Business Insight_LGT

Vim's Innovative Services & Solutions can help LEG-Telecoms get out of his poison and attain second position In the future or gain bigger market share. 2. Client Name: LEG Telecoms LEG Telecoms Co. Ltd. Provides mobile telecommunications products and services primarily in Korea. The company offers wireless Internet service, ex-l, which provides a range of content, email, character/melody downloads, games, stock trading/banking, entertainment, shopping/reservations, and traffic information/location-based service.Further, the company provides mobile telecommunication network technology, including network design, setup, optimization, and operation, as well as consulting for data services related to WAP-based wireless Internet service infrastructure setup, JAVA/JOINS-enabled handset solutions, and multimedia application technology. As of September 30, 2004, It had 6 million subscribers. LEG Telecoms was founded In 1996 and is headquartered in Seoul The smallest of Koreans three mobile ca rriers is the beneficiary of a government policy to support smaller operators.A unit of LEG Group, the country's second-largest conglomerate, LEG Telecoms increased its customers by 26% in 2004, when the overspent introduced number portability, which allows subscribers to keep their phone number when changing service providers. LEG, the weakest of the three local mobile players, is the only one upgraded to G networks on Just last year. To make up for the disadvantage, It's forging alliances with banks and brokerage houses to offer mobile financial services.LEG uses Its partnership with banks to expand Its retail presence: It sells phones and signs up new subscribers at 2,800 bank branches in addition to its 580 storefronts. It sold well 3. The Industry There are three mobile service companies in Korea market. SKY Telecoms is top reformer, gaining over 50% market share in this matured market. And the rev. Size is also outstanding. On the one hand, LEG Telecoms is 3rd position in busi ness volume and market share as well. Figure 1: Business Performance in 2006 But notable things are that Net-income of LEG Telecoms is far bigger than KIT and specially growth rate of rev. As best performer in last year. And also market share was slightly increased. So I expect very though competition for 2nd position between two companies will be sustained for a while. Figure 2: By mobile phone subscribers Source: Never Financial Reports Figure 3: Hot competition for industry players . Comparative Analysis Marketing Analysis: Market Segmentation Three telecoms companies have made Korea huge market for mobile services during several years with advanced services. The service providers have already enjoyed selling mobile services for the last several years.But they're faced with the limitation of growth in local market because almost people already are subscribers of mobile service now. So they compete with others for having the customers of competitors change their current service pr ovider. However, 36 mobile service which was introduced from a couple of years ago will be a big and important chance for their equines growth. Some people already are using 36 mobile service and more people will change our mobile service from current 26 to 36 in the near future. And at this point, many people will consider about changing their service provider according to price condition and service quality.Bigger mobile carriers SKY Telecoms and KIT embarked on 36 services midway through the year before last and expanded their and SKY Telecoms has drawn half a million over the past year but LEG Telecoms has jumped onto the bandwagon of 36 mobile services on June last year. So LEG telecoms has some risk for this business as late player. On the other hand, the biggest player, SKY Telecoms is focusing on oversea expansion of their business now and they already made good business results from china and several Asia countries. But the rest two players don't seem to have enough readine ss for oversea business.So LEG telecoms have to focus on attacking local 36 mobile market with value added service and competitive price. And that will be the most important factor for gaining 2nd position For this, they need to adopt advanced infra such as IP voicing and cost effective IT infra as well. Financial Analysis: Table 1: Key Profitability Ratios Source: Never Financial Reports (PEPS:won,) Figure 5 : ROAR Trend LEG Telecoms profitability factors, especially last two year's ROAR shows better performance than competitor KIT and sound growth rate but the gap to SST is still shown. So LEG Telecoms should make an effort for better ROAR.Better ROAR can help them in making continuous price competitiveness for G mobile service. For better For better ROAR, They should focus on cost reduction through current IT infra optimization and etc. And also cost-effective investment will be very important on NW infra improvement which is necessary for successful G mobile service business. 5. Sales Proposal: The IBM solutions To secure competitive service price through cost reduction and better service quality through NW infra improvement will be the most important factors for success of G solution for it. Network development and Management solution 1 .ONION/ANA C.V. -IBM Network infrastructure / Application Optimization Consulting – Strategy : Present efficient way for improvement and To-be model of current NW Infra through detail and accurate end to end analysis by IBM NW consultants. – Benefit : Customer can know the priority of investment for NW infra improvement and Through that, they will be able to purchase NW equipment and implementation revive with cost-effective. 2. Network Transformation service for IP network development – That can help to transform your network to a converged, IP-based network while supporting your unique business strategies.These solutions can help you enhance control over key components of your network operations, and help secure your network infrastructure and simplify customer, partner and supplier interactions for better G service quality Cost reduction solution 1. Information Lifestyle management for Infra Optimization – Strategy : Telecoms companies have huge data and data size will grow more rapidly with contents for G bile service in near the future. So one of the largest portion of IT infra budget would be storage related cost. So one of the most efficient way for cost reduction will be storage optimization through data rationalization. Benefit : IBM service has a plenty experience and well-defined methodology and various SW and HAW for ELM consulting and implementation. We can cover unstructured data like image, voice and data base as well. I'm sure Storage Infra TCO of LEG Telecoms will be reduced sharply through tiered storage based archiving or remove of old and unused data. Also optimization of DB size will help for better performance of application so LEG- Telecoms won't nee d to buy a lot of high-end servers like now. That is also cost reduction factor. 6.Prospects for the Client LEG Telecoms is still the smallest player among three major players in mobile service market. But they has shown good result with sound business growth and met their objective during last several years with their creative market strategy. But for gaining bigger market-share and 2nd position, they need to prepare more attractive service price and good quality service, especially, that will be more important under new G market. Effort for cost reduction and, aggressive but cost-effective invest for NW infra improvement will be able to make his position better. . Conclusion and Making Changes to the Sales Approach solution on the basis of IT market analysis and CIO interview. And also business plan and deal closing strategy has been focused on customer's IT strategy. But through this class, I could improve financial analysis skill and learn about approach based on analysis of cus tomer's overall business pain point. The theoretical methodology for company analysis through case-study will be very helpful for our business activities even if that's short lecture.

