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Selection Training of Pran Essays

Selection Training of Pran Essays Selection Training of Pran Essay Selection Training of Pran Essay Executive Summary Selection is a key component in the acquisition of human resources. Without a reliable and effective selection mechanism, a business can never flourish, especially in the present world of market economy, which is fiercely competitive. Big multinational corporate houses try to recruit the best people in order to continue their dominance in the market. In such circumstances, local firms should also be concerned and put their best to select best available persons Training is another component of human resource management, which needs special attention. Selecting the potential candidates will not serve the purpose until they are grouped up appropriately to meet the requirements of the job . At present many sophisticated techniques are Selection Training available for providing training to employees. But unfortunately, in Bangladesh, traditional techniques, whose affectivity is relatively lower, are mostly used . There are ample scopes in most of the local organization to enhance the performance level of employees by adequate and effective training programs. ACKNOWLEDGEMENT It is my pleasure to acknowledge the effort of the report of â€Å"Selection and Training process in PRAN Group† and lecturer’s, students and other personnel for supporting such a nice program, from which I have earned a wonderful experience. I would like to thank my honorable advisor and course coordinator Ms. Farzana Elahi Asian University of Bangladesh , for providing proper guidance and help to complete the research project. I would also like to acknowledge the following personnel and classmates for helping me to make report in several ways. Iqbal Hossain (Manager, HRD PRAN Group) Mamunur Rashid (GM, PRAN Group) 1. OBJECTIVE OF THE STUDY: To study the selection process and selection devices used in PRAN group. To study the training programs and methods used in PRAN Group. To evaluate the selection process and training programs of PRAN Group. To coordinate the theories of selection and training in a real life Situation. To coordinate the scope of improvement in the selection and training of PRAN Group. 2 Methodologies Reviewing the theory of selection and Recruitment Selection of the organization to be studied. Determining the variables required. Developing a questionnaire on the basis of required information. Interviewing the personnel orally and with the questionnaire. Studying the supplied materials by the organization. Analyzing the collected materials and information. Correlating the analyzed information with theory. Assessing the overall selection and training procedures in PRAN Group. 3 Limitations of the study It was often difficult to correlate theory with practice as the selection and training processes of PRAN Group, which is not very well defined and systematic. Due to secrecy of business strategy, the authority of PRAN GROUP did not disclose much in-depth information regarding organization. Corporate executives usually remain very busy. It is difficult to get adequate time from them. More importantly, sometimes they expressed once, which was embarrassing for the authors. 1 History of PRAN PRAN is the brand name of Agricultural Marketing Co. Ltd. (AMCL). It was launched in 1983 as an agricultural business. The company was established to serve diverse purposes like serving small farmers with inputs, marketing farm products, organizing contract growers to grow specific crops and exporting of agricultural products. PRAN stands for 11 â€Å"Program for Rural Advancement Nationally†. The Mission of the company is to generate employment opportunity and to earn dignity and self-respect for their compatriots. The objective of the company is to achieve social values with sustainable pecuniary advantage. The company is very much vertically integrated that starts from the mango cultivation up to the finished products in different forms. The company makes available farm inputs at the farmers doorstep. They go for cultivation and processing of hybrid tomato, baby corn and mango through contract farmers on commercial scale. PRAN has latest technology that can produce pineapple round the year. PRAN also introduced tissue culturing, cultivation, processing, canning and dehydration of the mushrooms on commercial basis. In the factory it has food processing plant and pulping plant, which supply the ingredients for the main plant. Unlike other companies who are importing raw materials from other countries, PRAN is basically trying to help the farmer community of Bangladesh. Country can be proud to have PRAN because it is made from our mango and sugar. AMCL set up its bottling and canning factory on 8 acres of land in May 1991. Over the years the factory has expanded substantially in all spheres of food processing such bottling, canning, pulping, pickling, concentrating, dehydrating as well as installation of Bangladeshs first tetra pack facility for juices and modem extrusion plant for snack food. Machinery for all these lines are being installed, expanded, modified and fabricated continuously. PRAN became very successful competing with strong multinational companies like Coke, Pepsi, and big companies from different parts of the world from very beginning. It has a strong distribution channel, which helped the company to become successful in the beverage industry. One other important factor that is needed to sustain in this business is to have a very strong market. Though Bangladesh is a highly populated country with 120 million people, there are very few people who can afford to have a quality product like PRAN. If market grows and over all macro economic condition improves then companies like PRAN can sell high volumes. For the development of beverage industry three things are needed. One is company like PRAN should come with quality products, good distribution network and important thing is increasing the income level of people to afford quality products. 2 Subsidiary Enterprises PRAN Group is one of the fastest growing corporate houses in the country. It has got quit good number of subsidiary enterprises, which includes: Property Development Ltd. (PDL): This is the oldest enterprise of PRAN Group. The Group was established on the profit made by PDL. This enterprise is one of the pioneers in apartment business in Dhaka. Property Lifts: It is a new enterprise of PRAN Group. It imports elevators and other accessories to meet the growing demand of modern lifts and escalators. Rangpur Foundry Ltd. (RFL): This is an established engineering enterprise, which focuses to meet the demand of rural community of Bangladesh. A tube well made by RFL is most prominent in the country. Agricultural Marketing Co Ltd. (AMCL): AMCL was started as a fruit processing enterprise. Gradually, other sectors of food industry (e. g. Chips, mineral water, Tomato Ketchup etc. ) were also incorporated in the manifold of AMCL. At present, AMCL has become the flagship enterprise of PRAN Group. Most of the resources of PRAN Group are now devoted for the growth and operation of AMCL. In the long run, the group intends to become a global leader in the field of agricultural industry. 3 Products of PRAN The average sales growth of PRAN is more than 70%, which is an extraordinary growth. PRAN is in bottles, tetra packs, and in plastic bottles. RAN currently producing and marketing the following products: ? Mango, Orange and Pineapple juice, ? Pineapple slices, ? Orange, Apple and Litchi drink, ? Mushrooms, gherkin, mango, pineapple, lemon and orange squashes, ? Mango, mixed fruit and Pineapple jams, ? Orange and Apple jelly, ? Tomato ketchup, ? Mango, Olive, Chili, Garlic, Jujube and Satkora pickles ? White and Malted vinegar ? Rose Kewra flavored water, ? Mineral water ? Dehydrated Banana, Jackfruit, Mango and Pineapple. ? Full cream liquid Milk etc. 4) Present Activities of PRAN PRAN exports processed and semi-processed fruits, vegetables and mushroom products to U. S. A. , UK, France, Italy, Australia Germany, India, Nepal, and Bhutan etc. It is focusing heavily on export of their products to many parts of the world. PRAN has a state of the art modern food processing plant, which many other countries do not have today. PRAN has lots of loyal customers. Right now PRAN is producing 7000 to B cases a day. PRAN is setting u p a new machine, which will be able to produce 15000 cases a day and the total production will be 23000 cases a day. The quality control measures of PRAN are much stricter than any other company. PRAN is selling their products to Biman Bangladesh Airlines, Hotel Sonargaon and Sheraton and many other companies. This year PRAN has started production of snakes. They will also introduce confectionery products. They are planning to process aseptic bagging and storage juices for the local market. It is trying to tie up joint ventures with India to make PRAN plant in India and Nepal. PRANs target is to go out of Bangladesh and compete in the global level, which will bring foreign currency to our country. It has also several futures backward forward expansion plans like expansion of bottling, packing and tetra-pack line. It is also planning to set up 3000 MT capacity cold storage, potato cultivation, processing, freezing, pineapple plantation, export of mango, pineapple and tomato juice and paste, production of dairy milk products, set up poultry project, production of potato chips and French fries. (A) Steps in Selection Process 1. Getting Requisition of the Vacant Posts Prior to the selection process a requisition of the vacant posts is obtained from the CEO as per approved by the individual department heads. Then starts actual searching of suitable candidates. Internal search is done first, and if necessary then external search is done. 2. Raising Advertisement In case of internal search an advertisement of specified pattern (attached in the appendix) is circulated over the various department notice board. If no suitable candidates are found in internal search, an option of head hunting comes first. A sample notice of head hunting is also included in appendix. Then the company goes to advertise in the renowned national daily newspaper. Specifically, for mid level and top level management, the company directly goes to newspaper advertisement. The higher the position in the organization the more specialized the skills, or the shorter the supply of that kind in the labor market, the more widely dispersed the advertisement 3. Receiving Application Form Always more than adequate numbers of candidates submit application. These applications usually include the candidates name, letter address and phone numbers. PRAN Group doesnt provide these application forms. Applicants submit their curriculum vitae or comprehensive Personal profile with me application form. So the company gets a synopsis of what the applicants have been doing during their adult life, their skill and accomplishments. It is to note that PRAN Group doesnt bother about initial screening of selection process. 4. Short Listing the Candidates In PRAN Group during short listing, at first, a preliminary review of potentially acceptable candidates is made- Then the selectors are confronted with a number of potential candidates. Based on the curriculum vitae, job description, and job specification some of these respondents are eliminated- Factors that lead to a negative decision include inadequate or inappropriate experience or similarly inadequate or inappropriate education. For an example, how they make the short list of candidates we can mention that recently they seek a production manager having 5 7 years related experience. For this post several application forms were received. Among these one was such that the applicant is currently doing job in a project getting Tk. 50000 salary per month. He did his graduation from a British University having related job experience of 5 years. As the selection committee knows about the range of salary package, and considering other practical aspects they initially rejected that application form. 5. Preparing and Sending Interview Cards On receipt of application forms the short listed candidates are considered to receive interview cards. Specially, for mid4evel and top4evel management posts, interview cards are issued. These interview cards are usually sent in normal national postal service. Applicants are given no TA (transport allowance) or DA (day allowance). The company bears no responsibility of Accidentally missing interview cards. 6. Employment Tests Usually employment tests are designed for lower-mind and mid level management posts. These tests usually include intelligence, aptitude, ability, and interest tests. However, many of the general intelligence tests have a disparate impact on minorities. But, the company doesnt pay attention to alter the existing test procedure through validity testing. 7. Final Comprehensive Interview After employment tests being held, every individual candidate is taken to face a comprehensive interview. Since, in the PRAN Group, there is no initial screening interview; in this comprehensive interview the management describes the job in enough detail to the candidates so that whether they were really serious about the job. The management also bargains about salary range with the applicants. They check whether the applicant is willing to work at any place in the country where their office is available. In the PRAN Group, the final comprehensive interview the selection department officials, the Officials of the department that has vacant post(s) and an official of legal administration interview applicants. The interviewers try to probe into that hidden area of the applicants that cant be addressed by the application form of tests viz. ssessing ones motivation, ability to work under pressure, and ability to fit in with the organization. 7. 1 Modalities of Interview Process Usually the interview board comprises of 3/4 persons. Before the interview starts, interviewers are supplied with all the information of the candidates. This includes the curriculum vitae and the result of the written test. There are no predetermined criteria of evaluation or questions. Interviewers ask questions according to their indi vidual judgment. Interviewers together usually give a combined grade. That is, after the departure of a candidate from the room; interviewers discuss among themselves regarding the strong and weak points of the candidate and compare the candidate with other candidates. Finally, with the consent of other members of the board, the chairman of the interview board gives a final grade. That grade is considered as the opinion of the whole board. 7. 2 Features of Interview: The following features characterize the interview process, typically carried out in PRAN group. Qualifications evaluated. Through the interview process, it is tried to ascertain whether the applicant is serious to get the appointment. The management of PRAN Group does not want to face a situation where they select the best available person in terms of education, written test score and other qualifications; but who does not feel motivated to do the concern job. Interviewers. Interview board in PRAN Group typically consists of the representatives from HRM Department, representatives of the concerned department for which employee is being selected and sometimes representatives of the CEO. No training for the Interviewers. Interviewers are not given any special training for taking interview. It is assumed that since the persons taking the interview are related with the job (a senior official of the concerned department, for which appointment is being made is always present), so the selection would be flawless. No structured questionnaire: Interviewers ask different questions to different applicants using their discretion and experience. No standard score sheet. After departure of an applicant, chairman of the interview board discusses with other members of the board and they reach a consensus regarding a grade to be provided to the applicant. The chairman thus gives the final grade. 8. Making List of Suitable Candidates After having a comprehensive interview, the selection committee (headed by the responsible department head) makes a list of suitable candidates who may be selected finally. Specially, written test scores are given more weightage. If an applicant perform poorly in the final comprehensive interview, he still has opportunity to be selected depending upon his written test score. However, sometimes the selection committee selects candidate if the candidate perform very well during the interview. 9. Final Employment decision This crucial decision always takes the Chief Executive Officer of the PRAN Group. The CEO takes a list of suitable candidates from the selection committee (headed by the responsible department head) from which he selects the final candidates. The CEO may ignore the suggested candidate without showing any reason. Suppose, the selection committee has selected a candidate looking at her agile and intelligent performance during interview ignoring his poor performance in written test, the CEO can discard that candidate outright. However, the manager in the department that had the position should make the actual final decision open. The applicant will eventually work for this manager not for the chief executive officer and therefore a good fit between the boss and the employee is necessary- Moreover, if the decision of selecting that applicant will appear wrong the concerned department manager will be solely responsible. (2)Elements of Selecting Applicants The following elements are considered in selection process (1) Education of the candidate (2) Age of the candidate (3) Personality (4) Political involvement (5) Profession 6) Social involvement (7) Discipline (8) Work Experience (9) Reasons for changing Job (10) Pattern of the job change (11) Salary requirement (12) Reasons of applying (1) Introductions Every organization needs to have well-trained and experienced. People to perform the activities We have to be done. If current or potential job occupants can meet this requirement, training is not important. When this is not the case, it is necessary to raise the skill levels and increase the versatility and adaptability of employees- As jobs have become more complex, the importance of employee training has increased. The PRAN-Group is a conglomerate company and Wishes to be one of the top companies in the country as well as in the world; it needs highly skilled and trained employees. Realizing the importance of training, PRAN has set up a different department for training, named Training Department. (2) The Organogram of Training Department Though the training department is not a big one as other departments, it does a huge task every year. The head of this department is Chief Trainer and a Junior Executive assists him. This department is under direct supervision of Chief Executive Officer (CEO). Thus this department gets very importance within the group. The organogram of this department is shown bellow. (3 ) Training Need Assessment CEO Chief Trainer (PRAN-Group) Junior Executive Fig: Organogram of Training Department This is the vital part of training. Before designing training program it needs to assess the training It is surprising that there was no formal or planned training need assessment system in PRAN Group though they consider training as the vital part of the organization. Without prior assessment they used to do some pre selected training every years and years. Of course the training that they used to give is nevertheless less important yet it demands appropriate training needs assessment. This year they have realized the needs of assessment and accordingly have launched a training need assessment system. They have designed an assessment form to be filled up by various departments. From that form they will the areas of training needs and will design the training program accordingly- However they used to assess training needs by the following ways. (a) What are the organizations goals? (b) What tasks must be completed to achieve these goals? (c) What are the behaviors necessary to complete the tasks? (d) What are the deficiencies the employees have? (4) Formal Employee-Training Methods There are two types of training methods followed by PRAN. These are on- the-job training and off-the-job training. . 