Marketing Analysis Marketing Brands Essay - 987 Words

Marketing Brands As I’m driving down veterans Blvd in my small hometown, all I see are billboards to my right and left covered in ads. The windows to businesses are covered with ads in large print. While listening to the radio I hear advertising. When I walk in to the local grocery store there are salesmen with brochures who greet you and want a brief moment of your time. Ads are in my email. Businesses are constantly finding new ways to advertise their brand. Even marketers are advertising at the neurological level. Advertising persuades consumers to purchase their products. The product is labeled with a brand. We live in a world where consumers fall prey to buying a brand and not the product. A brand is a logo that represents a product. Companies use brands to make their business known and successful. According to Naomi Klein, â€Å"The astronomical growth in the wealth and cultural influence of multinational corporations over the last fifteen ears can arguably b e traced back to a single, seemingly innocuous idea developed by management theorists in the mid-1990’s: that successful corporations must primarily produce brands, as opposed to products.† (pg. 777) Once you get to know a brand you will notice other products that are marked with the same brand. For example, I like drinking Sprite. When I walked into the store to grab a sprite in the fridge there was an ad on the glass door. It said that only Coca-Cola products were on special. As I was looking to seeShow MoreRelatedMarketing Analysis : Brand And Brand992 Words   |  4 Pagesknows the brand value and familiar with the unique associations of the brand then that customer holds the position of resonance with the brand in terms of brand loyalty (keller, 2016). Brand Salience There are certain questions to be imposed in order to build and identify brand salience. These questions are used for the development of the brand by depicting the brands value and identity. The manager or the negotiator will be able to identify the brand and ensure that the particular brand meets theRead MoreMarketing Analysis : Product And Brand Strategy1316 Words   |  6 Pages Using marketing analysis tools this paper aims to give a view into a product and brand strategy. With the use of marketing tools we gain insight into what a product is, and what a brand’s position and strengths are. Which directly and indirectly shapes and offers a view into product and brand strategies likely to be successful moving forward. We aim to give an introductory look at product and brand strategy through the lens of a specific product class in terms of the product, key brand characteristicsRead MoreMarketing Analysis : 3m Brand1058 Words   |  5 Pagesquality, relevance and constant i mprovement within their products and segments. The 3M brand promises â€Å"practical and ingenious solutions that help customers succeed.† Through their brand identity system, 3M has been able to and continues to strive to dominate global industries. 3M’s brand identity objectives include the management of 3M globally, increasing familiarity through consistent reinforcement of brand experience, and lastly the provision of consistent and efficient service. 3M executesRead MoreMarketing Analysis : Brand Community1487 Words   |  6 Pagesparticular brand or product is termed as brand community. In the past people were categorised by their occupation, religion, language and ethnic backgrounds, whereas at present people are distinguished by what they buy and what they are capable of buying. The market must be analysed to strategic brand management due to the dynamics of consumption, individualization as well satisfy collective identity of brand community. Ethnography no longer differentiates people who have a predilection for a brand in commonRead MoreMarketing Analysis : Brand Equity1893 Words   |  8 Pageswhat is meant by brand equity and discuss what a company can do to maintain brand equity According to Kotler and Keller â€Å"brand equity† is defined as the additional worth enriched on items and administrations. It might be reflected in the way customers think, feel, and act as for the brand, and in addition in the costs, piece of the overall industry, and benefit the brand charges (Kotler Keller, 2012, p. 243, para. 5). Essentially â€Å"brand equity† is the strength of a brand which evolves fromRead MoreMarketing Analysis : Brand Community1488 Words   |  6 Pagesparticular brand or product is termed as brand community. In the past people were categorised by their occupation, religion, language and ethnic backgrounds, whereas at present people are distinguished by what they buy and what they are capable of buying. The market must be analysed to strategic brand management due to the dynamics of consumption, individualization as well satisfy collective identity of brand community. Ethnography no longer differentiates people who have a predilectio n for a brand in commonRead MoreMarketing Analysis : Brand Loyalty1718 Words   |  7 PagesBrand loyalty is one of the hottest subjects in marketing today. Customer’s brand loyalty play an significant role in company’s development. There are a range of definitions of this term, but in this essay ‘brand loyalty’ refers to people being willing to buy products from the same manufacturer repeatedly rather than from other suppliers. More and more companies are tried to investing in optimizing the benefits of their brand externally and internally. Various researchers (Ballester and Aleman, 1999)Read MoreMarketing Analysis : Yum ! Brands Inc.3538 Words   |  15 Pagesand Industry/Strategy Analysis Introduction Yum! Brands Inc. is the world’s largest restaurant company. From the worldwide it is has more than 37,000 restaurant units in 110 countries and regions based in Louisville, Kentucky. â€Å"In 2009, the company pulled in almost $11 billion in revenue. The brands owned by Yum! Brands Inc. are KFC, Pizza Hut and Taco Bell.† These four brands are global leaders in the categories of chicken, pizza, and Mexican-style food. â€Å"Also Yum! Brands have three divisions:Read MoreMarketing Analysis : Starbucks Brand Equity1427 Words   |  6 Pagescold and hot beverages it presents to its patrons; though, the product is accessible and valuable to practically all, it is essential to construct the exploration on a specific bracket of individuals while attempting to quantify the corporation’s brand equity. The soundest target population will be the male and females ages alternating from 25 to 44 years since it encompasses the larger amount of the target market. These peopl e are distinguished by moderately elevated earnings, professional occupationsRead MoreMarketing Analysis : Price And Brand Image1572 Words   |  7 PagesIn these modern days, consumers are bombarded with brands and advertising from different companies and they have a lot more options when it comes to purchasing a product. They usually rely on both intrinsic and extrinsic cues to solve their problem regarding to the quality of products. Consumers have to make their purchasing decision under various uncertainties and circumstances regarding to the product itself and its attributes as Cox (1962, p. 413) stated that ‘consumer s task in evaluating a

Consequences Of Imperialism During The 19th Century

Consequences of Imperialism In the late 1800’s and early 19th century, strong countries like Britain, France, and Germany became imperialist powers in the world. Most of these countries were industrialized and hungry to grow their economies and territory so they looked upon weaker and smaller countries with great resources they could take advantage of. Although colonizing these countries was tremendously beneficial to the imperialist powers, there were many consequences to the people of the countries that were colonized during this time period. Powers such as Great Britain, had much affect upon the countries that they colonized such as India and parts of West Africa. Their colonization of these countries changed the world in which these people lived in and affected these colonies negatively, by obstructing culture, opposing ways to live upon people, and creating racial oppression, and exploitation of resources and labor; all for personal gain. It was very common for the culture of a country to be obstruc ted and change to be like the ruling imperialist country, often times creating half breeds of people feeling a lack of identity and purpose. This is a process called westernization. The culture obstruction and westernization was put in motion so that the Imperialist powers could spread ideas about living life the way they deemed correct. Westernization was an idea of culture simply coming from the western European powers that carried no tradition or past existence.Show MoreRelatedCompare and Contrast the Influence and Consequence of European Imperialism on Africa and China During the 19th Century.748 Words   |  3 Pagesinfluence and consequence of European Imperialism on Africa and China during the 19th century. Imperialism is when one country dominates the cultural, economic, and political life of a nation weaker than itself. In the 19th century, Europe was the nation that was dominating both China and Africa. There were quite a few similarities in the way that European imperialism was changing these nations. One important similarity was that both the nations had resisted against British imperialism at one pointRead MoreThe 19th And 20th Century Imperialism1297 Words   |  6 PagesThe 19th and 20th century imperialism was substantially about the exploitation of the empires colonies and thus was not a necessarily an ‘civilizing mission’. During the 19th and 20th century European powers tried to justify their actions, by claiming that they were trying to re-educate the native population through education, this included Christian missionaries which were placed throughout Asia, Africa and Latin America. However, it became apparent that these powers gained significant wealth byRe ad MoreWestern Imperialism and Modern East Asia Essay example1188 Words   |  5 PagesWestern imperialism in East Asia caused many tribulations for China, Japan, and Korea but also helped them to become contemporary nations. The East Asian countries were tremendously affected by unequal treaties, extraterritoriality, and above all, technology. Great Britain encroached upon China their greed for open trade with the Chinese empire resulting in the deterioration of the Chinese culture, which led to the emergence of a modernized civilization. Japan was co-subjugated by Russia and theRead MoreImperialism: the White Mans Burden890 Words   |  4 PagesImperialism: The White Mans Burden and the The Real White Mans Burden Well in order to show how imperialism was used in the nature of those two poems, I have to define it. Imperialism is the extension of sovereignty or control by one people or state over another. The objective is the exploitation of the controlled people or state. Imperialism has four major components: economic, military (strategic), political, and humanitarian. Imperialist powers are not bound to follow the laws, internationalRead MoreThe Scramble for Africa in Late 19th Century to Early 20th Century.798 Words   |  4 PagesDuring the late 19th century and the early 20th century, European countries began their scramble for Africa which caused African to suffer from violence like wars, slavery and unfairness, but there was also a positive, peaceful and diplomatic consequences and events in Africa like fair trade system, new technology and the security given to Africans under European rule. An additional document written by an African commoner would help to further assess the African actions and reactions by telling whatRead MoreThe Satire of H.G Wells1560 Words   |  7 Pagesadvancements in human history have made more impact on our modern world than the industrial revolution. Coupled with this leap in industry, imperialism defined the economic political and social structure across the globe. Essentially the industrial revolution defined the means, while imperialism dictated who would have eventual control. H.G Wells explores both imperialism and the industrial revolution by taking them to extremes, and through his satire reflects the specific flaws of both processes as theyRead MoreAnalysis Of The Three I s Of 19th Century East Asia Essay1525 Words   |  7 Pages3, 2016 / EALC-E100-3069/70 Imperialism, Isolationism, and Industrialization; The Three I’s of 19th Century East Asia When Japan and China enacted isolationist policies in the 16th century, Japan and China were among the most advanced countries in the world. Both nations felt that they did not need to nor desired to interact with the rest of the world, or intervene in disputes between â€Å"barbarians† (Aizawa 348.) As a consequence, throughout the 17th and 18th centuries, neither country advanced muchRead MoreImperialism in the 19th century1746 Words   |  7 Pagesgreat deal of Imperialism in the 19th century, led by mostly westerners from Europe. Imperialism is the act in which one nation extends its rule over another. Imperialism had a substantial effect on the 19th century throughout the entire world by bringing upon changes to many different countries, for better and for worse, especially to Africa. Prior to the nineteenth century, westerners did interfere with many of the affairs of nations outside of their boarders, so signs of imperialism are shown manyRead MoreEssay on Africa vs European Imperialism841 Words   |  4 PagesDBQ: Imperialism In AfricaAzra Azvar Period 3 2/21/10 Whites vs Blacks In the late 19th and early 20th centuries European imperialism caused its countries to divide up the rest of the world, each country claiming bits as its own. Due to its large amounts of resources, Africa was one of the main areas European nations invaded in the cause if imperialism. In Africa, there were positive and negative effects towards the Africans and the invaders. Some positive effects on Africans were thatRead MoreBritish Imperialism1497 Words   |  6 Pagesand rule of British imperialism. What were some of the key ideas and visualizations that geographers portrayed to their empires, to understand and perceive the world and places in a more complete sense? Firstly, I am looking to go over the history of British imperialism and what constituted their great success. Secondly, I will be referring to the support and importance that the Royal Geographic Society served to the empire and how they attempted to conceptualize imperialism and rule over nations

