Perspectives Of Human Resource Management

Perspectives Of Human Resource Management Suppose you are the HR Manager in a company. Company is considering the idea of establishing an HR Department to manage its employees efficiently and effectively to use different prospective of HRM, and how flexible workplace play an important role in HR performance and what are main challenges faced by HR manager in flexible workplace, while at the same attain maximum employee satisfaction and loyalty. Your report should address the theoretical background with appropriate examples and flexibility within the workplace This assignment will be done in group. The assignment will include a report to be developed and is to be presented. Client 1: Banking sector (head office) Client 2: Insurance sector Client 3: Telecom sector Client 4: Private University Teacher will have meetings with the groups on fortnightly basis (after 2 weeks). The students are expected to show coordination and commitment towards the group and will discuss their progress in each meeting. If any student is found guilty of non-cooperation or any other issue of major concern, the boss will cut down the final grade of that person. Grading Statement Pass Merit Distinction P1 Explain Guests model of hard-soft, loose-tight dimensions of HRM M1 A range of methods and techniques have been applied D1 Synthesis has been used to generate and justify valid conclusions P2 Review the differences between Storeys definitions of HRM and personnel and IR practices M2 A range of sources of information used P3 Analyse HRM from a strategic perspective and it implications for the role of the line manager and employees P4 Review and explain a model of flexibility and show how this might be applied in practice P5 Describe the need for flexibility and the types of flexibility which may be developed by an organization and give examples of how they can be implemented M3 Apply the relevant flexibility approaches on the organization under consideration and justify your answer. P6 Evaluate the advantages and disadvantages of flexible working practices from both the employee and the employer perspective Outcome 1 Tasks for P1 Discuss the relationship between hard, soft, loose-tight HRM in context of guests model in implementation prospective. This should be done in perspective of information provided to the client. Tasks for P2 Discuss how storeys definitions of HRM are different then personnel and IR practice and what the impact of these practices in organization Tasks for P3 Discuss what is the strategic importance of HRM for any organization. Discuss from the point of view of strategic approaches of HRM. Tasks for M1 The student is expected to apply the approaches and methods discussed at Pass level on the organization selected. Outcome 2 Tasks for P4 Discuss where we can use the model of flexibility in organization and how we can use it for the improvements in the organization selected. Tasks for P5 Where and why organization use flexibility and which type of flexibility are implemented in organization. Task for P6 Discuss if we implement the flexibility in organization what will be the advantages and disadvantages of flexibility in employee and employer context how both are affected in various situation. Tasks for M1 Technique and different model of HRM and flexibility are implemented and how we will get the desire result after implementing these models. Table of Contents Preface  ¦.8 Summary  ¦..9 Guests model 10 Hard and soft HRM 11 Storey model 11 Differences among HRM ANDPM 12 Importance of HRM 13 Application of pass level 14 Flexibility at workplace  ¦15 Need of flexibility  ¦16 Types of flexibility  ¦17 Pro and co of flexibility  ¦18,19,20 Application on organization  ¦21,22 Conclusion   Ã‚ ¦..23 Bibliography  ¦.24 Preface Being HR manger we have develop a report for voicegainz Communication Company that how they can implement different HRM approaches in their organization. We hope our work will be appreciated Summary This report is developed for HR department of voicegainz Communication Company. First of all we have discussed the Guest model and its relation with soft and Hard HRM. We have also discussed the storey model of HRM and explained the difference between human resource management and personnel management. Further we have defined and explained the importance strategic human resource management. Beside this we have also applied this approaches on organizing selected that how can voicegainz take benefits from these model, Furthermore we had discussed the importance of flexibility and why organization needs to arrange flexible working hour. We have also discussed and explained different types of flexibility method. In order to know more in depth we had also explained the advantages and disadvantages of flexible approaches. Beside this we have also applied all these topics on organization selected. At last of report we give a small conclusion of this report. Task for P1: Discuss the relationship between hard, soft, loose-tight HRM in context of guests model in implementation prospective. This should be done in perspective of information provided to the client. Guests model: Guest (1987) extended the Harvard models four HR policy choices of employee in ¬Ã¢â‚¬Å¡uence, human resource  ¬Ã¢â‚¬Å¡ows, reward systems and work systems to a total of seven. These seven policy areas included: organizational job design; policy formulation and implementation and management of change; recruitment, selection and socialization; appraisal training and development; manpower  ¬Ã¢â‚¬Å¡ows, reward systems and communication systems. The correct policy choices will lead to HR outcomes of commitment, competence and cost effectiveness, and result in the long-term consequences of individual well-.being, organizational effectiveness and societal well-being. The perspective of soft HRM and Guest model is somehow same because both approaches emphasize on employee commitment, communication, reward system, appraisal, and on training and development. (http://highered.mcgraw-hill.com) Definition of hard HRM: According to Karen legge definition(human resource managment, 2010) that the hard model of HRM as a process of emphasizing the close integration of human resource policies with business strategy which regards employees as a source to be managed in the same rational way as any other being exploited for maximum return. Explanation: From the above definition its clear that in hard HRM model human resource manager more focus on to merge human resource policies with business strategy. Beside this in hard HRM model people are consider as resource. They are viewed as human capital, in which organization invest and from which organization expect return on its investment to achieve organization goals. According to our course (human resource managment, 2010) in hard approach organization strictly monitor and control employee through quantitative performance management. In this approach employer give less importance to employees. Organization will only invest on employee for business interest otherwise organization will not invest on employees. Soft HRM: According to definition given by legge (human resource managment, 2010) the soft version of HRM as a process whereby employees are viewed as valued asset and as a source of competitive advantages through their commitment, adaptability and high level of skill and performance. Explanation: According to our course book of (human resource managment, 2010) the soft HRM philosophy roots are traced back to human relation management school, which give more importance to communication, motivation and leadership. In contrast to hard HRM approach, soft HRM is totally different approach because in soft HRM model organization treat or consider employee as asset. According to soft HRM approach organization can gain competitive advantages through employees commitment and high skills. Similarly employer must involve employee in decision making due to which employee will be more motivated and committed toward organization. Beside this in soft HRM approach more importance is given to communication and organization culture. Employer must create such an opportunities for employee in organization where they could improve their skills and abilities. In addition soft HRM approach is more a unitarist approach, which means that the interest of employee and management should be same. From my view point this is the point which differentiates the soft HRM approach from hard HRM. Task for P: 2 Discuss how storeys definitions of HRM are different then personnel and IR practice and what the impact of these practices in organization: In 1992 storey (human resource managment, 2010) presented a theory in which he discussed that how traditional personnel management changed into human resource management. He underlines twenty seven points, which differentiate personnel management from human resource management. Storey begins his approach by defining four elements which distinguish HRM from personnel management. Differences between personnel management HRM: One of major difference is that personnel management consider employee as cost and try to minimize this cost. While human resource management consider employee as human resource and aim to improve and develop this resource. According to (michael Armstrong, 2006) the scope of personnel management