1 On-the-job Training The most widely used methods of training take place on the job. This can be attributed to the simplicity of such methods and the impression that they are less costly to operate. On-the -job training places the employees in an actual work situation and makes them appear to be immediately productive. It is learning by doing. For jobs that either are difficult to simulat e or can be learned quickly by watching and doing, on4heAob training makes sense. One of the drawbacks to on4heAob training can be low productivity while the employees develop their skills. Another drawback can be the errors made by the trainees while they learn. However, when the damage the trainees can do is minimal, where training facilities and personnel are limited or costly, and where it is desirable for the workers to loam the job under normal working conditions, the benefits of on-the-job training frequently offset its drawbacks. Apprenticeship Programs: Employees seeking to enter skilled trades to become, for example, special machine operators are often required to undergo apprenticeship training before they are accepted to journeyman status. Typically, this apprenticeship period is two to five years. In PRAN this period is for only six months. This period is often called Probationary period. During the apprenticeship period, the trainee is paid less than a fully qualified worker is. Job Instruction Training (JIT) This is one of the most systematic approaches to train employees. This program is usually carried out in the factories for those employees, who are in the operative positions. JIT consists of four basic steps: Preparing the trainees by telling them about the job and overcoming their uncertainties. The basic instructions are: o Breaking down the job o Preparing an instruction plan o Putting the learners at ease Presenting the instruction, giving essential information in a clear manner. The instructions are: o Telling o Showing o Demonstration o Explaining Having the trainees try out the job to demonstrate their understanding. The basic instructions are: ? Have the learner talk through the job. ? Have the learner instruct the supervisor on how the job is done. ? Let the learner do the job. Provide feedback both positive and negative. ? Let the learner practice. Placing the workers into the job, on their own, with a designated resource person to call upon should they need assistance. The basic instructions are: ? Checking progress frequently at first. ? Telling the learner whom to go to for help. ? Gradually taper off progress checks. 4. 2 Off-the-job Training Most of the training covered by this company is off-the-job training. Most of these training programs are conducted ar e in the premises of the training department and in the factory of the company. Sometimes the company arranges training outside the company. There are variety techniques that are followed to provide such training. The mostly used technique is classroom lectures. The other techniques are films, demonstrations, case studies and other simulation exercises. Classroom lectures This is well-adapted method to convey specific information-rules, procedures, or methods. Most of the off-the-job training programs are conducted by this method. Sometimes the use of overhead projector (OHP), films and demonstration make the session interesting. The lectures that are given are well structured and formatted. Mainly the chief trainer and junior executive trainer take these lectures. For some training programs the head of different departments also give lectures. These lectures mainly cover the detailed view of the respective departments. The department heads give information about the type of jobs, their internal organizational structure, and areas of responsibilities etc. After each day lecture an exam is taken to get the feedback from the employees. And at the end of the training session a comprehensive exam is taken and the evaluated score is send to the CEO for his consideration. Films PRAN is a large group and it is not an easy task for each employee to get the overall picture of the organizational structure and its activities. There is every possibility that many employees will be in the dark about their organization. Though it is not so much necessary for the employees to know about the whole organization to perform their duties, the vastness of the company may give the employees additional motivation and a sense of security of their jobs. Further more the understanding of the organization will help the employees to understand the organizational goals and their future plans. It will help the employees to be prepared mentally for the forthcoming challenges. With this view the training department arranges films show for the new entries. Demonstration Sometimes during the training session the trainees are asked to demonstrate the behavior on which they are being trained. As for example for sales training, trainees are asked to mockup the behavior that they will exhibit during sales for convincing the clients. This type of training removes the inertia of the employees and helps the employees to be friendly and free with other employees. This is considered as an important part of the training program. Case study Case study programs are usually done for those, who are in the managerial position. But these types of programs are very occasionally done. In fact the training department is not matured and equipped (qualified personnel) enough to arrange such programs. More over the training department concentrates mainly on employee training who will work in the field and in the factory. Training outside the company Sometimes the company arranges training programs outside of the company. These training programs are mainly for engineers. The engineers are sending to Institution of Engineers Bangladesh (IEB). Some top and mid level personnel are sending to Chambers. Because the personnel of the training department are not capable to provide such technical training. These training programs need fund and the, company is always ready to such funds. In one occasion the company sends an engineer to Japan for advanced special training. (5)Types of Training provided The training department arranges various types of training programs for different purposes and for different levels. There are some basic courses for all and some refresher courses. The detailed classification of the training programs is shown bellow. New employee training program This is the basic orientation program for the new management trainee for the head office. This is a three days program. Here the trainees are given a detailed @ about the total organization and usually conducted by different department heads. Mid management level training program This training is only for mid management level. The purpose of this training is to develop managerial skill and increase their job performance efficiency. Factory management training This is behavior- modification training and given to the factory supervisors. The purpose of this training is to modify the behavior of the supervisors to supervise the employees and to exhibit such behavior that are necessary to with co-workers to attain the desired production level. Sales training This training is for the employees of the sales department. The purpose of this training is to help the sales person to perform their work activities. This includes method of filling the sales form, the sales technique, the company sales policy, distribution channel etc. There is two of this type of training programs. They are: ? Basic sales course for new entries Senior sales management training ? Junior sales management training. Factory training There are two types: Factory union training Distribution loaders Factory union training: PRAN has labor union in its entire factory. To handle the unions the training department gives training to employees and supervisors. Any disruption in the production would hamper its market share. So the department gives employees some behavioral modification training to have an effective and efficient employee union. Distribution loaders: PRAN has a very effective distribution network and skilled work force. To ensure smooth distribution the department frequently gives necessary training to its employees Store management training This training program is for store employees of factory and head office. Office assistant training This training is given to the employees, who work as office assistant. Distribution sales management training This is vital training as sales managers play a vital role for the growth of the company. This program mainly includes the techniques of sales decisions that are taken frequently on the spot by the managers. It also includes the making of future sales forecast for planning purposes. Material management training PRAN procure raw materials from inside the country as well as from outside of the country. It handles raw material which are highly perishable in nature such mango, tomato, orange pineapples etc. To handle such raw materials it requires special training. The training department provides such training to the employees who deal with material management. Supervisors training PRAN has a huge supervising force. It has sales supervisors, distribution and loading supervisors, factory supervisors etc. Depending on the type of works supervisors are given different training . Basic English course In the near future the training department is planning to introduce this course for management level employees. As PRAN is going into joint venture with some international companies, it is considering to preparing the employees to fit in the international business atmosphere. Further more, now English is required in all respects of office works. PRAN follows English in most its official works. But as our present education system doesnt ensure good command on English for the graduates, it is preparing to introduce English Course in training program. (6) Future Plan of Employee Training The training department is planning to need basis training instead of course basis. At present the department is offering different preset training programs for different employees. Sometimes it overlooks the real needs of the appropriate training. So the department has planned for offering need-basis training and for this it is preparing a systematic procedure for assessment of training needs. The idea behind this training is that though existing training programs are doing a lot for the development of the skills and behavior of the employees, it needs a change due to change in corporate culture and competitiveness among the organizations. The vision of this group is to be top organization in all respects. To cope its employees with all these change in the global business atmosphere it requires immediate review of all the present training programs. In this circumstance the company is planning to take a modem approach for its training programs. With this view PRAN is going for following need basis training. (1) Findings about Selection Discreet selection Process PRAN Group follows a discrete selection process that comprises of mainly application form, written tests, and comprehensive interview. Initial screening, physical examination, and background investigation are not in the selection process of PRAN Group. No Structured Interview Interview taken during the selection process is not structured. Interviewers ask questions according to their discretion. All the applicants are not asked the same questions. Final Employment Decision Final Employment Decision in PRAN Group is taken by the CEO. Reliability of Selection Tests There is no proof of reliability of the selection devices used in PRAN Group. Validity of Selection Tests In most cases there is no evaluation of the validity of selection devices in PRAN Group. However, in few cases, such as mid level management positions, content validity exists. Applicants of mid-level management positions are often given tests, which resembles actual job. Emphasis on Written Test The top management emphasizes most on written test. Person with poor performance in interview can expect to be employed if he / she had done well in the written test. But the reverse is not true. Variable cut score Cut scores in the selection tests are frequently changed considering the environmental change. If number of applicants is quite big relative to job openings, then a high cut-score is set. On the contrary, if number of qualified applicants is relatively low, then a moderate or law cut-score is fixed. No quota There is no quota system in PRAN Group for selecting an employee. The sole criterion of getting selected is ones qualifications. (2) Findings about Training Absence of Paper Training need Assessment No comprehensive system is there to determine the training need of the employees of PRAN Group. Training programs provided are determined by the traditional view about the training needs (e. g. employees need basic training course to know about the organization). With the changing circumstances, it is not possible for the management to know about the changing pattern of training needs of the employees well in advance. Diversified Training Program Training department of PRAN Group provides variety of training programs to cater the need of the employees. Employees are trained about desired behavior, about the Objective and operation Of the Organization; even they are trained on trade unions. Such diversified array of training programs is a plus point for PRAN Group as various types of training needs can be fulfilled using internal resources. Lack of Management Development programs Though there are ample scope and arrangements of training for employees, but the training opportunity for the managers is relatively low. Special and customized need of managers cannot be fulfilled by the training programs provided by the training department of PRAN Group. Poor Evaluation Of the effectiveness of Training Programs At present, sales volume and Annual Confidential Report are considered as an index to determine the effectiveness of a training program. 13ut there could e many reasons besides training, such as Provision of incentives, need for growth etc. which could have affected the sales volume or ACR of an individual. No mechanism is there to filter the effectiveness of training program alone. Moreover, in many cases the evaluation of the effectiveness is based fully on the subjective perception of individuals. Less Simulation Exercises Training methods employed in PRAN Group are mostly lecture-oriented. There is a dearth of simu lation exercises. Though limited opportunity of simulation exercises. Like mock sales by the sales representative or case study by the line managers are there in PRAN Group, but overall quantity of such training mechanism is low. (1) Recommendations About Selection Increase of Reliability and Validity of the Selection Devices No measure of reliability of the selection devices used in PRAN Group has yet been done. Validity of the devices is also very low. To enhance the possibility of choosing the right candidate, reliability and validity of the selection devices should be taken into consideration. For this purpose, advice of a management expert might be taken. Introduction of Structured Interview Interviews should be structured in order to have n increased reliability. A fixed set of questions should be presented to every applicant. Thus a more consistent and unbiased result might be reached. Avoidance of Prior information before the Interview Placing the curriculum vitae and scores of written test in front of the interview board beforehand causes a possibility of bias. This practice should be stopped in order to have unbiased result. Training of Interviewers Interviewers should know about how to take interview in order to select the suitable employee. Brief training might be provided to the interviewers for this purpose. Introduction of Realistic Job Preview In order to remove undue and inflated ideas of applicants regarding the job or the organization, realistic job preview should be emphasized. At present, there is no way that an aspirant employee can know about the problems and hardship associated with the job. If an employee knows beforehand about the negative points of the job and then join, then the possibility of turnover would decrease significantly. So, realistic job preview should be provided to the applicants. This may be done by providing brochures, or script made up of realistic statements that accurately portray the job. Introduction of Physical Examination Appearance always does not reflect the true health of an individual. So, a basic physical examination should be applicable to all new recruits just to ensure that they have the minimum qualifications needed to bear the stress of the workload. (2) Recommendations about Training Training Need Assessment To develop and implement an effective training program, it is important to know the areas where training is mostly needed. There should be specific mechanism whereby the management can know which type of training is needed by the employees and take action accordingly. The management can adopt any of the following methods to determine training needs: Observation and analysis of job performance, Management and staff conferences, Analysis of job requirements, Consideration of current and projected changes etc. Comprehensive Evaluation of Training Effectiveness No systematic and flawless evaluation method is followed in PRAN Group to evaluate the effectiveness of different training programs. Minimizing subjective perception, the management should try to evaluate the training programs quantitatively. While measuring the effectiveness of a training program, effort should be there to ensure that other factors besides training do not contaminate the final result. Experimental-control group method would be better to evaluate the training programs. Use of Simulation Exercises Simulation techniques are very effective for training, especially for management development. At present, the use of simulation techniques is not sufficient. More simulation techniques like, case study, decision games, and role plays should be used in order to make the training programs more effective. More Personnel for the Training Department At present, only two persons look after the training department. They have the responsibility to determine the training needs of employees, as well as to develop and implement the training programs. Though, experts of other departments often come to training department as instructor and this reduces the workload of the two personnel of training department to a certain extent; but still the departments need more personnel to carry out its operation smoothly. Inclusion of New Training Programs: Training programs provided by the training department of PRAN Group are not adequate enough to meet the changing requirements of the employees. To keep track with the fast moving corporate world and market economy, PRAN Group should introduce new training programs. APPPENDIX Bibliography Gary Dessier –7th Edition John . M. lvancevich- 7th Edition Milcovich5th Edition M. Omar Ali –2nd Edition Ricky W. Griffin –7th Edition