Essential Theories of Organizational Behaviour

Question: Discuss about the Essential Theories of Organizational Behaviour. Answer: Introduction: This assignment defines the scenarios that are possible once the announcement happens about shuffling the IT outsourcing of OG Company of Malaysia into an in sourcing. The in sourcing branch is set to be in Bangalore. OG is an oil and gas company based in Malaysia. It is one of the top OG companies globally and comes at the fifth position in terms of revenues. It houses more than 2,000 staffs and comes at the second spot only after Manila in groups OG Business. Service centre is the resource of providing general business support with services to OG operations. It also provides solution to other business activities such as HR services, contracting procurement, downstream customer service centre and communications production. With the sudden announcement about the transition of the Company from outsourcing to in sourcing in Bangalore, a sense of fear had started taking its root into its employees. Loyal employees of the organization who served this organization for as long as 15 years have all started shattering for the unwanted facts. This essay consist the case study followed by a literature review on the issue supported by various theories such as Kurt Lewins theory, John Kotters model and Abraham Maslows theory. Moreover, analysis of the issue comes after the literature review. Based on the reviews, some recommendation for the OG, Malaysia is also made. The OG, which has its own IT hub as an outsource is scheduled to give it a complete makeover to an in source IT hub in Bangalore with approximately 2,000 employees. It is set to be a giant hub offering various operational supports and services to OG. The planning behind the set up is to maintain the optimization of various IT staff footprint such as suppliers, staffs, locations, reduce costs and reposition project delivery (Oilandgasinsight.com, 2016). The company is opening its IT in sourcing in Bangalore on destroying the pre-existing outsourcing in Malaysia. Moreover, this is going to affect almost 1,500 staffs and contractors and make them redundant. Many employees have worked for this organization for even more than 15 years with their utmost dedication. At some point of time, they had thought of getting their resignation in the organization itself but the shifting of the IT resourcing to Bangalore has left them with no clue whatsoever (Gu and Wang 2015). It has affected the morale of the employees and they are struggling to accept the change. They are taking this transition as a personal as a proper communication missed at the time of the announcement in themed of the year. Nonetheless, the employees are psychologically affected (Oilandgasinsight.com, 2016). Literature Review Change is defined as external factors that are more situational (Robbins and Judge 2012). Moreover, a change in the organization never happens for any personal reason rather it happens for the betterment of the organization. A transitional process, the other side, is completely different to the change process. Transition is an internal process, which is taken into consideration to maintain the healthy competition among the competitors (Wagner III and Hollenbeck 2014). In such process, employees those who are older in the organization fail to understand the process and are find themselves clueless about what has prompted the organization to go with the decision (Robbins and Judge 2012). It then becomes the responsibility of the organization to help its existing employees with all the required communication during the transition process to bring it efficiently (Kramer 2014). The figure depicted below differentiates the change from the transition very efficiently. Kurt Lewin proposed a model to define the change transition process, which is known as the Lewins model. This model is still very helpful and practiced widely today. It is a very easy model to understand and implement the changes required for the transition of the company. It follows the concept of an ice cube, which on melting becomes a liquid. It is subjected to a change on a certain parameter. Moreover, it again resolidifies and refreezes back into a cone of ice under given circumstances. An organization, which understands the three stages involved in Kurt Lewins Model, can very well manage its transition process (Langton, Robbins and Judge 2013). The organization can start by preparing the ground for unfreezing stage by letting their employees realized about the importance of transition (McShane and Von Glinow 2015). Employees are first required to be motivated towards the change that is bound to happen because of the circumstances, which the competition market had created. Proper and fair communication is very important and holds its own place while making such a big decision. An organization can turn things into their favour by only communicating with its employees properly (Rashid, Nordin and Salleh 2014). A proper communication along with the necessity of the change prepares the ground for the change. Moreover, it resembles the Unfreeze stage of the Lewins model based on a cone of ice. Once the ground has been set for the change, employees are required to encoura ge on their support and services to the organization. Moreover, this gives a space for the change and prepares the final platform. Once the final platform is achieved, a transitional change becomes very handy. Moreover, the final stage resembles with the Refreeze stage of the Lewins model (Wagner III and Hollenbeck 2014). The worldwide reputed John Kotter for its expertise and skills in business change process had addressed the 8-steps change process to define the change process in organizations. Kotters 8-steps model defines the importance of ground preparation for the change to occur. Moreover, the model emphasises on winning the hearts of employees before bringing any change in the organization by properly communicating with employees. Kotters 8 steps model clearly reveals facts that most predominantly resembles the Lewins change stage. First four phases of Kotters model resembles the Lewins unfreezing stage. It support the facts of preparing ground for the change. The next three stages of the kotters model resembles with the change state of the Lewins model. Moreover, the final and the eighth step of Kotts model validate the refreezing stage of Lewins model. It supports the importance of resolidifying of the organization with the proposed change. Nonetheless, it retains the pre-acquired reputation of the organization. Motivation Innovative minds always keep space for a change that is needed for an organization to take a big decision such as a transitional process (Nahavandi et al. 2013). Maslows motivational theory signifies the importance of innovation in an organization and effectively carves way for an organization on how to achieve the required changes (Pinder 2014). According to Maslow, motivating an employee involves five important factors that are the main highlights of the theory itself. Imparting physiological needs with security and safety are the two most important and an integral aspect of any organization, which encourages employee to have motivational thoughts into them (Miner 2015). Physiological needs may contain the announcement of certain rewards such as salaries given for those months that have no work at all. Moreover, during the transition period, there is hardly any job for the existing employees and salary given for those periods is not less than any reward for them for their entire support and services to the organization (Mansor 2013). Moreover, the additional benefits motivate employees for their bright future and compel them in favour of the decision made (Miner 2015). As per Maslows theory, once the physiological needs are achieved, focus is required to shift on the safety of employees. As per the theory, the safe and secu re environment keeps employee motivated until their last day in the organization. Employees faith and love towards its organization make things easier for the organization to make any unwanted decision by the Company. Moreover, employees need love and caring from the organization, they are serving for years. Moreover, providing love and affection to employees keep them motivated throughout the transitional change in the organization (Romle, Talib and Isa 2016). In the final stage, as per the hierarchy, a realization of self-esteem and actualization imparted to the employees hold its own importance. Until and unless an employee is not aware of the fact that the one is worth for the organization, it does not encourage them for the motivation (Miner 2015). It then becomes necessity for an organization to impart the feeling of self-esteem into their employees. Moreover, self-esteem and self-actualization keeps an employee motivated until the end of the transition process (Miner 2015). Change Management As per the case study, the transformational team understand the importance of a proper communication with their employees (McShane and Von Glinow 2015). Moreover, they are prioritizing motivational thoughts in their employee. It is evident that a proper communication is very much required in bringing the transition process and in spite of that the OG Company still went ahead to announce the change in the middle of the year 2015 itself (Rashid, Nordin and Salleh 2014). The sudden announcement has created a sense of fear into the employees and left them with no clues at all. Moreover, it created the sense of redundancy into them initially but the management then realized the mistake and made an improved communication later this year that has sorted things out (Robbins and Judge 2012). As per Lewins model, the unfrozen stage in the OG Company has created the sense of fear into its employees but a proper and continuous communication by the transformational team has bettered the situation (Romle, Talib and Isa 2016). The transformational team forgot to prepare the ground for the proposed change and incautiously went on to announce the decision without having any measure of that. Appreciably, the management had realised the mistake and came up with the solution until the end of the year 2015 (Ahmad, De Brito and Tavasszy 2015). A better communication then made its employees bit aware of the reason for the changes. The management team took different initiatives then to boost the morale of their employees by keeping them motivated as per the Maslows motivational theory. These steps have created the change stage for the OG Company of Malaysia resembling to the Lewins model. As per Lewins Refreezing stage, the OG Company is assuring every possible bit to stop their employees going back again to their past (Saad, Mohamed Udin and Hasnan 2014). Moreover, keeping the past into mind never allows any space for the required change. Transition of the IT hub of the OG Company of Malaysia to Bangalore depends more on its employees. It needs its employee support to the fullest to go through with the process and the management team are doing just accordingly. They have realized their mistake and have improved their communication with its employees. Distribution of salaries for three consecutive non-working months to come is nothing but just specify the rectification that the management team has made to make communication better among employees (Mansor et al. 2013). Motivation To ensure the transitional process with its utmost success, the OG Company brought its focus back on to the Abraham Maslows theory and started fulfilling the need of their employees at different levels (Rui et al. 2016). As per the theory, employees are required to satisfy in their basic physiological needs. Understanding the importance of this in favour the Companys decision, the management team announced about giving salaries for the three months consecutively without demanding any job from them for the same period whatsoever. Assurance is made to employees regarding the payment of salary for the three consecutive non-working months as a reward (Nordin, Vassekaran and Grover 2014). To eliminate the sense of fear out of the employees mind, the OG Company continually focussing on rewarding the individuals for their achievements. Assurance of distributing three months salary for non-working months into the employees of the OG Company is helping in keeping them motivated until the full process of transition. After meeting with the physiological needs, the management team is bringing its focus on the next level of the Maslows theory. This level defines the importance of security and safety provided to the employees within the organization. Environments are keeping employee friendly with their proper physical safety until the process gets end. Moreover, efforts are given to keep employees motivated throughout the entire transition process. Speeches from the Companys expert are helping in motivating employees by the narration of their own experiences through such a circumstances as that of now in the Company (Chudzicka 2013). Regular sessions conducting various social activities such as team buildings, lunch and learn sessions and board games are keeping employees engaged within the Company. Moreover, it is providing the belongings of their relations with the organization throughout the entire transition process (Ahmad and Rezaei 2013). Imparting love and affection to the employees forms the next level of the Maslows theory and the management of the OG Company is very well managing that. Moreover, employees are being encouraged for their support and services to the company, which in return keeping employees motivated. To generate the self-realization towards the change with the sustenance of self-respect are the key highlights of the Companys management team (Bairi, Murali Manohar and Kundu 2013). They are continuously maintaining the self-felicitation process for the irrespective of the ac hievements the employees have garnered. After achieving all these levels, self-respect comes at the next level of the theory. The Company maintains transparency in their approach with all the organizational values displayed to uplift the importance of self-respect to its employees. The last level that comes in the theory is self-actualization. The Company maintains the self-actualization into its employees by continuously arranging training for the employees to nourish employees, which can open up various new options for them outside of the Company. Conclusion Change is an inevitable process that has no stoppages in todays scenario of continuous business change. To stay in the business competition, shuffling with the ever-changing business requirement is of utmost requirement. It sometime involves decisions that are hard to accept for the masses. Riding on the same concept the OG Company of Malaysia realizes the significance of the shifting of the outsource centre into the in source in Bangalore. The sudden announcement of the concept brought havoc in between the employees. Those who were older in the organization and had served the organization for fifteen long years started developing a sense of fear into them. The OG Company should put efforts on making the communication transparent with their employees. All of a sudden, they made the announcement in the middle of the year without making any prior communication within their employees. The OG Company should encourage the feeling for a new job once the shifting takes place. Employees should be given proper training on technical expertise that would be required for a new job. Incepting the knowledge skill is very much required for those who search for a new job. Some motivational speech from the management team is required to impart the significance their presence in the organization. The OG, Malaysia should encourage their employee for a better future ahead by citing examples of their services, which they have produced for the Company. Reference list: Ahmad, W.N.K.W. and Rezaei, J., 2013, June. Influence of external forces on supply chain sustainability goals and decisions in the oil and gas industry. InEngineering, Technology and Innovation (ICE) IEEE International Technology Management Conference, 2013 International Conference on(pp. 1-9). IEEE. Ahmad, W.N.K.W., De Brito, M.P. and Tavasszy, L.A., 2015. THE IMPLICATIONS OF ENERGY TRANSITION ON SUSTAINABLE SUPPLY CHAIN MANAGEMENT PRACTICES IN THE OIL AND GAS INDUSTRY.Journal of Technology Management and Business,2(1). Bairi, J., Murali Manohar, B. and Kundu, G.K., 2013. Knowledge acquisition by outsourced service providers from aging workforce of oil and gas industry: A study.VINE,43(1), pp.39-56. Chanana, P., Soni, T.M. and Bhakne, U., 2016, March. Emerging Technologies and Workflows in Digital Oil Field. InOffshore Technology Conference Asia. Offshore Technology Conference. Chudzicka, J., 2013. Insourcing as a New Trend in Global Business.Foundations of Management,5(2), pp.7-24. Gu, M. and Wang, L., 2015. Assessment of oil and gas geopolitical influence.Journal of Geographical Sciences,25(3), pp.369-384. Kramer, M.W., 2014.Managing uncertainty in organizational communication. Routledge. Langton, N., Robbins, S.P. and Judge, T.A., 2013.Fundamentals of organizational behaviour. Pearson Education Canada. Mansor, N., Ismail, A.H., Alwi, M.A.M. and Anwar, N., 2013. Relationship between Spiritual Leadership and Organizational Commitment in Malaysians' Oil and Gas Industry.Asian Social Science,9(7), p.179. McShane, S.L. and Von Glinow, M.A., 2015. Organizational Behavior 7/e. Miner, J.B., 2015.Organizational behavior 1: Essential theories of motivation and leadership. Routledge. Nahavandi, A., Denhardt, R.B., Denhardt, J.V. and Aristigueta, M.P., 2013.Organizational behavior. SAGE Publications. Nordin, S.M., Vassekaran, S. and Grover, G.S., 2014. Intercultural Negotiations: Issues and Challenges in the Oil and Gas Industry from Malaysian Perspective.International Review of Management and Business Research,3(3), p.1385. Oilandgasinsight.com. (2016). Oil and Gas Insight. [online] Available at: https://www.oilandgasinsight.com/ [Accessed 22 Dec. 2016]. Pinder, C.C., 2014.Work motivation in organizational behavior. Psychology Press. Rashid, R.A., Nordin, S.M. and Salleh, R., 2014. Impact of Safety Communication on Safety Commitment with Leader-Member Exchange Quality as a Moderating Factor: A Conceptual Framework.Global Business and Management Research,6(4), p.277. Robbins, S.P. and Judge, T., 2012.Essentials of organizational behavior. Boston: Pearson. Romle, A.R., Talib, N.F.M. and Isa, N.H.M., 2016. The relationship between motivation and commitment on job performance among employees from students perspective: the case in public university. Rui, Z., Peng, F., Ling, K., Chang, H., Chen, G. and Zhou, X., 2016. Investigation into the performance of oil and gas projects.Journal of Natural Gas Science and Engineering. Saad, S., Mohamed Udin, Z. and Hasnan, N., 2014. Dynamic Supply Chain Capabilities: A Case Study in Oil and Gas Industry.International Journal of Supply Chain Management,3(2). Wagner III, J.A. and Hollenbeck, J.R., 2014.Organizational behavior: Securing competitive advantage. Routledge.

