th e price of copper in the international market plummeted, which affected the economy of this country negatively. The decline in the price of copper on the global market was brought about by the recent economic recession. The economy of the country revived in 2009 when the effects of the economic recession on the global economy tapered off. Since then, the country’s economy has continued to grow at an average rate of 6.3 percent per annum. However, in spite of this impressive economic growth, about 64% of the population in the country lived below the poverty line by the end of 2006. The current macroeconomic outlook in Zambia is positive. However, there are various factors that continue to negatively affect economic development. For example, more than 80% of the nation’s working population is involved in agriculture (Sherelle 38).Advertising Looking for research paper on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More El Salvador: Background Information Currently, El Salvador is recovering from the effects of ten years of civil war. It is one of the poorest countries in Latin America. A series of natural disasters, coupled with the plummeting prices of coffee in the world market, have worsened the situation. The economy of the country recorded a steady positive growth between 1996 and 2006. The economic growth was especially significant after dollarization in 2001. According to Mexico Food (71), dollarization has increased the cost of living. In addition, dollarization has reduced interest rates in the country. In spite of these positive impacts, dollarization has not significantly reduced poverty levels in the country. The country has experienced labor shortages in the recent past as a result of migrations. Most of the citizens have migrated into the United States of America and into other western nations. The effects of poverty in the country vary from one group to the other. For example, and a ccording to Mexico Food (72), poverty levels are disproportionately higher among women and farm workers compared to the rest of the population. After the civil war, the country was faced with additional challenges, including violence and crime. Rate of crime has increased as a result of increased economic inequalities and pervasive poverty. Other factors attributed to the rise in crime include increased access to illicit firearms, underemployment, and unemployment. All these factors have negatively affected economic development in the country (Mexico Food 71). The success of efforts made by the government and other stakeholders to revive the economy is hindered by these factors. Coca Cola- SABMiller Value Chain: Background Information Coca Cola is one of the most popular multinational corporations in the world. It has established local operations in various countries around the world. The bottling of Coca Cola products is carried out by local companies, which are usually under the m anagement of local investors. Since the company was started in 1852, it has developed more than 500 still and sparkling brands of soft drinks. In addition to this, the company has operations in more than 200 countries around the world. In these countries, the country works in collaboration with more than three hundred bottling partners. Coca Cola manufactures various products. The products include, among others, syrups, beverage bases, and concentrates. The manufactured products are then sold to the bottling companies (DATAMONITOR 2). The company has operations in El Salvador and Zambia. The bottling operations in El Salvador and Zambia are carried out by SABMiller. In both countries, Coca cola has very few employees. Majority of employees are drawn from the local population. The few employees shipped in by the company are mainly tasked with the responsibility of providing technical and marketing advice to the local operators (Market Watch 22). In spite of the fact that El Salvador is geographically small, it is an important market for Coca Cola products in the region. On the other hand, Zambia medium sized as far as physical boundaries are concerned. As a result of this, Zambia is one of the top twenty markets for Coca Cola products in Africa (Sherelle 39). It is a fact beyond doubt that competition is stiff in the two markets. However, Coca Cola has countered this by developing an elaborate business policy. Coca Cola Company’s business policy is aimed at promoting continual growth in El Salvador and Zambia. Coca Cola Company controls the largest market share in both countries compared to the competitors. For instance, in the category of sparkling beverages, Coca Cola accounts for 51% of the market share in El Salvador and 73% in Zambia (Dibadj and Powers 111). In 2009, the profits of Coca Cola in Zambia declined significantly. The decline was attributed to the company’s heavy investment in manufacturing glass bottles. The cost of manufacturing the bottles was very high as a result of decreased supply. The revenues generated by the company from its operations in El Salvador have recorded a consistent positive growth in the past five years. It is a fact that the prices of the company’s products in El Salvador are significantly lower compared to those in Zambia. However, the company has managed to increase the revenues in this country by increasing the sales volumes (Madhavan 35). Coca Cola’s Business Policy in Zambia and El Salvador: Macroeconomics Job Creation As already