Week3-3dq3 Essay Example | Topics and Well Written Essays - 750 words

Week3-3dq3 - Essay Example For the purpose of this paper, it will concentrate on the logical view. As its name suggests, everything should follow what the approach feels is logical, without much deviation. It normally followed the Booch Method; an object oriented language, although Booch has mostly been overtaken by Unified Modeling Language (UML). However, Booch is still being taught at most universities, normally called Rational Booch after the company Grady Booch was working at when he developed the method. Rational has since been acquired by IBM. Salehie points out that the logical view should be used first in the process, during the documentation phase (Ibid 2004). The primary documented approach of the logical view is concerned how the end system interacts or reacts with its stakeholders and what service it would exactly provide. IBM has a software tool called â€Å"Rational Rose† which uses UML. Something like biology, the logical view with Rational Booch uses â€Å"classes† to identify certain architecturally significant items and the classes are further broken down into class diagrams (groups of related classes) and class templates (each template is only concerned with one specific class). Meanwhile, items common to all of the classes are referred to as class utilities. As Kruchten says (1995), â€Å"the numerous adornments are not very useful† during the logical view, referring to a confusing array of symbols. So various standardized symbols are used for simplicity’s sake. Even the lines have a certain significance and the key should explain what each means. As an example, he used the example of a modest PBX telephone system versus the blueprint of a complicated national air traffic control system. Using different symbols, Kruchten was able to document both blueprints using a single one for each (he had many years of experience in both industries). If there is a keyword for the technology of this era, it is