Sony and Ericsson

Introduction Organizations develop mechanisms of enhancing their competitive advantage through various ways. One of such ways is to form mergers and joint ventures in the effort to gain economies of scale. A good example of such an effort is provided by Ericsson, a Swedish phone maker, and Sony Corporation, which is a Japanese phone maker, which pulled together its resources to form Sony Ericsson communications (SEMC) in October 2001 in the form of a joint venture.Advertising We will write a custom case study sample on Sony and Ericsson specifically for you for only $16.05 $11/page Learn More However, 10 years down the line, Ericsson and Sony announced their intentions to split. This paper discusses the motivations behind the formation of SEMC, the problems encountered in the joint venture, the strategies used by both organization to address the problems, and the factors, which led to the decision to split SEMC. Motivation for the formation of a joint ve nture between Sony and Ericsson The alliance of Sony and Ericsson was formed by organizations that were established in different nations. Thus, SEMC was an international joint venture. Scholarly research identifies different motives for the formation of international joint ventures. For instance, Hill argues that firms engage in joint ventures internationally to gain competiveness in the global market, enhance technological sharing, share operational risks, and to develop the capacity to fund strategic mechanisms of success, which are beyond the financial capability of a single firm (27). SEMC reflects this motivation. According to Harris, strategic factors led to the formation of SEMC alliance (1). For Sony, such factors included the need to gain market excellence to overcome the competitive force of Nokia Corp through increasing the market share for the two organizations. This goal was to be realized through the development of a knowledge base for wireless technology expertise in the telecommunication industry deployed by Ericsson. Ericsson shared a similar aim. It wanted to enhance its capacity to produce consumer-oriented electronics that would pose a mega threat to the market leader-Nokia Corp (Harris 3). This shared motivation meant that SEMC would be able to develop products, which were technologically innovative, hence enabling the joint venture to become more competitive in the market. Sony held only a quarter of the market share that was possessed by Ericsson. However, the presence of Sony in the European markets implied that Erickson would gain new markets in other regions apart from Japan. Sony would also acquire market in Japan that was essentially closed by dominance of Ericsson in the Japanese mobile market together with entertainment technology that was in-built within the Ericsson’s products (Dunn 12).Advertising Looking for case study on business economics? Let's see if we can help you! Get your first paper with 15% OFF Le arn More Ericson wanted to have access to the production process deployed by Sony together with video and audio entertainment technology, which led to the production of mobile handsets with the capacity to revolutionalize the mobile entertainment industry innovatively. This would make it possible for the joint venture to penetrate a new market, which was not yet explored. From the above discussion, it is inferable that both Sony and Ericsson had common interests while indulging in an international business partnership in the form of international joint venture. The two firms sought to gain synergy effects, which produced significant complementary effects (Harris 3). This meant that engaging in alliance would make each of the organization leap benefits from the other, thus translating into increased sale volume through opening virgin markets. Apart from developing the capacity to cover up the weakness of either of the organizations, SEMC was motivated by the need to overcome and wi thstand both international and local competition from rivals. Although SEMC was this incredibly beneficial, various problems were experienced. Problems of the joint venture International joint ventures present a variety of problems ranging from management structure to the process of arriving at common agreeable strategic initiatives for success. This makes international joint ventures have a high failure rate (Hill 17). Consistent with this argument, Ericsson and Sony required high levels of integration together with cooperation, hence increasing the number of problems to which the alliance was exposed. Since the establishment of SEMC, some of the problems that SE was subjected to included the loss of market share, rising costs of operation, and negative effects of various economic factors. Even after the formation of SEMC, the two organizations continued to make losses due to the loss of market share. This loss was attributable to a myriad of problematic aspects inherent in the com mon joint venture strategy for conducting business. One of such problems was that the products portfolio was limited. It focused on expensive phones while negating the importance of cheap phones to boost sale volumes. Lester supports this assertion by adding that the joint venture only produced music products in the high end of prices such as phones with cameras and music enhancements (24). This strategic focus of the venture posed a mega problem since the demand of handset consumption was shifting towards cheap and less advanced phone models. The repercussion was a decrease in the growth of the venture as anticipated while increasing rivals’ competition especially from apple whose products were more superior in meeting the demand requirements such as iphones (Lester 24).Advertising We will write a custom case study sample on Sony and Ericsson specifically for you for only $16.05 $11/page Learn More Consequently, the efforts of SEMC to gain compe titive advantage in the market through the development of a brand that was considered lucrative and expensive by consumers became problematic. This challenge was particularly severe in the Indian market where cheap and simple phones took up the largest market share. Motorola and Nokia were able to respond to this demand, thus securing the biggest Indian market share. For a joint venture to succeed, it is necessary for coordination and integration of the core decision-making processes to be enhanced. Unfortunately, for the Sony Ericsson’s joint venture, these facets became problematic. Lack of adequate integration and coordination between the operations of the two organizations hindered the exchanged of information. This had the overall impact of making it impossible for SEMC to read the requirements of markets precisely, accurately, and at a higher pace in comparison with competitors. Hence, market growth of SEMC was massively impaired. Economic down turns influenced the join t venture’s capacity of success. The credit crunch resulted in the decline of demand together with credit availability. This challenge posed immense problems to SEMC especially in the realm of increasing operation costs. Choosing to engage in an international joint venture implies rising the costs of organizations’ operations (Hill 47). For the joint venture between Sony and Ericsson (SE), it also implied increasing the costs associated with the identification of profitable and viable markets. SEMC also operated in an environment that was characterized by competitors who were using low-cost manufacturing technologies such as Nokia. The models manufactured by rivals were also of a low cost. Hence, SEMC was forced to reduce the selling price of its products to compete with the low-cost brands. This had a direct impact on the profitability of SEMC. Strategies deployed to address the problems Problems faced by SEMC made it clear that the joint venture would collapse at som e point. As Harris argues, the companies forming the SEMC had different organizational culture. In fact, many scholars lamented that complex integration and collaborations were required for the alliance to remain intact for a long time (2). Hill argues that differences in organizational culture have the possibility of creating inefficient management and work conflicts (107). Nevertheless, Sony deployed transaction analysis approaches to prove that the joint venture with Ericsson was vital for reasons previously discussed in the section on motivation for the formation of SEMC. To deal with the problems of diminishing market share and sales level for optimal profitability, the two organizations had franchising, OEM (original equipment manufacturing), and licensing as viable options instead of going through the problems experienced in an international joint venture.Advertising Looking for case study on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Through franchising, Sony and Ericsson would have given independent operators the authority to distribute products in the European market. A careful selection of the franchises would have provided Sony and Ericsson with an opportunity to tap into local technological knowhow together with the development of the capacity to gain links with various local network operators in the new market. Unfortunately, the franchising model works well when an organization has a significant market share (Hill 129). Sony had only 1percent global market share (Dunn 13). Hence, it would not be able to compete in an aggressive way with market leaders such as Nokia Corp. Although licensing would have made it possible for Sony to gain the advantages it intended to get by forming SEMC, it was problematic. For instance, it could have encountered the challenge of internalizing Ericsson’s tacit technological knowhow. This would have created low and slowed capabilities of learning. Considering the speed of advertisement and change of technology in the technological industry, licensing was not a viable option. There was also the fear of one organization engaging in learning processes, which are opportunistic. In the case of Ericsson, OEM’s contract strategy also proved problematic. Despite the fact that Ericsson could have developed the capability to enter the Japanese market (Sullivan 19), Sony could have utilized this opportunity optimally to learn and then directly compete with Ericsson. Factors influencing the decision to split Joint ventures possess high probabilities of failure. For Sony and Ericsson, failure occurred after10 years of its formation. The joint venture was ideal considering that the two companies would contribute what the other was lacking to gain competitive advantage in the mobile phone market. Sony was to contribute expertise in the marketing of consumer electronics while Ericsson was to contribute cellular technological expertise (Kantrow 17). However , the joint venture underwent intense challenges related to cultural deviation, logistical issues, market saturation, and brand portfolio, which prompted the decision to split. When a joint venture such as SE is formed, organizations forming it wish to gain certain earning levels, which are otherwise impossible to gain while operating solely in the global market. Due to the above factors, SE went through a period of reduced profits, often operating at losses. When organizations forming a joint venture fail to achieve their goal, they often consider splitting as an alternative to saving the companies from collapsing (Sullivan 178). Therefore, for SE, the decision to split was unavoidable. In 2002 and 2008, the CEOs for Sony and Ericsson clearly stated that they would end the joint venture in case it was unable to attain the preset earnings. With the decision to split coming head on in 2011, the single most important contributing factor for both organizations to arrive at the decision was akin to poor earning due to the unexpected problems in SEMC. Works Cited Dunn, Douglas. â€Å"Sony may take Ericsson’s call- Nokia’s success points to consolidation.† EBN 1.1(2001): 12-13. Print. Harris, Ellison. â€Å"Sony, Ericsson Mix Technology, Marketing Savvy — New Mobile-Phone Brand Aims to Topple Nokia; Just the Logo Is Ready.† The Wall Street Journal 1.1(2001): 1-3. Print. Hill, Charles. International Business (6th ed.). New York: McGraw Hill, 2007. Print. Kantrow, Benson. â€Å"The Bottom Line: Sony Ericsson Fails To Live Up To Hopes.† Dow Jones International News 1.1(2003): 17-18. Print. Lester, Robert. Case Studies on Failures of International Joint Ventures. London: London University Press, 2008. Print. Sullivan, Daniels. International Business: Environments and Operations. New Jersey, NJ: Prentice Hall, 2007. Print. This case study on Sony and Ericsson was written and submitted by user Dawson Mathis to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.

