Patrilineal Descent and Postmarital Residence among the Yanomamo Essay

Patrilineal Descent and Postmarital Residence among the Yanomamo Village Growth and Division - Essay Example The Yanomamo people of Central Brazil are one of the oldest examples of the classic pre-Columbian forest footmen. The Yanomami comprise a society of hunter-agriculturists of the tropical rainforest of Northern Amazonia, whose contact with non-indigenous society over the most part of their territory has been relatively recent. Their territory covers an area of approximately 192,000 km2, located on both sides of the border between Brazil and Venezuela, in the Orinoco-Amazon interfluvial region. They communicate in various dialects but have No written language. The total population of the Yanomami in Brazil and Venezuela is today estimated to be around 26,000 people. The Yanomamo exist in small bands or tribes and reside in round communal huts. The Yanomami local groups are generally made up of a multifamily house in the shape of a cone or truncated cone called yano or xapono, which are actually made up of individual living quarters or by villages composed of rectangular-type houses .Each collective house or village considers itself an autonomous economic and political entity (kami theri yamaki, 'we co-residents') . The village is the basic sociopolitical unit and is occupied by several extended families, composed of nuclear family households. The founding nucleus of such a village consists of two intermarried pairs of brothers, their sisters or wives and their descendants. The two resulting lineages exchange their women, thus creating a number of affinal alliances. As additional lineage groups join the village community and intermarry with members of the original lineage, political pressures and internal factionalism frequently lead to the spli tting apart of the village and the establishment of a completely new community. These small tribes hold their men in high ranks. Chiefs are always men who are held responsible for the general knowledge and safety of the group's women. The males are permitted to beat their wives if they feel the need to and can marry more than one woman at a time. This loose form of polygamy is a way of increasing the population of the tribe.Each village has its own headman (pata), and one pata is usually more influential than the others. Migliazza (1972: 415) claims that the position of chief or headman is not really inherited, but is dependent on the chief having many living agnatic relatives and the ability to assert himself among them. There is some indication, however, that the office was once inherited patrilineally from father to son or from elder brother to younger brother. During times of war, a man with experience in combat was often chosen to act as war chief, an office which was not hereditary and which became inactive when hostilities ceased. Marriage among the Yanoa ma serves to bind non-agnatically related groups of males to one another in a system of exchanges involving goods, services, and the promise of a reciprocal exchange of women at a later date. All Yanoama groups, as well as their Carib neighbors, have bifurcate Merging kinship terminology for the first ascending generation, accompanied by Iroquoian cousin terminology. Patrilineal descent and agnatic relationships are considered more important than matrilineal relatives. Clans and moieties have apparently never existed among the Yanoama, but lineages have been mentioned by Chagnon (1971). In his analysis of the kinship system, Chagnon affords a central place to the local descent group-basically a lineage segment, consisting

The Revenue Essay Example for Free

The Revenue Essay Since Gavin was, a successful pharmacist and Stanley had in site on a great discovery this could be something great. They set up a small laboratory on the balcony of Mr. Herberts drugstore in Los Angeles to make the solution, which they named ALLERGAN ® Nasal Drops. Allergan has become a company not just for eyes but they also have patents for conditions, such as cervical, medical dermatology (Allergan Inc. , 2012) THE SUCCESS OF ALLERGAN 3 Assess how globalization and technology changes have impacted the corporation you researched. With approximately 10,500 employees and a presence in more than 100 countries, we work hard to make sure our products reach the people who need and want them worldwide. (Allergan 2012). Allergan has branched out into other treatments besides the eye care of dry eye, glaucoma, and other eye conditions. Now they treat cervical dystonia, which is breast asester blepharospasm, strabismus, upper limp spasticity, and facials. They also specialize in medical dermatology such as acne, psoriasis, severe primary axillary, hyperhidrosis, inadequately managed with urocogics and over active bladder and urinary incontinence. With Allergan having, a diverse approached helped how globalization and technology has impacted the company, based on their patent products that helps people live better and feel better. When needs are not meet they make sure they go beyond what is expected of them to keep up with the technology of the different products. Allergan has a partnership with the medical community. Having these partnerships helps the company come up with their own thoughts and insight of customer satisfaction by improving their product based their customer’s outcome. They provide customers with the tools and education needed to keep them updated on the latest information so the customer can informed their doctor of any decisions they make. (Allergan 2012) SUCCESS OF ALLERGON 4 Apply the industrial organization model and the resource-based model to determine how your corporation could earn above-average returns. According to Strategic Management 10th edition, 2013 above average returns were earned when firms are able to effectively study the external environment as the foundation of identifying an attractive industry. Hebert’s friend Stanley Bly sought to implement a strategy to reduce competitive rivalry and form a joint venture. Joint ventures increase profitability in this company. As stated below based on the 2012 annual report sales is expected to increase in the future and helps the company earn an above average return. For the full year of 2012, Allergan expects total product net sales between $5,650 million and $5,800 million. Total specialty pharmaceuticals net sales between $4,740 million and $4,850 million. Total medical devices net sales between $910 million and $950 million. ALPHAGAN ® franchise product net sales between $420 million and $440 million. LUMIGAN ® franchise product net sales between $620 million and $640 million. Restasis product net sales were between $750 million and $780 million. Botox product net sales were between $1,760 million and $1,800 million. Latisse product net sale were at approximately $100 million. Breast aesthetics product net was between $360 million and $380 million. Obesity intervention product net sales were at approximately $170 million. Facial aesthetics product net sales were between $380 million and $400 million. Non-GAAP cost of sales to product net sales ratio at approximately 14%. Non-GAAP was other revenue at approximately $90 million. Non-GAAP selling, general and administrative expenses to product net sales ratio at approximately 39%. Non-GAAP research and development expenses to product net sales ratio at approximately 16%. SUCCESS OF ALLERGAN 5 Non-GAAP amortization of acquired intangible assets was at approximately $25 million. This expectation excludes the amortization of certain acquired intangible assets associated with business combinations, asset purchases and product licenses. Non-GAAP diluted earnings per share attributable to stockholders between $4. 