is very limited as compare with human resource management. The human resource management gives more importance to organization culture and value, the HR manager always emphasis on employee to follow organization mission statement while personnel management emphasis on organization norms, costumes and practices. The personnel management believes that there should be strict monitoring over employees. While human resource management believe totally different. HRM create such an environment where employee works by themselves. The decision making in PM is slow as compare to HRM. The human resource manager considered human resource as asset for organization while personnel management is totally different. The human resource manager takes on board his subordinates toward achievement of mutual objectives. Further In personnel management, employees contract of employment is clearly written and employees must observe strictly the agreed employment contract. The contract is so rigid that there is no room for changes and modifications In contrast to personnel management in human resource management philosophy is more different. In human resource management there is not restriction or any strictness here manager goes beyond the contract. difference copy.jpg Tasks for P3 Discuss what the strategic importance of HRM for any organization is. Discuss from the point of view of strategic approaches of HRM. Definition: According to definition given by Bratton Gold that strategic human resource management is the process of linking the human resource function with the strategic objective of the organization in order to improve performance. (human resource managment, 2010) SHRM: According to this definition that strategic human resource management is the practice of aligning the business strategy with human resource policies in order to achieve strategic goals of the business. The aim behind strategic human resource is that organization must fit its human resource strategy within the framework of overall business objectives and therefore ensure that there is alignment among the human resource practices and the strategic objective of the organization. The changes in the business environment with increasing globalization, changing demographics of the workforce, increased focus on profitability through growth and change in technology forced organization to focus more on SHRM. In order to achieve long term goals its important to give more importance to human resource. The role of the HR manager must parallel the needs of this developing, changing organization. Successful organizations are becoming more adaptable, resilient, quick to change direction, and customer-centered. They recognize that organization will compete for talent in coming years. This recognition brings about the need for employee oriented workplaces and programs that meet the needs of employees for meaningful work, growth, challenge, communication, and effective leadership. Strategic human resource management more concentrates on action which could distinguish the organization from it competitor. It develop declaration of intent which define means to achieve ends its concerned with the long term allocation of significant organization resources and with matching those resources and capabilities to the external environment. The essential aim of ideal SHRM is to produce ideal ability by guaranteeing that the company has the experienced, dedicated and well motivated workers it needs to accomplish continual competitive benefits. (http://www.citehr.com) Task for M: 1 The student is expected to apply the approaches and methods discussed at Pass level on the organization selected. The organization which we selected for this report is a voicegainz communication company which is a local call centre. Which provide services to different companies located in Europe and Afghanistan: according to scenario being HR manager we have to establish HR department in order to efficiently and effectively manage its human resource: In order to establish HR department voicegainz communication we will make HR policy on the basis of guest mode and all other methods which we discussed above. In order achieve high job performance, high problem solving, and similarly to decrease labor turn over, employee absence and to maintain low grievance level voicegainz communication company have to focus on these seven points. Such as organization job design and structure, policy and management of change, communication system, appraisal and training, recruitment and selection, man power flow, reward system. Voicegainz Communication Company has to give more power to its employee. Due to which worker will be able to take decisions. In order to run organization HR manager will forecast the need of human resource for organization. The HRM will also have to attract and retain talented people for organization. It will be the responsibility of HR manager to motivate employees through proper rewards and incentives, in order to control labor turnover. The HR manager is also responsible to manage employee performance. It is his duty to develop proper performance appraisal methods. Beside this HR manager is responsible to develop and manage pay structure for employee similarly its HR manager duty to develop performance pay system and benefits schemes such as pension, maternity and sick pay. Voicegainz Communication Company should develop such a workforce which could compete in competitive environment. The HR manager role is to create motivated and committed workforce for the organization. Further it will be responsibilities of HR manager to ensure that there is proper communication among employee and line manger. However in practical life mostly organization adopt element of both soft and hard HR but we will give more importance to soft HRM approach. The HR manger of voicegainz Communication Company will consider employees as assets and an important source of competitive advantages. Beside this HR manager of voicegainz will have to adopt more democratic leadership style. The HR manager of voicegainz Communication Company has to think more strategically. It will be responsibilities of HR manager to make sure that HR policy and business policies are integrated. This mean that managers take responsibilities for human resource and need to ensure that they have the right people in the right places to ensure that business strategy can be achieve. Outcome: 2 Task for P: 4 Discuss where we can use the model of flexibility in organization and how we can use it for the improvements in the organization selected. Flexibility: According to our course book (human resource managment, 2010)that flexibility first emerged as a major issue in the 1980 in western European countries, mostly due to increased competition, international recession, uncertainty about future market and also due to introduction of new technology. There are some other reasons like increase in number of working women. Similarly majority of workforce have family responsibilities. Beside this there are some countries where an individual cant work more than 48 hours per week on average. In our course book its mention that Due to these changes and demand organizations and employer felt to provide and introduce flexibility in their organization. An organization can use the model of flexibility for different purposes. According to survey conducted by CIPD shows that organizations not only use model of flexibility for the sick of employee need, but also to meet customer needs, to retain employees, and to achieve organization goals. (http://www.cipd.co.uk) We can use model of flexibility in different situation suppose an organization which aim to increase production, offer its employee to work over time or outsource them. In order to decrease employee absenteeism organization may offer flexible work schedule or job sharing scheme. Recently the changes in law also force employer to create more flexible working environment. In 2002 a new act was introduced in UK in relation to flexible working (human resource managment, 2010). According to this law that In order to make a request for flexile working hour employee should follow the below procedure. Employee can request for flexible working arrangement specially Have a child under the age of six years old, or a disabled child(under 18) Employee who have worked for the organization for at least twenty six constant weeks. Employee most request in written form and should write all the reasons due which employee request for flexible working hour. Within 28 day employer has to respond to request whether he accept or reject. If request rejected employee must appeal. If employees think that employer didnt follow rule and regulation, the employee has the right to bring complaint before an employment tribunal within 3 months. (human resource managment, 2010) Task for P: 5 Describe the need for flexibility and the types of flexibility which may be developed by an organization and give examples of how they can be implemented: Need for flexibility: As we know that Due to demographic and social changes the number of people in the paid workforce with caring responsibilities is set to increase. This will in turn increase the demand for flexibility in the workplace. An organization through flexibility can retain best employees. Similarly through flexible workplace organization can