What skills and knowledge do creative entrepreneurs require in the Essay

What skills and knowledge do creative entrepreneurs require in the contemporary creative economy - Essay Example lls, quite valuable in the fashion industry, seem to be self-motivation, business-management, cooperation, understanding of cultural heritage and risk-taking. These skills are analyzed below, as involved in entrepreneurial efforts made in the fashion industry. My personal experience in the fashion industry is also explained at the level that it will help me to realize my creative practitioner career development plan; indeed, after finishing my degree, I’m planning to start my own fashion magazine. My experience in the fashion industry, as analyzed below, will help me to develop this plan successfully avoiding risks and failures, as possible. The paper aims to show that the effective involvement of entrepreneurs in the fashion industry is closely related not just to their personal skills and experience but also to their ability to respond to the needs of creative entrepreneurship, which is highly developed in the fashion industry. As already noted above, the characteristics of entrepreneurship are likely to be differentiated in each industrial sector. For example, in creative industries, emphasis is given on the ‘social culture of entrepreneurship’ (Henry and De Bruin 2011, p.30). From this point of view, the success of an individual as an entrepreneur in creative industries is depended on his ability to communicate and cooperate in order to promote a particular creative project. In other words, in the context of the Creative Economy, entrepreneurship can be considered as similar to socialization. The relationship between entrepreneurship and the Creative Economy can be understood by referring to the characteristics of entrepreneurship. According to Curran and Stanworth an effective definition of entrepreneurship would be the following one: ‘entrepreneurship is the process of creating a new economic entity centred on a novel product or service’ (Curran and Stanworth 1989, p.12, cited by Araya 2010, p.104). The above definition introduces another

Junior Seminar class Essay Example | Topics and Well Written Essays - 250 words

Junior Seminar class - Essay Example l Wild Animals made up 58.3% of the animals featured, Real Domesticated Animals made up of 8.3% of the animals featured, Fantasy Wild Animals made up of the animals featured, and Fantasy Domesticated Animals made up 25.0% of the animals featured. The magazine was made up of 62 pages which means that there was an animal featured for every 5 magazine pages. It is also interesting to note that except for the bird, no other animal was featured twice in the magazine. Other animals featured include the Marine Iguana, Wild Tortoise, Ocelot, Crab, Sea Lion, Elephant, Shark, Monkey, Crocodile, Water Buffalo, and the Horse. Given the nature of the statistics taken from these data, it can be inferred that the publication places a focus on nature and its elements because of the high rate of animals featured in it. The society may also be expected to be a nature loving one because of the emphasis placed on exotic creatures. It may also be noted that a great degree of importance is placed on the animals because of the advertisements and articles made that feature

Differential Susceptibility Theory (DST) in Psychopathology

Differential Susceptibility Theory (DST) in Psychopathology Future Directions for research: What makes the Differential Susceptibility approach appealing to Psychopathology and Wellbeing researchers alike? The Differential Susceptibility Theory (DST) has attracted a huge amount of research in recent years from researchers in the field of wellbeing and psychopathology for a variety of reasons. This essay will examine both the dominant diathesis-stress model and DST and highlight how the knowledge of DST can improve wellbeing and reduce psychopathology. It has been widely demonstrated by decades of research that health and developmental disorders are more prevalent among people from high-risk families (Luthar, 2006; Boyce, 2007; Shonkoff, Boyce, McEwen, 2009). Studies abound to demonstrate that childhood physical, emotional abuse and neglect impair development from lack of concentration to aggression, fighting, stealing, truanting and antisocial activities (Wayne, 1989). There is however a prominent variation in the physical health and psychological adjustment of both children and adults who experienced both high and low degrees of adversity (Luthar, 2006; Masten Obradovic, 2006). The dominant theory that accounts for the above phenomenon is the diathesis-stress/dual risk model, which emphasizes vulnerability to environment. It postulates that psychopathology develops as a result of an interaction between due to vulnerabilities/diatheses (temperamental, biological, and/or behavioural characteristics) in a particular person and environmental stress (Monroe Simmons, 1991). Hence, an individual facing great environmental stress will not need to have many underlying vulnerabilities to develop psychopathology. The same outcome can be true for an individual with greater vulnerabilities but a minor stressful event (Ingram Luxton, 2005). On the other hand, DST emphasizes developmental plasticity- individual differences in neurobiological susceptibility to environmental factors (Belsky, 2005). Belsky (2005) postulates that plasticity functions in a for-better-and-for-worse manner: more â€Å"plastic† individuals experience more positive outcomes in positive environments as well as more negative outcomes in aversive environments. DST has received support from many studies. Boyce et al.’s (1995) study on biological reactivity and environmental adversities as predictors of respiratory conditions in children aged between 3 and 5 yields a credible result. The study found that highly biologically reactive children who were exposed to childcare or home environments of high adversity experienced substantially higher illness than other children while highly biologically reactive children who experienced lower adversity conditions (better supportive childcare) experienced the lowest illness rates. More recent studies come from Hankin et al.’s (2011) three different studies that investigated the 5-HTTLPR genotype in 1,874 children and adolescents (between 9- and 15-year-old) and how the degree of supportive or unsupportive parenting may influence their behaviours. Hankin et al. (2011) found that the ‘homozygous for the functional short allele of 5-HTTLPR were more responsive to parenting as environmental context in a â€Å"for better and worse† manner’, that genetically susceptible youth whose parents were unsupportive displayed low levels of positive affect while genetically susceptible youth who experienced supportive parenting displayed higher levels of positive affect. There are a variety of reasons why researchers of well-being and psychopathology find DST appealing. The most significant difference between DST and the dominant diathesis-stress model is that the latter do not consider the effects of a positive environment. This is because it is of the view that there is no significant difference in how vulnerable or resilient groups respond to enriched supportive or environmental conditions (Belsky Pluess, 2009). Consequently, many studies only focus on adversity and its absence (e.g., maltreatment vs. no maltreatment) and do not measure the complete range of environments. Neither do they consider the complete range of psychological/behavioural functioning (just maladjustment and its absence, e.g., depressed vs. not depressed). In addition, DST may help researchers to elucidate the defining characteristics of resilience. Under the diathesis-stress model, children with particular attributes such as positive temperament and do not suffer expected detrimental effects of negative environments are defined as resilient (Cicchetti, 1993; Luthar, 2006). However, DST argues that these children could seem resilient because they are just not very â€Å"plastic† or malleable. If this is indeed true, these children would therefore be very unlikely to benefit from highly supportive rearing environments should they be provided with them (Belsky Pluess, 2009b). As such, DST extends the diathesis-stress model by drawing focus on investigating how personal characteristics moderate the effects of positive environmental contexts on positive well-being. One additional advantage of DST is that it offers a new advancement in the treatment of psychopathology. There is great potential in screening patients for intervention on the basis of neurobiological susceptibility (Ellis et al., 2011). DST predicts varying sizes of intervention effects across participants, depending on both the â€Å"plasticity† of individuals and the mode of intervention. Many experimental interventions on parenting and child care have confirmed the above prediction (e.g., Bakermans-Kranenburg, van IJzendoorn, Mesman, Alink, Juffer, 2008; Cassidy et al., 2011). Furthermore, current evidence does not strongly support the case that some people are completely not susceptible to the positive effects of any intervention. As such, it would be better to understand neurobiological susceptibility as a continuous dimension rather than categorically (susceptible vs not susceptible). Caspi et al.’s (2003) G x E study showed that those homozygous for the short s erotonin-transporter allele suffered most from stressful life events, those homozygous for the long allele suffered the least while heterozygotes (carrying one short and one long allele) fell in between. The above knowledge could help inform the design of treatment policies and programs tailored to the specific needs of people with differing â€Å"plasticity†. Despite the exciting promise of DST, it is important to note that it is a relatively new theory in need of much future research to shed light on many areas. Owing to the length constraint of this essay, only a few notable areas will be discussed. Firstly, it is currently unclear how differential susceptibility is regulated by neurobiological (genotypic, endophenotypic, and behavioral) mechanisms (Ellis et al., 2011). Future research on the relationships between the different levels of mechanisms would help to greatly shape programs and interventions to benefit patients of different â€Å"plasticity†. Secondly, future research should focus on elucidating how for better and for worse processes unfold. For example, it could be possible that neurobiologically susceptible children are better at detecting and capitalizing on positive opportunities (e.g., taking advice from a teacher, forging strong friendships) to achieve positive outcomes in supportive environments. Such knowledge would once again help to shape intervention programs. For example, interventors can specifically highlight positive opportunities mentioned above to neurobiologically susceptible children from adverse environments that are recently provided with more positive environments. In conclusion, this essay has explored the main features of DST and shown how understanding DST is crucial in understanding how to prevent psychopathology and improve wellbeing. Further studies, however, are required to bridge the existing gaps in this field.