15 and $4. 19. Diluted shares were outstanding at approximately 308 million. Effective tax rate on non-GAAP earnings were at approximately 28%. For the third quarter of 2012, Allergan expects total product net sales between $1,370 million and $1,445 million. Non-GAAP diluted earnings per share attributable to stockholders between $1. 02 and $1. 04. (Allergan Report Second Quarter 2012) Allergans executive team comes together to collaborate by understanding and meeting the needs of patients. The team accommodates the needs of the patients that are not meet. â€Å"When fiscal, social and corporate responsibility, and listening to employees we share a unified vision of what it means to bring the best of medicine to life. We actualize this vision through the execution of our strategic objectives as a company, and consider it realized when innovative ideas are translated into products that make life better†. (Allergan 2012) SUCCESS OF ALLERGAN 6 Assess how the vision statement and mission statement of the corporation influence its overall success. The vision of this company is to meet with the medical specialists to find out needs that were not meet and to make a commitment to patience. They strategize their objective as a company and try to come up with new ideas that make their products better for their patients. â€Å"In partnership with the medical community, we bring to bear scientific excellence and rigor to deliver leading products that improve patient outcomes Customer Focus Every action we take is with an eye on the â€Å"Three P’s†: The patients who benefit from our products, the physicians who trust our products and the payers who recognize the value of our products. Impact We make an impact – going the extra distance to get the very best results, applying the highest standards to all that we do. People + Passion We succeed primarily through our people, whose talent brings quality to our work and whose passion brings commitment – not just from processes and structures alone. Collaboration We are committed to sharing our knowledge and collaborating as a team to reach common goals. We promote and encourage different personal and cultural perspectives that drive new thinking. Innovation We are uncomfortable with the status quo. We adapt, we improve, we have the courage to thoughtfully take risks as a team and seize new opportunities – for the company and ourselves. Integrity We get results the right way, without cutting corners. We are transparent, clear and respectful in our dealings with customers, co-workers and partners† (Allergan 2012) SUCCESS OF ALLERGAN 7 Evaluate how each category of stakeholder impact the overall success of this corporation. Stakeholders â€Å"Today, we have approximately 10,500 highly dedicated and talented employees, global marketing and sales capabilities. With a presence in more than 100 countries, a rich and ever-evolving portfolio of pharmaceuticals, biologics, medical devices and over-the-counter consumer products, and state-of-the-art resources in Ramp;D, manufacturing and safety surveillance that help millions of patients see more clearly, move more freely and express themselves more fully. (The World of Allergan) Allergan capital market shareholders have major suppliers like Bank of America, Merril Lynch, and Wells Fargo. The product market stakeholders are the customers that Allergan meets the needs of when others cannot meet it. Their supplies are Ramp;D who staffing demands has grown since being outside the US has grown by 20 percent in the last couple of years. Based off the company wanting the best product for the best prices for the good and services they provide. This also keeps the customer and the stakeholder happy. Organizational Stakeholders; they also support local market development by temporarily having their employees in start-up markets and soon move to a more advanced one. The executive leadership committees reward their employees with a Hidden Gem Award, quarterly. This award program recognizes and rewards employees who embody Allergans spirit of innovation and serve as an example and inspiration to their fellow colleagues†. They also reward those who are contributing to the business. (Allergan 2012) SUCCESS OF ALLERGON 8 Reference (2009). Allergan Inc. Innovative Sourcing for an Innovative Company, Clarkson Consulting. www. allerganviews. co Pyott, David. (2012) Allergan Performance Re port

The Global Rubber Tire Industry

The Global Rubber Tire Industry Strategic Leadership is defined as the ability to shape the organisations decisions and deliver high value over time, not only personally but also by inspiring and managing others in the organisation. (Lynch, 2009). The focus of strategic leadership is sustainable competitive advantage, or the enduring success of the organization. (Hughes Beatty, 2005) Key components of Strategic Leadership: How to lead so that others will follow. How to shape culture. How to structure and influence decision making. (Lynch, 2009) In view of the above definitions and key characterisitcs, strategic leadership in the Global Rubber Tire Industry in general and Continental AG in particular is seen as the ability of a corporate leader to build long term value for the stakeholders of an organisation. In the context of Continental AG, Dr. Hubert von Grunberg displays Strategic Leadership by first acknowledging the fact that all was not well at Continental. Aginst the backdrop of rising sales, profits were falling, to the point of a loos in 1991. The drive to increase sales and maintain a position in the Global Market using aggressive pricing was detrimental to the immediate and long term well being of Continental. This was swiftly followed by a Clear 10 point recovery plan announced in December 1991, the direction was clearly set for the turn around through encouragement of Entreprenuership and strategic alliances, and a goal of ensuring profitabilty in 1992. The next step in the turn around was the identification of the individual business units and making each unit responsible for profitability. In this process, no preson or process was considered immune to review, and the subsequent restructuring of the Organisation from a Task oriented sturcture in 1991 through to a Market oriented structure in 2001 further depicts strategic leadership. Entrepreneurship is a way of thinking, reasoning and acting that focuses on the identification and exploitation of opportunities from a broad general perspective typically driven by the leadership of individuals or small groups. (Lynch, 2009) Corporate Entrepreneurship is often called Intrapreneurship and is defined as Entrepreneurs can be found starting organizations, running organizations and working in organizations as employees. In the latter case they are typically called intrapreneurs, i.e. internal entrepreneurs. (Thompson