Starbucks Customer Satisfaction

There are numerous factors that paved the way for Starbucks’ success during the early nineties. I believe that one of their strengths was good knowledge of who their potential customers were and how to please them with their profile, assortment and services. One also has to take notice of their clear vision of becoming America’s third place, this tells me that they’ve had an aggressive vision from the start. And of course they’ve matched this with their strategy, from 1992-2002 the company opened about 3500 stores all across America.This gives the company a yearly growth rate of around 350 stores, an impressive number. They also licensed out another 1500 stores. This allowed them to become a household name for the regular American, and the strong brand name was created with all the advantages that comes along with it. They enjoyed plenty of first-mover advantages. All this was financed by boldly taking the company public, despite doubts from most analysts regarding the company concept. And who was the power behind this decision, if not Howard Schulz?Responsible for much of the success, Howard Schulz and his team have proven that their aggressive strategy’s have been key in the success of the company. In other words the management is a big contributor. I’d also like to bring up the human capital of the company, or as the employees are called, the company â€Å"partners†. Since the Starbucks concept of creating an experience for the customer goes hand in hand with partner satisfaction, management have been quite generous to their employees. They’ve for instance provided them with health insurance and stock options.For Starbucks it is key to create long lasting relationships with customers (these customers have proven to be very profitable for the company), demanding good relationships between baristas and customers. Keeping a low employee turnover rate both with baristas and managers has definitely contribut ed to the company’s success. The live coffee mantra meant, in short, that the company wants to create life surrounding the coffee drinking experience. To create a space outside of the office and the own home where people could drink coffee and enjoy themselves, was something very appealing to consumers, a refuge from the routine of their day.They created value around the consumption of coffee. The main brand image that was created was a premium coffee bean and coffee beverage brand but it’s not the total brand image. They also added attributes of the company to this image such as â€Å"customer intimacy†, â€Å"great ambience† and â€Å"highest quality coffee in the world†. These attributes are all derived from the three main components of the branding strategy: coffee, service and atmosphere. Together this was the brand image of Starbucks created during the period. 2.The reasons because the customer satisfaction scores are down could, in my view, be linked to the fact that the typical Starbucks customer has changed because the customer base has expanded. Their perceptions of the brand are different and because the company really doesn’t know who the typical customer is at the moment, they can’t cater to them as well as they could before. There are examples of this change for instance in the case of stores in southern California where they now have huge numbers of (sometimes lower educated) Hispanic customers instead of the affluent, well-educated white collar 24-44 aged white men and women (mostly women).In exhibit 10 we see that on the scale of what attributes the customers find most important in order to be satisfied, that places 3-7 all are based on one staff members performance that single time. What I mean by this is that the performance level of this will vary from customer to customer and because of that you need a bigger base for the survey than the â€Å"customer snapshot†. This means that itâ⠂¬â„¢s not sufficient in correctly measuring the true customer satisfaction.But seeing as this method, supposedly, has been kept constant all the time we can overlook that for a second and see that there has been a decline using the same system of measurement. I then contribute that change to the changing customer, as I wrote in the paragraph above. 3. Starbucks’ main difference between the periods is its size. With the change in size a lot of different attributes naturally follow, some of which are a bit contradictory to the goals Starbucks set out to achieve back in the day.The main concept of creating value for the coffee drinker still exists but they now struggle to keep up their customer intimacy. This is even more enhanced by the perception that Starbucks is simply a money hungry company only interested in revenues and further growth. The product sales also vary between the periods, the coffee connoisseur that bought a lot of coffee beans has been somewhat replaced by t he on-the-go customer who just wants the beverage. We also mentioned before that the customer has changed in North America, but even more important, Starbucks have grown internationally with over 1300 stores in total.Both nationally and internationally service innovations have taken place, examples of this are the SVC’s and the wireless internet service. 4. The frequent and loyal customer is the most profitable for Starbucks. Exhibit 8 shows us in quite a clear way that customers with a history of Starbucks purchases that go back 5 years or more, tend to shop 4 more cups of coffee than the average customer that visited Starbucks for the first time last year. In exhibit 9 we’re also shown the clear correlation between customer satisfaction, purchase size and customer life span.The satisfied customer has more visits/month, spends more money each time and stays as a customer of Starbucks for more years than the unsatisfied. So the highly satisfied customer is vital to the business and is always what management strive to acquire. I strongly think Starbucks have shown this strive in a number of ways to keep customers satisfied. First of all a regular customers likes to recognize the salesperson and if this person recognizes them and remembers their drink this is a quality sign for the company. Starbucks are clearly aware of this since they have a lot of â€Å"soft skills† training for new employees.They teach them how to interact and create a lasting bond with the customer. Something that’s of course also key in keeping up this relationship is a low employee turnover, something I mentioned before that they are excellent in doing. Secondly the customers come for the product, this is an area Starbucks still enjoy a great lead in comparison to competitors and they also add another product every season in order to keep the assortment wide and interesting for customers. And lastly the customers need to enjoy a great ambience while at the stor e and be served quickly.This is something that’s always measured and they try to maintain a great ambience and in regards to the quick service this is something we’re considering in the last question on how to improve. 