Health Care Museum Essay

My proposal for a new health care hall of fame museum would include several things. My museum will pay tribute to the five most significant developments in the evolution of health care in the United States. These developments has helped change and save the lives of many people. Exhibit 1: Vaccines and Medications Vaccines and Medications are very important. With these two we have had a significant decrease in the number of people that were hospitalized or caused death. With the â€Å"advances in medical science† you can be protected against more diseases. Medicines can either heal, prevent, or stop diseases or a sickness. Medicine can be used in the form of a tablet, syrup, drugs, and exercise. When we get sick we take medicine for many different reasons. With the help of medicine it will â€Å"restore us back to normal†. Exhibit 2: Prevention and Control of Infectious Disease If you do not have control of infectious diseases from spreading, then we all can be at risk of a big epidemic of disease that are contagious. You have different community partners and health care providers that work with people to discuss the pros and cons of the infectious diseases. We all should work together to prevent the spreading of any kind of germ. This can be something as simple as washing your hands more frequently throughout the day. You would also use vaccines and medicines to prevent and treat infectious diseases. Exhibit 3: Technology Technology is a great advancement for the health fields, especially now that it is improving every day. Technology has become an important source to obtain medical information. Everyone is using technology on so many  different ways. They are using it to reach â€Å"wider populations,† contact with patients, public awareness, community outreach, and any questions that you may have medically, you can chat with doctors and nurses online as well. Exhibit 4: Medical Equipment Medical Equipment is something I choose, because with the different types of medical equipment it can save many lives. You have different types of medical equipment. â€Å"Diagnostic medical imaging machines† are used to help with diagnosis. MRI, Ultrasound, CT scanner equipment is used to maintain a person’s function. These are just some of the medical equipment’s. You also have other machines that monitor your vital organs in your body. Like EKG machines to monitor your heart, lung and dialysis machines. Exhibit 5: Oxygen Oxygen is needed by all living organism. Without oxygen humans will not be able to survive. In institutions like hospitals, they keep a supply of oxygen in stock that is provided to patients who have difficulty breathing. We must take care of ourselves in order to have a longer life span and in order to live healthy. All of my exhibits that are presented to you, I feel are very important and vital in the health care field. These are all thing that we need in the health care and in order to survive. Reference 1. Health Statistics. Health U.S. 2010: With Special features on death and dying. Hyattsville MD:CDC, National Center for Health Statistics, 2011

