Social Work Leadership Plan English Essay Help

Introduction

In social work, management and leadership are frequently equated. However, these roles vary substantially based on the skills and characteristics of the individuals who fill them. A leader can regulate reflective orientation by employing their talents to explain and visualize social work in many ways, whereas management is typically focused with organizational procedures, regulation, and productivity. According to McDermott and Bawden (2017), there are five essential characteristics of social work leadership: a persuasive personality, teamwork, organization, collaboration, problem-solving, and the drive for positive change.

Transformational leadership is primarily defined by the charisma and vision of the leader. However, this leadership style also possesses many desirable qualities, such as stimulation, communication, intelligence, and respect for the needs of others. Transformational leaders motivate people through ways that extend far beyond monetary compensation. According to Gellis (2001), transformational leadership style initiates organizational change by emphasizing the adoption of new ideals and focusing on the future, which transcend the status quo.

Transformational leadership is strategic because leaders exemplifying this style cultivate staff members' skills and promote individual development as one of the most essential components for implementing behavioral change among practitioners. According to Hassan and Silong (2008), transformational leadership is predominantly conducted by senior executives.

Transformational leadership has multiple connections to social work. For instance, the outcomes of social work services depend mostly on employees and other stakeholders in a social amenity. Therefore, it is essential to implement a strategy that will result in excellent outcomes for social work services. Team members favor leaders that can comprehend their requirements, motivate them, and permit their own growth. Due to their versatility and connection with followers, transformational leaders can achieve remarkable success in social work.

Identification of an EPP Need

The modern healthcare industry mainly relies on evidence-based practice. According to Shlonsky and Fuller-Thomson (2011), evidence-based practice is essential for overcoming the numerous problems clinics and care providers confront.

With the proper documentation, the team may, for instance, collaborate with funders who favor activity-based finance (McDermott & Bawden 2017; Drisko & Grady 2015). Moreover, evidence-based practice is linked to professional integrity, one of the core values of social work (Australian Association of Social Workers [AASW] 2010). Lastly, evidence-based practice is crucial for maintaining favorable patient outcomes and appropriate employee conduct. Consequently, the stakeholders in evidence-based practice include working teams, management, donors, and clients.

However, when it comes to evidence-based practice, social workers frequently lack crucial abilities, such as analyzing and applying study findings (McDermott & Bawden 2017). In addition, social workers confront a number of obstacles while doing research in healthcare settings, including the disengagement of care providers, time constraints, and a lack of resources or organizational support (McDermott & Bawden 2017). Transformational leadership can be utilized to assist employees in developing the competencies and autonomy necessary to conform to evidence-based practice standards, so boosting their performance.

Object of the Study

The purpose of the proposed project is to explain to customers the efficacy of programs and interventions based on evidence-based practice. Transformational leadership will support the project by increasing the motivation and involvement of team members (Guerrero et al. 2015). As a result of implementing the strategy, a platform for collaborative decision-making including patients and practitioners can be built to support evidence-based practice. The team working on the Evidence for Practice Project intends to accomplish this by raising awareness about evidence-based practice, determining the role of transformational leadership in healthcare research and practice, and acquiring additional information on planning and implementing evidence-based practice.

Objectives of Strategy

The strategy's objectives are as follows:

Explain why team members must comply with evidence-based practice guidelines. Determine the deficiencies in skills, knowledge, organizational culture, and job qualities that prohibit team members from engaging in evidence-based practice effectively. Outline the essential skills, methodologies, and competencies for multidisciplinary team members who engage in evidence-based practice. To research and explain effective implementation strategies for evidence-based practice standards within interdisciplinary teams. To investigate the effectiveness of transformative leadership in supporting initiatives based on evidence-based research and practice. Determine how community-based healthcare organizations can use transformational leadership strategies.

Description of the Leadership/Strategic Role

A community mental health center in Springvale, Melbourne, Australia has been selected as the site. The majority of the population consists of culturally diversified working-class individuals. The organization receives money from private and public entities, including trusts and foundations. Due to the cultural diversity of the clientele, it is necessary to examine the customers' service expectations.

Leadership Status

Under the influence of transformational and transactional leadership styles, I will first convene a meeting with the rest of the team to review the program and develop implementation strategies. McDermott and Bawden (2017) emphasized the need of demonstrating innovation and quality through evidence-based practice. Therefore, the conference will focus on establishing common objectives, developing a project model, and recommending operational management principles.

A leader must guarantee that employees remain engaged throughout the duration of the change project. Therefore, a move from transformational to transactional leadership may be necessary to increase their motivation if the project encounters challenges. According to Guerrero et al. (2015), the transactional leadership style entails rewarding the highest-performing employees. If the project involves the incorporation of various leadership types, transactional leadership must be sought. This technique is particularly useful for initiating change, and rewarding performance may help to overcome obstacles if necessary.

Regular meetings are necessary for obtaining outstanding project results and attaining its objectives. For instance, Nanjundeswaraswamy and Swamy (2014) contend that holding weekly meetings permits the generation of regular progress reports, which in turn can aid in monitoring performance and adjusting strategy to avoid difficulties. In addition to discussing progress, employees will be able to provide both good and negative comments on the management style during weekly meetings. All employee feedback will be analyzed to establish improvement targets.

In order to discover a solution if team members are unwilling to execute certain jobs or refuse to cooperate, it will be essential to determine the underlying cause. If a problem cannot be resolved, it might be prudent to try an alternative motivating technique or revise the current one in order to promote compliance and cooperation. It is essential to pay special consideration to each team member when operating as a unit. Transformational leadership should be utilized to determine and address their needs, abilities, and goals, while transactional leadership can assist in achieving success through positive reinforcement.

Resources

There are three primary resources that are crucial to the success of the project. To conduct research, team members will first require further training. Second, the project will necessitate funding to provide incentives to staff and pay for further training (Nanjundeswaraswamy & Swamy 2014). Thirdly, the project will require backing from at least three institutions. On some days of the week, the organization will be responsible for relieving the team members' workload, while research partnerships with an organization and a local university will assist employees' research activities.

Obtaining Resources

To acquire the necessary resources for this endeavor, it would be necessary to meet with managers, university research teams, and organizations. Promoting the necessity of the project will aid in securing the necessary money and organizational support to accomplish the objectives. When meeting with the selected university and organization, the project leader will provide a thorough project timeline and research plan that specifies the team's institutional support requirements. The use of transformational theory to negotiations would be advantageous, as it would enable the initiative to garner support. The lack of cooperation among the concerned parties is the greatest obstacle to acquiring resources; thus, it must be regularly monitored.

Project Procedure Measures

Activity Schedule anticipated result Linkage

Unfreezing

a gathering of team members

Task division One week Show interest, propose modifications, and solve difficulties. Describe the significance of evidence-based practice and highlight any gaps

Change

Developing the project

interacting with administrators and institutions Three weeks Implement the project successfully, foster cooperation, and collect data Through transformative leadership, establishes evidence-based practice.

Refreezing

Reinforcement

Evaluation

Modify application Five weeks Obtain the input, then implement the strategy at healthcare institutions in the respective societies. The established benefits of evidence-based practice and transformative leadership

Evaluation

The project will be evaluated based on managers', leaders', workers', clients', patients', and practitioners' reports and feedback. Since the transformational leadership strategy focuses on human resources, the performance of the project will be evaluated based on qualitative data regarding its perceived efficacy, value, and benefits. In addition, the project's efficacy will be determined by the team's adherence to evidence-based practice standards. As part of the evaluation, for instance, data quality and data gathering procedures will be examined.

As the initial purpose of the project was to inform management of the team's work, interviews with management will also be conducted to establish whether or not this objective has been achieved. The management's recognition of the team's contribution would be reflected in the funding and resources supplied to support the team. To determine whether the initiative is sustainable, the evaluation will be repeated six and twelve months after its conclusion.

Challenge/Conflict Management

Low Confidence in Capability to Conduct Research

Despite their interest in or collaboration with the project, not all team members may possess the necessary skills to do the assigned research tasks. However, a project team's competency will be ensured by training, regular evaluation, and teamwork spirit. Creating a functional budget and allocating suitable resources to project activities is one of the activities of the project. A considerable percentage of the project's budget is allocated to training and staffing. According to Aga, Noorderhaven, and Vallejo (2016), transformational leadership is supported by empirical evidence; hence, the staff will require specialized training on data collecting and analysis techniques.