Martin, 2005) The key consideration is the identification and utilisation of opportunities for profit. Given the case study, Entrepreneurship is embedded at the core of the recovery plan of Continental AG. The case study goes on to state that the Tire as a product had largely expended innovative capacity. Inspite of this the dedicated focus on technological leadership is an important Entrepreneurial component. The first instance is the key belief of Dr. von Grunberg that Complete sytems will be the dominant supplier to the Automobile Industry in the short and medium term. The establishment of Automotive systems as division to develop these integrated sytems pre-empted the possible relegation of Continental as a secondary supplier had it remained a pure Tire manufacturer. The identification of Rubber lifting belts as an alternative product also shows high entreprenuerial capacity, as Continental was already a Global leader in the Tire industry whose primary input is Rubber. This opportunity and subsequent alliance with Otis, a global leader in the elevator industry resulted in substantila supply contracts. Given the illustrations above, it is evident that all Entrepreneurs are Strategic Leaders, but the same cannot be said for the reversal, ie. All Startegic Leaders are not necessarily Entrepreneurs. 1.2 Critical evaluation of Continentals Agenda for Strategic Change at the beginning of the 1990s. Strategic change concerns changes which take place over time to the strategies and objectives of the organization. Change can be gradual or evolutionary or more dramatic, even revolutionary. (Thompson Martin, 2005) Lynch argues that it is important to distinguish Strategic Change form Organisational Change (Lynch, 2009). Organisational change inevitably happens in the course of the daily operations of an organisation whereas Strategic Change is a planned and excuted set of events and actions which move an organisation in the direction of achieving its clearly defined objectives. This involves substantive changes beyond normal routines and the induction of new patterns of action, belief and attitudes. (Schein, 1990) Tichy identifies four main causes of Strategic change, namely Environment; Business Relationships; Technology; People. (Tichy, 1983). The situation facing Continental AG in 1991 was a compound combination of all the four causes. The leading cause was the Environment as Tire market was saturated; Car Manufacturers were pushing down prices; Technology was plateaued and as a result a New Leader was appointed. The cause of the crisis can be narrowed to complacency, and irresponsiveness to Market demands. Hannagan explains that Strategic change can be incremental where the organisations underlying values and beliefs are not radically altered or transformational where a major paradigm shift occurs in the cultural assumptions. Whether it is incremental or transformational, strategic change is concerned with changes which are necessary to maintain the link between the organisation and its environment so that it remains competitive and able to meet the needs of its customers. (Hannagan, 2002). Given the scale of the down turn at Continental AG, a hybrid combination of small incremental changes and quantum leap transformational strategic changes were adopted to mark a path to recovery. The agenda for Strategic change undertaken by Continental AG can be broken down in to the sections outlined below. Change in Leadership Appointment of Dr. von Grunberg. The implementation of a turnaround strategy necessitated a change at the helm of the organisation. This resulted in the appointment of a new chairman of the Executive Board. The first step towards achieving profitability was identifying loss making units down to the smallest possible element. In this case the segregation of a number of divisions into smaller units. This is witnessed in the separation of the replacement tire business which was profitable from that of the loss making original equipment business. A further step in the turnaround strategy was the conversion of Common service functions into profit centres. Human Resource and Information Technology, which were shared services across the organisation, were eventually separated into separate commercial entities. This was a clear departure from the thinking where support functions are cost centres. Despite the conceived stagnation and exhaustion in the innovative potential of the Tire as a product, the heavy emphasis on Technological excellence, Innovation and Integration formed an additional key factor in the change strategy. The harmonisation of Research and Development in a central location and the allocation of a percentage of all revenues to RD is a manifestation of this. Entrepreneurship The conviction that Continental AG has the capacity and capability to identify opportunities in the market and take advantage of these to enhance profitability was evident in the strategic move towards moving beyond the traditional core product of Tires and into a complete systems supplier to the Automobile industry. 2.1 How Continental AG fostered Strategic Innovation to achieve growth in productivity from 1991 to 1999 in view of Porters Value Chain A systematic way of examining all the activities a firm performs and how they interact is necessary for analyzing the sources of competitive advantage. In this chapter, I introduce the value chain as the basic tool for doing so. (Porter, 1985) Every firm is a collection of activities that are performed to design, produce, market, deliver, and support its product. Value Chain as defined by Porter (1985) comprises of 5 Primary activities, namely Inbound Logistics, Operations, Outbound Logistics, Marketing Sales and Service. In addition a Porters Value chain has 4 Support Activities i.e. Firm Infrastructure, HRM, Technology Development and Procurement. (Porter, 1985) Continental AG achieved growth in productivity by fostering strategic innovation in a number of its value chain activities. These are briefly enumerated below. The reorganisation of Continental AGs Infrastructure by means of Decentralisation of its Bureaucracy and restructuring the organisation from a task oriented structure into a market oriented one. The creation of Business Unit Value chains for Passenger Tires and Commercial Tires, consequently merging Manufacturing and Marketing of each and giving each unit Individual profit responsibility. The conversion of Support activities of Information Technology and Human Resource into individual Business Unit Value Chains and subsequently independent business entities. Revisiting and improving procurement of important inputs, steel cord being a key example. The resulting savings in costs greatly enhanced profitability. This required expansion of the procurement process to ensure quality, and thus displays the advantage of creating a linkage between the value chain of Continental and its supplier. Remarketing and positioning of competing acquired brands into complementary positions based on quality and application. This is seen by placing Continental as a premium brand and Barum as budget, similarly marketing Uniroyal as the rain tire and Semperit as the winter tire. Development of Technology, and when necessary acquiring another Company (Teves) to focus on Automotive Systems competency as opposed to manufacture of Tires only. This enabled Continental AG to create competitive advantage through differentiation. The development of a Modular Manufacturing Plant where the base model of tires is mass manufactured, but allowing for some customisation and diversity is evidence of Innovative operations. 