also boost productivity and innovation. So these all are the reasons due which need for flexible work place arise. According to our course book of (human resource management and employee relation) that in 1984 Atkinson introduced a new model which known as the core /periphery model) according to this model organization mostly consist of core and periphery employee. According to him that core employee are more important for organization survival because they posses high skills and are more competent. As we said that these employees are more important for organization survival therefore they should be treated differently from other group. Organization should provide them career development opportunity and should be more paid. (human resource managment, 2010) In contrast to core group, periphery group worker enjoy none of the benefits given to core group. There is categorization within the peripheral group. According to Atkinson the first peripheral group is combination of full time labor, but more vulnerable than core group workers. There is no need to achieve functional flexibility among this group as little training is needed to perform the job, since they tend to be less skilled. Beside this there is second peripheral group which is made of staff employed on part time or on fixed term contract. This group has less skill and has less chance of promotions. Similarly this group has lower salary then core group. There is also third group which are consist of external employees who are not directly employed by organization. These are employees such as sub-contractor or employed through outsourcing. The shamrock organization Charles handy used the shamrock organization to apply a model to work force flexibility. The three level leaves of shamrock were used to symbolize an organization human resource. Professional core: According to Charles handy professional core are permanently employed people who represent the distinctive knowledge and competence of the firm. According to him that professional core group are more talented and professionals. Organization will paid them more as compare with others. These people are closer to organization. This group has more knowledge about organization objectives and practices. As we said that they are rewarded with high salaries and award but in return they must show strong commitment toward organization. Flexible labor force: According to Charles handy flexible labor force are not permanent workers. They work temporary or part time for organizations. They join the work when ever organization needs them especially in peak time. for example in Easter festival demand for chocolates increase due to which organization hire worker temporarily in order to meet demand. Contractual fringe: The second group consists of contracted (outsourced) specialists who may be used, for example, for advertising, RD, computing computer, catering and mailing services. They operate in an existential culture; and are rewarded with fees rather than with salaries or wages. Their contribution to the organization is measured in output rather than in hours, in results rather than in time. (human resource managment, 2010) Task for P 5: There are different types of labor flexibility, which can be applied in different situations. We will discuss them briefly. Functional flexibility: Functional flexibility which is also known as task flexibility, in this method employee should know or have multi skills. In this method employer simply provide training to employees in order to learn new skill. In the method employees are redeploy to do multi tasks. The overall aim behind offering functional flexibility is to achieve greater workforce productivity. Location flexibility: In the method there is flexibility for workers to work far away from the office base. In this method employee connect with office via email or any other electronic medium. Such kind of flexibility provides benefit to both employee and employer. Through location flexibility method organization can reduce its office cost. (human resource managment, 2010) Temporal flexibility: It refers to shifting working hours in order to meet production demand. In a situation where there is fluctuation in production and demand employee may work over time. Similarly organization may hire employee for part time job. Numerical flexibility: It referred to the firms ability to operate the number of labor input through working arrangement within the firm or by using the external labor market (e.g., short-term contracts, flexible working hours). Through numerical flexibility method organization can easily handle the fluctuation in demand and supply. (human resource managment, 2010) Flexible working method: There are different flexible working methods. We will discuss them below: Temporal flexibility: Flextime: In this method employee choose when to start and end work. This is the most requested and most affordable type flexible working arrangement. For example an employee chooses to start work on 9am to 4 pm on Monday while on Thursday start work on 11am and end work at 6 pm. Job sharing: In this method workers mostly share the job hours among each other. This option can be difficult for small employer where training may necessary. For example: one worker work in the evening while another does the same job at morning. Overtime: In over time method Organization offer employee to work overtime. A business may ask employee to work overtime in order to increase the production or meet demand. For example in factory normal working hours is from 9 am to 4pm. But employer ask employee to work till 8 o clock. Numerical flexibility: Part time: Part time worker are those workers which work less than 40 hour per week. They are not permanent workers due to which organizations didnt give them other benefits. According to our course book recently government of UK take serious step for the right of part time worker. According to these laws part time worker should be treated equally. Functional flexibility: Multi skilling: in multi skilling employer give training to employee in order to learn multi task. In this method employee do multi tasks Location flexibility: Telecommuting is a perform agreement in which a worker provides out all or some of the responsibilities of the job at house or another different place. From example an employee work in Telecom Company but perform the entire tasks from home. (http://www.hr.ucdavis.edu) Task for P6: Discuss if we implement the flexibility in organization what will be the advantages and disadvantages of flexibility in employee and employer context how both are affected in various situation. As we know that everything has some kind advantages and disadvantages similarly flexibility have some advantages and disadvantages. In article written by CIPD that CIPD believe that flexible working arrangement play very important role in organization success. Further they explain that HR manager can use flexibility as strategic tool. An employee gets more committed toward organization due to flexible working arrangement. According survey conducted by CIPD that workers on flexible contracts likely to be more emotionally engaged, more satisfied with their work, more likely to speak positively about their organization and less likely to quit. However we will discuss its advantages and disadvantages below. Advantages for employer: As we discuss above that due to flexible work schedule employee get more committed toward organization. Similarly flexible work schedule decreased absenteeism because with flexible working arrangement employee can easily make balance between work and family responsibilities. Due to flexible working schedule organization can retain more talented workforce. Beside this organization can recruit outstanding employees due to flexibility. By providing flexible working environment organization can develops its corporate image. (michael Armstrong, 2006) Disadvantages for employer: Similarly arranging flexible working hour has some advantages. It may take much cost to administer the schemes. Because employee should be trained that flexible polices and also the bills of utilities such as gas, telephone etc increase due to extra usage. Beside this employer can also face communication difficulties because everyone have different working hour. Advantages for employee: Flexible working arrangement has lots of advantages for employee. Employee can manage his working responsibilities and family responsibilities. Similarly employee gets satisfied and more motivated. They enjoy the workplace and less likely to get tired or bored from job. Through some method employee can gain experience for example multi skilling method Disadvantages for employees: Through flexible working arrangement employee can also get tired for example in compressed hour method employee may work for long time. Similarly Multi-skilled employee has to work more so it creates burden for him/her. Some time for employees it become difficult to manage or complete the task for homes. (human resource managment, 2010) Task for M2: Use different sources of information to justify your implementation of in organization. In order to complete this report, we have collect data from our course book, from teacher slides and from different website which keen be seen as bibliography at end of the report. Task for M: 3 You will have to justify your