indicated earlier in this paper, the number of individuals employed directly by Coca cola and SABMiller in these countries is very small. However, the value chain resulting from the operations of the two companies in the two countries employs a large number of people. For example, it is estimated that more than 3,810 jobs are created by the value chain in Zambia. The implication here is that one direct job from the Coca Cola-SABMiller value s ystem generates 10 other jobs in the Zambian economy. The value chain is responsible for more than 4,300 formal jobs in El Salvador, which translates to more than 1% of all formal jobs in the country. The implication here is that for every direct job created by the Coca Cola- SABMiller value system, there are three formal jobs created in the El Salvador economy. Most of the formal jobs linked to the Coca Cola- SABMiller value chain in the two countries are created in sales, distribution, bottling, and non- farm supplies’ sectors. In addition to the formal jobs, the value chain in the two countries has created a significant number of informal jobs. The informal jobs are found in the retailing of products and harvesting of sugar cane sectors. The value chain system has created more than 65,000 retail outlets in El Salvador and more than 26,000 retail outlets in Zambia (Nevin 44). Revenue Distribution The revenue generated from the sale of products manufactured by this company i s shared among all the partners in the value chain. In El Salvador, each 12 ounce bottle is sold at 4.25 USD. In 2010, the cost of a bottle was 62% of the selling price. The recommended price of the same bottle in Zambia is 5.04 USD. In 2010, the cost of one bottle was 76% of the selling price. Each value chain partner receives a profit that is pegged on sales volume and the cost structure. In 2009, the sugar farmer in El Salvador received 2.2% of the profits. The retailer and the distributor in the country received 35.5% and 56% of the profits respectively. There are variations in cost structures and the types of business conducted by the company in the two countries. As a result of this, revenue distribution in the two countries is significantly different (Sellers 141). Tax Contributions The revenue realized by the government in the two countries as a result of taxes imposed on the two companies varies. The revenue largely depends on the taxation systems adopted by specific countr ies. The total revenue in terms of taxes collected by the government in El Salvador from the operations of the two companies is significant. In the past five years, the government has collected approximately 51 million USD from the two companies in terms of taxes. In Zambia, the system’s tax contribution in the past five years is approximately 53.5 USD (Walsh and Dowding 109). Sourcing suppliers The Coca Cola-SABMiller value chain extends beyond the borders of the two countries. In 2010, the total amount that was spent on procurement in Zambia was 26 million USD. Seventy five percent of the amount was used in purchasing inputs from the region or from other countries in the world. In El Salvador, 73 million USD was used to procure inputs. Sixty four percent of the money was used in buying inputs from other countries in the world. Supplies are mainly sourced from Central America in the case of El Salvador and from South Africa in the case of Zambia. In attempts to spur the grow th of the local economies, SABMiller and Coca Cola endeavor to source supplies locally in both countries. However, most countries in the developing world are not in a position to provide most of the inputs required for the smooth running of the two companies. One explanation for this is the limited capacity of industries in these economies. The main factors taken into consideration by the two companies when purchasing supplies are quality, availability, and price. In many cases, local suppliers lack the technical ability and capacity to meet the system’s demand. In addition, the business policies adopted by SABMiller and Coca Cola with regard to environmental and labor standards are quite stringent. As a result, most companies in the developing economies lose the opportunity to partner with Coca Cola (Madhavan 45). Livelihoods Informal and Formal Sectors Just like in most other developing nations, the jobs created by the Coca Cola- SABMiller value chain in El Salvador and Zam bia are mainly in the informal sector as opposed in the formal sector. In Zambia, the informal sector accounts for about 90% of the nation’s economy. In El Salvador, the informal sector is responsible for more than 60% of the economy. Informal workers toil in the sugarcane fields, as well as in distribution and retailing channels. Although the jobs in the two countries are not regulated, they are important for the survival of the poor in the two nations. The livelihood and job security of workers in the two nations depend on whether they are formally or informally employed. The individuals working in the formal sector are entitled to social welfare. In addition, they can effectively negotiate with the employer. In contrast, their counterparts in the informal sector lack such rights. The individuals engaged in the informal sector are forced to endure unpleasant working conditions. The lack social security and are disproportionately affected by fluctuations in the market. Most people lack the opportunity to engage in formal