The project management team is responsible for mediating the role of team-building as a significant success factor (Aga, Noorderhaven & Vallejo 2016). The relationship between team building and transformational leadership is direct. Using evidence-based research in a field study involving 200 participants in one of the Ethiopian non-governmental organizations, it has been demonstrated that team-building contributes significantly to the success of the transformational leadership strategy and thus determines the project's success.

In a similar vein, Kerzner & Kerzner (2017) observed that project planning, scheduling, and control are essential project activities. Therefore, the planning phase of the project must ensure that all issues are resolved prior to its commencement. In addition, scheduling will allocate sufficient time and cash for training and personnel. The abilities of project team members will be enhanced by the assignment of roles tailored to the competencies of team members.

For instance, the project will include individuals from diverse professions including finance, project management, social work, and healthcare (Kerzner & Kerzner 2017). Diverse abilities and experiences will ensure that the project team is comprised of competent specialists in their respective domains. Ability can also be measured by evaluating each team member's performance on a regular basis. In addition, a frequent review of progress will ensure that all team members achieve the minimum standards. Using conventional methods of research, analysis, data gathering, survey, and performance objectives can also improve skills.

Insufficient funds for activities

If the project is to be successful, addressing all concerns of low confidence will necessitate enormous expenditures. In addition, specialists are required for effective decision-making in all project procedures due to the incorporation of diverse skills. Consequently, the project budget must be revised to account for any additional expenses. Several financiers will be chosen and approached with a proposal explaining the project's objectives and budget during the planning phase.

The project seeks funding from corporations, trusts, foundations, and the government. In addition, the difficulty of limited resources will be handled by allocating monies proportionally and appropriately. For instance, if training is a more important factor in determining the success of a project, a greater proportion of expenditures must be allocated to this activity. Significant emphasis is placed on efficacy and results. Therefore, it is worthwhile to invest in training, as it is one of the most valuable parts of a project.

Carayol and Lano (2017) determined that governments fund organization and institution-based research in a variety of ways. Government sponsorship of projects has raised the attention of researchers and the network of collaborators of persons receiving funding. Following the government-provided resources, co-authors also join a research endeavor. In addition, corporations sponsor social work programs as one of their key performance measures (Carayol & Lano, 2017). After establishing the desire of corporations and governments to support a project in order to achieve their development objectives, the project team will approach financiers with a plan, a strategy for money distribution.

In other words, financiers are cognizant of the fact that funding a project creates fresh possibilities to address initial issues. In turn, an investment-worthy project is one whose aims are feasible and durable. The government and corporations financing this initiative are drawn by the research objectives of realizing employee benefits and detecting research-based projects' consequences and hazards (Carayol & Lano, 2017). The unique character of the project increases the likelihood that it will be funded according to the budget outlined in the project proposal.

Frontline Personnel Are Overburdened

Uneven workload allocation may result in overburden and, consequently, inefficiency. The best performing and most experienced employees are ultimately assigned the most difficult responsibilities, resulting in an overload. To begin addressing this difficulty, the leader must divide the tasks and distribute them equitably. For instance, each day of the week can be assigned a specific responsibility. Alternatively, two individuals may be allocated to a specific task.

Additionally, the leader may prepare for group A to work on research from Monday through Tuesday, while group B works with clients. Wednesday through Thursday, the timetable will be altered. Group A assists clients, whilst Group B does research. On the final day, Friday, both Group A and Group B interact with clients.

Second, frontline employees will also be classified according to their talents and knowledge. Consequently, they will be assigned technical duties within their respective fields of expertise. The members of the project team will hold frequent meetings to assess the project's progress. During these meetings, every member will report on their progress and provide client feedback from their different departments. Frontline employees will produce the reports and analyze the project's performance from all technical and social angles.

The issue of balancing the workload of project team members can be resolved by responsibility sharing, in which persons with simple duties are assigned.

Effective Leadership: Variety Of Perspectives Grad School Essay Help

Table of Contents
Introduction Literature Review Methods of Research Discussion of Outcomes Works Cited

Introduction

Effective leadership cannot be confined to a single subject area. There are effective leaders in the military, airline services, finance, technology, and even education. In light of modern technical breakthroughs, a rise in rivalry, the unprecedented nature of consumer expectations, and the necessity to control the cost-effectiveness of operations, it is of utmost importance to investigate what makes a leader effective.

The significance of the study lies in its exploration of prior research on the topic, elucidation of the main themes in ineffective leadership models, and identification of the primary criteria of effective change leadership. The problem addressed in the study relates to the changing business environment, which is influenced by factors such as globalization and rising customer expectations, as well as the growing expectations of employees, who require an effective leader who will not merely issue orders but also guide them in implementing necessary changes. Therefore, the research hypothesis is as follows: is a unified approach to effective leadership possible, or can the concept only be applied to a certain environment?

Leadership, effective leadership, change leadership, project office, negotiation, and leadership strategy are the key terms mentioned in the research. According to Manning and Curtis, leadership is the capacity to influence others socially, making a significant impression on the lives of others through directing and initiating change (2). The definition of effective leadership is a combination of leadership and efficiency skills. Change leadership entails the capacity to influence others through individual advocacy, vision promotion, and access to the resources necessary for establishing a firm foundation for change implementation.

The project office is a structure that directs project management as the key element of change, as this substantially increases the value of the firm (Englund, Graham, and Dinsmore 9). Negotiation indicates a strategic dialogue necessary for resolving a problem amicably and to the satisfaction of all disputing parties. The leadership strategy is determined by the organization's leadership requirements, the quantity of leaders, their skills, and the behaviors that make them effective agents of change.

Literature Review

Due to the contemporary significance of the topic of successful leadership, there is a vast amount of literature on the subject. The purpose of this research is to evaluate the trends in leadership effectiveness, the traits of an effective leader in any field of life, with an emphasis on management and corporate performance, and to make recommendations and implications for future research.

According to Change Management Excellence by Cook, Macaulay, and Coldicott, globalization necessitates that management influence the process and results of change as well as the transition from the present to a more prosperous future. The authors suggested that in a globalized environment, anyone can become an effective leader through persuasion, application of intellect, and different intelligence kinds.

It is no longer regarded as successful for managers to only establish goals and then devise methods for achieving them. Leaders, on the other hand, establish long-term strategic objectives and inspire others through coaching and role modeling aimed at improving the performance of employees. The model based on John Kotter's work is one of the most important components of the examined research. The concept consists of four categories: leadership and management, leadership or management, leadership and management, and management and leadership. These categories correspond to a high or low rate of change and a low or high number of services provided by a corporation, respectively (Cook, Macaulay, and Coldicott 3).

In addition, Cook, Macaulay, and Coldicott explored the "change leadership compass" (4), which outlines the essential characteristics for leaders who wish to initiate and manage change inside an organization. The compass comprised four axes, including:

Emotional intelligence. This type of intelligence entails both individual and environmental changes that push everyone to grow and improve. Spiritual intelligence gives an inner guide for transformation and is expressed by the company's aspirational visions for expansion. Political intelligence enables a leader to identify the key change stakeholders and their varied points of influence. Business intelligence is essential for identifying the changing circumstances and justifying the change (Cook, Macaulay, and Coldicott 6).

The authors of Creating the Project Office: A Manager's Guide to Leading Organizational Change addressed the concept of "project office of one" (6). The notion pertains to organizational culture, which serves as the foundation for the project office's character as opposed to its structure. In addition, the book examines three phases of organizational change: the establishment of organizational change conditions, the operation of the project office for implementing the change, and the consolidation of the change in order to incorporate it into the organization's reality.

The concept of the project office fundamentally altered how many organizations view projects, as it outlined which projects should be implemented as part of an organization's strategy, why it is necessary to reduce the number of projects implemented by a company, and how a solid foundation for business can be established. The notion of the project office is also useful for combining responsibilities related to organization projects and facilitating the project selection, management training, career path development, and mentoring processes. Consequently, a good project management system becomes more innovative and efficient in terms of the production of higher-quality services and products than the initial ones.