5. The main goals would be to reduce service time and get closer to the customer by allowing each store to add 20 more hours of labor per week. It is also a way for the company to express their commitment to their customers (lose their image of greed) and show them that despite a loss of short term profit they are willing to sacrifice that in order to keep customer satisfaction high.Would this investment increase customer intimacy, is it even possible for a mega-brand to have customer intimacy? With more time it is obvious that the closeness would improve. A combination of more time for the barista and less waiting time for the customer would result in more time to practice soft skills and build up a rapport with the customer for the barista. The custome r would of course build a relationship with the particular barista and a bond would be created that would make the coming visits feel more intimate.To some extent it is possible, since the intimacy mainly is based on the staff and their rapport with customers as I previously stated. But then again it is a faceless organization, they can’t really see and talk to the leaders and internationally not many customer know of Howard Schulz for instance. It’s also quite easy for the customer to feel less important if they’re just one of 20 million served which is the case here. Would this investment yield long term profits for Starbucks? Would it be worth the $40 million? 0 million unique customers are served every day at Starbucks, 21% of those (4. 2 million) are customers with 8 or more visits every month. A staggering 42 % (8. 4 million) only visit 1-2 times per month. These numbers could be related to those shown in exhibit 9, 21 % of customer show the pattern of hig hly satisfied customers and 42 % show similarity’s to unsatisfied customers. Exhibit 10 tells us that fast service, friendly staff and being treated as a valuable customer are considered highly important factors for customers to be satisfied.All of these factors would most likely be directly affected by the investment in a positive way. If we only turned one unsatisfied customer into a highly satisfied customer this would result in an increased turnover of $247,494 ((7,2*4,42*8,3)-(3,9*3,88*1,1)). We would have to convert roughly 160. 000 customers using this calculation and over a course of 8,3 years the investment would pay off financially. But in regards to spillover effects such as brand reputation and new business generated by this I believe the number would be even smaller, so definitely I would suggest that they do this.

Biography of General Dwight D. Eisenhower

Dwight David Eisenhower (October 14, 1890–March 28, 1969) was a decorated war hero, having participated in two World Wars, holding many titles. After retiring from active duty, he entered politics and served as president of the United States from 1953–1961. Fast Facts: Dwight D. Eisenhower Known For: General of the Army in World War II, U.S. President from 1953–1961Born: October 14, 1890 in Denison, TexasParents: David Jacob and Ida Stover EisenhowerDied: March 28, 1969 in Gettysburg, PennsylvaniaEducation: Abilene High School, West Point Naval Academy (1911–1915), Command and General Staff College at Fort Leavenworth, Kansas (1925–1926)Spouse: Marie Mamie Geneva Doud (m. July 1, 1916)Children: Doud Dwight (1917–1921) and John Sheldon Doud Eisenhower (1922–2013) Early Life Dwight David Eisenhower was the third son of David Jacob and Ida Stover Eisenhower. Moving to Abilene, Kansas in 1892, Eisenhower spent his childhood in the town and later attended Abilene High School. Graduating in 1909, he worked locally for two years to aid in paying his older brothers college tuition. In 1911, Eisenhower took and passed the admission exam for the U.S. Naval Academy but was turned down due to being too old. Turning to West Point, he succeeded in gaining an appointment with the aid of Senator Joseph L. Bristow. Though his parents were pacifists, they supported his choice as it would give him a good education. West Point Though born David Dwight, Eisenhower had gone by his middle name for most of his life. Arriving at West Point in 1911, he officially changed his name to Dwight David. A member of a star-studded class that would ultimately produce 59 generals, including Omar Bradley, Eisenhower was a solid student and graduated 61st in a class of 164. While at the academy, he also proved a gifted athlete until having his career cut short by a knee injury. Completing his education, Eisenhower graduated in 1915 and was assigned to the infantry. Eisenhower married Marie Mamie Geneva Doud on July 1, 1916. They had two sons, Doud Dwight (1917–1921), who died of scarlet fever as a child, and the historian and ambassador John Sheldon Doud Eisenhower (1922–2013).   