work. As a result, they have no option but to stick to the informal sector (Regassa and Corradino 107). Benefits, Living Wages, and Minimum Wages In El Salvador, the employees receiving the highest pay in the Coca Cola- SABMiller system are in formal employment. The employees include those engaged in the sugar mills, bottling company, and distribution outlets. The purchasing power of the formal employees is very high compared to that of the informal employees. In addition, those who own retail shops have a higher income than those working in the sugarcane fields. The income of the latter is slightly above the minimum wage. In Zambia, formal employees in the Coca Cola-SABMiller system receive salaries that are above the average wage set in the country. The employees of Zambia Breweries receive the very high salaries compared to the rest (Sherelle 39). Capacity Building and Training Both companies have invested heavily in efforts to impr ove the capacity, skills, and knowledge of business partners in the value chain. The efforts include, among others, providing sugar producers with credit programs and technical assistance. For instance, SABMiller, under Industrias La Constancia (ILC), invested 800,000 USD in the training of workers in 2011 alone. The objective of this investment was to improve the capacity of the employees, as well as help them to advance their careers. On the other hand, Zambia Breweries spends about 95,000 USD each year to train employees. Zambia Breweries’ sales representatives are encouraged to mentor retailers and assist them gain skills necessary for business development (Raman 112). Empowerment According to Nevin (47), it is hard to quantify empowerment. However, it is one of the most important aspects of corporations investing in developing and transitional economies. Nevin (47) notes that empowerment among employees is evaluated by the degree to which they are capable of coming toget her to make collective bargains. In addition, empowerment among employees is determined by their effectiveness in using channels of communication to receive audience. Empowering employees in the developing world is very important. It ensures that they benefit from economic growth brought about by increased investment. When people are empowered, they become assets to the company. They protect the business against potential conflicts and emerging tensions. In addition, they provide the company with insights that help in product innovation and in improving production processes (Dibadj and Powers 134). Workers in the Informal Sector The capacity of employees in the informal sector to come together and agitate for the changes they need in practices and policies is very limited. The limited capacity is observed among independent retailers, distributors, and sugarcane harvesters in the Coca Cola-SABMiller value chain. The individuals in these sectors are incapable of organizing themselves. In most cases, they are incapable of influencing business policies in the company or in the government. In Zambia, the National Association of Marketers is charged with the responsibility of communicating with the relevant stakeholders on such issues as marketplace amenities, local authorities’ fees, and licensing. However, the number of informal employees joining this organization is very small (Sherelle 41). Price Negotiations In most cases, sugar producers are incapable of determining the price of the commodity. Regulatory restrictions, such as quotas, make it very difficult to include farmers in price negotiations. The difficulty is observed in both El Salvador and Zambia. Despite the fact that the costs of inputs increase on a regular basis, the farmers are not in a position to negotiate with the millers. In both countries, there are organizations representing the interests of producers. However, small-scale producers remain unrepresented (Sellers 140). Stability and Se curity Sugarcane Harvesting Harvesting sugarcane is a very rigorous process. Laborers working in the fields have suffered from such injuries as poisoning and burns. Poor wages and lack of access to basic amenities and medical services are cited as some of the main factors exposing workers to such dangers (Walsh and Dowding 110). Crime The level of crime in El Salvador has remained very high since the civil war. Partners in the Coca Cola-SABMiller value chain, including distributors, suppliers, and sugarcane producers, report cases of vandalism, extortion, and muggings on a regular basis. For example, the area within which ILC is located is regarded as a crime zone. Consequently, the company has put in place round-the-clock security programs to enhance the safety of the members of staff. Additionally, ILC came up with a program to train young men who were involved in crime in the past. They are trained on how they can start small businesses to improve their life. Leaders in Nejapa, w here ILC is located, have pointed out that poverty is the main reason why rate of crime is very high in the town. Owners of distribution businesses are afraid of expanding their businesses because of the high levels of organized crime (Regassa and Corradino 109). Dangerous Roads The condition of the roads in Zambia is quite poor. The poor conditions of the roads are a threat to the safety of truck drivers, who work for long hours (Sherelle 42). Women Participation and Gender Diversity Coca Cola and SABMiller promote