The book is important because it outlines the fundamental procedures required to conduct a project that will produce effective results. These steps consist of:

The development of a concise action plan for the implementation of successful techniques and processes within the context of the project office. Identification of potential obstacles and creation of a plan of action will be essential in achieving the change-driven outcomes. Leadership of change processes at multiple organizational levels. Avoiding potential obstacles that frequently limit a project office's capabilities.

Getting to Yes: Negotiating Agreement Without Giving In by Ury, Fisher, and Patton is a notable text that provides advise on how to negotiate well in all aspects of life, from settling a large lawsuit to convincing a child to clean his or her room. The book is noteworthy for its exceptional capacity to continue providing value to aspiring effective leaders for nearly four decades.

Since the capacity to negotiate is intimately tied to leadership effectiveness, Getting to Yes: Negotiating Agreement Without Giving In examines four crucial elements of successful negotiation: the nature of negotiation, which emphasizes the pragmatic rather than the moral aspects; how to deal with a person with a different outlook or set of values; the issue of tactics in terms of where a negotiation should take place and which side should make the initial offer; and the role that power plays in the negotiation process (Ury, Fisher, and Patton 10).

Practical case studies involving neighbors, spouses, lawyers, clients, and families, among others, demonstrate the value of this work. Using their own experiences and backgrounds in anthropology, international law, and collaboration with practitioners from other fields of practice, Ury, Fisher, and Patton were able to construct a negotiation guide that facilitates reaching an acceptable resolution to a dispute (10).

Change the Way You Lead Change: Leadership Strategies that Really Work by Herold and Fedor is notable for basing its conclusions on a substantial amount of research in addition to the authors' personal experiences. The book employs a three-part framework for change leadership: knowing what must be changed, who is the leader and who is the follower, and what conditions must be met for the change to occur. In addition, they provide an in-depth discussion of what obstacles can arise in the context of change processes, what motivates people to change, what ability is required to achieve change, and what characteristics are required for change leadership.

To survive and succeed, all organizations, including businesses, must adapt to modern circumstances. Consequently, change is required for adaption. Authors also emphasize that the modern landscape of competition has a significant impact on the evolution of economic conditions and consumer preferences; hence, to react to such shifts, organizations must modify their leadership philosophies (Herold and Fedor 4).

Effective Leadership: How to Become a Successful Leader by Adair covers the evolution of leadership concepts and views. Due to the fact that employees have become much more educated and articulate in their professional life, and they can no longer tolerate merely being told what to do, the demand for successful leaders who lead for the greater good is at the top of the corporate agenda (Adair 9). Therefore, effective leadership talents can be enhanced through three steps:

Leadership awareness enhancement. This pertains to the understanding of which circumstances necessitate leadership and which do not. Additionally, leadership awareness entails being aware of the changing and evolving societal ideals, which frequently heightens an individual's knowledge of the significance of effective leadership. Developing a grasp of the functions, requirements, and principles of leadership. Due to the fact that ignorance contributes significantly to ineffective leadership, Adair places this issue within the context of successful leadership. According to him, an effective leader views leadership principles as a system and comprehends what functions are required for the system to run effectively. The acquisition of necessary abilities for functioning. Not only is it essential to comprehend when a function should be implemented, but also how it should be done. Particularly important to keep in mind "en route" to being an excellent leader are practice methods (Adair 10).

Research Techniques

Involved in the research's data collection procedures were the collection and review of relevant literature in order to outline the primary characteristics of an effective leader, distinguish the trends associated with effective leadership strategies, and prove or disprove the existence of a unified approach to leadership. Data analysis is associated with summarizing the key points of the studied literature in an effort to unearth important information on the topic of effective leadership, which will then advise drawing conclusions and deciding whether to prove or disprove the initial premise.

Results

The research findings will be presented in three parts: an explanation of the essential attributes of an effective leader and a list of leadership-related trends. According to the studied literature, an effective leader is someone who possesses the abilities and resources necessary to encourage and direct employees towards a common organizational change objective. Consequently, it may be stated that an effective leader is someone who:

Utilizes the "change leadership compass" as a guide for change. A change leadership compass is a four-pronged strategy proposed by Cook, Macaulay, and Coldicott that describes the combination of intelligence kinds (business, political, emotional, and spiritual) necessary for a successful leader to accomplish a set change in an organizational setting (4). Knows which projects should be implemented and which should be terminated. An excellent leader will be able to establish a concise action plan for the implementation of effective techniques and processes within the framework of the project office by utilizing project selection, manager training, career path development, and mentoring. Reached the "Yes" According to Ury, Fisher, and Patton, negotiation is an integral part of everyone's existence (10). A competent and effective leader should possess the skills necessary to reach a consensus in the most cooperative manner feasible. The corporate environment is rife with arguments and misconceptions; consequently, a good leader is one who is capable of resolving these difficulties and reaching a win-win agreement, rather than simply pursuing his or her own interests. Possesses the capacity to accommodate change. Due to the rapid pace of today's worldwide society and the rise in consumer demands and expectations, firms can only survive by embracing change. Effective leaders can adjust to an ever-changing corporate environment and coach others through the adaptation process. Understands that providing directives alone is insufficient. Because employees are now much more literate and eloquent, there is no longer any tolerance for bosses who simply issue orders. Therefore, an effective leader is one who can integrate leadership awareness, skill development, and leadership functions to direct personnel toward transformation (Adair 10).

Effective leadership trends provide frameworks for leaders to accomplish organizational change. These are related to the contemporary method of conducting business, the rising demands of both staff and consumers, and the intensified rivalry. According to the collected and evaluated data, the following are the primary leadership trends:

Leadership consciousness. Being aware of the major components of leadership and keeping abreast of the most recent developments in the organizational environment in order to know what actual steps are in place to facilitate progress. Change management. This is necessary for a good leader to gain a general grasp of what has to be changed, who is the leader and who is the follower, and under what circumstances the change should occur. Adaptation. Given that the business environment is constantly evolving and changing, this trend in effective leadership entails techniques of adaptation to the "flow" of society and its demands in order to resist intense competition.

Discussion

On the basis of the research undertaken, it can be concluded that the concept of effective leadership is multidimensional and may be approached from numerous angles. Consequently, there is no unifying approach to effective leadership models and methods, as the requirements of different organizational environments rarely coincide. Moreover, the personal attributes of leaders vary and cannot be summed under a single framework.

Others choose to focus solely on an organization's strengths while developing a strategy for transformation, as opposed to those who focus on its flaws. Steve Jobs, for instance, never discussed the company's flaws; rather, he focused on the company's strengths and ensured that they were essential for success (Zenger par. 6).

Adaptation, leadership consciousness, and change management are the trends distinguished by the evaluated literature in terms of leadership effectiveness. A leader who is aware of these trends and is able to modify his or her work in an efficient manner for the organization is effective.

The primary characteristics of an effective leader are the ability to negotiate successfully to reach a consensus, knowledge of the "effective leadership compass" (described by Cook, Macaulay, and Coldicott), skills in selecting the most appropriate projects for an organization, adaptability to changes in the business environment, and the potential to lead for the greater good as opposed to simply giving orders.

The research is restricted to five published publications by well-known authors. Change Management Excellence by Cook, Macaulay, and Coldicott; Creating the Project Office: A Manager's Guide to Leading Organizational Change by Englund, Graham, and Dinsmore; and Leading Organizational Change by Englund, Graham, and Dinsmore were cited. Getting to Yes: Negotiating Agreement Without Surrender by Ury, Fisher, and Patton Change the Way You Lead: Leadership Strategies that Actually Work by Herold and Fedor; Effective Leadership: How to Become a Successful Leader by Adair. Although the examined literature provided a substantial foundation for researching the initial concept, it did not provide the means to perform quantitative research on the topic.

The following advice, developed on the basis of collected and evaluated data, can be used by leaders to become more effective:

Instead than simply obeying directions, adapt to the desires and expectations of employees. Combining four types of intelligence and basing future leadership efforts on them. Develop the abilities necessary for change implementation and guiding others. As the business environment evolves, a firm must adapt its business practices. Only necessary projects should be chosen for implementation.