choice of flexibility approach applied in the organization. Consider organizational type and resources which are relevant to HR. As we know that there are different types of flexibility, which can be use in different situations. Here we have developed some flexible working arrangement for voicegainz Communication Company. We have proposed two kind flexibility such as location and, temporal flexibility: as voicegainz is telecommunication company therefore it will be will beneficial for employees by offering for them tele -working, flexi time and job sharing. Tele-working: by offering tele-working flexibility employees will enjoy to work from their home. Employee will no more face rush hours, pollution and will also minimize travel cost. Employee of voicegainz will be able to balance their work and family responsibilities. Beside this employer will also get benefit from this method because it will save overheads, particularly premises cost because know a days rent for buildings are rising. Flexi time: by offering flexi time employees will easily manage their working hour and family responsibilities. Those who have any urgent work can easily will choose when to arrive and leave. As voicegainz have 24/7 service system therefore employee can easily its working hours. It will also increase the morale of female employee because they are allowed some time to go earlier. Job sharing: as voicegainz communication company have 24/7 service therefore It helps company to carry out its work with without i.e. whenever employee is absent due to any reason then there is always someone in the company to carry out his/her tasks. In order to request for flexible working employee will pass from below process Task for D: 1 Synthesis has been used to generate and justify valid conclusions Conclusion: Guest (1987) extended the Harvard models four HR policy choices of employee in ¬Ã¢â‚¬Å¡uence, hu

Managing Organization Change Essay

Organization change occurs due to various reasons that the management sets up in order to improve its performance. Management change requires thoughtful planning from the management and also sensitive implementation of the changes. The management also has to consult and involve the people who are going to be affected by the implementation of those changes. If people are forced to accept the change then they will be big problems. The change to be implemented should be real, achievable and more so measurable. These issues are particularly relevant in dealing with personal change. For organization change, before starting to implement it you should know what you want to achieve, why you want that change, and how you will measure the change. Organizational change is much related to personal change as it requires the personnel to implement it. Change is an organization is something certain so that the organization can catch up with new technologies and challenges that arise with time. A good example is International Business Machines (IBM) which was faced with hyper competition from its competitors which lead to reduction of its market share and low revenue. Though, change is a risky business for an organization as research shows that over 70% of new changes effected in companies fail, it is vital. So, why did IBM have to under go organizational changes yet is that risky? It changed it organizational operations because of the external pressure and demands. Thus, the company had to review its strategic decisions in order to create new plans and goals that can be implemented to achieve these new goals. To effect these changes IBM choose the director  image of change as their tool of implementing these changes. Why director, because the image allows the managers to lead through the proposed changes by going step by step, through the cycles of recommended changes, together with the personnel that is involved. For example, diagnosis of the changes, unfreezing and implementing the changes. In addition this image of change gives the managers high control in designing the process of changes and also on implementing them, this ensures that the managers are in charge of the activities and are able to ensure that the process are well followed and maintained. This ensures that the proposed changes are effectively implemented. The other advantage of this image of change is that, it views results from the proposed changes as certainly achievable and thus does not leave room for doubts. In order to remain competitive on the market IBM had to implement some business development changes in the organization. By making changes in the business development section, the most important aspect that IBM considered was quality. IBM identified particular new business development goals and then had to formulate a business plan that included the following ways of development; development in sales, development of new products, creation of new markets, structural and also processes development change for example e- business, making new strategic partnerships together with development of distributions channels, and initiating international development. Another thing IBM did looking for acquisitions of small companies. All this internal changes were geared towards recapturing the markets and increasing sales. The business development changes implemented by IBM resulted in increase in revenue as their sales increased and they were able to capture new markets. IBM also was able to improve the quality of its products to international standards, at the same time it injected new products that were in line with new trends on the markets. Other images management change that the organization can use are Navigator and caretaker. In navigator image, the manager has to identify various change options available and take one. Unlike in the director here the managers have limited control in implementing the proposed changes. Although, the management views that they will achieve the goals of the proposed change, they also view that other problems may arise. While in caretaker image, the management makes change by forwarding it to the very end, and has little control on the processes of designing change and implementing it. The management views change as achievable, however, cannot manipulate the way change occurs. I think the best way of implementing change is using the director image as it gives control to the management which is an important aspect in planning and implementing change in organization. Thus, I will recommend IBM to continue using it. Conclusion In this fast moving business environment it has become increasingly necessary for organization to embrace change especially in its technology and marketing strategies, in order to maintain competitive edge. Competition and demand in high quality products has made business environments to be very dynamic in that it requires dynamic organization and systems to offer effective responses to these dynamic business environments by implementing planning and implementing successfully changes. As in the case of IBM, the management must chose the image of management change that will give best result and use it. If well implemented results will be always be good.

HOW ONE CAN LEARN FROM THE DELL EXPERIENCE - Free Essay Example

Sample details Pages: 4 Words: 1346 Downloads: 5 Date added: 2017/06/26 Category Education Essay Type Analytical essay Did you like this example? Dell Computers is one of the worlds top PC makers and the worlds #1 direct-sale computer vendor. It was founded by Michael Dell who is also the CEO of this company. Dell designs, develops, manufactures, markets, sells, and supports a range of computer systems and services that are customized to individual customer requirements (Business Summary, 2009). Customers can purchase Dell desktop computers, laptops, servers, printers, and software from the Dell Web site or speak to a sales representative over the telephone. The various customers of Dell include various U.S. government agencies, healthcare, corporate, and education entities. No other company executes this direct model better than Dell. Even during times of recession Dell has done well. In examining the Dell model this project focuses on what all we can learn from it. This project is divided into three parts: How Dell Works? Dell from a Managerial Accounting Perspective. Dells accounting system. HOW DELL WORKS Dell is one of the most successful examples of a company executing the direct model, which has turned their business around. They use inventory management as their core strength and a means to boost profit margins. Lets examine the Direct model adopted by Dell in detail. Dell eliminated the reseller, thereby eliminating the markup and the cost of maintaining a store. Traditionally, a long chain of partners was involved in delivering a product to the customer. Suppose a company XYZ manufactured a computer coded 1234. This system was first sent to a warehouse, which forwarded it to the dealer, who eventually pushed it to the consumer by advertising. The whole process was time-consuming. Now, if the consumer wanted to buy model 1235 instead of 1234 he couldnt because the company XYZ was only building model 1234 and pushing inventory into the channel. The result was a glut of model 1234 that nobody wanted. Inevitably someone in the distribution channel ended up w ith too much inventory and big price corrections used to take place. The retailer couldnt sell it at the suggested price, so that manufacturers would lose money on price protection. Companies used to practice channel stuffing to clear out older technologies or to meet their financial targets. Ultimately it was the customer who was at loss as he had to pay for outdated systems. Dell learnt that by building computers directly to fill their customers orders, they didnt have finished goods inventory devaluing on a daily basis. They implemented JIT (Just In Time) production system to minimize raw material inventory. Hence, reduction in component costs could be passed on to their customers quickly. It also allowed Dell to deliver the latest technology to their customers faster than their competitors. 