World War I Moving through postings in Texas and Georgia, Eisenhower showed skills as an administrator and trainer. With the American entry into World War I in April 1917, he was retained in the United States and assigned to the new tank corps. Posted to Gettysburg, Pennsylvania, Eisenhower spent the war training tank crews for service on the Western Front. Though he reached the temporary rank of lieutenant colonel, he reverted to the rank of captain following the wars end in 1918. Ordered to Fort Meade, Maryland, Eisenhower continued to work in armor and conversed on the topic with Captain George S. Patton. Interwar Years In 1922, with the rank of major, Eisenhower was assigned to the Panama Canal Zone to serve as executive officer to Brigadier General Fox Connor. Recognizing his XOs abilities, Connor took a personal interest in Eisenhowers military education and devised an advanced course of study. In 1925, he assisted Eisenhower in securing admission to the Command and General Staff College at Fort Leavenworth, Kansas. Graduating first in his class a year later, Eisenhower was posted as a battalion commander at Fort Benning, Georgia. After a short assignment with the American Battle Monuments Commission, under General John J. Pershing, he returned to Washington, D.C. as executive officer to Assistant Secretary of War General George Mosely. Known as an excellent staff officer, Eisenhower was selected as an aide by U.S. Army Chief of Staff General Douglas MacArthur. When MacArthurs term ended in 1935, Eisenhower followed his superior to the Philippines to serve as a military advisor to the Filipino government. Promoted to lieutenant colonel in 1936, Eisenhower began to clash with MacArthur on military and philosophical topics. Opening a rift that would last the remainder of their lives, the arguments led Eisenhower to return to Washington in 1939 and take a series of staff positions. In June 1941, he became chief of staff to 3rd Army commander Lieutenant General Walter Krueger and was promoted to brigadier general that September. World War II Begins With the U.S. entry into World War II after the attack on Pearl Harbor, Eisenhower was assigned to the General Staff in Washington where he devised war plans for defeating Germany and Japan. Becoming Chief of the War Plans Division, he was soon elevated to Assistant Chief of Staff overseeing the Operations Division under Chief of Staff General George C. Marshall. Though he had never led large formations in the field, Eisenhower soon impressed Marshall with his organizational and leadership skills. As a result, Marshall appointed him commander of the European Theater of Operations (ETOUSA) on June 24, 1942. This was soon followed by a promotion to lieutenant general. North Africa Based in London, Eisenhower soon was also made Supreme Allied Commander of the North African Theater of Operations (NATOUSA). In this role, he oversaw the Operation Torch landings in North Africa that November. As Allied troops drove Axis forces into Tunisia, Eisenhowers mandate was expanded east to include General Sir Bernard Montgomerys British 8th Army which had advanced west from Egypt. Promoted to general on February 11, 1943, he led the Tunisian Campaign to successful a conclusion that May. Remaining in the Mediterranean, Eisenhowers command was redesignated the Mediterranean Theater of Operations. Crossing to Sicily, he directed the invasion of the island in July 1943 before planning for landings in Italy. Return to Britain After landing in Italy in September 1943, Eisenhower guided the initial stages of the advance up the peninsula. In December, President Franklin D. Roosevelt, who was unwilling to allow Marshall to leave Washington, directed that Eisenhower be made Supreme Allied Commander of the Allied Expeditionary Force (SHAEF) which would place him in charge of the planned landings in France. Confirmed in this role in February 1944, Eisenhower oversaw operational control of Allied forces through SHAEF and administrative control of U.S. forces through ETOUSA. Headquartered in London, Eisenhowers post required extensive diplomatic and political skill as he endeavored to coordinate Allied efforts. Having gained experience in coping with challenging personalities while serving under MacArthur and commanding Patton and Montgomery in the Mediterranean, he was well-suited to dealing with difficult Allied leaders like Winston Churchill and Charles de Gaulle. Western Europe After extensive planning, Eisenhower moved forward with the invasion of Normandy (Operation Overlord) on June 6, 1944. Successful, his forces broke out of the beachhead  in July and began driving across France. Though he clashed with Churchill over strategy, such as the British-opposed Operation Dragoon landings in Southern France, Eisenhower worked to balance Allied initiatives and approved Montgomerys Operation Market-Garden in September. Pushing east in December, Eisenhowers biggest crisis of the campaign came with the opening of the Battle of the Bulge on Dec. 16. With German forces breaking through the Allied lines, Eisenhower quickly worked to seal the breach and contain the enemy advance. Over the next month, Allied troops halted the enemy and drove them back to their original lines with heavy losses. During the fighting, Eisenhower was promoted to General of the Army. Leading the final drives into Germany, Eisenhower coordinated with his Soviet counterpart, Marshal Georgy Zhukov and, at times, directly with Premier Joseph Stalin. Aware that Berlin would fall in the Soviet occupation zone after the war, Eisenhower halted Allied troops at the Elbe River rather than suffer heavy losses taking an  objective that would be lost after the end of fighting. With the surrender of Germany on May 8, 1945, Eisenhower was named Military Governor of the U.S. Occupation Zone. As governor, he worked to document Nazi atrocities, deal with food shortages, and aid refugees. Later Career Returning to the United States that fall, Eisenhower was greeted as a hero. Made Chief of Staff on Nov. 19, he replaced Marshall and remained in this post until Feb. 6, 1948. A key responsibility during his tenure was overseeing the rapid downsizing of the Army after the war. Departing in 1948, Eisenhower became president of Columbia University. While there, he worked to expand his political and economic knowledge, as well as wrote his memoir Crusade in Europe. In 1950, Eisenhower was recalled to be the Supreme Commander of the North Atlantic Treaty Organization. Serving until May 31, 1952, he retired from active duty and returned to Columbia. Entering politics, Eisenhower ran for president that fall with Richard Nixon as his running mate. Winning in a landslide, he defeated Adlai Stevenson. A moderate Republican, Eisenhowers eight years in the White House were marked by the end of the Korean War, efforts to contain Communism, construction of the instate highway system, nuclear deterrence, founding of NASA, and economic prosperity. Leaving office in 1961, Eisenhower retired to his farm in Gettysburg, Pennsylvania. He lived in Gettysburg with his wife, Mamie (m. 1916) until his death from heart failure on March 28, 1969. Following funeral services in Washington, Eisenhower was buried in Abilene, Kansas at the Eisenhower Presidential Library.