Implications of the study include providing leaders with a comprehensive framework for action that will alter their conceptions of leadership. Since there is no single approach to good leadership, the research findings will drive employees to become effective leaders themselves, while some managers may disagree with the presented concepts.

This study laid the groundwork for future research that can take the shape of a quantitative study including a large sample of employees and leaders who share their perspectives on effective leadership. The present theory regarding a unified approach to effective leadership will be examined by this study.

Sources Cited

Effective Leadership: How to Become a Successful Leader is a book by John Adair. Gower Publishing, London, UK, 2009. Print.

Sarah Cook, Stephen Macaulay, and Hilary Coldicott. Change Management Excellence. London, UK: Kogan Page, 2004. Print.

Englund, Randall; Graham, Robert; and Dinsmore, Paul. Creating the Project Office: A Manager's Guide to Driving Change in Organizations. San Francisco, California: Jossey-Bass, 2003.

David Herold and Donald Fedor. Change the Way You Lead Change: Effective Leadership Strategies 2008, Stanford, California: Stanford University Press. Print.

George Manning and Kent Curtis. 2015's The Art of Leadership, fifth edition. Print version published by McGraw-Hill Education in New York, New York.

Ury, William; Fisher, Roger; and Patton, Bruce. Getting to Yes: Negotiating Agreement Without Surrender, second edition, 1991. Houghton Mifflin Company, New York. Print.

Zenger, Jack. The Big Lesson About Leadership from Steve Jobs. 2013. Web.

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Channel Management And Marketing Mix Relationship Writing An Essay Help

Channel management's relationship to the marketing mix

The marketing mix comprises all marketing operations managed via the marketing channel. Products, prices, people, programs, and physical distribution are the five primary parts of the marketing mix. The marketing channel is the totality of the activities used to transfer ownership of goods from the production stages to the final consumer. In certain instances, the marketing channel is also referred to as the distribution channel, as many of the covered activities are distribution-related marketing duties.

The marketing channel considers two distinct marketing-related activities. One of the operations involves the establishment of a physical distribution infrastructure, while the others entail the administration of a set of objectives pertaining to the marketing mix's constituent aspects. Therefore, the marketing mix is essentially a component of the marketing channel. In contrast, marketing channel management encompasses the marketing mix since it involves market planning and channel actions that occur within the four aspects of the marketing mix: pricing, product, people, and promotion.

Channel managers meet the product source's obligations. They provide marketing initiatives and oversee product price. They also motivate the organization's members to accomplish their duties efficiently. A marketer executes the marketing mix operations within the marketing channel by talking with, selling via, and ensuring the availability of all other channel members' required services.

In addition, channel management handles physical distribution actions involving intermediaries in the process of distributing commodities. Physical distribution include shipping, storing, and handling, which rely on inventory management, order processing, record keeping, and other services performed at the same level. Consequently, channel managers are responsible for the shipment, storage, handling, and order processing of products at various levels of the channel.

The marketing mix is tailored to a given market condition, and a corporation will employ this technique to achieve its marketing goals. Therefore, variances in the marketing mix represent channel managers' efforts to obtain a competitive edge. A further objective of the strategy is to determine the optimal method for serving the needs of the target market segments. The marketing mix provides the manager with a variety of options for fine-tuning the overall structure of an organization's marketing channel (Lamb and Hair 46).

Marketing routes can be short enough to directly connect producers and customers. Involving intermediaries, the channels might also be part of the distribution route. Thus, marketing channel management will comprise decision-making inside or regarding the four types of distribution channels. These include direct sales, sales via intermediaries, dual distribution, and reversal models. This discussion has demonstrated that the various marketing channel concepts are interrelated. In addition, many marketing channel managers deal with the same spectrum of marketing activities and concerns, but refer to them by different terms such as trade channel, distribution system, channels of distribution, and location.

Examines the strategies and procedures utilized in the distribution of consumer and industrial goods and services.

Businesses begin by identifying the location and sales potential or business prospects of their current and potential clients within their respective market groups. They proceed to learn about their clients by collecting market and competitor data, which is used for sales analysis and establishing the most suitable distribution opportunities for their products and services. Industrial products and services offer a variety of buyer possibilities, and the selling organization would be interested in identifying clients in order to develop close relationships with them. Consumer items and services, on the other hand, do not offer uniform customer characteristics, have a large number of purchasers, and frequently do not require personal relationships beyond what is covered by other marketing tactics.

The procedure and methods chosen for distribution of goods and services will also be influenced by the nature of the company. Some businesses will be uninterested, while others will view the same process as essential to their prosperity. The principal distribution processes involve the movement of goods to the consumer and are overseen by a manager or management team. The chosen channels are those that provide time, location, and ownership benefits to the process. The channels permit the presentation of goods where and when they are required in sizes acceptable for consumers, as indicated by demand data. Logistics and physical distribution functions support the efficient flow of commodities to the consumer. The reduction in the number of transactions required for items to move through the distribution channel generates the efficiency.

Highlights how key fundamental distribution functions are implemented in the integrated channel system

Multiple firms operate as a single entity for the distribution of a certain commodity or service in integrated channel systems. In contrast, they maintain their autonomy in other organizational functions. Integration might be horizontal or vertical. In an integrated channel system, the manufacturer does a market analysis and selects retailers based on their sales, market share, contribution to overhead, rate of return on investments, and current customer attitudes and preferences.

Distribution functions are assigned to resellers according to the manufacturer's coverage ratio, the number and location of their stores or displays, and their market development efforts. Retailers sell products to consumers and implement the manufacturer's distribution policies. The policies contain price discounts and safeguards. Those who offer price concessions to channel members, those who offer financial aid, and those who offer protection to channel members determine the allocation of functions.

Analyze the contributions of various manufacturers, wholesalers, and retailers to this system.

Wholesalers and retailers can aid manufacturers in the repair and maintenance of the services they provide. This helps to lessen the manufacturer's load and consumer inconveniences. As channel members, retailers and wholesalers fulfill a risk-taking function by minimizing their exposure to the possibility of storing dead goods and incurring financial losses. Cooperative marketing operations involve the participation of producers, distributors, and retailers, particularly in the management of specific aspects of the marketing mix. They serve as a location for promotional activities or may tailor their own promotional efforts to compliment what the producer is already doing (Rosenbloom 278-279).

Analyzes the breadth of marketing channel flows and their relationship to the overall

Among the marketing channel flows are product, negotiation, ownership, and promotion. Product flow refers to the physical distribution among all channel participants, whereas negotiation flow refers to the organizations involved in the exchange process, such as producers and repackaging businesses. The ownership flow metric analyses the movement of products and services across a channel in terms of the ownership title. Moreover, information flow encompasses all entities in the channel, facilitating the movement of products and services through the exchange of data. In addition to consumers, the promotion flow includes all businesses involved in promotional activities, including manufacturers and advertising agencies.

Operating the channel does not entail complete channel control. Can you conceive of a Brand/Company in which the channel management does not have complete authority over the channel but still has the ability to operate it?

When designing a marketing channel, the channel manager strives to provide the business as much control as possible. this is true for both small and large worldwide organizations. In some instances, channel members subordinate to a dominant member who serves as the channel captain and is responsible for the majority of distribution channel functions. A channel member gains the ability to reward or punish other channel members when it gains the ability to reward or punish other channel members. The company may grant the member an exclusive sales zone. It can also strip dealers of their privileges. In such instances, the other channel participants must comply with the channel captain's plan and decisions (Kurtz 463).

The supermarket sector is an example of a structure in which the operating organization does not have complete control over the channel. There are examples of channel captains who gained authority due to the additional value features, but they were not producers and hence did not have complete control. Large merchants with multiple locations and sufficient sales volume to negotiate discounts with manufacturers frequently wind up owning the remainder of the marketing channel. The discounts and other promotional methods are determined by these retailers. In addition, they collaborate with other channel partners, such as resellers, to place distribution centers in their locations. The retailers appear to control both vertical and horizontal channel members by providing them with distribution quotas and assigning them the appropriate sales volumes based on the available shelf space, promotional budget, and other marketing mix variables.