1 The direct model turns conventional manufacturing inside out. In conventional manufacturing there is always a stockpile of raw materials to ensure that the outflow of products is n ot disturbed due to rise in demand. But if demand conditions are unstable then there is a high risk of ending up with huge amounts of excess and obsolete inventory. In the direct model no stockpiling happens but information is the key here. The quality of information is inversely proportional to the excess inventory. Dell understood that if it had great information i.e., it knew what people want and how much they want, it would need very less inventory. Fewer inventories corresponded to less inventory depreciation. Component prices in the computer industry are always decreasing as technology keeps improving. Lets say that Dell has six days of inventory turnover time. Compare that to an indirect competitor who as 25 day turnover period and an additional 30 days where goods are flowing through the distribution channel. That adds up to 55 days. Hence, theres a difference of 49 days, and in 49 days, the cost of materials will go down by about 6 percent. The main problem with obsolete inventory is that when a product reaches the end of its lifecycle the manufacturer has to worry about whether it has too much of the same in the channel and whether a competitor will dump the product, thus destroying profits for everyone. The direct model eliminates this perpetual problem of the computer industry. It also makes it clear as to when the customers are ready to move on technologically, alerting Dell when to apply the brakes. Hence, it does not have to subsidize its losses by charging higher prices for other products. Ultimately it is the customer who wins. Optimal inventory management is possible by squeezing time out of every step in the manufacturing process. Dell mastered the technique of high speed product deliveries. To achieve this speed it designed its products such that the largest part of the market was covered with the fewest number of parts. For example, 9 different hard drives were not needed if 98% of the market could be served with only 4. Dell configured systems with greater variety of low-cost parts and a limited variety of expensive parts. This decreased the number of components to manage, increased the velocity, and decreased the risk of inventory depreciation, which in turn increased its overall health. In 1993, Dell had $2.9 billion in sales and $220 million in inventory. In 1997, it had posted $12.3 billion in sales and had an inventory of 33 million. Presently the inventory is measured in hours instead of days, which is a big achievement in itself. Dell backs its strategy by providing excellent after sales service. It maintains an interactive but simple online interface to attract more customers. 1 DELL FROM A MANAGERIAL ACCOUNTING PERSPECTIVE The previous section dealt with Dells strategy which has been so successful. The balanced scorecard plays a key role in formulating strategy. This section will try and link Dells strategy to the lead and lag measures of a balance scorecard. Dells lead indicators are as f ollows: Dells strategy (which includes its direct sales model and excellent customer service) Self improvement (initiatives such as employee training) Efficient supply chain (quality of the products is maintained with equal focus on speed) Dells lag indicators include cash flows, earnings per share, profit and other financial measures. Dells strategy as per its website is to be the most successful computer company in the world at delivering the best customer experience in markets we serve. This strategy drives through each perspective that comprises a balanced scorecard. Following are the different perspectives of the balanced score card with respect to Dells strategy: Financial perspective: It basically sets criteria for the company so that they can determine their financial goals. This criteria includes profit, cash flow, earnings per share, revenue growth and gross margin by customer segment. These factors enrich the company profile. Customer perspective: Cus tomers feedback is valuable to any company. This perspective provides the company with information which is very vital in its functioning. It includes: customers perception of Dells product quality, after sale services, online interaction and customer retention. This helps managers assess customers level of satisfaction with the services provided. Internal Operations perspective: This perspective deals with strengthening ones core competencies by rectifying all loose ends in the manufacturing process. It includes defect rate within manufacturing operations, errors made by Dells suppliers, speed of delivery, time spent in contacting customers and number of customer focused innovations. This helps managers to focus on those areas in which he wants his company to excel. 1 Learning and Growth perspective: The theory of self improvement is valid for every company which aspires to maintain its hold in the market for a long time. This perspective includes employee training hours, number of customer initiated product innovations, number of patents that approve Dells direct model, number of emerging technologies evaluated and so on. The ultimate goal is to create value for the company which is only possible in the long run when companies are continuously improving. (Pg 445 Managerial accounting) Hence, using a balanced scorecard Dell measures its smaller-scale operational activities and makes sure that they are aligned with its larger-scale objectives in terms of vision and strategy. CONCLUSION: WHAT CAN WE LEARN FROM DELL From the above two sections we learnt about Dells strategy and how it is formulated using a balance scorecard. This section briefly explains what all we can learn from Dell. 1 Don’t waste time! Our writers will create an original "HOW ONE CAN LEARN FROM THE DELL EXPERIENCE" essay for you Create order

Molecular Solids Definition and Examples

A molecular solid is a type of solid in which molecules are held together by van der Waals forces rather than by ionic or covalent bonds. Properties The dipole forces are weaker than ionic or covalent bonds. The relatively weak intermolecular forces cause molecular solids to have relatively low melting points, typically less than 300 degrees Celsius. Molecular solids tend to dissolve in organic solvents. Most molecular solids are relatively soft electrical insulators with low density. Examples Water iceSolid carbon dioxideSucrose, or table sugarHydrocarbonsFullerenesSulfurWhite phosphorusYellow arsenicSolid halogensHalogen compound with hydrogen (e.g., HCl)Pnictogens (N2)Light chalcogens (O2)

Supernatural Is The Longest Running Sci Fi Tv Show

Supernatural is the longest running sci-fi television show in America. It has a very big cult fandom following and has been on the air for 12 seasons. It follows the life of Sam and Dean Winchester. The reason this show has been so popular is because of the many references to religion or religious aspects to characters in the show. The show mainly references Christian and Judeo mythology. It stays on the line of Catholic theology. However, it does dive into Hinduism, voodoo, and Islam in a few episodes. There is no one religion that the show focuses on. It’s more that they take one aspect of a religion as use that as the â€Å"Monster of the Week†. But to really understand all of this, we must go into the show and what it is about. Supernatural follows the life of Sam and Dean Winchester who are hunters of supernatural beings. When the brothers were very young, their mother, Mary Winchester, died in a house fire, so their father took over to raise them. Their father, John Winchester taught them about the hunter lifestyle and drove them around the country their whole lives, hunting things, saving lives, the family business. Sam and Dean do spend most of their time hunting demons, ghosts, monsters and things of that sort. However, as the series has continued, they have delved into deeper and bigger beings. In season 4, Dean is pulled out of hell because he sold his soul to bring his brother back from the dead. Dean finds out that he was pulled out of hell by an angel namedShow MoreRelatedInsight to Coach Carter Film7710 Words   |  31 PagesFarrell and Michelle Rodriguez, and in 2002, he starred with Ben Affleck in the box office and critical success, Paramount’s â€Å"Changing Lanes.† Also in 200 2, Jackson starred in and executive-produced â€Å"Formula 51,† with Robert Carlyle; co-starred in the sci-fi thriller, â€Å"XXX† 11 and reprised his role as Mace Windu in the second installment of George Lucas’ â€Å"Stars Wars Episode II - Attack of the Clones.† In 2001, Jackson starred in â€Å"The Caveman’s Valentine,† directed by Kasi Lemmons. Jackson alsoRead MoreEssay on Fall of Asclepius95354 Words   |  382 Pagesnews. The black haired reporter was standing on an abandoned street with a platoon of UN troops standing on guard. Fires burned in the background, leaving giant towers of black smoke in their wake. Screams echoed in the background from civilians running from an unknown terror. The soldiers were visibly shaken. This is Rebecca Rose, reporting from Dolbourne. Riots have reached this city and have caused massive damage. Hundreds have been killed and thousands with critical wounds. We are on the