Compare and Contrast the Marketing Strategies of Li Ning

English Language Centre Cover Sheet | Draft| X| Course Work Submission| Put an X in the box to show whether this is a draft or a credit-bearing coursework assignment Full Name (in pinyin)| | Yinqin Wang| English Name (optional)| | | ID Number| 1101133| Class (e. g. Y2_EEE_A1)| Y2_BAD_A2| Programme| Business Administration| Module Code| EAP105|Assignment Title| Compare and contrast the marketing strategies of Li Ning domestically and internationally| Submission Deadline| 22 October 2012 before 20:00| EAP Tutor’s Name| Jacqueline Banki| Final Word Count| 1057| I certify that: * I have read and understood the University’s definitions of COLLUSION and PLAGIARISM (available on p. 31 of the current Academic Student Handbook of Xi’an Jiaotong-Liverpool University and in the 2011 ELC Student Handbook Appendix 2, 4, and 5).With reference to these definitions, I certify that: * I have not colluded with any other student in the preparation and production of this work; * thi s document has been written solely by me and in my own words except where I have clearly indicated and acknowledged that I have quoted or used figures from published or unpublished sources (including the web); * where appropriate, I have provided an honest statement of the contributions made to my work by other people including technical and other support staff.I understand that unauthorised collusion and the incorporation of material from other works without acknowledgement (plagiarism) are serious disciplinary offences. By uploading my assignment onto ICE, I formally declare that all the above statements are true. Scoring – For Teachers Use (teachers may change descriptor labels below as needed)| Marker| Initials| C| O| G| V| R| Final Mark| First – red pen| | | | | | | | Second – green pen| | | | | | | | Third (if needed)| | | | | | | | For Academic Office Use| Other Penalties|Date Received| Days Late| Late Penalty| Marker Initials| Format (Y/N)| Plagiarism Co de| Collusion Code| | | | 1. | | | | | | | 2. | | | | Compare and contrast the marketing strategies of Li Ning domestically and internationally With Chinese economy developing rapidly recent years and the huge success of 2008 Beijing Olympics, Chinese sportswear market has emerged a blooming scene. Not only the mighty foreign brands such as Nike and Adidas win the favor of Chinese people, which took 10. 5% and 7. % of mainland sportswear transactions respectively in 2011, the domestic brands such as Li Ning and Anta also occupy large market share (China Daily, 2012). Li Ning, the Chinese domestic sportswear brand which bears the name of renowned Chinese gymnastic athlete Li Ning, acts a leading role in Chinese sportswear market. Only secondly to Adidas, Li Ning possesses 7. 2% market share and keeps expanding (China Daily, 2012). Not satisfied with its immense domestic achievement, Li Ning strives for more enormous stage and switches its target to international market since 2011.Not ably, on the one hand, the domestic marketing strategies of Li Ning, such as opening and streamlining numerous retail stores, are somehow quite different from the international strategies like using e-commerce approach. On the other hand, the strategies domestically and internationally also share several similarities like attaching importance to branding. The emphasis of this essay is to compare and contrasts the domestic and international marketing strategies of Li Ning. Although to some extent few of these strategies are alike, Li Ning has largely followed diverse approaches domestically and internationally.To begin with, there are some similarities between the market strategies of Li Ning domestically and internationally, such as investing more in branding to cultivate its long-term competitiveness. Specifically, both domestic and international strategies take steps to sponsor famed athletes or sports team to advertise the high quality and advanced functionality of its products, which aims to make people hold a favorable impression of Li Ning. For instance, in 2012 London Olympics, various overseas medal candidates like Spain’s basketball team were signed with Li Ning (Brandchannel, 2012).Also, Li Ning grasped Chinese top gold medal forecasts in multifarious sports events like ping pong and badminton, which includes Lin Dan and Wu Mingxia who enjoy the high popularity among Chinese people (Brandchannel, 2012). Especially, the athletes who are sponsored by Li Ning are inspired to publicize Li Ning not only by wearing its products. For example, immediately after Lin Dan won the gold though the spectacular final game, the logo of Li Ning at the jersey of Lin was tugged to display a gesture of appreciations, which makes the effect of advertising cracking (Brandchannel, 2012).Furthermore, domestic strategies are also similar to international strategies in targeting young generations. Domestically, Li Ning replaced old logo and slogan to make the brand mor e abut to the generation born after 1990s as well as establishes new â€Å"sixth-generation stores† which attracting young clients (China Daily, 2011). World widely, Li Ning also focuses on young people because they are unbiased to Chinese brands, accustomed to shopping online and generally spend so much time surfing the Internet, which opportunely corresponds to the e-commerce strategy of Li Ning (Ad Age, 2011).Although the domestic and international strategies share some similarities, they nevertheless employ fundamentally different approaches in a number of key areas, such as using different channels to sell products. In other words, the strategies domestically direct to sell inventories mainly in solid shops, whereas the international strategies prefer using e-commerce, event marketing and digital media. In detail, numerous retail shops spread all over China are owned by Li Ning.Also, confronted the cooling Chinese economy in recent times, in order to raise the efficiency of entity sales, the company adopts measures that streamlining the network of the retail stores and entering lower tiers cities to speed eliminating premium brands by merger and acquisition(China Daily, 2012). When it turns to worldwide, to shun retail channels, Li Ning established its appropriative e-commerce sites as the only passageway to its products and released a delicate teaser video heavily on its Facebook page and twitter account (Voight, 2012).Also, microsites and events are relied to induce online buzz (Voight, 2012). In addition, the domestic and international strategies are dissimilar in the slogan and the images they are intended to shape. Domestically, Li Ning created a new slogan â€Å"make the change† to indicate that greatness is not undying, only changes can be perpetual, which not only nettles the slogan of Nike â€Å"Live through your greatness†, but also remodels the impression of Chinese people on Li Ning as a more high-end brand (Brandchannel, 2012).Internationally, the slogan â€Å"straight out of new China† demonstrates that its products leverage its rich Chinese culture and are diverse from the cheap, rough made-in-China goods as old perception considered (Voight, 2012). Furthermore, with regards to new marketing segments need to be expanded, Li Ning focus on Children garment domestically while women market segment internationally. Cooperated with local children garment firm Paclantic to design more attractive children sports and leisure clothing, the clothes could be sold in the franchised stores and affiliated shops of Li Ning in China (Wang, 2012).Nevertheless, the market segment of women who do not need intramuscular figures and desire equal positions with men are attached importance to by the international strategies of Li Ning (Warc, 2011). In summary, this essay has made comparisons and contrasts between the marketing strategies of Li Ning domestically and internationally. The domestic strategies, like th e international ones, have strong sponsor awareness and also aim to attract younger generations.Despite that the international and domestic strategies have to some degree implemented similar strategies; essentially approaches are adopted in crucial areas, such as using different slogans, selling products by different channels and expanding different market segments. Although the e-commerce method ingeniously avoids complex retail channels internationally and the notion to achieve long-term profits domestically seem to be reasonable, Li Ning may ot achieve so many profits as they expected, because its vague brand positioning might cause the confusion and misconstrue of domestic people and its international consumers may despise Li Ning for its imitative logo and slogan which have some resemblance to Nike and Adidas. It is suggested that Li Ning should slow down its expansion and invest more to raise the quality and make some innovations instead of having large inventories discounted as a result of expanding too fast. Also, to have explicit brand positioning is crucial.Nonetheless, as Li Ning keeps adjusting corresponded to the changing situation and creating new products, it is too early to definitively judge whether Li Ning will have a promising future. References list Ad Age (2011). China's Li-Ning Takes on Nike, Adidas With U. S. E-Commerce Site. [online]  New York: Ad Age. Available from: http://adage. com/article/cmo-interviews/china-s-li-ning-takes-nike-u-s-e-commerce-site/231642/. (Accessed 12 October 2012) Brandchannel (2012). London 2012: Success as Li-Ning ‘Makes a Change' in Olympics Strategy. [online] New York: brandchannel. Available from: http://www. randchannel. com/home/post/2012/08/13/London-2012-Li-Ning-081312. aspx. (Accessed: 12 October 2012) China Daily (2011). Li Ning expects business to slow. [online] Beijing: China Daily. Available from: http://www. chinadaily. com. cn/bizchina/2011-01/18/content_11874065. htm. (Accessed: 12 Octo ber 2012) China Daily (2012). China's sportswear brands nurse Olympics hangover. [online] Beijing: China Daily. Available from: http://www. chinadaily. com. cn/business/londongames/2012-07/02/content_15542591. htm. (Accessed: 12 October 2012) Voight, J. (2012). Video Is Lifeblood of Li-Ning's ‘New China' Sneaker Launch. online] Charlotte: ClickZ. Available from: http://www. clickz. com/clickz/news/2166538/video-lifeblood-li-nings-china-snea ker-launch. (Accessed: 12 October 2012) Warc (2011). Li-Ning plans global push. [online] London: Warc. Available from: http://www. warc. com/Content/News/Li-Ning_plans_global_push. content? ID=e7907838-2cd7-4859-ae44-f1695abdbd52;q. ( Accessed: 12 October 2012) Wang, W. (2012). Li Ning rejoins race in children's wear market. [online] Beijing: China Daily. Available from: http://www. chinadaily. com. cn/business/2012-05/12/content_15276320. htm. (Accessed: 12 October 2012) Compare and Contrast the Marketing Strategies of Li Ning Compare and contrast the marketing strategies of Li Ning domestically and internationally With the development of Chinese economy, sports industry has become one of the new industries in china, which has large market size and high growth rate (Qinqin, n. d. ). In Chinese sports area, Li Ning brand, built by famous gymnast Li Ning (Enright, 2012), is the market leader and owns about 8000 hypostatic shops domestically (Zhang,2011). Similar to some international famous brands like Nike and Adidas, Li Ning intends to enhance influence by exploring international market (Sauer, 2012).For this reason, the essay will compare and contrast the marketing strategies of Li Ning domestically and internationally. A close look at the sources available, it seems that the topic could be analyzed from the internal aspect such as sales methods, promotion and the external aspect such as consumption concept and competition. The essay will compare and analyze Li Ning’s marketing strategies by the in ternal and external aspects’ factors. From the internal perspective, there are two main sales strategies should be considered as follows: sales methods and promotion.In regard to sales methods, Li Ning implements entity sales and e-commerce sales at home and abroad simultaneously (Anon, 2011a, Voight, 2012 and Zhang, 2011). Nevertheless, the focus of sales methods might be different considering the contrasting name reputation domestically and internationally. Li Ning, named after china’s gold-medaling gymnast, is very famous in china, especially after the 2008 Olympic Games in Beijing (Enright, 2012). As typical local brand with high name reputation, Li Ning chooses entity sales as its main way of sale domestically and there are almost 8000 hypostatic shops in china (Zhang, 2011).Whereas the name Li Ning perhaps unfamiliar in the West. For instance, the marketing firm tested the brand with U. S. customers and the result shows that brand awareness was almost 0% (Enright , 2012). Rather than seeing it as a bad thing, Li Ning sees it as a launch point to â€Å"upgrade the brand image and win recognition from consumers† (Zhang, 2011). What is why â€Å"Li-Ning is planning to concentrate on the new online portal before opening more brick-and-mortar stores† in U. S. market (Anon, 2011a). In order to achieve more name reputation and higher sales, Li Ning fixes much attention n another sales strategy, promotion, as well. Both foreign and domestic, Li Ning has been paying much attention to Olympic Games and sports super stars (Anon, 2011b and Sauer, 2012). At home, since 1992 in Barcelona, China’s Olympic terms have chosen Li Ning as a fixture and the brand still counts on gold-medal terms such as Chinese ping pong, shooting gymnastics and badminton teams (Anon, 2011b). Overseas, Li Ning was the 30th Olympic Games sponsorship in 2012 (Sauer, 2012) and invited NBA All-Star teams players to speak for it (Anon, 2011b).Moreover, according to different national culture, Li Ning even used different slogans to appeal to the nationalist fervor. For instance, where the word â€Å"you† was used by Nike in America, Li Ning chose the slogan â€Å"we can† domestically and â€Å"the moment† for international audience (Anon, 2011b). On the other hand, in external aspect, Li Ning has taken a series of measures to deal with two social problems: target groups and fierce competition (Anon, 2011a, Ranasinghe, 2012 and Zhang, 2011). With the rapid development of internationalization, various views on Chinese goods have been published.In china, instead of praising highly local brand, Chinese customers are worried about the Chinese sports brand’s store quality is not equal to the brand's quantity (Zhang, 2011), preferring internationally famous brands like Nike and Adidas (Ranadinghe, 2012) and transforming the cost from sports to food and beverage (Ranasinghe, 2012). On abroad, although some older consumers usually think of China-made products as fakes or knockoffs, younger consumers do not see Chinese products as second-class or counterfeits (Enright, 2012).Regarding the situation, in recent years, Li Ning has been trying to make the brand more youthful and upmarket (Anon, 2011b). For the new strategy, Li Ning not only created a new logo and new slogans but also launched many new products with a better outlook and quality, which aimed to appeal to domestic and foreign younger generation (Zhang, 2011). Furthermore, Li Ning has managed to expand to different areas at home and internationally as well (Anon, 2011a, Anon 2011b and Wen, 2012).In view of China’s family planning policy, Li Ning has rejoined the battle of children’s garments by cooperated with another company in Tianjin (Wen, 2012). In consideration of the case that many foreign customers have great curiosity about eastern culture (Voight, 2012); Li Ning puts brand international feeling over oriental theme (Zhan g, 2012). For example, in March 2012, Li Ning promoted a pair of men’s basketball shoes with the Chinese dragon pattern which was a limited edition on Facebook, and then the tremendous crowds to Li Ning’s website led it to collapse (Voight, 2012).In addition, Women have become another one of the main target groups of Li Ning overseas (Anon, 2011a). Next, the second problem Li Ning is facing is the large-scale competition with local brands and international brands domestically and internationally (Anon, 2011a et al). The fierce competition â€Å"not only has it been forced to scale back its plans for world domination, but it also now finds itself at risk in its home market against domestic rivals like Peak and 361 °, but also with global heavy hitters Nike and Adidas† (Sauer, 2012).The difference is that language might be the main barrier Li Ning needs to face in international market (Zhang, 2012). With a view to the situation, on the one hand, Li Ning decided to slow the pace of new openings and close some inefficient stores to curtail expense and store energy (Ranasinghe, 2012); on the other hand, Li Ning would enter the second-tier cities to achieve next phase of growth (Anon, 2012). To sum up, in internal aspect, Li Ning chooses both entity sales and e-commerce sales at home and abroad. Different focuses are determined due to large name reputation difference.To achieve more popularity, Li Ning focuses on Olympic Games and sports super stars with different slogans. Furthermore, in external aspect, facing the customers’ different consumption views on Chinese brands domestically and internationally, Li Ning transforms its attention to younger people and set new different target groups both domestic and foreign. Li Ning has been facing increased competition with global names and local rivals, and what is why Li Ning determines to slow the pace of new openings and enter the second-tier cities.In future, Li Ning could make greater br eakthrough by implementing brand strategy, constructing international brand image, developing technology innovation and improving enterprises’ core competitiveness (Zhang, 2012). References: Anon. (2011a) Li-Ning plans global push [online] London Warc. Available from: http://www. warc. com/Content/News/Li-Ning_plans_global_push. content? ID=e7907838-2cd7-4859-ae44-f1695abdbd52= (Accessed: 3 October 2012). Anon. (2011b) China's Li-Ning Takes on Nike, Adidas With U.S. E-Commerce Site [online] New York Ad Age. Available from: http://adage. com/article/cmo-interviews/china-s-li-ning-takes-nike-u-s-e-commerce-site/231642/ (Accessed: 3 October 2012) Anon. (2012) China's sportswear brands nurse Olympics hangover [online] China Chinadaily. Available from: http://www. chinadaily. com. cn/business/londongames/2012-07/02/content_15542591. htm (Accessed: 3 October 2012). Enright, A. (2012) Li-Ning makes its U. S. debut [online] Chicago Internetretailer.Available from: http://www. interne tretailer. com/2012/01/16/li-ning-makes-its-us-debut (Accessed: 3 October 2012). Qinqin, D. (n. d. ) Comparative analysis of Chinese and Western Sporting Goods Enterprises’ Growth Pattern. Wuhan, China: Dept. of Sports Economics & Management, Wuhan Inst. of P. E. Ranasinghe, D. (2012) No Medals for China’s Sportswear Firms [online] US CNBC. Accessed from: http://www. cnbc. com/id/48454835/No_Medals_for_China_s_Sportswear_Firms (Accessed: 3 October 2012). Sauer, A. 2012) London 2012: Success as Li-Ning ‘Makes a Change' in Olympics Strategy [online] London Brandchannel. Available from: http://www. warc. com/Content/News/Li Ning_plans_global_push. content? ID=e7907838-2cd7-4859-ae44-f1695abdbd52= (Accessed: 3 October 2012). Voight, J. (2012) Video Is Lifeblood of Li-Ning's ‘New China' Sneaker Launch [online] New York Clickz. Available from: http://www. clickz. com/clickz/news/2166538/video-lifeblood-li-nings-china-sneaker-launch (Accessed: 3 October 2012). Wen , W. 2012) Li Ning rejoins race in children's wear market [online] China Chinadaily. Available from: http://www. chinadaily. com. cn/business/2012-05/12/content_15276320. htm (Accessed: 3 October 2012). Zhang, D. (2011) Li-Ning sportswear looks to win overseas [online] London BBC. Available from: http://www. bbc. co. uk/news/business-12665597 (Accessed: 3 October 2012). Zhang, X. (2012) ‘Marketing Plan for Li-Ning Product Expansion in UK’, Lecture Notes in Information Technology, Vol(14), Wuhan, China: Dept. of Sports Economics & Management, Wuhan Inst. of P. E.