Consequently, the retailer in the grocery business receives a profit in exchange for providing services that the manufacturer would manage with corresponding channel members. Conversely, the manufacturer is willing to cede control over the marketing channel, but retains substantial ownership of the goods and services. Typically, the primary objective of intermediaries is to be so efficient that it makes no economic sense to give over activities. Thus, the channel captain acquires sufficient marketing management resources to provide superior services at a lower price than the producers. Amazon, an online e-commerce behemoth, is an example of such a retailer because of its efficient customer management and inventory management systems, as well as its extensive global market coverage. Amazon has been able to act as a channel captain for a variety of products due to its broad market coverage.

Amazon may achieve channel cooperation by providing leadership and crucial services for other channel partners, including promotion via its affiliate network and an internal advertising system (Dessler and Phillips 192). Amazon can advise manufacturers on packaging that would be relevant to its client base and have them modify the designs of some products to fit distribution network requirements. Amazon can therefore operate the channel, but it does not manufacture the products (Rosenbloom 291).

With the rise of the Internet and e-commerce, evaluate the criteria by which the necessity for intermediaries in marketing channels has received new currency in recent years.

The elimination of intermediaries is a popular strategy for entrepreneurs looking to enhance their share of revenues. The Internet provides technological advances that enable everyone to be connected. When this is the case for the marketing channel, producers and customers can communicate directly. However, connectivity alone does not provide a strong incentive to eliminate intermediaries, which explains why there are still so many intermediaries for firms in these places despite the global spread of the Internet. The technology is merely a platform that may be utilized in a variety of ways; it does not necessarily eliminate the need for intermediaries, which is why they continue to exist. Despite this, the emergence of the Internet and e-commerce has facilitated the exploration of new marketing channels.

There may be numerous companies participating in a distribution scenario. Specialization is therefore difficult to achieve unless complicated tasks are broken down into smaller tasks that may be assigned to specialized parties. Channel managers assign distribution duties to channel members based on their respective areas of expertise. The decision to utilize intermediaries is contingent on the contractual effectiveness. In this context, the idea pertains to the effectiveness of sellers' and buyers' negotiation efforts during the process of accomplishing a distribution aim.

The input is the bargaining effort, while the output is the distribution target. A company that wants 500 stores to carry its product line may need to negotiate with 500 independent merchants, which could need a sales staff to contact more than 500 outlets. Due to the requirement for personal visits, product presentations, and product samples, the prices are significant. Additionally, advertising may be required to support the sales staff. In contrast, the business can explore hiring wholesale intermediaries. This action reduces the number of required partners and the negotiations the manufacturer must do.

Traditional channel activities, including as shipping, settlement, and legal or regulatory infrastructure, are nevertheless required for Internet-based enterprises. In order to protect sellers and purchasers from opportunists aiming to abuse them, market transactions may necessitate the building of a certain level of trust. Thus, the rise of e-commerce has altered the function of intermediaries to lower the cost of looking for products or partners, to manage shipping, distribution, and warehousing, and to expedite and monitor transaction settlement. Additionally, the systems inform sellers of market conditions. E-commerce has boosted consumers' product customisation and customization, as well as demand aggregation. The emergence of intermediaries to negotiate big purchases and give price reductions to individual buyers. Consumers drive the demand, while intermediaries self-appoint to pool customer preferences and hunt for suppliers with bulk discounts, which differs from traditional channels (Lancaster and Withey 168).

Perform an environmental scan on a specific merchant. Describe how each environmental variable (demographic shifts, the economy, etc.) influences retail marketing operations.

Walmart is a large retailer headquartered in the United States with over 11,100 stores in over 27 countries. It established its supercenter retail model in 1988. By 1990, Walmart has began to consider the global market. Through its normal stores and Sam’s Club outlets, the corporation was able to segment wholesale buyers from retail buyers (Basker 184). The corporation also separates its market based on the product categories it carries, with food and consumables being the greatest proportion. Walmart is considering partnering with credit card firms such as MasterCard to provide customers with discounts in response to a rise in customers' economic troubles, which has led to a decline in disposable money. This is also a response to the increased usage of credit to finance household expenses.

The corporation has also been sensitive to the varying population densities in different places, which influence its selection of retail locations. Some locations have supercenters while others have local markets and other small-format retailers. In places with a high population density, small shops sell fast-moving consumer products. In the meantime, as the channel leader for many products, Walmart has been attempting to improve its distribution so that it can deliver products to customers more quickly. With a combination of supercenters and smaller stores, the company is able to manage huge market areas with high sales volume. It therefore competes with shops with low margins for frequent, inexpensive purchases (Jennings 536).

The company's expansion into new markets has depended on the retail industry's maturity and the existing business and customer cultures. To cater to mass markets, where consumers are most price-conscious, the merchant prioritizes delivering the lowest costs possible. Increased home buying in developed economies has led to the company's entry into the e-commerce industry. In order to suit the expectations of new client segments, the company has co-branded or adopted new brand identities as a result of its international expansion. However, on developed markets, where competition is intense, prices have remained low. Walmart's approach is to utilize its distribution dominance to force wholesalers and manufacturers to offer products with higher discounts so that it can pass the savings on to consumers (Basker 182-185).

The company has also utilized its supercenters and existing logistics network to combat competitors in the e-commerce industry and instill client confidence in its brand. Walmart's global retail market adaptability to environmental changes has been vigorous on the whole. It developed supercenters due to the declining popularity of small retailers. However, Walmart also noticed the potential in small store competition and established its own version to seize market share. Walmart's expansion in other nations necessitated the use of partnerships because to differences in culture and business practices. In its e-commerce strategy, the company has prioritized its existing resources in order to adapt its services to its clients' shifting demographic characteristics. Many customers will begin purchasing from their homes.

Sources Cited

"The Causes and Consequences of Walmart's Growth," by Emek Basker.

Journal of Economic Perspectives 21.3 (2007): 177-198. World Wide Web.

Gary Dessler and Jean Phillips. Managing Now. 2008, Houghton Mifflin Company, New York. Print

Jennings, Marianne. The Legal, Ethical, and Global Environment of Business 2014, Stamford: Cengage Learning. Print

16th edition of Contemporary Marketing by David L. Kurtz 2014 printing by South-Western Cengage Learning in Mason.

Charles W. Lamb and Joseph F. Hair. Fundamentals of marketing 2009, London: Cengage Learning Web.

Geoff Lancaster and Frank Withey. Marketing Fundamentals 2007-2008. Oxford: Butterworth-Heinemann, 2007. Print.

Rosenbloom, Bert. Marketing Channels: A Management View. 2013 printing by South-Western Cengage Learning in Cincinnati.

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Manager Interview About Leadership Medical School Essay Help

What is leadership?

Leadership is the provision of a vision and a strategy for achieving a group's objectives. It is something that unites diverse individuals into a single entity for the purpose of achieving a goal. Leadership inspires others to take action. In this process, the people profit from the abilities, expertise, and experience of the one who becomes their leader. Leadership is a dangerous occupation in which one cannot be certain of attaining goals. The alternative name for leadership is duty – the obligation of supervising subordinates and completing the task. It is a major obligation of the leader to delegate work to others.

How do leaders emerge?

Some feel that leaders are born, while others believe that leaders are not made overnight. They must be cultivated and identified based on their actions and motivations. The environment plays a significant effect in the development of a person's qualities, which could shape them into a leader.

Do the leaders possess special abilities?

I believe that leaders possess remarkable abilities such as great vision, powerful leadership qualities, strong self-confidence, a strong attitude, and, most importantly, high moral standards. Their conduct is exceedingly ethical. They might inspire others due to their charming demeanor. They possess excellent communication skills and wield considerable influence on their followers. Their degree of confidence is really high, and they are courageous since they are never afraid to take risks.

It might be argued that leaders do not possess unique powers. They are one of the few among us who can envisage a method through which everyone can contribute to a goal.

Do all successful firms require exceptional leadership?

Yes, any organization depends on strong leadership. An organization cannot attain high heights unless all of its members collaborate and follow a single course. All of this is accomplished through effective leadership. I believe that a thriving organization is the result of effective leadership. A strong leader is required to take the company to the level where it can achieve all of its goals and ascend to the highest level.

What variables can influence the effectiveness of any leadership?