2.2 Comparison of Corporate Governance and Corporate Social Responsibility practices of Continental AG with those of Goodyear Tire and Rubber Company Corporate Governance is defined as the responsibility of a firms board of directors. The directors have a fiduciary duty to the shareholders, who are the corporations owners. (Sompayrac, 2006) Corporate social responsibility (CSR) can be defined as the economic, legal, ethical, and discretionary expectations that society has of organizations at a given point in time. (Carroll Buchholtz, 2003) In line with the above definitions, Corporate Governance focuses on the efficient and prudent execution of Organisations responsibility to its shareholders as its legal owners, whereas Corporate Social Responsibility concentrates on the Organisations responsibility to all its stakeholders, of whom the owners are a section. The stakeholders will include shareholders, employees, customers, suppliers, government, society at large and the Environment. As elaborated in the Corporate Governance Section of Continentals annual report for 2009 (Continental Corporation, 2010), the Supervisory Board and Executive Board are equally responsible for the governance of the company. The Supervisory Board comprises of twenty members, half of whom represent shareholders and half elected as Employee representatives. The Supervisory Board advises and supervises the Executive Board, oversees the strategic implementation of policies, approves decisions of material importance and appoints the Executive Board through and with the consent of the Annual General Meeting of Shareholders. The Chairman of the Executive Board serves as the Chief Executive Officer of the Company The Goodyear Tire and Rubber Company Corporate governance guidelines provide for a Board of Directors comprising of nine to twelve members elected at the Annual General Meeting of Shareholders of the Company. The Chairman of the Board at Goodyear may, but need not be, the Chief Executive Officer of the Company. (The Goodyear Tire and Rubber Company) Prominent similarities in the Governance models of Continental and Goodyear are the functions of Audit, Compensation and Remuneration, Appointment and Governance are vested in the Supervisory and Executive Board at Continental and in the Board of Directors at Goodyear. Both Companies have prudent guidelines regulating the conduct of the members who serve on these boards. The key differences observed between Corporate Governance at Continental and Goodyear are twofold. First, the bicameral structure at Continental, where the Supervisory Board acts in an Advisory Capacity to the Executive Board. A single governance structure exists at Continental. Whereas a two level governance structure provides additional guidance, supervision and prudence, it also adds an additional layer of bureaucracy and associated bottlenecks and costs to the organisation. The second difference observed between the Governance structures is the presence of elected representation of the Employees in the Supervisory Board, in a number equal to those of the Shareholders representatives. This presence ensures the involvement of Employees representation in material decisions of the Company, and consequently offers better protection of the Human Resource employed at Continental AG. The Corporate Social Responsibility activities of Continental AG are summarised in the Companys Annual Report for the Financial Year 2009 (Continental Corporation, 2010)accessed on the companys website. The principal focus of the Corporate Responsibility Report is activities revolving around non-shareholding stakeholders. The Key areas of focus are Employees, Environment and Acting Responsibly. Complementing the Annual Report, whose primary target is shareholders, is the BASICS of Continental AG. These driving principles have evolved very little from their formulation as described in the case study to date as available on Continentals corporate website. The BASICS cover the relationships of Continental with Customers, Suppliers, Employees, Partners and Shareholders. This vision defining document has a more holistic approach towards CSR by encompassing the expectations of all stakeholders. Goodyear Tire and Rubber Company, in contrast to Continental, does not report its Corporate Social Responsibility activities in its Annual Report to Shareholders, but publishes a separate Report for CSR (The Goodyear Tire Rubber Company, 2009), as available on the companys website. This Report outlines four stakeholders namely, Consumers, Associates, Environment and Communities. Both companies give a high level of importance to Employee training and development through various initiatives, and the creation of a safe working environment with almost zero injuries. Equal emphasis is directed to customer focus in the Continental BASICS (Continental Corporation, 2010)and the Goodyear CSR report (The Goodyear Tire Rubber Company, 2009). With regards to Environmental protection, both Continental and Goodyear have comprehensive policies for sustainable and responsible behaviour. Continental reports on its Carbon Management activities in its annual report giving detailed information of its efforts to contain its Environmental impact. Goodyear reports its Environmental Impact in the CSR Report and highlights its Energy and Water Efficiency in its Manufacturing processes. In addition Goodyear emphasises the Environmental friendliness of its products by focusing on fuel efficient tires and its prototype tire manufactured from renewable biomass. It is also observed that Goodyear has a more focused Community Engagement Policy in the areas that it operates. This includes visible support of charities through its aerial blimp, support for education, disaster relief and road safety campaigns. Whereas at Continental this facet is not very prominent and is limited to its Formula Student and Ambassador training and education programs. Effectiveness of Functional, Organisational and Corporate structures in unleashing Managers Entrepreneurial Energy. The Functional structure in place at Continental AG in 1991 is explained in the case study and displayed in the illustration below. Functional Structure of Continental AG in 1991 Distelzweig, 2006 argues that the functional structure as was in place in 1991 has distinct advantages and disadvantages. The advantages noted in this structure are efficiency and skill development, and the disadvantages being the creation of a narrow departmental focus at the cost larger organisational goals, and the challenge of coordinating geographically dispersed locations under the same function. This structure took a considerable toll on management time and resources in overseeing day to day operational activities as elaborated by Bartlett and Ghoshal (1995). Given the scenario at Continental, this structure was largely focused on tasks and control, with individual units having minimum autonomy. Such a situation of top-down