Analysis Of The Movie The Lottery By Shirley Jackson

Sereen Qader English 1301 Professor Lail April 27 2016 The Unlucky Winner â€Å"The Lottery† is a short story written by Shirley Jackson in late June of 1948. Jackson was born into a middle class family and her parents are Leslie Jackson, who was a stay at home housewife, and Geraldine Jackson, who was an employee of a lithographing company. Jackson loved to write in her early years, as a child she would always write poems and always kept a journal. Although Jackson spent her first few years in California, around her teenage years her family moved to Rochester, New York. Jackson attended the University of Rochester after she graduated from high school for a short period of time, but then later on dropped out after suffering from mental depression that she had and that was to recur periodically throughout her life, Jackson left school to concentrate primarily on writing. However, later on receiving her bachelor s degree at Syracuse University and began working at Syracuse University for the school newspaper, and that is where she met her husband, Stanley Edgar Hyman. After graduating college, Jackson and Hyman got married and moved to Vermont. Jackson wrote many short stories, novels, and memoirs, but is best known for her fictional short story â€Å"The Lottery.† The short story reveals the mysterious, yet meaningless practices of an old tradition previously practiced in small-town America. Although written in 1948, this work remains relevant to the readers of today. TheShow MoreRelatedLuisaldo Mendiola. Professor Price. Engl 1302 Nt6. Research2132 Words   |  9 PagesLuisaldo Mendiola Professor Price ENGL 1302 NT6 Research Essay April 21, 2017 Tradition and the Sheep A Critical Analysis of Shirley Jackson’s â€Å"The Lottery† Traditions are common part of culture and religion in the world today; almost everyone has a tradition that they follow. The traditions you practice can be new and only just have started with your generation or the generation before yours. The traditions could also have been old, spanning many generations before your generation and your parents’Read MoreLogical Reasoning189930 Words   |  760 PagesRichard Gould, Kenneth King, Marjorie Lee, Elizabeth Perry, Heidi Wackerli, Perry Weddle, Tiffany Whetstone, and the following reviewers: David Adams, California State Polytechnic University; Stanley Baronett, Jr., University of Nevada-Las Vegas; Shirley J. Bell, University of Arkansas at Monticello; Phyllis Berger, Diablo Valley College; Kevin Galvin, East Los Angeles College; Jacquelyn Ann Kegley, California State University-Bakersfield; Darryl Mehring, University of Colorado at Denver; Dean

Values of Different Religions - 3001 Words

MGT3020 – Business Ethics GROUP ASSIGNMENT COMPARATIVE ETHICS [B-H-J-I] MGT3020-Section 1 Matric No. 0935401 First name: Ziat Abdel-Jallal Gender: Male Matric No. 0920015 First name: Mohamed Sheikh Ali Musse Gender: Male Matric No. 0913681 First name: Mohamed Abdi Muse Gender: Male Due date: 9-12-2011 Submission date: 8-12-2011 Output: Hardcopy Softcopy Responsibility: Group E-mail of sender: aj.ziat@gmail.com Submission: Softcopy e-mail attachment; and hardcopy Destination e-mail: mgt3020@gmail.com Introduction An executive tends to interact with people from different religions and races. He/she is bound to encounter conflict with colleagues, subordinates, and superiors due to different values,†¦show more content†¦It is only on Sunday that the Christians gather in churches to pray and sing to the Lord. That is the only commemoration present nowadays in Christianity. Others, like Christmas, Easter and All Saints’ Day are obviously not having any effect on the workplace. Food is definitely not a matter as well. Description My group members and I equally divided the work, in the sense that Mohamed Sheikh Ali Musse and Mohamed Abdi Muse interviewed the different persons by interacting with them through e-mails, although it was hard to get anyone from Judaism or Sikhism in Malaysia but we will make an assumption for Judaism. Abdel-Jallal Ziat compiled everything in a comprehensive report which shows how the different religions interact between each other. We appreciate the fact that all of these religions are connected to the Islamic dogma in their message of peace, harmony, and fairness. It simply shows how Islam is the root of everything and that people deviated from the True Path for whatsoever reasons. We have been spending two weeks to finalize this assignment even though we did not really meet for several reasons (other assignments, lack of time) and fortunately it was enough for us to understand each other and be in tune with the differences and reconcile them. 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The relationship between both religion and society is always changing. Religion effects different societies in different ways and different forms, causing the forms of society to change according to a change in religion. Religion can be a driving force in society, but as a reactionary rather than in a radical way. Functionalism Functionalists believe that religion maintains

Attitudes and Practices of Euthanasia-Free-Samples for Students

Question: Discuss about the Euthanasia. Answer: Research Problem: The topic of this research paper is Euthanasia or the practice of physician-assisted suicide amongst the children and the role of parental consent in the same. In other words, this research paper aims to explore that since children are not allowed to choose death for themselves, how far can child Euthanasia be legalized, and the extent to which the parents can be granted the right to decide death for their children. The research topic is of sociological importance as Euthanasia is an issue involving social justice, especially in a case where the patient (a minor) is being denied the right of self-determination to choose death, and an integral structure of the society, his family or parents are involved in determining his right to live for him. The purpose of the research study is to determine if child Euthanasia should be legalized, and is it legal and an ethical alternative to transfer the childs right to life, to his parents. At times, children suffer from terminally ill diseases with no hope for survival, or from severe form of Autism, from where they have no chance of recovery (Carter, 2016). In such a situation, the research intends to comprehend if the parents should keep on spending billions of Euros on these children, who will never be able to contribute anything to the society, or should they take a firmly pragmatic step of ending their life. Previous Research Review: In the year of 2012, Netherland became the first country to legalize Euthanasia, although it clearly stated that the patient must be suffering from excruciating pain, his disease must be a fatal one, and the decision to die, must be made in full consciousness by the person (Chambaere et