Marxist Theory of Crime Free Essays

Using the material from item A and elsewhere assess the usefulness of Marxist approaches to an understanding of crime and deviance. (21 marks) Marxist approaches can be useful to help us understand crime and deviance. Marxists theory adopts the belief that the ruling class is responsible for societies. We will write a custom essay sample on Marxist Theory of Crime or any similar topic only for you Order Now They think crime is systematically generated by the structure of capitalist society. Marxists believe that society is divided into two classes, the bourgeoisie and the proletariat. The bourgeoisie promote values such as individualism and competition, and some may argue that it is these values that promote crime amongst the typical offenders, the proletariat. Traditional Marxism attempts to explain the relationship between the two aforementioned classes, with writers such as William Chambliss concluding that the best way to understand crime and deviance is to analyse the process by which the ruling class exploit their subordinates , through means such as the media , ideology and false-class consciousness, to name a few mediums. An example of this, again the result of a study conducted by Chambliss. Marxist say that the rich and powerful decide what is considered deviant and criminal in society to suit their own needs and interests. This supports item A as it states ‘a set of rules laid down by the state in the interest of the ruling class’. This is reflected in crime statistics; the most common offenders are young, black males between the ages of 15-21. A counter argument to this is the idea of Strain Theory developed by Robert Merton. Traditional Marxism argues that it is increased aggression and individualistic nature of the capitalist society that inspires individuals to commit crime, however Merton comments that it is Strain between goals and the legitimate means to achieve these goals that cause an individual to commit crime. It is also noted that the Traditional Marxist theory only looks at the cause of crime, and not the effect that the crime has on the society. Another sociological theory that attempts to provide an explanation for crime and deviance is the Marxist subcultural theory. This Marxist theory of crime goes on to explain it is the emergence of youth subculture that result in crime. It is argued that only the groups on the margins of society are the few that are not bound by the ideology and economic importance of the ruling class, and due to this ‘immunity’, they are able to somewhat resist the influence of the capitalist society. The largest group which display this resistance are typically the working class youth. According to Brake, amongst other writers, the resistance which is provided by the working class youth is expressed through youth subcultures. A subculture is defined as a group within a society who adopt alternative norms and values to mainstream society. The youth part of these subcultures will wear different, or rather radical clothing compared to mainstream society, and their language, among other attitudes and formalities, will show a contempt for the capitalist system of which they are on the fringes of. It is also said by Brake, that this resistance is ‘magical’, magical in the sense that this resistance does nothing to solve the problems that are experienced by the youth subcultures, but it still continues, because each generation, it is said that the capitalist society produces vast wealth inequalities and opportunities, said by Althusser. Stan Cohen, on the other noted that this analysis of working class youth subcultures are based on analysis, and as such, are biased, due to these writers looking to prove that subcultures are a direct attack on the capitalist society. A criticism that Cohen provided is that there are many ways in which an individual can interpret the actions of a subculture, the Marxist view on this just so happens to be one of the many views in circulation. Blackman also notes that the concentration on youth subcultures and resistance ignores the fact that many subcultures are formed with an emphasis on, gender, sexuality, and also ‘intelligence’. Youth subcultures exist everywhere, in also institutions, for example in education. There are some who specifically desire to adhere to the rules of the education, and follow direction as they are given, and there are those who wish to resist because they find schoolwork autonomous, (the ‘earoles’ and the ‘lads’ – ), which is taken from the interpretivist view of education. How to cite Marxist Theory of Crime, Essay examples

Environmental Organization free essay sample

They are often classified into three groups in a hierarchy of authority, and each has different, but related, responsibilities. These three types of managers are grouped into departments (or functions). A department is a group of people who work together and possess similar skills or use the same skill sets to perform their jobs. These include top managers, middle managers and first-line managers. In the succeeding paragraphs levels of managers are discussed:- (a)Top Managers. Top managers are responsible for the performance of all departments and therefore have a cross-departmental responsibility. Because top management is ultimately responsible for the success or failure of the organization, persons inside and outside of the organization closely scrutinize their performance. These individuals typically have titles such as executive vice president, president, managing director, chief operating officer, or chief executive officer. They have to fulfill the following basic responsibilities:- (i)Top-level managers require an extensive knowledge of management roles and skills. (ii)They have to chalk out the plan and see that plan may be effective in future (iii)They have to be very aware of external factors. iv)Their decisions are generally of a long-term nature. (v)They are responsible for strategic decisions. (b)Middle Managers. Middle managers supervise first-line managers. They also work with first line managers to identify new ways of reaching organizational goals. Very often, the suggestions that they make to top management can dramatically increase organizational performance. They may have titles such as regional manager, project leader, store manager, or division manager. Their basic roles are following:- (i)Mid-level managers have a specialized understanding of certain managerial tasks. ii)They are responsible for and carrying out the decisions made by top-level management. (iii)They are responsible for tactical decisions. (c)First Line Managers. First line managers are responsible for the daily supervision of non-managerial employees. They are b asically responsible for following tasks:- (i)This level of management ensures that the decisions and plans taken by the other two are carried out. (ii)First Line Managers decisions are generally short-term but critical for achieving required performance from the working staff. 2. To achieve different organizational goals, these managers from different levels need to focus on their teams, motivate them and get the maximum out of them. Planning, organizing, leading, and controlling are all very important management functions needed to grow a successful business. As a company grows, single managers may find themselves spread out too thinly and will not be able to perform as well as they used to. Thus, it’s important to take note that different types of managers can focus on the different management functions required to produce great results. Functional Area and Managerial Levels in PAF . In PAF, the managerial jobs fall into different levels / categories. The importance of management functions of planning, organizing, leading and controlling differs by managerial levels. The Air Force has about 65,000 active personnel with about 10,000 reserves. The Chief of the Air Staff holds the operational and administrative powers. He is assisted by a Vice Chief of Air Staff and six Deputy Chiefs of the Air Staff who control and administer the Administration, Operations, Engineering, Supply (logistics), Personnel, and Training divisions of the PAF respectively. Functionally PAF is divided into following different branches:- (a) General Duties (Pilot) (b) General Duties (Navigator) (c) General Duties (Air Signaller) (d) Air Defence (e) Engineering (f) Logistics (g) Information Technology (h) Education (i) (j) Accounts (k) Legal (l) Meteorology (m) Administration amp; Special Duties (n) Medical (a)Top Managers. In PAF, planning activities are more important for top managers than for middle or first line managers. This is