control resulted in discouraging the development and cultivation of Entrepreneurship in Continental. Organisational structure of tire operations in 1992 The metamorphosis of Continental AG from functional departmentalisation as described above to an Organisational model (also referred to as Divisional or Multidivisional model) was initiated by Dr von Grunberg as he took the lead role as chairman of the Executive Board. The earliest transformation noted in the case study is the realignment of the Production and Marketing sections of Tyres, into Passenger and Commercial Tires. This reassignment along the lines of Product Division allowed mangers to take responsibility for their respective Product and consequently Market segment. This structure evidences visible improvements over the functional structure as elaborated by Distelzweig (2006) in offering the divisional managers autonomy for their unit but may create some duplication of efforts if key functional tasks defined above. Bartlett Ghoshal, 1995 discuss that this structure freed up time and resources of senior managers to engage in strategic activities, but argue that this structure was unable to generate and nurture new business opportunities internally. As each division in the organisation became individually responsible for its revenue stream and profitability, new ventures were seen as unjustifiable capital and human resource costs, thus discouraged. Thus, necessitating growth through expansion and acquisition. This structure is seen to encourage a limited level of Entrepreneurship among unit managers, but given the cost justification argued above still limits the extent to which this energy can be unleashed. Corporate structure of Continental AG in2001 At the turn of the century as Dr von Grunberg was handing over the reins of Continental AG the structure at the Company had evolved to the corporate model described in the case study and pictured below. This model was meant to maximise the utilisation of Entrepreneurial talent and energy in the company and drive it through continued profitability, which had been achieved through an impressive turn around in the last decade. Bartlett and Ghoshal (1995) recommend that for a company to sustain its growth in the current times, an emergent management approach is required. This approach is comprised of a three coordinated core processes, namely Entrepreneurial, Integration and Renewal Processes. The Corporate structure at Continental AG is in alignment with this model. The Entrepreneurial Process is visible in the revised structure by giving each business unit sufficient autonomy and creative space to identify and exploit opportunities. The creation of a Strategic Technology unit is a key factor in the integration Process and enables diverse business units to collaborate towards making Continental a trendsetter in the automotive Industry. The Renewal Process comprising of rationalisation and revitalisation aspects, where mind sets and ingrained cultures are challenged are evidences in the departure for a hypercaution towards a willingness to take risks in business. In conclusion, Schuler (1986) states that successful Corporate Entrepreneurship involves two importan factors, organisational structure and human resources. Human resources foster and facilitate innovation and entrepreneurship and to sustain this requires flexible organisational structures and policies. This has been continuously improved and optimally enabled in the evolution of the structure through functional, organisational and finally the corporate structure at Continental AG. 3.2 Evaluating the effectiveness of Dr. Stephan Kessels leadership skills. Thompson and Martin (2005) explain that the qualities and skills of an effective leader are broadly classified in three categories, Drive, Judgement and Influence. Drive combines motivation, ambition and ability. Judgement includes decision making, opportunity spotting, problem framing and analytical skills. Influence encompasses the effect on peoples behaviours, networks and contacts. In addition to the above categories, De Vries (1996) discusses that leaders require architectural and charismatic skills to enable them be effective in their organisations. Dr. Kessel was appointed to head the then loss making Original Equipment unit of passenger tires in 1995, and responsible for the return to profitability of this unit. He was later to run the Commercial tire unit form 1997 and was appointed to the Executive Board. He was appointed Chairman of the Executive Board in June 1999 and relinquished his position in September 2001. (Continental Corporation, 2001) The meteoric career, but short stint at the helm of the organisation as viewed through the lens of the above considerations may be evaluated as a mixed bag of success and disappointments. Assessing the Drive of Dr. Kessel, it is found that his ambition and ability are reasonably successful with his leading the Original Equipment passenger tire division to profitability and his subsequent success at the Commercial tire division, coupled with his tenure on the Executive Board. Murphy (2001) also opines that his acquisition plans may be termed as too ambitious, thus being a damper on his leadership. In evaluating his Judgment skills, Dr. Kessels decision making and opportunity skills are an accomplishment in the earlier tenure of his leadership. His commitment to continue on the path of Innovation set by his predecessor Dr. von Grunberg and cultivating Entrepreneurship in the management of Continental AG are visible landmarks. However, his subsequent decision (not covered in the case study) to sell off the Conti Tech division, which was unsuccessful and contributed his departure from Continental may be viewed as a let-down. (Murphy, 2001) Dr. Kessels departure as announced on the Continental Website on 11th September 2009 was explained as: Meeting today, the Supervisory Board of Continental AG, Hanover, appointed Manfred Wennemer (53) Chairman of the Executive Board. Wennemer replaces Dr. Stephan Kessel (47), who immediately relinquishes his seat on the Executive Board over differences concerning the strategic orientation of the corporation. Kessel is departing from the company on very amicable terms. (Continental Corporation, 2001) The specific mention of differences in strategic orientation, while partly reflecting on the Judgement criteria, can be viewed as failure to Influence the Supervisory and Boards to align themselves with his strategic direction. This was an irreconcilable difference and leaves the Influence portion of Dr. Kessels leadership largely wanting. A Tire Industry publication (Tyre Industry Publications Ltd, 2001)also elaborates the growing differences of opinion between Dr. Kessel and his predecessor, Dr. von Grunberg, who at that point in time was Chairman of the Supervisory Board (which is mandated to appoint and replace Executive Board Members). This may also be measured as a shortfall in the Influencing ability of Dr. Kessel. In conclusion, using De Vries (1196) criterion it may be summarised that Dr. Kessel was considerably successful in his Architectural role in designing and running profitable units and the Organisation as a whole, his Charismatic role and ability fell short of what was required at Continental AG in 2001.