Napoleon Bonaparte Essays - French Emperors, House Of Bonaparte

Napoleon Bonaparte Essays - French Emperors, House Of Bonaparte Napoleon Bonaparte Napoleon Bonaparte was possibly Frances greatest military mind ever. He was promoted through the ranks by hard work, dedication and his ability to think quickly. He eventually worked his way up to become the Emperor of France. Napoleon was born on August 15, in the year of 1769. He was born at Ajaccio, Corsica. This was a small island off the coast of North Africa. Napoleon?s parents Letizia and Carlo Bonaparte reserved Napoleon a spot at a French military school, and when Napoleon became old enough his parents sent him away to the school which was in Brienne France. Napoleon was not well excepted by the other students at the school. They felt he was a foreigner and Napoleon became a loner devoting all of his time to his studies. After Napoleon?s graduation he continued his military schooling by going on to attend the Cole Military Academy in Paris. Napoleon spent one year there before he was assigned to an infantry unit as a second lieutenant. His unit did not see much action in its fist few years, but Napoleon still managed to show his leadership qualities. In 1789 the French Revolution began. Napoleon look forward to the revolution, and supported it. In 1793 at the siege of Toulon, loyalist leaders and British troops clashed in fearsome battle. Napoleon fought heroically and the British were driven out. As Napoleon?s reward he was given a promotion to general and his own infantry unit. Ufortunitly Napoleon ran into some bad luck, the leader of the French Revolution Maximilien Robespierre became power hungry and lost control. His own men mutinized against him and executed him. Bonapart was also captured and briefly imprisoned because he was a member of Robspierre?s faction. Napoleon was freed just two months later. In 1795 a revolt began in Paris over a new constitution that was presented by the National Convention, the National Convention was name the of the new government that had taken power in France. Napoleon received orders from Frances military leader to defend the convention, and control the situation. Upon his arrival Napoleon realized that the crowd had turned into an ugly mob. Napoleon was able to take control of the situation, disperse the mob and restore peace. Paul Barras who was in control of the French military was so impressed with Napoleon he promoted him to commander. Napoleons next duty was to carry out a series of operations in Italy that would ideally divide and conquer the Sardinian and Austrian armies in Italy. Napoleons plan was to divide the opposing force into two parts. He would then throw his force at one half before the other half had time to rejoin them. Using this tactic Napoleon destroyed the Sardinian armies. Napoleon could not be stopped. The King of Sardinia started talking of peace but Napoleon did not listen, he continued his path of terror and completely wiped out the Sardinians. Now Napoleon was determined to defeat the Austrians. Napoleon first attacked a large Austrian army in Mantua. The Austrian?s sent four separate brigades of reinforcements to help hold off Napoleons army but it wasn?t enough. Napoleon?s army still defeated the Austrians at Mantua. Napoleon continued to forge his way through the country. In 1797 when he came with in eighty miles of Vienna, the Austrians knew they were defeated and surrendered.. After the surrender Napoleon negotiated the treaty with the Austrians, which obviously greatly favored France. Napoleon in total had won 14 pitched battles and 70 combats. Also whenever Napoleon took over a rich lands he used those lands to feed and pay his army, and then the rest would be sent back to France. This greatly helped their poor economy. When Napoleon returned to France he received a heroes welcome. Napoleon was overwhelmed with the support he got from the people. He knew that this would be the perfect time to pursue an office in politics. Napoleon had dreams of being the next Alexander the great. He asked the government if he could take a large army to Egypt. Napoleon thought that if he conquered Egypt he could attack the English by surprise and cut off their trading routes. Napoleon brought 35,000 troops with him to Egypt. He won

Free Volunteer Income Tax Clinics Canada

Free Volunteer Income Tax Clinics Canada Updated: 03/06/2014 If you need help completing your Canadian income tax return and you cant afford an accountant or commercial income tax preparation service, take advantage of the Volunteer Income Tax Preparation Clinics offered by the Canada Revenue Agency. These free clinics are offered every year between February and April at locations across Canada. Eligibility Requirements Trained volunteers can help you with your taxes if you have a straightforward income tax return and your income is low. The program has basic eligibility requirements, including maximum income levels. Community organizations can adapt their own eligibility criteria depending on their economic location and capabilities, so check with the individual clinic. They can not help with income tax returns for: deceased individualsbankruptciescapital gains or lossesemployment expensesbusiness or rental income and expenses See Also: Filing Your Canadian Income Taxes - The BasicsHelp With Your Canadian Income Taxes

Critique of Research Article Term Paper Example | Topics and Well Written Essays - 1500 words

Critique of Research Article - Term Paper Example Urinary Tract Infection refers to the presence of germs in the urinary tract. It is a very common type of infection like respiratory tract infection. Having a catheter within a urinary tract increases the chances of a urinary tract infection. It also makes it harder to treat the original infection for which catheter was using. Bacteria will grow in it if the urinary catheter is left in place for a long time. A large number of bacteria in the urinary tract may result in a harmful infection. Most catheters associated urinary tract infections are caused by bacteria. Wilson and Jenner (2007) stated: â€Å"The presence of a urethral catheter interferes with the natural mechanism. The urethral catheter is thus a major predisposing factor in urinary tract infections in health services.† (P: 217) Researches done in the filed of nursing practices improve the practice of nursing and health services along with raising the standards of the profession but not every research is properly don e and can be considered to bring a change in nursing practice. Such researches must be evaluated to estimate the worth of the study and the evidence provided in it to critically appraise the study. ... The study population here is the people experiencing urinary tract infection due to catheterization. The major outcome being measured is the occurrence of urinary tract infection due to the use of catheters. The aim of this study paper is to test the effectiveness of a â€Å"newly designed urine-collecting system containing an antibacterial device which slowly releases silver ions onto the inner surface of the system† to prevent or reduce the chances of UTIs due to the use of catheters. The purpose of this research is feasible, relevant, healing and interesting. The study provides an abstract of the complete study which gives a quick view of its objective, study population and the conclusion derived. The abstract is usually considered as an essential part of an article in order to convey its important points to users with very limited time. The writers divide the abstract into five parts i.e., objective, patients and methods, results, conclusions and keywords. Abstract also re veals the focus and important aspects of the study according to the researchers. The actual study begins with the part of introduction. The introduction part is important because it defines the problem that is to be resolved and the reason why it is important to resolve that particular problem. In a standard research study, this part is divided into three parts which are background, rationale, and conceptual framework of the study. But this paper does not provide such a consistent introduction. The introduction is lengthy and not divided into these formal parts. The next part in a standard research paper should have been the literature review which is a collection of information about former researches conducted in relevance with the topic of the research. However

Week 3 DISCUSSION QUESTIONS Assignment Example | Topics and Well Written Essays - 250 words

Week 3 DISCUSSION QUESTIONS - Assignment Example Then, the parties having an agreement need to have capacity. Also, the performance and subject matter of the contract need to be steady with public policy and have legality (pp. 131). A contract can be modified when both parties agree in changing the terms found in the original agreement. A contract could either be modified in part or in whole. This depends on the desires of the parties. Promissory estoppel applies when promises made earlier and are relied on, are needed to be enforced (pp. 143). This law applies when there is no use of a formal contract. For example, when an employee is promised to be paid a certain monthly amount for the duration of his work, an official contract may not be applicable unless the employer specifies that this is in exchange for a valued substance. A partial breach of contract is one which applies to an ancillary or minor detail of the contract (pp. 149). For example, this breach would take place if a plumber and a homeowner agreed to have the carpenter use a purple cloth on the chairs but the carpenter ends up using a red one. It is seen to be a partial contract as it does not go to the center of the contract. On the other hand, a material breach may be seen as a serious form of breaching a contract. The value of the contract is affected negatively by the breach. For example, let’s say the agreement between the homeowner and the carpenter was to use mahogany wood in making the chair as it is durable and strong. Because the carpenter wants to save some money, he does not use mahogany and instead uses a cheap wood that is not strong and durable. This is a material breach as the fault in the agreement’s performance goes to the durability of the

How Societies Depend on Computers Essay Example for Free

How Societies Depend on Computers Essay In the 21st Century, the society that we live in has become highly dependent upon computers. The computers have increased the efficiency of the human resource by many times. It not only saves the society from a lot of work, but also acts as a source of entertainment. It is not only helping professionals in their office work but also helping children in their initial development. Businesses have reduced their requirements of human resource as they have adopted the computers in their processes. Teachers and professors use computers today to aid in their lectures and activities with the students. The students are highly dependent upon the computers as they study online, word process their assignments, print their documents, study from e-books and search for anything that they do not understand in the lectures. The professionals in the workplace use computers to manage their work, to make schedules, take notes, for accounting practices and for getting assisted in decision making. Many corporations have implemented systems using computers as an alternative to the human resource. Systems such as Enterprise Resource Systems (ERPs), Customer Relationship Systems (CRMs) and Decision Support Systems (DSS) help the top level management as well as the lower level staff to engage in best practices. Through these systems, the corporations reduce their costs, reduce inventory holding and get rid of excessive labor. The use of computers is not limited to the business today as governments have also started to incorporate computer systems in every aspect of public systems. Computers help monitor the traffic and manage the traffic through traffic signal lights and fines system. The computers have made it into the kitchens of households as they control the microwave heaters, fridge, freezers etc. The computers are also now everyone’s pockets these days as smart phones are getting common and cheaper day by day. The traditional mails are replaced 95% by e-mails, which are free, and the access to internet has also enabled many other services. Computers are also replacing televisions in many homes as they include DVD players and are less costly. The general-purpose attribute of the computers are making them everyone’s favorite. Everyone has some or the other use of computer daily. The banks are shifted to computers and internet banking has thrived. Where the computers are helping so much, they are also causing a lot of distress for many people and pain. Internet has made hacking easier for the hackers with the criminal intent. These hackers can erase important data and cause losses over millions. The popularity of computers has also brought with it the popularity of porn over the internet. There is no one who can stop children of illegal age to watch porn over the internet. Some say that the new generation is getting spoiled because of the access to the internet and computers at home and at schools. With the advent of computers, the privacy of the people has been stolen from them as anyone anywhere can take photographs from digital cameras and make videos. However, the society would still have suffered if there were no computers. We would still be living in the middle ages if the use of computers would not have flourished in the society. It would not have been possible to have a video chat with your relative living in another continent for free if the computers would not have been invented.