Several aspects influence the success of any leadership: the traits of a leader, the characteristics of a follower, and the nature of the environment in which the leader and followers operate. The efficacy of a leader depends on his capacity to relate to all of these aspects. To retain effectiveness, a leader must always pay attention to these aspects. A leader must be able to adapt to all changes resulting from the interrelationship of the three elements. When interacting with people, he should be adaptable. I would like to mention the following:

To name a few examples of variables:

Man management Imagination Humility Capacity to blend in with the group Ability to serve as a model Capacity to motivate Capacity to maximize utilization of available resources

What function does a manager serve?

The manager serves as an intermediary between the upper and lower hierarchies. Thus, a tree structure is possible for any organization. A manager serves as the module's leader in addition to his managerial duties. A manager is a someone who supervises the operations of an organization using all of his skills. He not only manages the organization, but also the people around him, so that they support him in all organization-related duties. By assuming the role of a leader and utilizing all of his leadership qualities, he accomplishes all of the organization's objectives and goals.

What are a manager's responsibilities and roles?

As stated above, the responsibility and role of a manager is to achieve the organization's predetermined objectives. He is accountable for the expansion of his organization and its personnel: A manager is one component of an organization that plays a significant role in subdividing it into smaller modules. Now, it is the manager's responsibility to successfully manage this module so that it is effective and efficient enough to contribute to the organization's success in achieving its objectives. In addition, the manager must ensure that each member of the module grows alongside the business. Therefore, a manager must play two roles.

Why should a manager worry about his staff's motivation?

A manager should always be concerned with his staff's motivation, as it contributes to the growth of any firm. It preserves the organization's healthy and progressive atmosphere. Motivation constantly pushes employees to do exceptional work and makes them feel like family within the firm. This action always increases the efficiency of an organization.

How can management be examined actively?

One technique to evaluate management is to see whether or not persons can develop through time. Growth must be measured by a gain in the individual's abilities, knowledge, and well-being. If the answer is yes, then management is performing admirably.

How can management be enhanced?

Management can only be improved by maximizing the use of available resources and ensuring that every employee understands his role in accomplishing the organization's goals.

Why should a manager worry about his staff's motivation?

A manager should be concerned with his staff's motivation since a motivated staff always produces the best results.

What can a management do to motivate his employees?

A manager must convey to each employee the significance of their position within the firm. He must make the employees feel like an integral part of the organization. If they give their all, the organization succeeds, and as a result, the employees benefit. In addition to verbal encouragement, a manager should reward employees with presents or bonuses based on their success. A manager should always acknowledge his employees' accomplishments.

Who benefits from an increase in productivity?

It is advantageous for both the organization and the workforce. I feel the staff will gain the most in this scenario. To put it more accurately, everyone in the organization, from the CEO to the janitor, benefits from increased production. If an organization's production quality is exceptional, it will contribute to its growth, and when an organization expands, so does everyone.

How should a boss react to a job well done?

A manager should always utilize words of praise and encouragement when his employees perform well. It boosts their morale and encourages them to achieve better in the future. I would mention the following points:

Increasing the financial responsibility A tap on the shoulder Recognizing the excellent performance of other employees as well

How should a management react to underperforming employees?

A manager should never discourage a member of his staff when he is unable to produce a strong performance, as this could diminish his confidence to perform well in the future. Instead, people should be encouraged to do good through affectionate treatment. A manager should attempt to comprehend the situation in which an employee has made a mistake, and he should inspire the employee to perform well. to list it as such:

Do not criticize the performance. Remind me remember the staff's prior accomplishments. Sit with the personnel and attempt to determine what the issue is. Identify the issue and then provide potential solutions. Reprimand if the situation is routine, If there is effort and intent to improve, be supportive.

What are the potential causes of conflict among individuals, groups, and organizations?

Possible causes of conflict include:

Conflict of egos Conflict of interest The perception of inequality Conflict of concepts

What is the manager's role in managing a disagreement and its positive and negative repercussions?

A manager's responsibility is to resolve problems. Otherwise, the organization will not produce the intended output. He should be in the position of amicably resolving disputes.

What strategies exist for resolving a conflict?

The manager must convince the workforce of their significance in reaching a given goal. Only excellent communication between the manager and staff, as well as between individuals, can aid in identifying the source of a problem and aiding in its resolution.

What is communication's significance?

Effective communication aids in identifying the source of a problem, which in turn facilitates its resolution. Additionally, it fosters a sense of community and belonging inside the organization. Communication in our lives is crucial since it enables us to comprehend the perspectives of others, and in an organization, communication among all personnel is vital to the organization's success. In the absence of effective communication, an organization may fail to reach its objective. Effective communication is the cornerstone to any organization's success.

What are the benefits of verbal and nonverbal communication?

Verbal communication offers a human touch to the organization's communication structure. Nonverbal communication only facilitates the flow of information.

What barriers exist to effective communication?

Aversion to the concept of communication can be an obstacle to effective communication. Similarly, the ego can also be a factor. If the personnel does not identify with the organization and its mission, this will lead to communication difficulties and inefficiency. Physical barriers, emotional barriers, cultural barriers, language barriers, gender barriers, etc., might impede effective communication. Different regions, personalities, and appearances influence communication. Communication is also hindered by emotional barriers, such as mistrust, fear, and suspicion of the coworker.

Cultural barriers also impact communication by requiring individuals to adapt their behavior to that of the group they join. The inability to grasp the other party's language as a result of territorial variations is an additional significant factor that may hinder communication. The gender gap is an equally significant factor that impacts communication. Due to their ego or shyness, there may be occasions when communication between two distinct genders is difficult.

How would you describe formal and informal communication systems within and across organizations, as well as the methods for enhancing them?

I would explain formal and informal organizational communication systems as follows:

frequent review system and regular team fun activities

To sum up the preceding conversation, I would argue that managers are the true performers who are the cornerstone of every company and upon whom the success of the organization rests. As outstanding as the manager, so too is the organization. A manager is a someone who supervises the operations of an organization using all of his skills. He not only manages the organization, but also the people around him, so that they support him in all organization-related duties.

By assuming the role of a leader and utilizing all of his leadership qualities, he accomplishes all of the organization's objectives and goals. He serves as an intermediary between the upper and lower hierarchies. Thus, a tree structure is possible for any organization. A manager serves as the module's leader in addition to his managerial duties.

It is his obligation to efficiently manage the organization and, based on his experiences, ensure its success. He is accountable for the expansion of his organization and its personnel: A manager is one component of an organization that plays a significant role in subdividing it into smaller modules. Now, it is the manager's responsibility to successfully manage this module so that it is effective and efficient enough to contribute to the organization's success in achieving its objectives. In addition, the manager must ensure that each member of the module grows alongside the business. Therefore, a manager must play two roles.

It is essential for the success of any firm that the management inspire his employees. A manager should always utilize words of praise and encouragement when his employees perform well. It boosts their morale and encourages them to achieve better in the future.

In the event of bad performance, he must never demoralize his employees. A manager should never discourage a member of his staff when he is unable to produce a strong performance, as this could diminish his confidence to perform well in the future. Instead, people should be encouraged to do good through affectionate treatment. A manager should attempt to comprehend the situation in which an employee has made a mistake, and he should inspire the employee to perform well.

A manager should always remember that he is one of the organization's leaders and that he must uphold his reputation, which can affect the organization's reputation. Leadership is the provision of a vision and a strategy for achieving a group's objectives. It is something that unites diverse individuals into a single entity for the purpose of achieving a goal. Leadership inspires others to take action.

In this process, the people profit from the abilities, expertise, and experience of the one who becomes their leader. Leadership is a dangerous occupation in which one cannot be certain of attaining goals. The alternative name for leadership is duty – the obligation of supervising subordinates and completing the task. It is a major obligation of the leader to delegate work to others.

All organizations rely on effective leadership. An organization cannot achieve high heights unless all of its members collaborate and follow a single course. All of this is accomplished through effective leadership. I believe that a thriving organization is the result of effective leadership. A strong leader is required to take the company to the level where it can achieve all of its goals and ascend to the highest level.