Defining The Processes Of Emergent Strategy Development Commerce Essay

Defining The Processes Of Emergent Strategy Development Commerce Essay Emergent strategy comes about through everyday routines, activities and processes in organizations (Johnson, et. al. 2005, Pp 408). It occurs by chance or happens within the organization without any long term planning. There are four organizational processes of emergent strategy development: Logical Incrementalism Resource allocation routines Cultural processes Organizational politics Logical Incrementalism The development of strategy by experimentation and learning from partial commitments rather than through global formulations of total strategies (Quinn and Voyer, 2003. Pp 408) Key features of logical incremental approach are Managers have a general view rather than specific view of future direction Develop strong, flexible core business and experiment with side bet ventures Top managers utilize mix of formal/informal social and political to pull together emerging pattern of strategies. Resource allocation routines strategies emerge through formalized routines and systems of the organization (Johnson, et. al. 2005, Pp 411). Key features of resource allocation routines approach are Day to day decision making about resource allocation across businesses Decisions may be made at a lower level than conventionally thought to be strategic Managers proposals competing for funds Collective effects of such decisions guide the strategy. Cultural Processes Incremental strategy development can be explained as the outcome of the influence of organization culture (Johnson, et. al. 2005, Pp 416). Key features are Self-reinforcing model Over time may result in strategic drift The model and the way we do things around here mean that managers try to minimize haziness/ambiguity by defining situation as something familiar. Organizational politics Political view of strategy development is that strategies develop as the outcome of processes of bargaining and negotiation among powerful internal or external interest groups or stakeholders (Johnson, et. al. 2005, Pp 414). Negative influence Powerful individuals may influence identification of key issues and strategies selected Obstructs analysis and rational thinking Results in emergent or incremental patterns of strategic development Emphasis or de-emphasis of data can be source of power Positive influence Champions will support new ideas. Political conflict and tensions may produce new ideas Emergent Strategy The case of Honda: In 1959, Honda Motor Corporation decided to enter the United States motorcycle market. They established the US operations in Los Angeles. The main aim of the Honda was to focus on selling 250cc and 350cc rather than the 50-cc Honda Cubs, which were a big hit in Japan. They think that the Honda 50cc Cubs were not suitable for the US market because in US everything was bigger and more luxurious. The sales of 250cc and 350cc bikes were slow because the bikes themselves were overwhelmed by mechanical problems and the Honda strategy was going to fail (Hill and Jones, 2009, Pp 25). The Honda officials were decided to sell the 50cc bikes to a broad market of Americans. Honda had also found an experimental channel of distribution, general retailers rather than specific motorbike stores. By 1964, nearly one out of two motorcycles sold in the US was a Honda (Hill and Jones, 2009, Pp 25). In this case, the companys carefully planned intended strategy but it was a failure. What ultimately worked was the emergent strategy. Using the website of a large organisation find its organisational chart. Explain why the organisation is structured in the way illustrated? Organizational structure clearly defines reporting relationships, decision-making authority and the physical location of employees from various departments. Organizational Structure Xerox: Source: (Xerox, 2011) Xerox Corporation is a technology and service company. Xerox Corporation is using the worldwide geographic area structure to support its multidomestic strategy. Geographical organizational structure group representatives from each functional department into units formed to serve a specific market or region. A divisional structure by geographic area is appropriate for this firm because the strategies need to be tailored to fit the particular needs and characteristics of customers in different geographic areas. David (2009) says that a divisional structure by geographic area allows local participation in decision making and improved coordination within a region. Xerox Corporation emphasizes product innovation to best serve customers needs and process innovations to simultaneously improve quality and reduce its production costs. Xerox is using multidomestic strategy to serve customers in its three primary markets like production, networked offices from small to large and value added services. The main reason for using this strategy is so the firm can apply its service capabilities to solve unique problems of customers in different geographic locations. Global Services, North America, Europe and Developing Markets Operations are the four business groups that make up Xeroxs organizational structure. Xerox relies on the match between its international strategy and structure of the organization as a key driver of profitable growth (Hitt, et. al., 2009, Pp 325). The main potential advantages for Xerox of having Geographical structure are: Customers can feel more at ease when speaking with local representatives who fully understand their language Customer support representatives will also have greater access to representatives from other functions Tracking the performance of individual markets and work groups is simplified under this structure Explain the four tenets of organizational learning? The learning organization is capable of continual regeneration from the variety of knowledge, experience and skills of individuals within a culture which encourages mutual questioning and challenge around a shared purpose or vision (Johnson, et. al. 2005, Pp 421). Tenets of Organizational Learning: Managers facilitate rather than direct Managers need the skills to facilitate and direct at the same time. Managers should be able to take correct decisions after