the participation of women and minorities in the labor market in both countries. In the developing world, women are disadvantaged, especially with respect to access to healthcare, employment, and education. They are denied basic rights because of culturally-determined gender roles in the community. Their opinion does not count in the decision making process, and they are especially prone to violence (Market Watch 23). Women and SABMiller In both countries, formal jobs ar e largely dominated by men compared to women. The company has a strong policy that discourages discrimination on the basis of gender. However, most of the work in the bottling company requires physical strength. As a result, it is considered as a man’s job. In addition, insecurity has contributed to the underrepresentation of women in the value chain. The entire Coca Cola-SABMiller value chain is dominated by male workers. There are various factors responsible for this underrepresentation, including insecurity (Mexico Food 73). Women in Distribution In most cases, women work together with their husbands in retail and distribution outlets. The number of female business owners in the two countries is very small. For instance, the two largest distribution outlets in Zambia are owned by couples. Stanford (54) notes that women in Zambia are concerned about gender discrimination with regard to access to business growth and career advancement opportunities. Distribution in both coun tries is characterized by insecurities, which discourage women from owning such businesses. In both countries, a significant number of women own and operate small retail outlets. Most outlets are close to their homes. As a result, they work and take care of their families at the same time. Seventy six percent of retail outlet owners in El Salvador are women. In Zambia, 35% of the outlets are either owned or managed by a woman. Zambia Breweries and ILC train small scale retailers. However, women retailers in Zambia face various challenges accessing credit services. As a result, their capacity to grow is very limited. In El Salvador, the situation is significantly different from Zambia. Most of the women interviewed in one study pointed out that they accessed credit facilities with the same ease as male retailers (Regassa and Corradino 107). Sustainability and the Environment Both companies have demonstrated their commitment to environmental and social sustainability. Both of them hav e elaborate corporate social responsibility (CSR) systems. They are independently evaluated each year (DATAMONITOR 8). Depending on their supply chain and business operations, multinationals determine access to quality water among members of the community. Companies operating in close proximity to local communities give back to the society by sponsoring clean water initiatives and ensuring that they treat their wastewater. In this regard, businesses should ensure that their operations do not interfere with the ability of the locals to access quality water. Coca Cola Company and SABMiller are registered members of CEO Water Mandate (CWM). According to the stipulations of CWM, member companies are committed to strengthening water sustainability practices and policies (Market Watch 25). In July 2010, the United Nations General Assembly pointed out that human beings have a right to clean water. The Assembly encouraged countries and multinationals to transfer technology, build capacity, and provide necessary resources to third world countries to assist them provide affordable, safe, accessible, and clean drinking water to their populations. During the convention, The Assembly averred that 900 million people in the world lacked access to clean and safe water (Walsh and Dowding 113). Just like in the developed world, the agricultural sector consumes more water in third world countries compared to other sectors. Water is the major component of the products manufactured by Coca cola. In addition, water is used as a coolant for machines. Other areas where water is used include in washing facilities and in the manufacturing processes. The value chain significantly affects the farms in the third world. In Zambia, farmers use a lot of water to wash sugarcane after harvesting. However, the use of water during harvesting in El Salvador is less compared to Zambia. The major reason for this is that it is usually wet during harvesting in El Salvador (Dibadj and Powers 145). Coc a Cola is a registered member of Bonsucro, which was established to limit the negative impacts of sugarcane farming and processing. As a member of this organization, Coca Cola encourages sugarcane producers to use environment-friendly practices, such as drip irrigation. The reduction of negative effects on the environment effects is appraised by independent evaluators. Currently, Coca Cola is working with producers in Zambia and in El Salvador to design pilot projects that will benefit the environment and the producers (Nevin 45). In the two countries, the Coca Cola-SABMiller value chain system is located close to sources of water. The same water is used in other industrial, agricultural, and domestic processes. The main issue in Zambia is access to water. On the other hand, the main issue in El Salvador is availability of water. Managers in the bottling plants engage members of the community by showing them how to use water to benefit everyone. In addition, they train them on how