The Very Idea of Humanity :: Philosophy Papers

The Very Idea of Humanity Why should we believe in such a thing as humanity? Should we accept appearances or take authority as our guide? Should we point to some pragmatic advantage to be gained by believing it, or is there proof? Philosophy offers such proof, contained in the dream hypothesis of the Buddha and Plato (and, more famously, Descartes). The dream hypothesis reveals our common ground. It refers to a familiar experience in terms of which young people of every time and place can understand why routine, authority, definition and first principle, category, criterion, perception and paradigm might fail. But the dream hypothesis is about the transition from sleeping to waking. As familiar, this transition is an excellent device for teaching that similar transitions can happen to one who is already awake. The dream hypothesis is about the soul, and the capacity to choose not only one's actions but also one's contexts. On the eve of the new millennium, we face responsibility for the results of our routine s. The dream hypothesis promises to awaken a taste for foresight and negotiation. When we all understand the dream hypothesis, we will no longer worship our routines, but will be better judges of their utility. We will stand together when we transcend our cultures and recognize the capacity of all citizens of every nation, tribe, and culture to grow, that is, when we awaken to the possibility of waking up. This is a plea for the dream hypothesis-a sales pitch, if you will. We are here under the banner, "Philosophy Educating Humanity." If philosophy is to educate humanity, the dream hypothesis will help prove to people of all tribes that there is such a thing as humanity. The dream hypothesis will introduce every child to its own humanity, but it will also introduce every child to the humanity of others. The dream hypothesis will increase the number of fully-functioning souls, that is to say, beings with the capacity to decide rationally what game to play, what interpretation to accept, what routine to follow. According to some philosophers, the dream hypothesis is at best useless. Russell said as much in Problems of Philosophy: There is no logical impossibility in the supposition that the whole of life is a dream, in which we ourselves create all the objects that come before us. But although this is not logically impossible, there is no reason whatever to

Fixed Income Securities

ANSWERS TO QUESTIONS FOR CHAPTER 1 (Questions are in bold print followed by answers. ) 2. What is meant by a mortgage-backed security? A mortgage-backed security is a security backed by one or more mortgage loans. Like a bond that is callable, a mortgage-backed security allows the investor to grant the borrower an option. 4. What is the cash flow of a 10-year bond that pays coupon interest semiannually, has a coupon rate of 7%, and has a par value of $100,000? The principal or par value of a bond is the amount that the issuer agrees to repay the bondholder at the maturity date.The coupon rate multiplied by the principal of the bond provides the dollar amount of the coupon (or annual amount of the interest payment). A 10-year bond with a 7% annual coupon rate and a principal of $100,000 will pay semiannual interest of (0. 07/2)($100,000) = $3,500 for 10(2) = 20 periods. Thus, the cash flow is $3,500. In addition to this periodic cash, the issuer of the bond is obligated to pay back th e principal of $100,000 at the time the last $3,500 is paid. 6. Give three reasons why the maturity of a bond is important.There are three reasons why the term to maturity of a bond is important. First, the term to maturity indicates the time period over which the holder of the bond can expect to receive the coupon payments and the number of years before the principal will be paid in full. Second, the term to maturity is important because the yield on a bond depends on it. The shape of the yield curve determines how the term to maturity affects the yield. Third, the price of a bond will fluctuate over its life as yields in the market change.The volatility of a bond’s price is dependent on its maturity. More specifically, with all other factors constant, the longer the maturity of a bond, the greater the price volatility resulting from a change in market yields. 8. Explain whether or not an investor can determine today what the cash flow of a floating-rate bond will be. Floati ng-rate bonds are issues where the coupon rate resets periodically based on a general formula equal to the reference rate plus the quoted margin. The reference rate is some index subject to change.The exact change is unknown and uncertain. Thus, an investor cannot determine today what the cash flow of a floating-rate bond will be in the future. 10. What is an inverse-floating-rate bond? While the coupon on floating-rate bonds reliant on an interest rate benchmark typically rises as the benchmark rises and falls as the benchmark falls, there are issues whose coupon interest rate moves in the opposite direction from the change in interest rates. Such issues are called inverse floaters. 12. (a) What is meant by an amortizing security?The principal repayment of a bond issue can be for either the total principal to be repaid at maturity or for the principal to be repaid over the life of the bond. In the latter case, there is a schedule of principal repayments. This schedule is called an amortization schedule. Loans that have this amortizing feature are automobile loans and home mortgage loans. There are securities that are created from loans that have an amortization schedule. These securities will then have a schedule of periodic principal repayments.Such securities are referred to as amortizing securities. (b) Why is the maturity of an amortizing security not a useful measure? For amortizing securities, investors do not talk in terms of a bond’s maturity. This is because the stated maturity of such securities only identifies when the final principal payment will be made. The repayment of the principal is being made over time. 14. What does the call feature in a bond entitle the issuer to do? The most common type of option embedded in a bond is a call feature.This provision grants the issuer the right to retire the debt, fully or partially, before the scheduled maturity date. 16. What does the put feature in a bond entitle the bondholder to do? An issue wit h a put provision included in the indenture grants the bondholder the right to sell the issue back to the issuer at par value on designated dates. The advantage to the bondholder is related to the possibility that if interest rates rise after the issue date (thereby reducing a bond’s price) the bondholder can force the issuer to redeem the bond at par value. 8. How do market participants gauge the default risk of a bond issue? It is common to define credit risk as the risk that the issuer of a bond will fail to satisfy the terms of the obligation with respect to the timely payment of interest and repayment of the amount borrowed. This form of credit risk is called default risk. Market participants gauge the default risk of an issue by looking at the default rating or credit rating assigned to a bond issue by one of the three rating companies—Standard & Poor’s, Moody’s, and Fitch. 0. Does an investor who purchases a zero-coupon bond face reinvestment risk? The calculation of the yield of a bond assumes that the cash flows received are reinvested. The additional income from such reinvestment, sometimes called interest-on-interest, depends on the prevailing interest-rate levels at the time of reinvestment, as well as on the reinvestment strategy. Variability in the reinvestment rate of a given strategy because of changes in market interest rates is called reinvestment risk.This risk is that the interest rate at which interim cash flows can be reinvested will fall. Reinvestment risk is greater for longer holding periods, as well as for bonds with large, early cash flows, such as high-coupon bonds. For zero-coupon bonds, interest is reinvested at the same rate as the coupon rate. This eliminates any risk associated with the possibility that coupon payments will be reinvested at a lower rate. However, if rates go up, then the zero coupon bond will fall in value because its â€Å"locked-in† rate is below the higher market rate. 22.W hat is meant by marking a position to market? Marking a position to market means that periodically the market value of a portfolio must be determined. Thus, it can refer to the practice of reporting the value of assets on a market rather than book value basis. Marking to market can also refer to settling or reconciling changes in the value of futures contracts on a daily basis. 24. What is risk risk? There have been new and innovative structures introduced into the bond market. Money managers do not always understand the risk/return characteristics of these securities.Risk risk is defined as not knowing what the risk of a security is because those involved in issuing and buying securities are not aware of what can happen. There are two ways to mitigate or eliminate risk risk. The first approach is to keep up with the literature on the state-of-the-art methodologies for analyzing securities. The second approach is to avoid securities that are not clearly understood. 26. What is a pri ce-risk-transferring innovation? A price-risk-transferring innovation is an innovation that provides market participants with more efficient means for dealing with price or exchange rate risk.

Pay It Forward vs.Coach Carter Essay

Edith Ann once said â€Å"I like a teacher who gives you something to take home to think about besides homework. † I agree with this quote because it pertains to Coach Carter in the movie â€Å"Coach Carter† and Mr. Simonet in the movie â€Å"Pay It Forward†. Coach Carter and Mr. Simonet are similar in the way they approach their students. In both the movies, both teachers want more out of their students, they encourage them to do more, and to push themselves harder. In the movie â€Å"Pay It Forward†, Mr. Simonet tries to teach the kids that anything is possible. So he gives them an assignment to think of an act that can change the world. He tells them that â€Å"The realm of possibility exists within you†. This means that they can change the world only if they believe that they can do it. The whole purpose of him giving his students this assignment was to try to get them to set high expectations for themselves, to teach them not to settle for less and that even a big assignment like changing the world is possible. Just like Mr. Simonet in â€Å"Pay It Forward† Coach Carter also teaches his team to set high standards for themselves. He stresses that his vision, is for his players to be successful on the court, in the classroom, and in life. He lets them know that only they can make that happen. He makes them sign contracts that require them to maintain a certain GPA. When the players fail to uphold this responsibility, he locks down the gym, and cancels their games until they get their grades up. He did this to prove to the players that everything in life doesn’t come on a silver platter, they have to work for it. In Conclusion, both Mr. Simonet and Coach Carter are alike in the way they teach their students. Both of them teach the kids to set high expectations for themselves. They both teach the students to never settle for less. At the end of both movies it’s pretty clear that both of their teachings paid off. In â€Å"Pay It Forward†, Trevor comes up with the pay it forward system which becomes a world wide sensation. In â€Å"Coach Carter†, the basketball players learned a life lesson. Although the school board chose to go against Coach Carter and end the gym lock down, the basketball players refused to play. Also at the end Coach Carter realizes that he impacted the players more than he expected to. Not only did they graduate high school but most of them went to college and even won scholarships. Both Coach Carter and Mr. Simonet gave their students something to take home and think about.