I believe that leaders possess remarkable abilities such as great vision, powerful leadership qualities, a strong self-belief, a strong attitude, and, most importantly, high moral standards. Their conduct is exceedingly ethical. They might inspire others due to their charming demeanor. They possess excellent communication skills and wield considerable influence on their followers. Their degree of confidence is really high, and they are courageous since they are never afraid to take risks. A manager with these extraordinary abilities can lead a business to success.

One technique to evaluate management is to see whether or not persons can develop through time. Growth must be measured by a gain in the individual's abilities, knowledge, and well-being. If the answer is yes, then management is performing admirably. Management can only be improved by maximizing the use of available resources and ensuring that every employee understands his role in accomplishing the organization's goals.

A manager should be concerned with his staff's motivation since a motivated staff always produces the best results. A manager must convey to each employee the significance of their position within the firm. He must make the employees feel like an integral part of the organization. If they give their all, the organization succeeds, and as a result, the employees benefit. In addition to verbal encouragement, a manager should reward employees with presents or bonuses based on their success. A manager should always acknowledge his employees' accomplishments.

It is advantageous for both the organization and the workforce. I feel the staff will gain the most in this scenario. To put it more accurately, everyone in the organization, from the CEO to the janitor, benefits from increased production. If an organization's production quality is exceptional, it will contribute to its growth, and when an organization expands, so does everyone.

A manager is one of the most significant individuals who may make a business shine like a star.

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Strategies For High Performance: Leaders Perspective Free College Essay Help

The importance of an organizational leader in fostering high performance within a team has become an increasingly intriguing topic for research. High workplace performance has traditionally been linked to variables such as work systems and human resource management methods such as hiring recruitment and in-house training, among others. In addition, classic theorists believe that the type of employee has a substantial impact on workplace performance.

However, current research indicates that this is not sufficient for achieving high-level performance. Consequently, the position of a team or organizational leader has come into prominence. Numerous hypotheses have attempted to establish a connection between team leadership and excellent workplace performance. However, this essay focuses on team leadership with a particular emphasis on leadership style influence. Beyond a combination of human resource management strategies, excellent workplace performance has been related to a certain leadership style, specifically participative leadership.

It is believed that participative leadership has a substantial impact on high-level performance inside an organization because it not only empowers individuals but is also forward-thinking. It also empowers employees to manage their own work and make their own decisions. Employees are held accountable for their activities in this manner. Certain behaviors must be present in a leader in order for participative leadership to be effective. For instance, a participative leader must be sympathetic and capable of fostering strong team relationships.

Moreover, great communication skills are required. However, these actions would be mainly ineffectual without boldness and initiative. The most essential benefit acquired by an assertive team leader is getting positive perception from team members. In addition to bolstering a leader's confidence, a proactive personality enables a team leader to move the team ahead.

Human resource practitioners and scholars appear to have reached a consensus after more than 30 years of studies, surveys, and research on high workplace performance that human resource management and practices have a direct effect on the level of workplace performance. As a result, several ideas on the impact of human resource practices on workplace performance have been offered. Numerous concepts, such as HPWS, have been developed within these theoretical frameworks. High-Performance Work Systems (HPWS) is a frequent term for a series of complicated human resource management strategies aimed at enhancing employee performance.

This is accomplished by improving employee skills, abilities, proficiencies, and talents. HPWS is a broad concept that encompasses a variety of performance-enhancing actions, spanning from hiring to employee evaluation to training. Within the HPWS concept, a heavy focus has been placed on employee motivation through a variety of strategies and the creation of more chances for employee engagement in the workplace as a key influence on employee performance (Messersmith, Patel and Lepak, 2011).

The mention of human resource practices implies that human resource professionals play a crucial role in enhancing workplace performance. In fact, human resource practitioners are viewed as having a leading role in not only ensuring that the most successful human resource practices are applied, but also in empowering employees to utilize available resources to enhance workplace performance.

This further implies that human resource professionals should not just operate as managers in the workplace, but also as leaders whose primary objective is to guide coworkers toward the achievement of the organization's goals. As stated elsewhere in this paper, HPWS is a complex concept that has also been subjected to multiple tests. However, the present literature provides scant evidence of studies examining the mediating mechanisms between HPWS and enhanced employee performance (Messersmith, Patel and Lepak, 2011).

Messersmith, Patel, and Lepak's (2011) ostensible lack of sufficient scientific evidence on the mediators between HPWS and improved employee performance impedes the comprehension of mediatory elements between HPWS and improved employee performance and appears to be a key flaw in their work. However, multiple research have adequately addressed this topic. Messersmith, Patel, and Lepak (2011) infer inferentially that leadership greatly improves the workplace performance of employees.

Sauer (2011), on the other hand, is more direct and implicates team leadership as considerably boosting workplace performance, with particular reference to intra-team interactions and the prevalent leadership styles. Teams are the key organizational units through which the achievement of an organization's goals are modeled in contemporary corporate management. These teams are hierarchically arranged, with power and authority increasing as one ascends the team leadership hierarchy.

According to Messersmith, Patel, and Lepak (2011), opinions of the relationship between human resource practices and employee performance vary, a notion that is generally supported by Sauer (2011). Moreover, Sauer (2011) states that while intra-team interactions have a substantial impact on the performance of individual team members, the perception of employees about the team leader also has a big impact on team performance. In this argument, Sauer (2011) contends that a team member's impression of the team leader is heavily influenced by the desired leadership style.

According to Goleman (2000), there are six fundamental leadership styles that result in enhanced workplace performance: coaching, participatory, directive, affiliative, pacesetting, and visionary. A great team leader must not only comprehend each of the six leadership styles, but also recognize when each is appropriate. Each of these leadership styles does not emerge spontaneously, but rather depends on the presence of specific leadership activities. The leader must therefore comprehend and emulate each of these traits. Goleman's (2000) assertions, as well as those of Ning, Harris, Boswell, and Xie (2011), imply that a leader should be proactive in determining the leadership-appropriate behavior. When leaders proactively exemplify the proper leadership behaviors, people demonstrate exceptional workplace performance.

Similarly, Sauer (2011) discusses several leadership styles but mostly attributes strong workplace performance to participative leadership. Participative leadership is viewed as a style of leadership that permits the active engagement of all team members not just in discovering solutions to current organizational challenges, but also in decision-making. Through participative leadership, employees are not only enabled to be proactive, but also to own the process of work management.

In this instance, employees can select how they wish to work and reach predetermined goals. Sauer (2011) contrasts participative and directive leadership styles and argues that directive leadership is likely to harm workplace performance since it requires providing team members with reversible instructions. The basis of directive leadership is the leaders' position and the authority that comes with it. Consequently, team members are inclined to obey leaders due to the authority associated with that position. This suggests that a directive leader may lose his or her personal attraction with team members.

Moreover, a directive leadership style fails to motivate team members to perform above and beyond normal expectations. Consequently, team members are likely to develop negative attitudes toward directive team leaders. This has a detrimental effect on individual performance and contributes to bad team performance as a whole. However, according to Goleman (2000), while directional leadership has the potential to create friction and unrest within a team, it is useful in times of crisis or when the need to make firm and seemingly unpopular management decisions arises. Therefore, regardless of leadership style, leaders play a key role in boosting performance.

To date, it has become abundantly evident that the leadership style is less important than the leader's capacity to recognize when and how to employ a certain leadership style. In light of this, it is essential to note that both Goleman (2000) and Sauer (2011) concur that directed leadership is more difficult and risky to implement, as well as potentially detrimental to team morale and overall perceptions of the team leader.

Therefore, a directive approach is more likely to negatively impact team performance. In addition, Goleman (2000) and Sauer (2011) concur that participative leadership is better than directive leadership when it comes to boosting team performance. A participatory leader, according to Sauer (2011), not only provides the team members with the essential cues to take personal initiative, but also allows individuals to be accountable for their actions and those of the team.

Moreover, a participative leader is most effective when serving as a moderator as opposed to an initiate. While Messersmith, Patel, and Lepak (2011) believe that the combination of workplace structures and leadership affects performance, Goleman (2000) and Sauer (2011) argue that leadership alone determines individual and team success. Therefore, team leaders should recognize that they are completely responsible for team performance and apply the most effective leadership style.