Oppose and Opposed To

Oppose and Opposed To Oppose and Opposed To Oppose and Opposed To By Maeve Maddox A reader questions the use of the preposition against to follow the verb oppose in this example from an entertainment site: [Madonna] wanted to be the only female voice of the band, and opposed against the introduction of another female vocalist. The reader asks, â€Å"Isn’t opposed enough?† Yes. In this sentence, the meaning of opposed is objected to or was against. The transitive verb is sufficient: She opposed the introduction of another female vocalist. NOTE: The verb oppose has several meanings. This post is about the use of oppose to mean, â€Å"to object to,† â€Å"to be against.† Used transitively, oppose is followed directly by a noun or a pronoun (its direct object). Here are examples of correct usage: There are also personal, political, religious, and spiritual reasons to oppose capital punishment.   Top Ten Reasons to Oppose the  World Trade Organization   Why I oppose Common Core standards The men and women who  opposed womans suffrage  did so for many reasons.   Oppose also functions intransitively (no object). When it is followed by a prepositional phrase, the preposition to use is to, not against. Here are examples of intransitive use: Coach Gus Malzahn not opposed to switching divisions Why so many immigrants in Germany are opposed to the refugee influx Here are some examples of unidiomatic uses of oppose, with suggested corrections: INCORRECT: Woman Becomes an Atheist After She  Opposed Against  Prayer at Her Sons School   CORRECT: Woman Becomes an Atheist After She  Opposed Prayer at Her Sons School   INCORRECT: â€Å"I think this administration is adamantly  opposed against  fossil fuels, period,† said Young, Alaskas sole House member. CORRECT: â€Å"I think this administration is adamantly  opposed to fossil fuels, period,† said Young, Alaskas sole House member. INCORRECT: Are these people also  opposed against  the genocide the Caliphate is doing against Christians and Yazidis?   CORRECT: Are these people also  opposed to the genocide the Caliphate is doing against Christians and Yazidis?   INCORRECT: Yet there are plenty of [people] who are opposed against the scientific facts you throw around about vaccines. CORRECT: Yet there are plenty of [people] who are opposed to the scientific facts you throw around about vaccines. NOTE: A better revision for this example would be to choose a different verb altogether: Yet there are plenty of [people] who do not accept (or believe) the scientific facts you throw around about vaccines. INCORRECT: The Supreme Court of India  opposed against  any sort of hooliganism in the name of bandh in 1998, but political parties still organize them.   CORRECT: The Supreme Court of India  opposed any sort of hooliganism in the name of bandh in 1998, but political parties still organize them.   The concept of against is built into the verb oppose. Want to improve your English in five minutes a day? Get a subscription and start receiving our writing tips and exercises daily! Keep learning! Browse the Expressions category, check our popular posts, or choose a related post below:What Does [sic] Mean?5 Lessons for Mixing Past and Present TenseWords That Begin with Q