The Namesake Theme of Family Essays

The Namesake Theme of Family Essays The Namesake Theme of Family Paper The Namesake Theme of Family Paper Essay Topic: The Namesake The Shake and Sashimi relationship with their parents was attached to Indian culture. Parents are who decide the by choosing who they marry this was a decision it determined their fate and character as parents. When Googol is a small child the relationship with his parents is completely normal. Over the years the relationship becomes a bit more complicated. Googol is like any boy his age stubborn obstinate and rebellious. This behavior is strange to Shake because in their culture the behavior of young men as Googol was different. Shake tries to educate his son as he was educated but definitely our method does not work. Lair wrote. That night at the dinner table, he brought it up with his parents. It was one thing for Googol to be the name penned in calligraphy on his high school diploma, and printed below his picture in the yearbook, hed begun. It was one thing, even, for it to be typed on his applications to five Ivy League colleges, as well as to Stanford and Berkeley. But engraved, four years from now, on a bachelor of arts degree? Written at the top of a rsum? Centered on a business card? It would be the name his parents picked out for him, he assured them, the good name theyd chosen for him when he was five. (99) Googol wants to change his name. His father is disappointed but decides to let him do what he wants to. Sashimi and Shake believed in a sense of family independence. But this idea of independence Sashimi and Shake had about his family not been applied to their about children and begin to experience what their parents felt years ago. Them have contrary feelings about this family indepe ndence. Whats done is done, his father had said. it will be a hassle. Googol has, in effect, become your good name. Its too complicate owe, his mother said, agreeing. Youre too Old. Im not, he persisted. Dont get it. Why did you have to give me a pet name in the first place? Wall- the point? Its our way, Googol, his mother maintained. Its what Bengal do. But its not even a Bengali name. He told his parents what hed learned in Mr.. Lagoons class, about Googol! Lifelong unhappiness, his mental instability, about how hed starved himself death. Did you know all this stuff about him? he asked. You forgot to mention that he was also a genius, his father said. l dont get it. How cot you guys name me after someone so strange? No one takes me seriously, Googol said. Who? Who does not take you seriously? his father wanted etc know, lifting his fingers from his plate, looking up at him. Then change it, father said simply, quietly, after a while. Really? in America anything is possible. Do as you wish. (99-100) The relationship between Shake and Googol was like the typical relational between a tough father and a shy son. Parents who want to raise their chi based on their own life experience. Maybe his intension was to teach Go lesson. But Googol had a mix of cultures to handle. These determine the relationship between they. When Googol decides introduce Maxine to his family. The Story takes a determinate change. Shake tells the Story of his accident years ago. The reason that he decided to put the name Googol. l want to tell you something, his father says when the piece ends, once tm have already turned onto Phenomenon Road. What? Googol asks. Its about your name. Googol looks at his father, puzzled. My name? His father shuts off the radio. Googol. These days he is called Googol so seldom that the sound of it no longer up: him as it used to. After three years of being Nikkei the vast majority of the mime, he no longer minds. There is a reason for it, you know, his father continues. Right, ABA. Gogols your favorite author. I know. No, his father says. He pulls into the driveway and switches off the engine then the headlights. He undoes his seat belt, guiding it with his hand as it retracts, back behind his left shoulder. Another reason. (122-123) Googol question if Shake remember that terrible day with his name. Cash replied something beautiful I remember everything that followed that c Every day after the accident were a gift Googol does not understand the message of his father years later would. Why dont I know this about y Googol says. His voice sounds harsh, accusing but his eyes well with tears. Why havent you told me this until now? It never felt like the right time, his father says. But its like youve lied to me all these years. When his father doesnt respond, he adds, Thats why you have that limp, isnt it? It happened so long ago. I didnt want to upset you. It doesnt matter. You should have told me. Perhaps, his father concedes, glancing briefly in Gogols direction. He removes the keys from the ignition. Come, you must be hungry. The car is tenting cold. But Googol doesnt move. He sits there, still struggling to absorb the information, feeling awkward, oddly ashamed, at fault. Im sorry, ABA. (123-124) The death of a parent to child is a difficult experience. Googol experiences an avalanche of emotions. Regret mostly because the relationship with his faith was not always the best. His glasses are missing Googol says, looking up at Mr.. Davenport. Mr.. Davenport does not reply. After a few minutes he says, Mr.. Gauguin, are you able to positively identify the body? Is this your father? Yes, thats him, (172) Googol begins to experience feelings of guilt after the death of his father. He faces the death of his father in a thoughtful way. Begins to consider that could have been more patient with his father because he always acted impatient with him. This happens when he can understand the story his father had told him about his name. The day his father had told him about the accident. The real reason his name was Googol Googol cannot be a beautiful name but the fact that Shake remember every wonderful omen after rebirth past that accident make happen that Googol was a beautiful name. Googol is maturing over time. And he realizes putting on the shoes of their parents that coming to America was a tough decision. However, his parents had the courage to come alone and be away from his family. And he believes that could not stay as far away from his family. This is a very important moment in the life of Googol. Finally understand all the effort mad for his parents. Just to give better life than they had. There he realizes that hi fathers teachings about the relationship with their parents were not accidental. He discovers that his father had felt the same way years ago with the death of his grandparents in Calcutta. The relationship between Googol and Sashimi is deeper after Shake dies. Googol tells his mother of his imminent separation of Museums. His felling of freedom and the reconnection that he felt with his father after find that famous book he had given and reed in front page. Lair wrote And then another book, never read, long forgotten, catches his eye. The jacket is missing, the title on the spine practically faded. Its a thick clothbound volume topped with decades- old dust. The ivory pages are heavy, slightly sour, silken to the touch. The spine cracks faintly when he opens it to the title page. The Short Stories of Nikolas Googol. For Googol Gauguin, it says on the front endpapers in his fathers tranquil hand, in red ballpoint ink, the letters rising gradually, optimistically, on the diagonal toward the upper right-hand corner of the page. The man who gave you his name, from the man who gave you your name is written within quotation marks. (288) The relationship between parents and children is not always the easiest thing to handle. But this novel gives us a clear example that the intentions of parents to educate are always the best. Parents, like the Gauguin always try to vie us the best.

Battle of Fredericksburg in the Civil War

Battle of Fredericksburg in the Civil War The Battle of Fredericksburg was was fought December 13, 1862, during the American Civil War (1861-1865) and saw Union forces suffer a bloody defeat. Having grown angry with Major General George B. McClellans unwillingness to pursue General Robert E. Lees Army of Northern Virginia after the Battle of Antietam, President Abraham Lincoln relieved him on November 5, 1862, and replaced him with Major General Ambrose Burnside two days later. A West Point graduate, Burnside had achieved some success earlier in the war campaigning in North Carolina and leading IX Corps. A Reluctant Commander Despite this, Burnside had misgivings about his ability to lead the Army of the Potomac. He had twice declined the command citing that he was unqualified and lacked experience. Lincoln had first approached him following McClellans defeat on the Peninsula in July and made a similar offer following Major General John Popes defeat at Second Manassas in August. Asked again that fall, he only accepted when Lincoln told him that McClellan would be replaced regardless and that the alternative was Major General Joseph Hooker whom Burnside intensely disliked.      Burnsides Plan Reluctantly assuming command, Burnside was pressured to undertake offensive operations by Lincoln and Union General-in-Chief Henry W. Halleck. Planning a late fall offensive, Burnside intended to move into Virginia and openly concentrate his army at Warrenton. From this position he would feint towards Culpeper Court House, Orange Court House, or Gordonsville before quickly marching southeast to Fredericksburg. Hoping to sidestep Lees army, Burnside planned to cross the Rappahannock River and advance on Richmond via the Richmond, Fredericksburg, and Potomac Railroad. Requiring speed and guile, Burnsides plan built upon some operations that McClellan had been contemplating at the time of his removal. The final plan was submitted to Halleck on November 9. Following a lengthy debate, it was approved by Lincoln five days later though the president was disappointed that the target was Richmond and not Lees army. Additionally, he cautioned that Burnside should move quickly as it was unlikely that Lee would hesitate to move against him. Moving out on November 15, the lead elements of the Army of the Potomac reached Falmouth, VA, opposite Fredericksburg, two days later having successfully stolen a march on Lee. Armies Commanders Union - Army of the Potomac Major General Ambrose E. Burnside100,007 men Confederates - Army of Northern Virginia General Robert E. Lee72,497 men Critical Delays This success was squandered when it was discovered that the pontoons needed to bridge the river had not arrived ahead of the army due to an administrative error. Major General Edwin V. Sumner, commanding the Right Grand Division (II Corps IX Corps), pressed Burnside for permission to ford the river to scatter the few Confederate defenders in Fredericksburg and occupy Maryes Heights west of the town. Burnside refused fearing that the fall rains would cause the river to rise and that Sumner would be cut off. Responding to Burnside, Lee initially anticipated having to make a stand behind the North Anna River to the south. This plan changed when he learned how slow Burnside was moving and he instead elected to march towards Fredericksburg. As the Union forces sat in Falmouth, Lieutenant General James Longstreets entire corps arrived by November 23 and began digging on the heights. While Longstreet established a commanding position,  Lt. General Thomas Stonewall Jacksons corps was en route from the Shenandoah Valley.   Opportunities Missed On November 25, the first pontoon bridges arrived, but Burnside refused to move, missing an opportunity to crush half of Lees army before the other half arrived. By the end of the month, when the remaining bridges arrived, Jacksons corps had reached Fredericksburg and assumed a position south of Longstreet. Finally, on December 11, Union engineers began building six pontoon bridges opposite Fredericksburg. Under fire from Confederate snipers, Burnside was forced to send landing parties across the river to clear out the town. Supported by artillery on Stafford Heights, the Union troops occupied Fredericksburg and looted the town. With the bridges completed, the bulk of Union forces began crossing the river and deploying for battle on December 11 and 12. Burnsides original plan for the battle called for the main attack to be executed to the south by Major General William B. Franklins Left Grand Division (I Corps VI Corps) against Jacksons position, with a smaller, supporting action against Maryes Heights. Held in the South Beginning at 8:30 AM on December 13, the assault was led by Major General George G. Meades division, supported by those of Brigadier Generals Abner Doubleday and John Gibbon. While initially hampered by heavy fog, the Union attack gained momentum around 10:00 AM when it was able to exploit a gap in Jacksons lines. Meades attack was eventually stopped by artillery fire, and around 1:30 PM a massive Confederate counterattack forced all three Union divisions to withdraw. To the north, the first assault on Maryes Heights had commenced at 11:00 AM and was led by the division of Major General William H. French. A Bloody Failure The approach to the heights required the attacking force to cross a 400-yard open plain which was divided by a drainage ditch. To cross the ditch, Union troops were forced to file in columns over two small bridges. As in the south, the fog prevented Union artillery on Stafford Heights from providing effective fire support. Moving forward, Frenchs men were repulsed with heavy casualties. Burnside repeated the attack with the divisions of Brigadier Generals Winfield Scott Hancock and Oliver O. Howard with the same results. With the battle going poorly on Franklins front, Burnside focused his attention on Maryes Heights. Reinforced by Major General George Picketts division, Longstreets position proved impenetrable. The attack was renewed at 3:30 PM when Brigadier General Charles Griffins division was sent forward and repulsed. Half an hour later, Brigadier General Andrew Humphreys  division charged with the same result. The battle concluded when Brigadier General George W. Gettys division attempted to attack the heights from the south with no success. All told, sixteen charges were made against the stone wall atop Maryes Heights, usually in brigade strength. Witnessing the carnage Gen. Lee commented, It is well that war is so terrible, or we should grow too fond of it. Aftermath One of the most one-sided battles of the Civil War, the Battle of Fredericksburg cost the Army of the Potomac 1,284 killed, 9,600 wounded, and 1,769 captured/missing. For the Confederates, casualties were 608 killed, 4,116 wounded, and 653 captured/missing. Of these only around 200 were suffered at Maryes Heights. As the battle ended, many Union troops, living and wounded, were forced to spend the freezing night of December 13/14 on the plain before the heights, pinned down by the Confederates. On the afternoon of the 14th, Burnside asked Lee for a truce to tend to his wounded which was granted. Having removed his men from the field, Burnside withdrew the army back across the river to Stafford Heights. The following month, Burnside strove to save his reputation by attempting to move north around Lees left flank. This plan bogged down when January rains reduced the roads to mud pits which prevented the army from moving. Dubbed the Mud March, the movement was cancelled. Burnside was replaced by Hooker on January 26, 1863.

Succinyl CoA Synthase and Regulation of the Enzyme Essay - 8

Succinyl CoA Synthase and Regulation of the Enzyme - Essay Example The amino acid responsible for activity is the phosphorylated histidine intermediate (HIS 246 alpha) which is the residue responsible for dephosphorylation of ATP and another site is suspected to be present in the beta subunit that ensures continued metabolism. It is also suspected that there is a nucleotide binding site at the N-terminal of beta subunit (Harel, 2014). This suggests that there are two active sites which are situated approximately 35A apart and that the HIS 246 alpha loop usually moves between them while catalysis is occurring. There is also GLU 208 alpha on the alpha subunit which interacts with the active HIS 246 residue in both the phosphorylated and dephosphorylated enzyme (Harel, 2014) As indicated above the histidine residue is the one involved in dephosphorylation or phosphorylation of ATP or ADP respectively. It has been proposed that the process involves a cooperative binding catalysis. Thus binding of ATP at one site enhances catalysis at another catalytic site (Schà ¼rmann et al, 2011). Binding of ATP occurs only in the presence of magnesium ion (Mg++) forming a complex which contains two ATP residue plus 2 phosphoric acid residues. If incubation is done this complex is converted to another one with 4 phosphoric acid residues per given protein. The complex with 4 phosphoric acid residues is the only one with the capability to react with succinate and CoA to give Succinyl CoA complex (Harel, 2014). This complex then releases phosphoric residues as many as bound succinate. The transfer of this phosphoric residue from the first active site correlates with the transfer to the second active site supporting the cooperative binding mechanism. These, therefore, mea ns that both ADP and ATP can both be activating or inhibiting depending on which stage of catalysis they bind to the enzyme(Harel, 2014). These, therefore, support the reversibility of the catalysis. After the phosphorylation of the Succinyl-CoA and  subsequent dephosphorylation, it is released and continues along the Krebs cycle as succinate.