consulting his team and getting useful ideas and feedback from the employees. This process would not only help the manager to identify problems and opportunities but would also help employees to be motivated and led towards the organizational goals. Leadership in a learning organization means involving employees in decision making. Information flows and relationships are lateral as well as vertical Instead of processing information through the existing hierarchical channels; the organization can establish vertical information systems. In this case, the information flow for a specific task (or set of tasks) is routed in accordance to the applied business logic, rather than the hierarchical organization. Following the lateral relations concept, it also becomes possible to employ an organizational form that is different from the simple hierarchical information. Lateral decision processes are established that cut across functional organizational units. The aim is to apply a system of decision subsidiary, i.e. to move decision power to the process, instead of moving information from the process into the hierarchy for decision-making. Organizations are pluralistic Every organization should entertain fresh and contradictory ideas to emerge which would then become the basis of debate and finally give rise to new strategies. Experimentation is the norm An important if not essential part of a learning organization is its ability to create new knowledge and to use it to capitalize on new opportunities open to the organization. This requires questioning the current status quo and how things are done, which allows employees to bring new ideas into the organization. Managers should also be willing to encourage individuals and teams to continuously improve the existing processes and try to evolve new strategies. Does structure follow strategy or does strategy follow structure? There are two views on the relationship between Structure and Strategy. Structure follow Strategy Strategy follow Structure The first observation put forward by Alfred Chandler (1962), was based on a study of the development of large corporations in the United States. The focus of the study was on the historical development of the businesses and the different types of organizational structure appropriate at each of the key stages of development. Chandler and Cain (1979) says that in all sides of an organizations structure, form the creation of departments and divisions to the designation of reporting relationships, and which should be made while keeping the company strategic intent in mind. He observed that the transition from one form of structure to another usually did not take place as soon as the key strategic issue changed. He suggested that although the entrepreneurs were typically very astute at strategy development and implementation, they tended to know very little about organization structure. From the research he concluded that Structure follows Strategy. The second view, Strategy follows structure is based on the idea that managers already working within a particular organizational structure will take the structure for granted and only consider strategies that will fit with the existing structure. The reason for managerial reluctance to change structure is associated with the time consuming effort involved in such a process and the fact that some managers will have vested interests in maintaining the structure as it is. According to Lynch (2006), strategy and structure are interlinked. It may not be optimal for an organization to develop its structure after it has developed its strategy. Strategy and the structure associated with it may need to develop at the same time in an experimental way: as the strategy develops, so does the structure. The organizations learn to adapt to its changing environment and to its changing resources, especially if such change is radical. If the strategy process is emergent, then the learning and experimentation involved may need a more open and less formal organization structure. Finally, an organization must achieve a fit, or congruence, between strategy and structure. Since different strategies and environments place different demands on an organization, they call for different structural responses. Give an example of an organisation where resource allocation processes (RAP) form part of strategy development? The Resource Allocation Process explanation of strategy development is that realized strategies emerge as a result of the way resources are allocated in organizations (Johnson, et. al. 2008, Pp 411). Bower and Gilbert argues that strategy is not like a software program that you install and it suddenly all works, it is a fluid process that is shaped by a range of internal and external forces (Bower and Gilbert, 2005). It is claimed that resource allocation must be viewed as something that gets in the way of implementing ideas but understood as a force that can lead a company in new and unforeseen directions. The role of resource allocation in strategy making: The case of Intel The Intel case shows clearly how resource allocation has a direct impact upon the effective strategy of a company. Intel started doing semiconductor memories; more specifically they had a dominant position in the production of DRAMs (Dynamic Random Access Memory). In 1971 an Intel engineer invented the microprocessor during a funded development project for a Japanese calculator company. Top managers must know the personal track record of the individuals who are making proposals for resource allocation, recognize the strategic issues in danger; reach down to operational managers to work across the division lines (Bower and Gilbert, 2007). Intels sales of microprocessors grew gradually in a host of small, emerging applications. In 1980s the Japanese DRAM makers intensifies their attack on the US market causing pricing levels to drop (Johnson, et. al. 2005, Pp 430). But, microprocessors consistently had the most attractive gross margins in Intels product portfolio, and the resource allocation process therefore systematically diverted manufacturing capacity away from DRAMs and into microprocessors. From this process, we can recognize the allocation of resources was guiding the company not the deliberate strategy.