al., 2015). Thus, two conditions have always been deemed to be crucially important in case of a patient allowed Euthanasia- he must be allowed death if he is unable to bear the pain, and if he agrees to embrace death. Hence, external intervention of anyone, including the family members, paying for his medical expenses, should be dismissed while granting Euthanasia to a patient. Euthanasia, is widely regarded as an act of homicide, and as a medical practice, is still deemed to be illegal in countries like France, US, Germany and India, and others. According to research studies, conducted across the globe, of the total number of deaths in Oregon, 0.39% was physically assisted, while 0.32% of the deaths in Washington was assisted by the physician (Bousquet et al., 2016). Research reports also claimed that while pain was the most important reason behind half of the deaths reported by Euthanasia, loss of autonomy and dignity are often associated with chief motivators of Euthanasia (Emanuel et al., 2016). Based on the review of literary articles and sociological research papers published before, this present research study will be conducted with the aim of arguing against assigning the rights of killing a minor patient with the assistance of a medical expert. Research Design: The research aims to measure the responses of the medical experts and legal experts as well as parents, as integral parts of the society, on the parental right to kill a minor patient. The research study will employ the use of semi-structured interview with the legal and medical experts and the parents of children aged between 1 to 14 years, suffering from terminally ill diseases to collect primary, qualitative data related to parental right to perform Euthanasia (Brinkmann, 2014). Reference List: Bousquet, A., Guirimand, F., Aubry, R., Leboul, D. (2016). Palliative care unit caregivers facing a euthanasia request: A qualitative pilot study.MEDECINE PALLIATIVE,15(1), 4-14. Brinkmann, S. (2014). Interview. InEncyclopedia of Critical Psychology(pp. 1008-1010). Springer New York. Carter, B. S. (2016). Why palliative care for children is preferable to euthanasia. Chambaere, K., Vander Stichele, R., Mortier, F., Cohen, J., Deliens, L. (2015). Recent trends in euthanasia and other end-of-life practices in Belgium.New England Journal of Medicine,372(12), 1179-1181. Emanuel, E. J., Onwuteaka-Philipsen, B. D., Urwin, J. W., Cohen, J. (2016). Attitudes and practices of euthanasia and physician-assisted suicide in the United States, Canada, and Europe.Jama,316(1), 79-90

Women as Leaders Essay Example For Students

Women as Leaders Essay More and more women are rising to the leadership challenge, even in some of the most male-dominated industries. The increase in the number of women attending university, in the workplace or starting their own business has demonstrated to men who own businesses that women can be both managers and mothers, thus showing their male counterpart that women can in fact â€Å"do it all†. In this paper the history of women in the workforce will be outlined, as well as the challenges they face. The changing attitudes towards women taking over family businesses will be looked at briefly, how women lead along with a comparison to how men lead, and a critique and conclusion of their leadership style will also be discussed. We will write a custom essay on Women as Leaders specifically for you for only $16.38 $13.9/page Order now History and The Challenges Women FaceA number of events have occurred over the last twenty-five years or so that have resulted in the rise of the female in the work-for-pay world. Beginning in the mid-1970’s, women began going to business school and earning their Master’s of Business Administration and, as a result, building on that education and gaining work experience (Nelton, 1999). The days of the one income family are over. Females need to be armed with a university or college degree to be a contributor to this century’s model of the family unit and in this time of â€Å"education inflation†, the demand for higher education is growing at a staggering rate. In the corporate sector, the generation of women who entered the corporate world two to three decades ago have blazed the trail now followed by ever-growing numbers of women (Shaiko, 1997). The great strides women are making in the work force can be attributed to numerous factors including the:â€Å"passage of equal employment opportunitylegislation’s, modifications in job requirements,more females on the buying side, elevatededucational achievements by females, morewomen in business schools, the huge percentageof female business school graduates with‘androgynous’ orientations, and the willingnessof many young women to postpone marriage andchild-bearing.† (Comer, et.al, 1997)While women continue to make progressive strides toward equality, few have risen to the highest positions-leading companies to the new millenium (Andorka, 1998). Fortunately, women can now demand equal treatment in their respective organizations as a result of the aforementioned changes in history. Many companies have policies in places that require equality at work and punishment for those who do not adhere to such policies. There is a vast amount of evidence that women tend to occupy less powerful, lower paid, and lower status organizational positions than men. These divisions not only occur vertically, but on a horizontal scale as well. Women who seek to enter management level positions fight against stereotypes, discrimination, and myths, not to mention the fight to balance work and family. They have also been overwhelmed by unfamiliar products, skeptical clients or customers, guy talk, a scarcity of female associates and little or no empathy (Comer, et.al., 1997). Sheila Wellington, President of Catalyst, a non-profit organization for the advancement of women to corporate and professional leadership, said in a speech on October 23, 1996 to the Economic Club of Detroit in Detroit Michigan:â€Å"Let me be clear, I believe that most obstaclesto women’s advancement to the top are notintentional, they are a result of unexaminedassumptions about women’s career interestsand of policies and pr actices that have existed unquestioned over time in the corporate culture. With real commitment to change, the situationis remediable.