because top managers set the organization’s overall direction, which needs extensive planning. Top managers are mangers at Air Headquarters level, who are responsible for the performance of all the elements in PAF. They supervise and administer overall PAF planning, work with middle managers to implement the planning and maintain control over the PAF progress as an organization. The Chief of Air Staff is overall commander and manager of PAF. The other Top level managers which CAS appoints for efficient functioning of the Air Force,  they are:- (i) Vice Chief of The Air Staff, (VCAS) (ii) Deputy Chief of The Air Staff (Operations), DCAS (O) (iii) Deputy Chief of The Air Staff (Engineering), DCAS (E) iv) Deputy Chief of The Air Staff (Administration), DCAS (A) (v) Deputy Chief of The Air Staff (Training), DCAS (T) (vi) Deputy Chief of The Air Staff (Personnel), DCAS (P) (vii) Deputy Chief of The Air Staff (Support), DCAS (S) (viii) Inspector General Air Force, (IGAF) (ix) Chief Project Director JF-17 Thunder, (CPD JF-17 Thunder) (x) Director General Air Force Strategic Command , (DG AFSC) (xi) Director General Air Intelligence, (DG AI) (xii) Director General Command, Control, Communication, Computers and Intelligence, (DGC4I) (b)Middle Managers. Middle managers are the managers below the top hierarchical levels and are directly responsible for lower-level managerial work. They directly supervise the activities of first line managers and are responsible for implementing overall organizational plans to achieve organizational goals. Like-wise planning function of management, organizing is also more important for top and middle managers than for the first line managers, as the higher levels of management is responsible for formulation of teams for working together. In PAF middle managers are appointed for following Fields and Commands:- i) Air Officer Commanding Northern Air Command AOC, NAC (ii) Air Officer Commanding Central Air Command AOC, CAC (iii) Air Officer Commanding Southern Air Command AOC, SAC (iv) Air Officer Commanding Air Defence Command AOC, ADC (v) Air Officer Commanding Pakistan Air Force Academy AOC, PAF Academy (vi) Commandant Air War College Comdt AWC (vii) Chairman Pakistan Aeronautical Complex Board, Kamra Chairman PACB (viii) Managing Director APFMD APF (ix) Deputy Director General Civil Aviation Authority, Karachi DDG CAA (x) Director General Logistics JS Headquarters DG Log (JSHQ) xi) Director General Joint Operations (GHQ)DGJO (GHQ) (xii) Director General Air Weapon Complex, Wah Cantt DG AWC (c)First Line Managers. First line managers in PAF are normally the young officers, who operate at the lowest hierarchical level. Leading is more important for first line managers than higher level managers. Since first line managers are in-charges of producing goods or services, so they are responsible to get the job done from their workers. They are also responsible for smooth daily operations. In PAF first line managers are Officer Commanding of units, squadrons and bases as depicted below: Organizational Hierarchy of AHQ Organizational Hierarchy of Commands 4. Following are the organizational structure of different Commands in PAF 5. Center Air Command. 6. Northern Air Command. 7. Southern Air Command. 8. Air Defence Command. 9. PAF Academy. (Words 1164 Approx) Q. 2Explain how Organizations are affected by their environment (Emphasize on : Environmental changes and complexity, Competitive forces and Environmental turbulence). Deliberate upon the effectiveness of PAF in her Environment. Ans. to Q. 2 ORGANIZATIONS AND THEIR ENVIRONMENT Introduction 1. Organizations do not exist in a vacuum, they are embedded in an environment and the work of managers are affected by the environment that surrounds the organization. The term environment refers not only to the physical surroundings of the organization but also to the market in which the organization operates and the nature of the competitive forces that confronts the organization. Environment includes a set of actors and interest groups represented owners, managers, customers, suppliers, etc. , known in the literature, stakeholders, who are directly affected or ndirectly by the organizations work and have the means control over it. Under these conditions organization requires achieving harmony between the organizations external environment (economic, political, technological, legal) and internal (resources, structure, organizational culture, leadership style, manner of exercising the power). Environments are often described as either stable or dynamic. Organizational Environments 2. External Environment. Everything outside an organization’s boundaries that might affect the organizations performance is external environment of that organization. It includes, the General environment and the Task/ Specific environment. (a)General Environment. General environment is the set of broad dimensions and forces in an organization’s surroundings that create its overall context. It includes International dimension, Technological dimension, Political-legal dimension, Socio-cultural dimension, Economic dimension that affect an organization, although these external forces do not affect the organizations to the extent that changes in their Task environment do, organizations must consider them as they plan, and control. b)Task Environment. The task environment includes sectors with which the organization interacts directly and that have a direct impact on the organizations ability to achieve its goals. The task environment typically includes the industry, competitors, customers, techniques of production, suppliers, stock market, raw materials, market sectors, and perhaps the human resources and international sectors. 3. Internal Envir onment. The  conditions,  entities,  events, and  factors  within an  organization  that  influence  its  activities  and  choices, particularly the  behavior  of the  employees. Factors that are frequently considered part of the  internal  environment  include Owners, Board of Directors, Employees, Physical Work Environment, and Organizational Culture. Organization and Environment Relationships 4. Following three basic perspectives can be used to describe how environments affect organizations: 5. Environmental Changes and Complexity. Organizational environment can be described along two dimensions. These two dimensions interact to determine the level of uncertainty faced by the organization. These dimensions are:- (a)Degree of Change. The extent to which the environment is relatively stable or relatively dynamic. (b)Degree of Homogeneity. The extent to which the environment is relatively simple (few elements, little segmentation) or relatively complex (many elements, much segmentation). 6. If the components in an organization’s environment change frequently, it is called a dynamic environment. If the change is minimal, then it is a stable environment. A stable environment might be one in which there are no new competitors, few technological breakthroughs by current competitors, little activity by pressure groups to influence the organization, and so forth. . The degree of complexity refers to the number of components in an organization’s environment and the extent of the knowledge the organization has about those components. Diagram below shows some examples of organizations and their environmental changes and complexity. Effect of Competitive Forces on Organization 8. Michael E Porter proposes that managers should view the organizational environments in terms of five competitive forces. These are as follows:- (a)The Threat of New Entrants. The extent to which new competitors can asily enter a market or market segment. Entrance is easier for market requiring a small amount of capital to open for example a dry cleaner, pizza, hamburger or sandwich shop, etc. It is more difficult when it takes a tremendous investment in plant, equipment and distribution systems e. g. automobile market. Moreover, the internet has reduced the costs and other barriers of entry into many market segments so the threat has increased for many firms. (b)Competitive Rivalry. It is the nature of the competitive relationship between firms in the industry. A larger number of firms increase rivalry because more firms compete for the same customers and resources. In pursuing an advantage over rivals, an organization can choose from several competitive moves like changing prices raising or lowering prices to gain a temporary advantage, improving product differentiation etc. (c)Threat of Substitutes. The extent to which alternative products or services may take the place of or diminish the need for existing products and/or services. Like Personal computers have virtually eliminated the need for calculators, typewriters and large mainframe computers. Hence keeping an eye on industry trends will help spot innovations that could affect industry. (d)Buyer Power. The extent to which buyers of the products or services in an industry have the ability to influence the suppliers. Buyers have virtually no power with products that have very many willing buyers. On the other hand buyers are powerful if buyers purchase a significant proportion of your product or service, or if it is standardized or regulated. (e)Power of Suppliers. The power of the supplier depends on the product being offered. The more restricted the service or