Slave Culture Assignment Example | Topics and Well Written Essays - 250 words

Slave Culture - Assignment Example h of slavery, as Couvares and Saxton state, â€Å"had plunged him deeply into social history, that is, into the realm of group experience and collective fate that seemed very far away from the world of intellectuals and political leaders that had once so occupied him† (16). Morgan found no conflict between the ideas of liberal democracy as espoused by America’s founding fathers and the country’s dependence upon slavery. Instead, he believed that slavery minimized class conflict, thus making the experiment of social democracy easier to accomplish in the late seventeenth and early eighteenth centuries. Unlike other historians of his era, Morgan believed that racism had little to do with the origins of slavery. Rather, he felt that its existence had more to do with â€Å"elite English attitudes towards manual labor, a short supply of indentured servants, and an elite fear of their unruliness† (111). In other words, slavery was used by the English colonists of the U.S. to control the lower classes. For Morgan, slavery was more of a class issue than a race issue. Black slavery developed out of a response to a serious labor shortage in the colonies, not due to violent feelings towards Africans. Morgan pointed to the English treatment of Native Americans earlier and stated that they were not enslaved as Africans were because their attempts to exploit Native Americans failed. Consensus about other beliefs, Morgan held, had more to do with the origins and development of slavery in

The Contemporary Hospitality Industry Assignment - 2

The Contemporary Hospitality Industry - Assignment Example When assessing the scale of the hospitality industry, it can be observed that the sector has accomplished a momentous growth of strengthening its capital market over the past few decades. Owing to its consistent and rapid growth, the hospitality industry is also known as a major contributor for Gross National Products (GNP) today where it has been observed to play a pivotal role in encouraging regional developments along with employment opportunities. As per the recent economic performance of the industry, it has been observed that the core hospitality market has been estimated to earn an annual turnover of GBP 90 billion on an average, employing almost more than 2.4 millions of employers in its different business practices all over the world (British Hospitality Association, 2010). In relation to diversity, it can further be recognised that the hospitality industry of the present business world, has been inclined towards delivering increasingly heterogeneous services being influence d by the changing needs of people, globalisation effects and also due to the relocation or migration among different cultures. According to the present scenario, the increasing diversity within the hospitality workforce has been considered as one of its major strengths to satisfy the diverse needs of its customers (National College of Business Administration, 2009). According to the recent transformation of the hospitality industry, it has been recognised that the structure of hospitality industry involves a range of commercial, public and voluntary organisations that principally involves food and catering services along with other housekeeping and maintenance facilities.