† (Wellington, 1996)Perhaps, the â€Å"glass ceiling† that women are under is not the intent of their male counterparts. I believe that it is the socialization of men and women in our society that has lead to this imbalance in the work force. But, somewhere along the line, men have to realize and acknowledge the socialization they have endured is creating much disharmony and discontent among their female colleagues. The Torch is Passed- to the DaughterTwenty years ago, there was no place for women in most family businesses (Nelton, 1999). If they did have a position, it was presumably as secretary, assistant, or some other â€Å"behind-the-scenes† role. The traditional successor to the family business was the first-born son and if there was no son, then the widow was discouraged from running the company and urged to sell the business. Those days have since past. As women are achieving higher levels of education and are being employed in more prominent positions, their leadership roles in family organizations have increased (Brody, 1994. Many young women are refusing to accept the rule of â€Å"primogeniture† (Nelton, 1999). Primogeniture is defined as a birthright or an inheritance. Although women are making great strides in this arena, there is still the feeling out there that the son should be considered first and the daughter as a second option, only if there is no son or if the son declines the offer. But, Nelson says that, â€Å"young women by and large feel that if they want to go into the family business, the opportunity is there.†In each of the cases described by Nelson, the fathers encouraged their daughters to become involved in the family business.As well, each father let his daughter run the show once she was named CEO-the surest sign of support (Nelton, 1999). In more and more families and in business in general, gender is becoming a â€Å"non-issue†. As roles increasingly change on the home front, the business world will soon mirror the changes taking place in the family structure. Nelton also urges women in leadership roles to not lose sight of the bottom line. She says it is â€Å"easy for women to get caught up in the management of people† (Nelton, 1999). She goes on to say that if you cannot prove that you are also profit-driven, you will never make it to the successor level. .u3db8005c553b613abb2c4ef4b6261739 , .u3db8005c553b613abb2c4ef4b6261739 .postImageUrl , .u3db8005c553b613abb2c4ef4b6261739 .centered-text-area { min-height: 80px; position: relative; } .u3db8005c553b613abb2c4ef4b6261739 , .u3db8005c553b613abb2c4ef4b6261739:hover , .u3db8005c553b613abb2c4ef4b6261739:visited , .u3db8005c553b613abb2c4ef4b6261739:active { border:0!important; } .u3db8005c553b613abb2c4ef4b6261739 .clearfix:after { content: ""; display: table; clear: both; } .u3db8005c553b613abb2c4ef4b6261739 { display: block; transition: background-color 250ms; webkit-transition: background-color 250ms; width: 100%; opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #95A5A6; } .u3db8005c553b613abb2c4ef4b6261739:active , .u3db8005c553b613abb2c4ef4b6261739:hover { opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #2C3E50; } .u3db8005c553b613abb2c4ef4b6261739 .centered-text-area { width: 100%; position: relative ; } .u3db8005c553b613abb2c4ef4b6261739 .ctaText { border-bottom: 0 solid #fff; color: #2980B9; font-size: 16px; font-weight: bold; margin: 0; padding: 0; text-decoration: underline; } .u3db8005c553b613abb2c4ef4b6261739 .postTitle { color: #FFFFFF; font-size: 16px; font-weight: 600; margin: 0; padding: 0; width: 100%; } .u3db8005c553b613abb2c4ef4b6261739 .ctaButton { background-color: #7F8C8D!important; color: #2980B9; border: none; border-radius: 3px; box-shadow: none; font-size: 14px; font-weight: bold; line-height: 26px; moz-border-radius: 3px; text-align: center; text-decoration: none; text-shadow: none; width: 80px; min-height: 80px; background: url(https://artscolumbia.org/wp-content/plugins/intelly-related-posts/assets/images/simple-arrow.png)no-repeat; position: absolute; right: 0; top: 0; } .u3db8005c553b613abb2c4ef4b6261739:hover .ctaButton { background-color: #34495E!important; } .u3db8005c553b613abb2c4ef4b6261739 .centered-text { display: table; height: 80px; padding-left : 18px; top: 0; } .u3db8005c553b613abb2c4ef4b6261739 .u3db8005c553b613abb2c4ef4b6261739-content { display: table-cell; margin: 0; padding: 0; padding-right: 108px; position: relative; vertical-align: middle; width: 100%; } .u3db8005c553b613abb2c4ef4b6261739:after { content: ""; display: block; clear: both; } READ: A Comparison of Two Documentaries EssayThe Battle of the SexesThere are many characteristics that women inherently possess that make them great leaders. Women tend to handle juggling many tasks at the same time better than men do. Because women have traditionally been the primary caregiver in the home as well as taking care of the household chores, â€Å"juggling† or time management has become second nature to them. Although women are skilled in handling many tasks, studies have shown that women are for the most part, people-oriented, rather than task-oriented (Comer, et.al., 1997). Women also value relationships and tend to spend time nurturing those relationships with their family, as well as subordinates (Andorka, 1998). Coaching, counseling, and mentoring, and the building of relationships are among the many characteristics needed to be an effective leader. In the past, commanding and controlling were thought to be the answer to gaining compliance and hard work from employees. The majority of men lean toward the traditional ‘command and control’ style and were more likely to view job performance as a series of transactions with subordinates offering rewards for services rendered or punishment for inadequate performance (Brody, 1994). Women understand the effectiveness of immediate praise and tend to be more supportive of one another and the people who work for them. Men wait for proof of achievement before extending gratitude or compliments. In the book, Selling is a Woman’s Game, Nicki Joy outlines the characteristics she feels are unique to women that make them prone to leadership roles: â€Å"The talent to multi-task, willingness to payattention to detail, their interest in people, theirskill in picking up body language, moods andundertones of conversation, and their superiorlistening skills† (Comer, et.al., 1997)It is important to note that while the majority of women do possess all or some of these inter-personal skills, men are quite capable of exhibiting these same characteristics and it is also possible that there are women who do not possess any of these characteristics. Women are also said to be easy to motivate, are trustworthy and cooperative, and are careful planners (Blanchard, 1988). Current studies suggest that women tend to have strong skills in collaboration and group processes. Many behavioral scientists have concluded that, in general, women’s leadership style seeks consensus among subordinates rather than the more typically male independent decision making style. Women are sometimes faced with criticism for being too passive, but if she opts for a more task-oriented, directive style of leadership, she is seen as too aggressive or masculine-a â€Å"bitch† (Andorka, 1998). They use an interactive approach to management in which they encourage employees participation but also attempt to â€Å"enhance other people’s sense of self-worth and to energize followers† (Brody, 1994). Women in leadership roles in organizations are usually highly involved in the day-to-day operations and they seek advice from