product, the more power to the supplier. Suppliers, if powerful, can exert an influence on the producing industry, such as selling raw materials at a high price to capture some of the industrys profits. Environmental Turbulence 9. Turbulence is the extent to which environments are being disturbed by an increasing rate of exchanges between factors. Exchanges result from transfers of resources between organizations. As the rate of exchanges increases in the environment, so does the chance that organizations must change their internal operations. Environment Turbulence is also considered an environmental change which occurs with no warning at all. Like 9/11 incident badly affected travel, international and domestic businesses. Very few organizations have developed crisis plans and special teams to deal with such events. Effectiveness of PAF in Her Environment 10. PAF is an organization that effectively maintains harmony between its external and internal environment. These responses with respect to environment are as follows:- (a) External Environment. PAF has always emphasized to keep herself abreast to latest technology by acquiring new systems. PAF also ensures the efficient working of her equipment /personnel for competitive edge and maintains sound relationships with her equipment suppliers. (b)Internal Environment. The internal environment of PAF includes her structure, culture, personnel and leadership style. The leadership style of PAF is centralized but decentralization occurs in time of crisis. PAF keeps its personnel motivated by compensating and rewarding them time to time. words 1079 approx) Q. 3What is Charisma? Discuss any two leaders whose Charisma has brought success or failure to their nations/followers. Critically analyze the contributing reasons/factors. Ans. to Q. 3 CHARISMA Introduction 1. The word Charisma comes from Greek, meaning divine favor or favor freely given or gift of grace. Some derivatives from that root have similar meanings to the modern sense of  personality charisma, such as filled with attra ctiveness or charm, kindness, to bestow a favor or service, or to be favored or blessed. In 1920s the German sociologist Max Weber defined it as a certain quality of an individual personality, by virtue of which one is set apart from ordinary people and treated as endowed with supernatural, superhuman or at least specifically exceptional powers or qualities that are regarded as divine in origin or as exemplary. Charisma is â€Å"a rare personal quality attributed to leaders who arouse fervent popular devotion and enthusiasm†. It can also be defined as â€Å"Personal magnetism or charm of a leader†. The term charisma has two senses: (a)Compelling attractiveness or charm that can inspire devotion in others. b)A divinely conferred power or talent. 2. Since the 1950s, the term has become widely used, with varying meanings, in religion, the social sciences, the media, and throughout Western societies. In our time, with brands and personalities exerting huge cultural influe nce, charisma is bigger than ever. Corporations large and small recognize that success begins at a personal level, and they realize that charismatic leaders are valuable because they are the ones who can connect with others in a visceral, direct way, creating memorable, profitable experiences. They also know that charisma plus operational ability can make for a very strong leader. Attributes of Charismatic leaders 3. Vision. Charismatic leaders have the ability to sense the gap that exists between what an organization is delivering to its followers, and what the followers need from an organization. This allows the leader to create a vision of a future state that everyone believes will be better than todays environment. 4. Persuasiveness. The charismatic leader often articulates his vision using metaphors and stories in such a way that everyone can understand the vision. The followers see the leader as one that possesses the ability to visualize the future with clarity. The followers are also able to see how they fit into this future state, and believe it will be better than today. 5. Thorough. The charismatic leader is hardworking and thorough in his fields. He is always vigilant about the current prevailing geo-political matters and always works out the options or opportunities for achieving his goals by generally improvising these situations. 6. Self Enhancement/Discipline. Charismatic leaders are known for their self-correcting nature. They judge themselves on a strict scale. They continuously strive to become better. 7. Commitment. The charismatic leader always demonstrate extreme commitment towards the goal and gets the same commitment from the followers towards the leader. This demonstration often takes the shape of some kind of sacrifice on the part of the leader or impending danger on the leader. This sacrifice or danger makes the image of the leader as courageous and dedicated in the eyes of many followers. Charismatic Leaders 8. The charismatic leaders can be both a blessing and a curse on society. Thats because charisma can be used for the good of a company or nation, but also for less-than-honorable reasons too. Following are two examples for charismatic leaders. The first example is about Quaid-i-Azam Muhammad Ali Jinnah who brought success for his followers through his charisma and second is about Osama bin laden who was charismatic leader but brought failure to his followers. Muhammad Ali Jinnah 9. Muhammad Ali Jinnah was no doubt one of the most charismatic leaders in the recent history. His charisma, as discussed below, brought success to his followers. 0. Vision. Jinnah was a man not only with vision that inspired a dream, but also a man with the drive to achieve that dream. He was selfless in his sacrifices for his people and courageous enough to always be truthful. People followed him and his ideals and eventually acquired a piece of land which they can now call their own. 11. Persuasive. In 1940 the Muslim League, under his inspiring leadership, demanded that India s hould be partitioned and the Muslim majority areas should constitute the sovereign, independent State of Pakistan. It was his ardent advocacy and unbending character, his unshakable determination and his ‘Power of persuasion that brought about the successful fruition of the Muslim struggle in the shape of Pakistan. 12. Thorough/Meticulous. Jinnah proved to be very thorough, hard and shrewd negotiator with the victory and congress leaders. His motto was â€Å"never to give in, never to retreat, always to attack the opponent at his weakest point, and constantly to repeat his own position. † 13. Self Discipline but Flexible. Jinnah was a man of principles and a trendsetter who introduced a new style in politics, and set very high standards and values. He never compromised on principles but as matter of strategy he showed flexibility on less important issues with a view to achieving broader objective. 14. Commitment. Jinnah approach to politics was essentially rational, and he never lost â€Å"touch with, nor control over the realities of the given situation. † Money and office meant nothing to him. Indeed, he never accepted an official position until he became the first governor general of Pakistan in 1947. It was his strong will and complete faith in the righteousness of his cause that eventually helped to create â€Å"a nation with life and vision† out of an â€Å"exhausted, disarrayed and frustrated people† on august 14,1947. Osama Bin Laden 15. Vision. Osama bin Laden had a clear and consistent vision to attack America. He admonished rogue groups who reinterpreted ancient Islamic law regarding collateral damage in the event of an attack into enemy territory. While Islamic law may allow this only in extreme circumstances, these regional groups considered it acceptable to inflict casualties to innocent bystanders, including Muslims during â€Å"normal† operations. 16. Persuasive. When the regional terrorist groups adopted more radical terrorist tactics bin Laden attempted to persuade them to come back into the fold and moderate their behavior. Surprisingly, it seems that he did not attempt to use coercion or punishment as tools in this regard. 17. Meticulous. In order to execute successful terrorist attacks significant training is necessary and bin Laden knew this. He was thorough in his planning. He invested both time and money in people and equipment. The September 11, 2001 attacks are a prime example of meticulous plans executed well. 18. Self Discipline. From the beginning, Osama bin Laden felt that discipline and a code of conduct were necessary which he maintained for himself and demanded from his followers. The al-Qaeda manual obtained in a raid on a Manchester, England house reveals a number of values and behaviors demanded from all members. These included patience, a calm personality, a commitment to the organization, and the Islamic faith. 19. Commitment. Osama bin Laden’s journey from country to country shows his strong commitment to his cause for which he got hundreds of young recruits to strap bombs to their bodies and persuade well-educated men to fly suicide planes like missiles through the World Trade Center and the Pentagon. He developed a vision and remained steadfast in it. He adapted well to contrary events, trained his people, and demanded the best of his men. (Words 1191 Approx)