Utra Violet Radiation Essay -- Environment, Purple Violet Pigment, Pho

Protection against solar UV radiations in organisms includes production of secondary metabolites such as pigments that can absorb UV and visible light. In this study, vioA gene coding for tryptophan 2-monooxygenase involved in the biosynthetic pathway of violacein-like purple violet pigment (PVP) was cloned and sequenced from an Antarctic bacterium Janthinobacterium sp. Ant5-2. A non-pigmented vioA mutant strain was obtained following mini-Tn10 transposon mutagenesis that produced a lesser amount of extrapolymeric substances (EPS) and exhibited a compromised survival to freeze-thaw cycles at 4ËšC. Survival of vioA mutant strain during exponential and stationary growth phase was significantly reduced when exposed to UVB (320 nm) and UVC (254 nm) (dose range: 0-300 J/m ²) light. Decreased viability of the mutant strain was noticed at 4ËšC upon nutrient deprivation and exposure to UV light. The pigment production was augmented in surviving cells following increased doses of both UVB and UVC. Interestingly, at higher doses i.e. 100 and 300 J/m ², pigmented wild-type strain showed better survival to harmful UVC than UVB. This could be attributed to the pigment structure, which has absorption maxima in the visible (575 nm) as well as in the UVC (270 nm) range. In conclusion, this study defines the photoprotective role of the PVP in Janthinobacterium sp. Ant5-2 against UV radiation using single gene mutation. Perhaps the photoprotective role of PVP in this bacterium is one of the key adaptive features that define their survival in Antarctic extreme conditions, especially during austral summer months. INTRODUCTION The high energy photons in solar UV radiation are considered to be the most damaging component to the biological macromolec... ...x, which is involved in quorum sensing mediated biofilm formation (Morohoshi et al., 2010). Therefore, it is likely that loss of vioA has affected the biofilm formation in Ant5-2. Moreover, colony morphology demonstrated that PVP had substantial effect on the structural organization of colony biofilms (Fig. 4). The mechanisms whereby pigment production control colony morphology and EPS production is likely to be a complex issue yet to be determined (Dietrich et al., 2008). Until recently, the potential role of pigments as secondary metabolites modulating the cellular physiology of microorganisms in extreme environments has been neglected (Hernandez & Newman, 2001). This study provides an evidence for the role of PVP as a secondary metabolite in UV resistance and suggests its functions of primary importance in Ant5-2 residing in Antarctic extreme conditions.

Richard Iiis Presence In Black Adder; The Foretelling :: essays research papers

The good guys always win. We know this because Hollywood has taught us that. We also know this because history has taught us this. But when people take into account and acknowledge history’s teachings, most fail to also consider history’s hypocrisy. Every day, all through our lives we become softened and comforted with drugs, fed gradually and continuously by our trusted media. We are overwhelmed by the goodness of our rulers. Wherever there is evil, it is always won over by the forces of good. America – saviour of democracy, has defeated the evil communist empires. Australia is a more civilised and developed country now that it is in the capable hands of the Europeans. Israel with the help of America (our favourite knight in shining armour) is winning the battle against Islamic terrorists so that they can secure their â€Å"democratic interests†. Again and again we are reminded that history, after all, is written by the winners. The Black Adder episode; The Foretelling, attempts to remind us of history’s hypocrisy by studying the events of the War of the Roses an texts from literature depicting this, and illuminating them in humorous light. Special treatment is given to Shakespearian accounts of the war. It provides a ridiculously different version of event, mocking us for respecting Shakespeare as a historian. The writer does this by making continuous appropriations to Richard III through similar but humorously modified phrases, the inconsistent use of Elizabethan language, familiar names but with different characters and by depicting similar events. The story starts off with good king Richard III addressing his group of merry men by saying, â€Å"Now is the summer of our sweet content made overcast winter by these Tudor clouds.† Words from that famous opening soliloquy, recited by theatre’s most well known Machiavellian villain, modified to have a ridiculously contrary meaning that we find humorous. Hah, we say in disbelief, Richard a nice guy? We find that hard to take in because we listen and accept what Shakespeare tells us. The essence of The Foretelling’s humour is derived from many such allusions to Richard-III. Richard is not the only victim of such characterisations. Innocent sweet little Edmund is potrayed as the evil traitor; the Black Adder ad is given a particularly daft hairstyle! The knight Richmond – champion of goodness, servant of god – is now the vile enemy, accused of rewriting history for his own sake.

Peaches Essay -- Literary Analysis, Reginald McKnight

In the story â€Å"Peaches†, Reginald McKnight introduces his main characters, one being Marcus. Marcus is a good guy, but he is described in different ways, due to his confidence and insecurity. Throughout the work, author Reginald McKnight takes great care to illustrate situations and describe feelings and personalities that many men experience. This way, even though Marcus is having trouble controlling himself around other people and arrogant at times, he still tries to be a better person for Rita and for himself. He does this by going out of the country to experience other cultures and enhance his morals. On one level Marcus demonstrates that he is incredibly confident, on the other level he shows signs of being insecure, manipulative, unstable and incapable of achieving change. Marcus’ actions continually demonstrate how confident he is. Whether he is next door or across the country, Marcus always has his eyes set out for Rita because he sees her as _______. While, he claims â€Å"I have had relationships with Black women and Hispanic women, and Asian women† (75), thinking his experiences with other women instantly make him capable of understanding Rita. Because of ______, Marcus thinks such an understanding of Rita would be ________. He is so eager to be with her that he fails to see her as an individual. To Marcus, past experiences are enough to sustain a healthy relationship. According to Marcus, he had â€Å"been through this before† (75) and told Rita she could tell him anything, thinking it had to do with a cultural gap. In fact, Marcus said to Rita, â€Å"You can tell me. I think I’d understand† (75). [What is he referring to here?] His confidence paired with his need for Rita’s recognition and approval makes it appear that his confidenc... ...anipulative, and unstable. In creating a character so confident, insecure, manipulative, and unstable, Reginald McKnight also creates a character we can sympathize with. McKnight created a sense that Marcus was a confident individual, who set himself apart from society, but in doing so, he set himself up for failure. Where the one woman who could make all the difference began to fear him. Once that happened, everything went downhill as soon as Marcus began to dismiss Ritas response at any given point. Whether or not he was fully aware, Marcus built walls around him and avoided speaking about his personal life with any sort of depth. This, if anything, makes us aware that negative remarks and statements can lead to a very negative result. We are forced to form our own conclusion and conform to the fact that no matter how many miles away, one person may never change.