the community and their peers. When it comes to leadership and management, women â€Å"tend to lead in circles rather than pyramids† (Brody, 1994). That is to say that they lean towards creating a cooperative atmosphere rather than a hierarchical, competitive environment. They possess superior creative problem solving and intuitive management skills, these among their other interpersonal skills have been encouraged throughout their lives and they have relied on those very skills in each and everyone of their relationships. Because of women’s socialization, these characteristics have come to the forefront. As children, women are encouraged to listen, to build relationships, to be considerate of other’s feelings and opinions and so on. As a result, a new breed of leaders was born. The Leadership ChallengeWhat, if any, characteristics of a leader outlined in the Leadership Challenge, do women possess? Well, to begin with Part 4, Enabling Others to Act.Kouzes Posner found in their research that in cases of success, it was almost never done alone. Women possess a superior sense of teamwork, cooperation, and collaboration. â€Å"If the goal is to improve performance, thewinning bet will be on cooperation overcompetition every time. Competition almostnever results in best performance; pursuing excellence is a collaborator’s game†(Kouzes Posner, p. 152). Especially in joint tasks, cooperation and collaboration are keys to success. Enabling others to act is innate in women. Again, as primary caregivers, they are subject to letting their children go and experience life and make their own mistakes, this is just second nature to women. .u7dce39da66ade209ac220988ede8e285 , .u7dce39da66ade209ac220988ede8e285 .postImageUrl , .u7dce39da66ade209ac220988ede8e285 .centered-text-area { min-height: 80px; position: relative; } .u7dce39da66ade209ac220988ede8e285 , .u7dce39da66ade209ac220988ede8e285:hover , .u7dce39da66ade209ac220988ede8e285:visited , .u7dce39da66ade209ac220988ede8e285:active { border:0!important; } .u7dce39da66ade209ac220988ede8e285 .clearfix:after { content: ""; display: table; clear: both; } .u7dce39da66ade209ac220988ede8e285 { display: block; transition: background-color 250ms; webkit-transition: background-color 250ms; width: 100%; opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #95A5A6; } .u7dce39da66ade209ac220988ede8e285:active , .u7dce39da66ade209ac220988ede8e285:hover { opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #2C3E50; } .u7dce39da66ade209ac220988ede8e285 .centered-text-area { width: 100%; position: relative ; } .u7dce39da66ade209ac220988ede8e285 .ctaText { border-bottom: 0 solid #fff; color: #2980B9; font-size: 16px; font-weight: bold; margin: 0; padding: 0; text-decoration: underline; } .u7dce39da66ade209ac220988ede8e285 .postTitle { color: #FFFFFF; font-size: 16px; font-weight: 600; margin: 0; padding: 0; width: 100%; } .u7dce39da66ade209ac220988ede8e285 .ctaButton { background-color: #7F8C8D!important; color: #2980B9; border: none; border-radius: 3px; box-shadow: none; font-size: 14px; font-weight: bold; line-height: 26px; moz-border-radius: 3px; text-align: center; text-decoration: none; text-shadow: none; width: 80px; min-height: 80px; background: url(https://artscolumbia.org/wp-content/plugins/intelly-related-posts/assets/images/simple-arrow.png)no-repeat; position: absolute; right: 0; top: 0; } .u7dce39da66ade209ac220988ede8e285:hover .ctaButton { background-color: #34495E!important; } .u7dce39da66ade209ac220988ede8e285 .centered-text { display: table; height: 80px; padding-left : 18px; top: 0; } .u7dce39da66ade209ac220988ede8e285 .u7dce39da66ade209ac220988ede8e285-content { display: table-cell; margin: 0; padding: 0; padding-right: 108px; position: relative; vertical-align: middle; width: 100%; } .u7dce39da66ade209ac220988ede8e285:after { content: ""; display: block; clear: both; } READ: The Alchemist EssayReciprocity is key in executing effective leadership. Women focus a lot of their energy and time in maintaining and building relationships with the people around them. Reciprocity is one of the components of building a relationship, â€Å"reciprocity also leads to predictability and stability in relationships, which can keep both relationships and negotiations from breaking down† (Kouzes Posner, p. 157). Reciprocity is described as having the willingness to be cooperative and an unwillingness to be taken advantage of. To foster collaboration encompasses what women leaders are. The sharing of information and resources is, again, like second nature to women. This is through their socialization. That is not to say that all women possess these characteristics, but it is based on the majority through studies and extensive research. Building trusting relationships is the embodiment of the female psyche. Without trust in the people around them, their effectiveness as a leader, employee, wife, mother or friend is non-existent. Women strive for trust in the people they connect with on daily basis and they strive to be trusted. â€Å"Trust is at the heart of fostering collaboration. It’s the central issue in human relationships within and outside the organization† (Kouzes Posner, p. 163). It is a universal fact that women are exemplary listeners. It is the key in understanding the people you work with. To understand what is important to them is crucial to a successful business relationship. To know what an employee needs to feel fulfilled and to work to capacity, superior listening and communication skill are necessary. Celebrating accomplishments are also a fundamental practice in leadership. As mentioned previously, women are more likely to celebrate accomplishments and provide immediate praise to successful subordinates, unlike their male counterparts. Women are drawn to creating social support networks. Once again, women’s socialization comes to the forefront. Females are taught by example that to be happy and fulfilled you need your own little â€Å"support network† made up of friends and family. When women have problems or need advice they immediately call upon their network for assistance. Unlike men, who by nature, tend to withdraw and put the decision making process solely on their own shoulders. ConclusionAlthough women do possess many of the characteristics of effective leaders, they are not prone to lead by example (Comer, et.al., 1997). Due to the clash in the scheduling of work and their personal lives, women are torn between being a driven leader and being an effective leader in the home. But, again, gender is not always the determining factor in leadership capabilities. There are exceptions to each of the rules outlined within this paper. It is important to take note that there are male leaders that possess each of these qualities and are superior leaders. Alternatively, there are men and women who possess little or few of these characteristics and have still risen to the top of their ranks in terms of leadership style and capability.