t o use water with minimal negative effects on the environment. Zambia Breweries and ILC observe the requirements of the water stewardship committee in Coca cola (Raman 103). SABMiller ‘Water Dialogues’ One of the major plants operated by Zambia Breweries is located near residential areas. The plant supplies clean water to the residents of two nearby towns. Residents of another town use water from an adjacent spring, which is also used by the plant. The plant has provided the community with several standpipes of clean water for free. In exchange, the community protects the plant’s pipes from vandals. One of the major plants operated by ILC, as well as residents of the surrounding community, uses water from the San Antonio River. ILC is treats all wastewater before it is discharging into the river, but other industries in the area do not. For some time, the community assumed that ILC was among the industries releasing untreated water into the river. ILC, together wi th the local authority, informed the community that wastewater from the plant was treated. The company entered into discussions with the community on what should be done to deal with the pollution caused by the other industries. The other industries have started treating their waste water. They are now working together with members of the community to conserve the environment (Raman 110). Packaging and Recycling Landfill waste is one of the most challenging waste management issues in the developing world. Contaminants from the landfills leak and contaminate groundwater, endangering the health of members of the surrounding communities. SABMiller has initiated a recycling program in both countries. 70% of all Coca Cola products in Zambia are sold in returnable bottles, with the rest sold either in plastic bottles or in aluminum cans. The use of returnable bottles is eco-friendly because they are returned to the company, washed, and reused. Coca Cola and SABMiller had proposed a progra m to recycle aluminum cans and plastic bottles. However, due to the limitations of the Zambian recycling industries, the program has not taken off. In El Salvador, 52% of the products are sold in plastic bottles, 35% in returnable bottles, and 9% in cans. The recycling plants operated by ILC are very efficient, but they were adversely affected by the economic recession. As a result, some of them closed down (Sellers 144). Products and Marketing Beverage companies are tasked with the responsibility of making sure their products are safe for consumption. The companies should realize that some people in the society may be negatively affected by their products. In the developing world, these companies should ensure that their message is presented in a way understandable to consumers (DATAMONITOR 7). Product Portfolio The company’s product portfolio in the two countries is fairly limited. Most people in the countries consume sparkling beverages. Sales of juice in El Salvador have continued to rise in the past two years. The company has more than 500 brands and more than 3,300 products (Market Watch 25). Consumer Perceptions and Marketing Coca Cola has spent over 5 million USD in marketing its products in El Salvador. The brand is associated with success and inspiration in the two countries. The products are integral parts of family and cultural celebrations. Fanta is the most popular product among children in the two countries. The business policy adopted by Coca Cola includes a Global Responsible Marketing Policy (GRMP). The policy discourages the marketing of the company’s products to children aged less than twelve years (DATAMONITOR 9). Nutritional Labeling Under GRMP, Coca Cola committed to display nutritional labels on all its products by the end of 2010. The products sold in returnable bottles in both countries did not have the labels as of 2009. The company is reluctant to provide such information on returnable bottles because it will force it to replace all bottles that are currently in circulation. In 2011, the company established a telephone number that consumers could call and get such information. Consumers in both countries point out that they do not comprehend the information on the cans and plastic bottles. In addition, they do not think that the company should provide such information on returnable bottles (Madhavan 41). Under GRMP, the company commits to measure and monitor the degree to which the policy is adhered to. In addition, it has come up with a Review Process to make sure that the policy is fully implemented. The findings made are documented in the CSR report at the end of every year. The International Food and Beverage Alliance conducted an independent audit and found that Coca Cola had complied with the provisions of GRMP. The level of compliance was more than 96% for television adverts and 100% for print and online adverts (Company Spotlight, 24-26). Conclusion Coca Cola operates in more than 200 cou ntries in the world. In most of its operations in the developing nations, the company has streamlined its value chain to ensure it remains profitable. In addition, streamlining the value chain helps in protecting the environment, improving welfare of the employees, and improving the quality of products. The company has achieved this through a diverse business policy. The policy addresses the role of the company in the countries’ macroeconomics, livelihood of employees, worker empowerment, job security, participation of women in the labor market, marketing of products, and protection of environment. DATAMONITOR. â€Å"The Coca-Cola Company: Coca-Cola Company SWOT Analysis.