Leadership Styles in Knowledge Management

Leadership Styles in Knowledge Management This research paper aims to study the three basic leadership styles widely practiced in the organizations as well as the emerging concept of knowledge management and examine individually the relationship of these leadership roles on the knowledge management. The three leadership styles under focus are: transformational, transactional and laissez-faire. The purpose of this research is to identify which leadership style is more effective in relation with the knowledge management. Hence, to help organizations make the best use of this phenomenon and increase their knowledge sharing among different hierarchical levels to exercise maximum levels of learning and innovation in their work environment. It will also enable corporations to gain the competitive advantage with respect to their human capital and. When it is discovered that which managerial style has the positive impact on the knowledge management, it will result into employee empowerment and motivation. Among the important finding s are that effective knowledge management or knowledge sharing processes lead to a competent work environment and the employees get more involved with their jobs as they feel that their ideas are valued. Moreover, they tend to get more creative and challenging, but these behaviors are majorly dependent upon the managers attitude and whether he or she encourages such contributions or interferences from the subordinates and is flexible and open to change and innovation. In the outcomes, transformational leadership has proved to positive relationship with knowledge management and that of the laissez-faire has a negative effect on it. This paper has derived findings through extensive study of literature reviews on these main concepts which is based on theoretical researches. Keywords: Knowledge management, Transformational leadership, Transactional leadership, laissez-faire, Communication. Introduction: Background of study: In this research we are going to study the various factors affecting the issue of Knowledge Management among employees and how can it become most useful for the growth of an organization. The concept of Knowledge Management basically is about the knowledge an individual possesses about anything and this particular kind is referred to as tacit knowledge which is usually gained through personal observation, experience, values and beliefs. Such form of knowledge is usually exhibited in informal settings and could not be formally written or documented into a proposal to the manager. As it is something that can cross an employees mind instantaneously but he or she might not feel confident to share their idea openly in the given atmosphere, where they might think it would sound insignificant or absurd to others. To sum up, the purpose of knowledge management is to provide strategies, processes and technology to amplify the overall organizations learning (Satyadas et al., 2001). Moreover, s ystem oriented view is highly being emphasized and companies are installing technology applications ranging from traditional data-processing areas to expert networks enabling expert-to-expert communication. These systems are designed to store and make profit from the existing explicit, implicit as well as tacit knowledge of organizations. Hence, they facilitate the flow of knowledge in the processes and also record the information that which employee has put in the knowledge and how its implementation could help the organization, so that the right person should get the reward fairly and it is done as an act of encouragement for others. In todays world of immense market competition and rivalry among brands, there is an increasing need of formulating progressive organizational strategies constantly for a companys survival. There organizations are now paying most attention to the notion of innovation, which is majorly generated from the employees. Hence, it is highly important for an o rganization to have a culture that is flexible, open to new ideas, adaptive to change and appreciative of contribution of knowledge. Hence if the sharing of knowledge from individuals is encouraged and valued, it can enable a company to be competitive and help in achieving its goals, provided it is in relevance with the problem. (Birasnav, Rangnekar, Dalpati, 2011) Moreover, if that knowledge is used and followed through, it gives a sense of recognition, achievement and personal satisfaction as well as a sense of belonging. It matters most especially to the senior employees who do not much care about the other lower components of the Maslows motivation theory of hierarchy, as those needs are already fulfilled at this stage. Leadership Styles are at the center of Knowledge Management importance and approaches that have caught the attention of researchers and scholars for long periods. Overly technical view of Knowledge Management seems to downplay the importance of soft factors that impact the Knowledge Management phenomena. Significance of study: Managing knowledge and intellectual capital has become the key drivers of new knowledge and new ideas to the innovation process, to new innovative products, services and solutions. It helps in better achieving and even exceeding the objectives. (Knowledge Management in Health Science Libraries, 2007) The purpose of knowledge management should not be to become just knowledgeable but to be able to create, transfer and apply knowledge with aim of better achieving the objectives. Problem Statement: The current competitive setting of organizations and the changing management paradigm has highlighted the importance of Leadership Styles on Knowledge Management. Identifying Leadership Styles that promote concept and practice of Knowledge Management is crucial as the growth and competitiveness of organizations in new-age economy. Research Question: What are the different leadership styles that affect knowledge management in organization? What are the ways in which different leadership styles affect knowledge management? Purpose of study: The purpose of this study is to examine the different roles of leadership in the knowledge management and how this has an impact on the overall organization. Research objectives: To identify and evaluate different roles of leadership To examine the impact of these different roles of leadership on knowledge management Delimitation: Only few educational institutes are surveyed for the primary research from Rawalpindi and Islamabad only. Literature Review: Knowledge management has been identified as one of the most important resources that contribute to the competitive advantage of an organization. Behavioral and interpersonal skills are most often known as the essentials for successful knowledge management. Knowledge can be within individuals or within the relationships between the individuals groups or sub groups. Without verbal or even the non verbal communication the only way to organize knowledge transfer would be to move around people holding the relevant knowledge. (Ferenc, 2003) For many years it had not been studied despite its importance in this information age; only recently leadership theories and researches have addressed the role of leadership in knowledge management. Researchers (Beron et al. 2006), (Viitala, 2004) suggested that the design and building management information system is one way in which leaders at the top of a corporate have an impact on organizational performance. Recent development in the organizational knowledge literature stresses the importance of knowledge management to building a sustainable competitive advantage. (Bogner and Bansal, 2007) and to the importance of leadership for the success of knowledge management. Recently the growing information systems and knowledge management have continuously stressed the lack of leadership support for the failure of many knowledge management projects. (Davenport et al. 1998), (Chandrashekhar, 2009). It has been found that 42 percent of an organizations knowledge resides in the minds of the employees (Clark and Rollo, 2001); therefore it is dependent upon the leaders how to make the best use of it. Furthermore, as discovered by Doppelt (2003) that in order to achieve sustainability in a corporation, leadership is the key, because a competent and committed leader encourages dialogue which as a result leads to change and so barriers such as sticking to old ideas and cultural frameworks, past practices, tunnel vision and such approaches tha t come in the way to draw new progressive visions for the future. According to the researchers Jong and Hartog (2007) and Aragon-Correa (2007) every leadership style has its own pros and cons; but transformational leadership is more attentive and engaging with the sub-ordinates and encourages them to be creative and focuses on the firms learning and innovation. Whereas, Bass (1985) presented that transactional leaders are not much involved with the subordinates work unless there is a need when a problem arises. On the other hand, he also stated that transformational leaders motivate their workforce, rouses their intellectual skills and acts as role models for them. Moreover, they also have the quality of inspiring the employees into acquiring goal accomplishing skills and improve their performance in achieving the corporate vision (Nemanich and Kellar, 2007). Also, they train, encourage and support their subordinates keenly and optimistically and promote individual and team spirit a mong them. Consequently, it is paid back in the form of boosting employees performance in their tasks and bringing high returns from them (Yulk, 2006; Boerner et al, 2007). Information management: Information as now a day includes both physical and electronic information. Now its the organizations and its structures that must be capable of managing that information throughout the information lifecycle regardless of its sources and formats. Thus the focus on information management is the ability of organization to capture, manage, preserve, store and deliver the right information to right people at right time. Information management becomes the corporate responsibility that needs to be addressed and followed from the senior level management to the front line management. Information is the key asset for an organization and thus should be treated as corporate asset. (Information Management) And it must be made available to everyone and must be shared. People management: Knowledge is the main driver for organizations performance. It affects performance by making it possible for people to perform well. So the instrument by which knowledge affects the performance is through people. So knowledge management must be people focused (Wiig, 2004) (Corral, 1999) Cindy Johnson, Director of Collaboration and Knowledge Sharing at Texas Instruments states: Knowledge management is really about recognizing that regardless of what business you are in, you are competing based on the knowledge of your employees. They way of making knowledge available has evolved over time. It started with family clans where knowledge was passed from father to son by the process of learning. With the new ideas of working in teams, groups, and as institutions, people work closer to benefit from the knowledge of each other. Process Management: Knowledge management is considered as an approach where the employees of the companies would leverage from the buried knowledge that was held closely to them. This enabled the evolution of the term learning organizations where knowledge is always evolving and is being made assessable to all the employees who are eager to attain it and apply it. The focus on improving, re-engineering and managing business process is considered as corporate assets. The companies are taking charge of how they will deliver value to their customers by focusing on process effectiveness and efficiency. While KM and process engineering was evolving at the same time, there were no efforts to combine them in the same architecture. KM has always been focusing on the best practices and proven practices but it had failed to understand how valuable the fusion of process and knowledge can be. So process management gives the ability to view, manage, evaluate, and adapt the business activities, applications, and peop le in organizations to achieve goals. And to achieve these goals there is a need for the management of knowledge where people get an easy access to share and create knowledge (Records, September 2005). Leadership and knowledge management: There is no doubt about it that leaders are the ones who set the standards for others in the organizations and they are one of the biggest driving forces who inspire and motivate them to achieve what they meant to achieve so leaders have direct impact on how organizations should see and deal with knowledge management but if knowledge management is not being conducted on all levels in the organization starting from the top then it would not be as effective as expected (Singh S. K., 2008) Leaders have vital role to play on every level to manage the knowledge but particularly CEO should take part in this process because if he would take it seriously and feel that there is really a need of managing this thing like other practices in the organization then the rest of the people also take it seriously. Organizations with strong cultures and promising compensation programs will not succeed without committed and responsible managers. According to Singh it is the major responsibility of top executives of the organizations to make such strategies and create such values in the organizations which encourage employees to share, create and value knowledge and leaders should provide them with the opportunities to do so and then afterwards measures should be taken to evaluate employees behaviors, attitudes and productivity that are required for effective knowledge management (Singh S. K., 2008) Four broad approaches were studied to understand the leaders and leadership through the trait approach, the contingency approach, the behavior approach and the transformational approach and some of the approaches does have a role in knowledge management but they are not enough to understand knowledge management systematically. The trait approach does have impact on knowledge management and considers it important thing for leaders, contingency and behavior approach also considers knowledge management vital for effective leaders. The transformational approach also support this phenomena that information creation, keeping and sharing facilitates in obtaining shared vision and values in the organization (Lakshman, 2007). Leaders self realization of importance of knowledge management really matters in the effectiveness of knowledge managements practices in the organization and realization is needed in two dimensions, one internal other external. Internally it is achieved by establishing technological and socio-cognitive ways of managing knowledge and externally it is by realization of valuing customer focused knowledge management (lakshman, 2009). Information revolution changes way of doing things in the corporate context, it enhanced the value of time and customers need quick Reponses with relevant and useful knowledge of the products and services so that transformed the process of leadership too by speeding up the inputs, requirement of quick and customized information regarding product and its functions which further builds competition in the business environment. Likewise he emphasizes the need for knowledge managers to achieve and maintain equilibrium between motivating team members with urgency and providing them with time and space to reflect. To become the knowledge sharing and managing organization, leaders have to take the responsibility and have to choose the appropriate leadership style to lead the organization effectively. (Viitala, 2004) Transformational leadership: A framework was established to implement quality management within an organization actually a system of profound knowledge .While implementing it leadership and knowledge management were measured and it was found that in order to implement such system leaders required should be participative, collaborative and inspiring (Gapp, 2002) Transformational leadership have potential to effect employees perceptions through the returns that organization get in the form of human capital benefits and these leaders also have potential to make those benefits greater by adding them in the knowledge management processes, encouraging inter personal communication among employees and creating organizational culture. (Birasnav, Rangnekar, Dalpati, 2011) It is possible for transformational leadership to enhance organizational innovation through creating a participative environment or culture and it can do so directly or indirectly by changing organizations culture which encourages knowledge sharing and management in the organization. It is in the control of transformational leadership to promote such culture so the employees have autonomy to speak about their experiences and knowledge. (Nguyen Mohamed, 2011) There is relation between magnitude of knowledge acquisitions and transformational leadership. In todays challenging world organizational culture should be more empowered and that is achieved by transformational leadership which encourage people to be open about their choices and decisions. (D.Politis, 2001) He encouraged the role of participative leadership, it is this leadership style which relies heavily on the leader functioning as a facilitator rather than simply a leader who orders and wants his assignments done in time. Employee would not be comfortable in sharing knowledge unless employee knows that he/she would be supported by their leaders. Finally, (C.B.Crawford, 2005) argued that there is a clear relationship between transformational leadership and knowledge management in organizations. Crawfords research is pre empirical and made the point very clearly that empirical testing is needed to understand the relationship of transformational leadership and organizational knowledge constructs. Crawfords research provides some basis from which to speculate that transformational leadership might be a causative factor influencing greater knowledge management skills. Transformational leadership and personal innovation are linked. It was found that transformational leaders are more innovative than transactional and laisse-faire leaders. Innovation is considered to be the key factor for knowledge leaders; innovation is the name of managing and creating information and knowledge through different ways. Transactional Leadership: The second variable we are studying in this research, affecting the knowledge management in organizations is the transactional leadership style. This style of leadership is influenced by the concept of reward and punishment; such leaders believe that the employees performance is mainly dependent upon these two factors. That means that when there is an incentive the workers put in their best effort and the reward is in monetary terms in most of the cases; while when they fail to achieve the set target they ought to be punished. (Oshagbemi Ocholi, 2006) Similarly, transactional leaders impose their authority on their followers to take work from them and clearly state what they want and also give employees the opportunity to get detailed information and guidance before they accept an assignment. Such leaders emphasize on present issues; they do not get involved with the employees tasks unless a need arises and in the beginning of a project they provide the workers with all the resource s needed for its completion and after that the task becomes totally the responsibility of the workers (Bass, Cacioppe, Gronn, Hughes.et.al, Popper, Zakkai, 2002).Transactional leadership has two major components, contingent reward and management by exception (MBE). Here, contingent reward means the reward that an employee is promised by the manager, to be acquired if the required target is achieved by him or her and the MBE approach is used to make sure that one should never fail to achieve the desired result due to the resource constraint. Leaders must be clear in explaining what they actually expect and the organizational goal is achieved they must give the recognition. It was also extracted from that manual that MBE is of two types, passive and active. In MBE active, the leader clarifies the standards to be followed and also defines the unacceptable standards of work and are likely to punish if they are not followed. In this strategy, mistakes and errors are identified and steps are taken to correct them. While, in MBE passive, the leader plays a passive role who does not clarify the standards or the requirements to be met by the employees, but only gets involved when there is an obvious issue. Hence, in this case passive style is not considered to be un systematic in correcting the negative issues. (Ogunlana, 2008) Transactional leaders pay more attention to physical and security needs of the employees. The relationship between the leader and the subordinates mainly revolves around the attraction of reward system as a return for their efforts. It is also said that in transactional leadership one person takes the initiative to make a contact with others in order to make a contract of exchanging functions for the benefit of the organization (Birasnav, Rangnekar, Dalpati, 2011). Laissez-faire: Whereas, the third variable in this study is the laissez-faire leadership style, in which the leader gives complete freedom to the employees to make decisions regarding the completion of a task while answering their questions wherever they find problems and the workers are provided with all the necessary resources and tools for that by the leader. Apart from that only little guidance is provided by the leaders and the followers are expected to solve problems on their own (C.B. Crawford, 2005). This strategy is successful in case the workforce is highly experienced, skilled and capable of their jobs, otherwise if the labor lacks these expertise, the researchers recommend it to be an ineffective and the weakest form of leadership which yields poor productivity for the organization, as there are some workers which are unable to solve problems and meet deadlines on their own. Although, in such situations the work environment is quite relaxed, free of work pressure and without interferenc e from the manager, but still it brings frustration and demonization among the teams when they are unable to produce the desired results, without the required feedback and assistance from the manager. But laissez-faire strategy contributes to the employee empowerment and it gives a visionary worker the opportunity to perform according to his or her own will. Lassiz- faire is a leader who always runs away when there is a need to make an important decision or when there is a serious problem (Ogunlana, 2008). The phenomenon of knowledge management is applicable on the whole organizational structure, taking into all the levels of hierarchy. While studied empirically it was discovered that the relationship between the different components of knowledge management and transformational leadership, transactional leadership and self-management have a link with the accomplishment of knowledge forms. Moreover the leaders should be able to give an empowering environment to the employees. Although according to the empirical findings, which are quite limited in this aspect, as well as the theoretical assumptions of a number of authors, there is a need for participative collaborative leadership style in order to facilitate the flow of knowledge. Hence it was pointed out that empirical testing of the knowledge attributes in an organization should be carried out, to find out the relationship between the management of knowledge and transactional leadership in a firm. (C.B. Crawford, 2005) The researcher selected a sample of 1,046 males and females enrolled in liberal classes who were side by side employed in different economic sectors. In the first round they were asked to answer the questions based on the behavioral aspects of knowledge management in which the questions taken from the Barth (2003) typology of personal knowledge management categories. In the round they were asked to fill in the Multifactor Leadership Questionnaire 5-S (MLQ) derived from Bass (1985) which comprised of scales measuring the attributes of the three leadership styles: transformational, transactional and laissez-faire. The scales ranged from strongly agree to strongly disagree and as a measure for superior performance or as a self-report measure. But he used the MLQ as a self-report of transformational, transactional and laissez-faire leadership characteristics. Finally, in the last round, the respondents were asked about their demographics considered important for the research including se x, age, years of employment, education, career type, position at work and use of technology. While conducting the analysis, only the position variable was used that described the respondents as senior managers or executive, supervisors and at entry level. Though the basic purpose of this study was to determine the relationship between the knowledge management attributes and the transformational leadership style. In the end various correlations were found that determined the degree of the relationship between the knowledge management behaviors and transformational, transactional and laissez-faire leadership. Eventually, the outcome of the investigation concluded that the variables leadership and knowledge management are significantly related, both in the organizational setting as well as in theoretical context. The most important results included that there exists a strong relationship between knowledge management and transformational leadership. Moreover, transactional leadership, i t was discovered that as knowledge management is technical in nature, the more effective management style would be transactional. Furthermore, transactional leaders are more goal oriented and not much concerned about the personal development of the sub-ordinates. In addition, another finding was that transactional leadership had strong correlations with knowledge management and contingent reward and it had considerable negative correlation with management by exception. On the other hand, it was analyzed that laissez-faire came out to have a negative effect on knowledge management, which indicates that a leaders role is very essential in managing knowledge behaviors in corporate. Consequently, the negative correlation between the two components indicated an inverse relationship, which means that when knowledge management behavior increases, the extent of laissez-faire decreases (C.B. Crawford, 2005) Additionally that investigation also showed that the hierarchical position an employee has in a company also has a link with the knowledge management, as people handing more information are expected to possess more skill and grip on building knowledge management capabilities. Likewise, leadership attributes are practiced and exerted most according to the position an individual holds; the more the responsibility, the greater the actions of a leader exhibited, to succeed in following an aim or achieving a goal. As a result, there were higher levels of transformational leadership witnessed as the position in a corporate increased, whereas transactional and laissez faire got less. Hence, the position in the hierarchy is also crucial in examining the relationship between knowledge management and leadership attributes; and that variable proved to be predictive of knowledge management, just like transformational leadership. Only transformational leadership style, not transactional or laisse z-faire was related to the impact of position on knowledge management. In that investigation, it was concluded that transformational strategies worked best even where the most technical skills were required, in modern corporate environments as compared to transactional or laissez-faire and are more successful in other organizational constructs too because of their person-centered approach. Whereas, transactional strategies did not enhance knowledge management behavior and laissez-faire leadership slowed it to a significant extent. Furthermore, the higher the positions got in a corporate for individuals; they dealt with knowledge more effectively, because they then adopted more of transformational strategies. But in the significance, leadership is of much greater value than the position variable, effecting knowledge management. (C.B. Crawford, 2005) Laissez-faire as leadership style exhibits ineffectiveness, unproductiveness and dissatisfaction. These leaders avoid interfering in the followers jobs and stay away from taking the responsibility their position demands and also avoid developing a relationship with the subordinates. (Ogunlana, 2008) Proposed Methodology: The sampling method that we will use is purposive sampling which is a non-probability sampling technique. Subjects would be selected because of we will be able to select people of interest and exclude who do not suit the purpose of research. The sector chosen for this study is educational sector, coordinators and head of departments would be researchers respondents. Total sample will be 100 individuals.