Transformation Leadership and Team Leadership

Transformation Leadership and Team Leadership Introduction Leadership in an organisation determines the success that the organisation realises in any activity that it undertakes. A leader provides direction to any group in an organisational setting. He or she leads the group towards the achievement of the set organisational goals.Advertising We will write a custom case study sample on Transformation Leadership and Team Leadership specifically for you for only $16.05 $11/page Learn More The frameworks used in leadership are dependent on the organisational environment and the individuals who are in a leadership position. It is important for these individuals to adopt a framework that suits the organisations in which they currently work. Another concept that is demonstrated to have significant results for any organisation is the presence of teams that are focused towards the achievement of the organisational goals. The teams should have an effective leadership. Transformational leadership is one of the maj or frameworks of leadership in organisations. According to Bass (1996, p. 11), transformational leadership is manifested when leaders in various positions use their influence on individuals to move them to a certain goal that is beyond the leader’s self-interest. This report focuses on transformational leadership and team leadership using an appropriate case study. The purpose is to evaluate the use of the two frameworks in organisations and their weaknesses and strengths in practice. Leadership Case Study The leadership challenge that was chosen is a personal experience as a manager in a project undertaken by the current organisation. In this case, the project manager was the leader, with the group being led consisting of over twenty members. The group had different responsibilities in the project. The organisation required an upgrade of the IT systems that were currently in use, including the rebranding of one of the organisation’s products. The requirements included a website that was to be developed by some of the members in the group, development of new marketing tactics, and ways to increase the sales for the company. The group was to hold meetings regularly to discuss the project developments and the necessary changes. The leader chaired these meetings. Members were required to contribute positively by suggesting the appropriate measures to be taken in bringing about change. The team leader was also charged with the responsibility of reporting the development of the project to the organisational managers. The employees had a duty to undertake the key tasks that were required under the project, including the actual upgrade process. Some of the strategies that the leader used to inspire this team included the provision of adequate working conditions where they did not interfere with the activities of the project. The leader also ensured that the team members were role models to the junior employees, including their conduct during the meeting s and other interaction areas. The leader also had the role of emphasising some aspects of the project such as the intended changes and the vision that is to be achieved in the project.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 Some of the challenges that occurred in the course of the project in relation to leadership include the disagreement between employees on the best methods of performing certain activities. The employees constantly engaged each other on whose project was better suited to oversee the transformation of the organisation. The other important role of the leader was to solve differences between employees. There were different races in the workforce, with diversity existing in the project. The other challenge is the implementation of some of the agreed terms in the contract, which required that the project areas be completed on time. This requirement nee ded the cooperation between the leader and the other employee since working as a team was the only way to beat the deadlines. The leader ensured that the personal visions were shared among employees while also encouraging them to have these values in their daily operations. The project risks were also important to the leadership, which ensured that these risks were shared with the employees and other collaborating individuals. Despite the leader being open and close to the employees, there was also a display of power to indicate to them that he was in control. Another value practiced by the leadership is inspirational leadership whereby the leader was involved in motivating employees by recognising and rewarding their hard work. Leadership Activities The leader in this context had a number of responsibilities and activities that he was supposed to undertake. One of the major responsibilities was to lead the project and offer direction that the project was to take. The leader was als o the head of every meeting that was carried out. He developed the objectives of the meeting. The other activities that he was to undertake include monitoring the workers and the progress of the project. He was supposed to be a motivator for these individuals by offering guidance on some of the issues that affected them during the project (Grant Berry 2011). The resolution of disputes was also his responsibility as a way of allowing the coexistence of the employees in a mutually fulfilling environment. The team, which consisted of the leader and other employees, would regularly meet to discuss the project progress and any changes that were to be instituted. The team also discussed the areas that each of the individuals was supposed to be operating in and the progress of this section as a component of the total project.Advertising We will write a custom case study sample on Transformation Leadership and Team Leadership specifically for you for only $16.05 $11/page Learn More Another activity that the project team was allowed to undertake was to offer recommendations to the leader on the areas that were necessary to change. The different members of the team had different responsibilities in the project. Each of these members was required to have fulfilled the responsibilities required of him or her. The leader had the responsibility of motivating the employees working under him. To achieve this goal, some of the methods that were necessary include employee appraisal and recommendation for rewarding (Grant Berry 2011). The leader was also accountable for the team. He was charged with reporting the project progress to the organisation, requesting for resources, and providing a statement of commitment to the organisation leadership on behalf of the team. The team being analysed had the responsibility of influencing the leader and ensuring that he was directing the activities to be undertaken. The team, which consisted of the leader and t he workers beneath him, was required to deliver an upgraded information technology system to the organisation. Some of the necessary activities in this process included website development and hosting, marketing of the website and the organisational products, and increasing the organisational efficiency. Important activities also included providing feedback on the performance of the new installed systems and the expected changes in terms of consumer preference. Leadership Dimensions Analysis The type of leadership displayed in any organisation can be analysed in a number of ways using the different dimensions of leadership (Ertureten, Cemalcilar Aycan 2013). In the above case study, the two important leadership dimensions that can be applied include transformational leadership and team leadership. Transformational leadership In this leadership dimension, leaders achieve the desired organisational strategies and targets through influencing employees positively (Ertureten, Cemalcilar Aycan 2013). Transformational leadership achieves new changes in an organisation through the available resources in the organisation in terms of human resource. According to Ishikawa (2012), this form of leadership is beneficial to the organisation because it leads to the introduction of better practices and organisational culture. Transformational leadership also influences the output of employees in the organisation by increasingly motivating them in the direction of the organisational objectives.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 In the organisation covered in this case study, the leader displayed several characteristics of a transformational leader. The five behaviours that a leader should exhibit in transformational leadership may be analysed using Kouzes and Posner’s (2010) model of leadership behaviours. In this model, Kouzes and Posner (2010) listed five groups of behaviours that a leader should express, including modelling the way, inspiring a shared vision, challenging the processes in place, enabling others to act, and encouraging them. These elements comprise some component areas that leaders should satisfy before they can be branded as being transformational. The project leader demonstrated this leadership by being an example for the employees working under him. As Kouzes and Posner (2010) confirm, a leader is only effective at the workplace if he or she can influence employees to work towards the organisational goals. The leader is the main example for the employees in the activities that t hey (employees) are to undertake. In the project that was being undertaken, the initial strategies involved the creation of rules, just like in any other organisation. The team was also expected to adhere to the basic rules in the organisation. The leader was charged with the responsibility of ensuring that the employees kept these rules. A transformative leader ensures that the rules in the organisation are respected, like any other leader in any capacity (Choudhary, Akhtar Zaheer 2013). The initial meetings held by the team also involved making commitments to the project, with the leader making promises to the group. Transformational leadership ensures that the promises and commitments are fulfilled, with the leader being a role model in this area (Ertureten, Cemalcilar Aycan 2013). A major activity in transformational leadership that the project leader engaged in is seeking feedback from key employees and project stakeholders. Feedback allows the management to institute any cha nge that is necessary for the organisation, especially a change that can lead to better project results (Ertureten, Cemalcilar Aycan 2013). A transformational leader is one that builds consensus when it comes to organisational values (Kouzes Posner (2010). In this case, the leader was expected to fulfil the values set for the project by the organisational management. These values were communicated to the group in some of the meetings held with the leader to build consensus around the same. The philosophy of leadership is important to understand in the position of leadership. Leaders should be focused on this philosophy. In the above project, the leader was required to exercise the leadership qualities that are expected of him. Kouzes and Posner (2010) stated that a leader should inspire a vision that is shared with the employees. The IT upgrade project had a focused vision that could be achieved by the time of completion. The leader had the responsibility to inspire this vision as stated by Kouzes and Posner (2010). This deliverable was partly done in the project, with the leadership requiring change to achieve the optimum change results. Some of the characteristics that indicated that the leader was actively inspiring the project vision include the frequent talks on the trend of the project and the future expectations. The leader constantly reminded the employees of the future image of the project while engaging them to share this vision. According to Kouzes and Posner (2010), a transformational leader is one that demonstrates to the other employees and those beneath him in the hierarchy that the vision can be realised. He also paints the bigger picture for the team on the aspirations that it should have (Kouzes Posner 2010).This form of leadership was displayed in the project where the values were emphasised in the meetings held for the project employees. A leader should also challenge the existing processes to ensure that the employees increase their eff iciency (Kouzes Posner 2010). The project leadership in the case study had different ways of challenging the existing processes in the project. One of the utilised ways was the provision of opportunities that are considered challenging to the employees. According to Kouzes and Posner (2010), the establishment of such opportunities makes the employees more skilful at their workplace and in carrying out the designated activities. The leader kept challenging the employees to try new methods of achieving better results in the project. Some of the ways that were suggested to the employees and other project stakeholders were sought from different organisations. According to Kouzes and Posner (2010), this method of changing processes is an effective one, which leads to the development of positive results in any organisation that adopts it. Sarwar (2013) also states that transformational leaders can use processes that are already in use in other organisations to bring about change in their respective organisations. According to Oozes and Posner (2010), another way to bring about change to processes in an organisation is to set goals and strategic plans on how the objectives are to be achieved. This strategy was widely practiced in the leadership manifested in the above case study. A transformational leader should be able to influence employees while posting better results by facilitating the activities of other employees. Oozes and Posner (2010) suggested ways to achieve this goal such as the fostering of cooperation between the leader and employees under him. Listening to the views of each of the employees or supporting their decisions is another important part of transformational leadership (Sarwar 2013). The leader in the case study used these methods to ensure that the employees working under him were working towards the achievement of the goals set in the organisation. Apart from instituting changes in the organisation, a transformational leader also brings abou t change to the employees (Sarwar 2013). One way that the leader can institute this change is by encouraging employees to pursue self-improvement strategies such as engaging in training activities (Sarwar 2013). The leader also needs to encourage employees to accomplish tasks (Sarwar 2013). This plan was applied in the leadership capacity in the above organisation. The leader also celebrated the accomplishments of the employees working in the project by rewarding them for an extra effort that they put towards this project. Team Leadership Team leadership is another key concept that was applied in the project discussed in the case study. The team comprised engineers working on the project, IT specialists, and the supporting staff. The employees were also diverse, with all sexes and most of the races being represented. The other characteristic of this team that was important in its working as a group was the leadership applied in the organisation, specifically in the project. Accordin g to Quigley (2013), the leadership of a team requires a leader to consider the differences in the team and promote the positive coexistence of the members of the team. In the case of the above project, the project leader was also the team leader who was required to have the needs of all members of this team considered and all their needs met. According to Park and Kwon (2013), a team leader should have adequate knowledge on how to direct the staff. He or she should adopt a policy development process that is favourable to the objectives of the organisation. In this case, the leader was required to have the right ideas on the project. He needed to have adequate knowledge of the processes to be undertaken. The leadership in the project was well informed on the project details. The leader made decisions regarding the necessary changes. The team leader should also have strong interpersonal skills to ensure that he gets the most out of the team (Quigley 2013). This strategy involves inte racting openly and widely with each member of the team and knowing the members’ preferences and requirements in the processes. The team leader in the above project knew most of the members. He had interacted with them on a large scale. However, the leader could have done better to ensure that the employees worked as a team. A team leader in any project such as the one above should know the amount of resources needed to achieve the project goals (Quigley 2013). The leader displayed this expertise in the project. The project required the team to carry out activities within strict deadlines that had been agreed between the leader and the team as a whole. This observation was a positive reflection of the team leadership skills of the above leader since Quigley (2013) states that good team leaders have strong organisational skills. A team leader encourages the team to meet deadlines while maintaining the quality of work in the process of meeting these deadlines. Another favourable characteristic of a good team leader is that he or she is able to promote the organisation’s image to the team and stakeholders including clients. Leaders should use all available means to achieve the above results including innovation and new policies. Areas of Improvement Although the leadership skills demonstrated in the above project are adequate, some areas need improvement. The improvement should be tailored to improve the leadership skills in the area of transformational leadership and team leadership. One area that needs improvement is the interaction between employees and the leader together with how the leader engages employees to achieve the goals set in the project. Grant and Berry (2011) confirm that a leader should be able to achieve collaboration with the employees and individuals beneath him in the hierarchy. In the project described above, the leader needs to ensure that he is aware of the challenges affecting the employees and the diversity issues in existe nce. Another area of improvement is the process of providing feedback to the employees in their performance. The employees in the project were not adequately provided with feedback on the activities that they were undertaking in the project. The leader needs to ensure that he uses this feedback to institute the necessary changes to the project processes (Quigley 2013). There is also need to institute changes in the planning ability for this leader. A leader should set goals for the team while ensuring that the goals are realised within a favourable period (Quigley 2013). These goals should be specific, measurable, achievable, and time bound (Christ, Emett, Summers Wood 2012). The leader needs to make changes on the way he or she directs employees. There is a need for effective communication between the project leader and the employees working under him (Christ, Emett, Summers Wood 2012). Communication methods constitute the most effective measures to undertake change in any organi sational framework or activity. The other area that the project leader should improve on his team leadership capabilities is motivation for the team members. Motivation has been associated with improved performance of employees at the workplace (Christ, Emett, Summers Wood 2012). Team leaders should adopt it as a means of ensuring increased efficiency and improved performance. In general, the leadership qualities displayed in line with the leadership dimensions were adequate. If the proposed changes are effected, the leader can manage a larger project more efficiently. Summary Some leadership lessons can be obtained from this case based on their applicability in the future leadership positions with reference to the two dimensions of leadership. A transformational leader should target to influence employees to achieve new methods of doing things in the organisation. These methods should lead to the positive performance of the organisation as a whole. Some of the suggested features o f transformational leadership that are applicable in leadership of projects include setting examples in the organisation, providing feedback to the team, fulfilling the promises and commitments, and demonstrating high standards of leadership. A leader should also develop strategies that aid in the achievement of goals. These strategies include development of an organisation’s objectives. Leaders should also create an environment where employees can share their dreams (Christ, Emett, Summers Wood 2012). The leader in a project or any organisation should create opportunities to challenge the employees on special areas so that they can contribute to their own self-improvement. An effective transformational leader also seeks better practices that can be implemented to improve the organisation. Team leaders encourage their team. They ensure that members are working towards achieving the goals of this team. They also provide the necessary resources for the team. Team leaders treat their members with dignity and respect. Besides, they value the contribution of each of the members. The choices that the members make are respected, including encouraging them to improve on the job. Rewarding is a useful way of motivating employees and teams towards achieving positive results. Conclusion Leadership is an important part of organisation. It is different from management in several ways. The two dimensions of leadership that were focused on in this report are the transformational leadership and team leadership. In the case study, the leader directs the functions of a group that is tasked with the upgrade of the information technology system in an organisation. Some of the characteristics of transformational leadership and team leadership that are evident in this leadership have been discussed in the report. The report also offers recommendations on the areas of improvement. References Bass, B 1996, A New Paradigm of Leadership: An Inquiry Into Transformational Leaders hip, Army Research Institute for the Behavioural and Social Sciences, Alexandria, VA. Choudhary, A, Akhtar, S Zaheer, A 2013, Impact of Transformational and Servant Leadership on Organisational Performance: A Comparative Analysis, Journal Of Business Ethics, vol. 116 no. 2, pp. 433-440. Christ, M, Emett, S, Summers, S Wood, D 2012, The Effects of Preventive and Detective Controls on Employee Performance and Motivation, Contemporary Accounting Research, vol. 29 no. 2, pp. 432-452. Ertureten, A, Cemalcilar, Z Aycan, Z 2013, The Relationship of Downward Mobbing with Leadership Style and Organisational Attitudes, Journal Of Business Ethics, vol. 116 no. 1, pp. 205-216. Grant, A Berry, J 2011, The Necessity of Others is the Mother of Invention: Intrinsic and Prosocial Motivations, Perspective Taking, and Creativity, Academy Of Management Journal, vol. 54 no. 1, pp. 73-96. Ishikawa, J 2012, Transformational leadership and gate keeping leadership: The roles of norm for maintaining cons ensus and shared leadership in team performance, Asia Pacific Journal Of Management, vol. 29 no. 2, pp. 265-283. Kouzes, J Pozner, B 2010, The Leadership Challenge, Jossey-Bass Inc., San Francisco, CA. Park, J Kwon, B 2013, Literature Review on Shared Leadership in Teams, Journal Of Leadership, Accountability Ethics, vol. 10 no. 3, pp. 28-36. Quigley, R 2013, A Longitudinal, Multilevel Study of Leadership Efficacy Development in MBA Teams, Academy Of Management Learning Education, vol. 12 no. 4, pp. 579-602. Sarwar, C 2013, Future of Ethically Effective Leadership, Journal of Business Ethics, vol. 113 no. 1, pp. 81-89.