† DATAMONITOR 20 June 2011: 1-9. Print. Dibadj, Ali, and Steve Powers. U.S. Beverages Snacks: Opportunity Outweighs Risk. Black Book 2.3 (2011): 13-24. Madhavan, Ananya. CSR at Coca-Cola. Vikalpa: The Journal for Decision Makers 37.2 (2012): 34-51. Market Watch. Company Spotlight: The Coca-Cola Compa ny. Marketwatch Drinks 4.8 (2012): 22-28. Print. Mexico Food. Drink. Mexico Food Drink Report 1.1 (2012): 71-85. Print. Nevin, Tom. Coca-Cola: 125 Years of Making Friends. African Business 381 (2011): 44-45. Raman, Ravi. Community–Coca-Cola Interface: Political-Anthropological Concerns on Corporate Social Responsibility. Social Analysis 51.3 (2012): 103-120. Regassa, Hailu, and Laurie Corradino. Determining the Value of the Coca Cola Company A Case Analysis. Journal of The International Academy For Case Studies 17.7 (2011): 105-110. Sellers, Patricia. The New Coke. Fortune 165.7 (2012): 138-144. Sherelle, Jacobs. Major Brands in Africa. African Business 389 (2012): 38-42. Stanford, Duane. Cokes Last Round. Bloomberg Businessweek 4202 (2010): 54-61. Walsh, Heather, and Timothy Dowding. Sustainability and the Coca-Cola Company: The Global Water Crisis and Coca-Colas Business Case for Water Stewardship. International Journal Of Business Insights Transformation 4.5 (2012): 106 -118.

Free Essays on Management And Leadership

The experience during the (name of course) at (name of College) has given me a broader view on managment. With the vast amount of material given to me in class with prior modules, I ¹ve increased my understanding of an effective management. One ¹s skill in management requires constant practice. Mangers who grow too complacement or too lazy to continue practicing will eventually find their carrer in decay. In this paper, I will present my concept of an ideal managment environment. Good management is practiced in many forms and in a great diversity of business situations. There are basic principles of how to manage, but they would be applied differently in different situations. In an effective organization led by good managers, there is a clear set of strategic objectives I consider skill essential in an effective management: â‚ ¬ Communication â‚ ¬ Motivation â‚ ¬ Listening â‚ ¬ Teamwork â‚ ¬ Interpersonal Skill â‚ ¬ Goals After I explain the six essential skills in an effective management, I will state my own style/preferences in management and explain how I ¹ll try to incorporate them into my effective management views. There are many more concepts I have learned about effective management but I will focus on what areas I believe can relate to my needs in my organization. It is worthy to note that a successful organization have managers who have a great deal of flexibility in establishing a workable leadership style. Successful managers, in addition, realize that times, tasks, and circumstances change on a daily basis. Communication Nothing could be easier than failing to communicate. For many years, managers think they can belittle their employees with the  ³I ¹m the boss, get to work ² attitude. It is different today in most places. More poeople are beginning to understand how important good comunication really is. Communicating well is something every one of us does everday in our lives... Free Essays on Management And Leadership Free Essays on Management And Leadership The experience during the (name of course) at (name of College) has given me a broader view on managment. With the vast amount of material given to me in class with prior modules, I ¹ve increased my understanding of an effective management. One ¹s skill in management requires constant practice. Mangers who grow too complacement or too lazy to continue practicing will eventually find their carrer in decay. In this paper, I will present my concept of an ideal managment environment. Good management is practiced in many forms and in a great diversity of business situations. There are basic principles of how to manage, but they would be applied differently in different situations. In an effective organization led by good managers, there is a clear set of strategic objectives I consider skill essential in an effective management: â‚ ¬ Communication â‚ ¬ Motivation â‚ ¬ Listening â‚ ¬ Teamwork â‚ ¬ Interpersonal Skill â‚ ¬ Goals After I explain the six essential skills in an effective management, I will state my own style/preferences in management and explain how I ¹ll try to incorporate them into my effective management views. There are many more concepts I have learned about effective management but I will focus on what areas I believe can relate to my needs in my organization. It is worthy to note that a successful organization have managers who have a great deal of flexibility in establishing a workable leadership style. Successful managers, in addition, realize that times, tasks, and circumstances change on a daily basis. Communication Nothing could be easier than failing to communicate. For many years, managers think they can belittle their employees with the  ³I ¹m the boss, get to work ² attitude. It is different today in most places. More poeople are beginning to understand how important good comunication really is. Communicating well is something every one of us does everday in our lives...