The standing of a leader influences the success of the desired leadership style, according to Sauer (2011). It must be stated that the effectiveness of either directive or participatory leadership is inversely proportionate to the leader's standing. Despite this, and as Goleman (2000) explains, there are certain leadership behaviors that make effective leadership feasible. Self-awareness is one of the most important traits of a participative leader, according to Reilly and Karounos (2009).

An effective leader must recognize that his actions have an effect on his followers. As a result, leaders must be conscious of their behavior toward subordinates and the organization, as well as the message such behavior conveys. In addition to self-awareness, Goleman (2000) identifies empathy, the ability to develop lucrative interpersonal relationships, and effective communication skills as essential qualities that model participative leadership skills.

A leader must be able to genuinely understand the emotions of every team member. This sets the tone for establishing good interpersonal relationships, which makes teamwork possible. Moreover, an affiliative leader should exhibit strong communication skills. Goleman (2000) defines effective communication as the capacity not only to convey the intended messages but also to avoid misinterpretation. In addition, effective communication skills necessitate the capacity to listen attentively in order to get the appropriate messages from subordinates.

While these actions represent the proper characteristics of a participative leader, Sauer (2011) and Goleman (2000) argue that assertiveness trumps them since it not only impacts a leader's efficacy but also how team members perceive the leader. Through assertiveness, team members form a favorable opinion of the leader's leadership skills. Consequently, team members are likely to respect and positively respond to a leader who is assertive and engaged. In addition, Sauer (2011) makes a feeble attempt to link assertiveness to the growth of a leader's self-confidence.

Participative leadership is founded on the affective components of intragroup interactions. Even though participative leadership is generally thought to have a beneficial effect on team performance, when the leader loses control, it can be detrimental. To maintain authority inside the group, a participative leader must be aggressive and exude self-assurance. A leader not only projects high-performance talents through self-confidence and the other characteristics listed above, but also infects team leaders with comparable attributes. Since the team can now operate as a technical and emotional one, this considerably improves the team's performance.

According to Sauer (2011), Reilly and Karounos (2009), Goleman (2000), and Messersmith, Patel, and Lepak (2011), the ability of the leader to be proactive is the sole determinant of workplace performance enhancement. According to Sauer (2011), relationships within a team play a crucial role in determining its degree of performance.

Ning, Harris, Boswell, and Xie (2011) adopt an interactionist perspective and argue that interpersonal interactions are necessary for teams and organizations to achieve high performance. In this study, Ning, Harris, Boswell, and Xie (2011) argue that interpersonal contacts between team or organization members enable employees to develop the proper attitudes, learn new behaviors, and acquire new knowledge. This enables individuals to not only adapt to the job environment, but also achieve organizational objectives.

The learning of novel attitudes, behaviors, and information is not automatic. For this to occur, staff must be actively engaged. Therefore, the employee’s proactive involvement is not automatic, but rather preceded by particular personality attributes, such as personal stability, decisiveness, and personal motivation. These allow an individual to take the initiative in a variety of tasks without external influence. Such a person has a proactive disposition and is able to sustain a high level of performance regardless of situational limits.

Within this reasoning, problems might arise in how proactive personality bears on leadership and high-level performance. According to Ning, Harris, Boswell, and Xie (2011), organizational insiders, i.e., managers, supervisors, and regular employees, are valuable sources of vital information that can help employees, particularly newcomers, enhance their workplace performance. The ability to access this important information resource is contingent on two variables: the kind of interactions within the company and a proactive personality.

It has been noted that the ability to communicate effectively is one of the most coveted leadership qualities (Goleman, 2000). In light of Goleman's (2000) findings, Ning, Harris, Boswell, and Xie (2011) assert that the degree of performance is mostly determined by the type and source of feedback. It is more probable that comments from supervisors will be taken seriously than feedback from coworkers. This can be explained by the fact that strong leaders have a greater impact on employees than their peers.

According to Ning, Harris, Boswell, and Xie (2011), employees must actively seek out knowledge that enables them to perform their job responsibilities. It is probable that not every employee is proactive. Some of them are probably passive and await instructions from their supervisors. This is when proactive leadership characteristics come into play. A leader who is proactive is able to recognize opportunities for boosting workplace performance and act on those impulses. Since participative leaders serve as moderators of teams (Goleman, 2000), their primary responsibility is to provide as much input as possible and enable action on the. However, as previously indicated, high-level performance is contingent on the sort of feedback provided.

There are a variety of supervisor-to-employee feedback kinds, including performance feedback, appraisal feedback, and developmental feedback. Ning, Harris, Boswell, and Xie (2011) argue, however, that developmental feedback is the most effective supervisor-to-employee feedback for enhancing workplace performance. This is due to the fact that developmental feedback focuses on delivering essential information that facilitates the development of new work-related abilities.

As such, developmental feedback focuses on learning and growth. Since developmental feedback is focused on learning and growth, team leaders should proactively select the information that supports learning, rather than returning large amounts of worthless data. This depicts the proactive attitude of a leader as the mediator between the sort of feedback provided and strong workplace performance. Therefore, proactive leadership entails not only finding opportunities and acting upon them, but also providing people with selective feedback.

As a result of the failure of established ideas for improving team performance, scholars and other professionals have recognised the necessity to assess innovative methods. The apparent influence of a team or organizational leader on team performance has been largely neglected by scholars in the past. Recent research indicate, however, that for a very long time, the inappropriate emphasis has been placed on workplace systems and personnel characteristics as the primary determinants of workplace success.

This means that situational restrictions, such as harsh and unattractive work conditions, have a negative impact on workplace performance, as traditional theories do not give practical solutions for overcoming such obstacles. Modern approaches, however, have recognized that the position of a team leader has a substantial impact on guaranteeing high-quality performance. Scholars such as Goleman (2000), Ning, Harris, Boswell, and Xie (2011), and others argue that leadership does not inevitably result in high-level performance; rather, it depends on the leadership style and the leader's characteristics.

According to this notion, a successful leader may ensure a team's high-level performance regardless of the situational limits that exist. This cannot occur, however, unless it is mediated by particular components. Personality and a certain leadership style are examples. Unless the leader is assertive, participative leadership is ineffective. Moreover, if the leader has a proactive attitude, participative leadership sustains high levels of performance. Therefore, it is fair to conclude that companies aiming to sustain high-level performance can only do so through participative leadership in which the leader is both proactive and forceful.

Bibliography

Goleman, D. (2000). Leadership that is productive. Web-based Harvard Business Review.

J. Messersmith, P. Patel, and D. Lepak (2011). Exploring the relationship between high-performance work systems and productivity Journal of Applied Psychology, volume 96, number 6, pages 1317-1327.

Ning L., B. Harris, and W. Boswell (2011). The impact of developmental feedback and proactive personality on the performance of newcomers: an interactionist perspective. 96(6) Journal of Applied Psychology 1317-1327

A. Reilly and J. Karounos (2009). Examining the relationship between emotional intelligence and effective cross-cultural leadership. International Business and Cultural Studies Journal. Web.

Sauer, S. (2011). Taking the reins: the effects of new leader status and leadership style on team performance. 574–587. Journal of Applied Psychology, 96(3).

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Adnams Company: Marketing Approach Redesigning College Admissions Essay Help

Introduction

Operating in the context of the global economy is a difficult endeavor that necessitates addressing a number of factors influencing entrepreneurship on multiple levels. Moreover, integration into a given market necessitates the adoption of a well-conceived strategy aimed at a certain consumer base. Despite the fact that the Adnams Company's framework for addressing marketing difficulties is exceptional owing to the incorporation of original artwork, a failure to prioritize sustainability as the basis for its operations in the target environment may constitute a serious threat to the company's success.

SWOT Analysis

Strengths

The entrepreneur has created a one-of-a-kind marketing tool that will undoubtedly be connected with the company and, as a result, will make the company and its brand product exceptionally unforgettable. Moreover, the fact that the enterprise complies with the principles of environmental sustainability and delivers products that can be characterized as especially eco-friendly raises the likelihood of the business becoming popular on the target market.

Weaknesses

The lack of emphasis on sustainable development may have severe repercussions. For instance, the organization may have insufficient cost allocation and, as a result, fail to capitalize on its capabilities.

Opportunities

There are abundant opportunities for the corporation to explore the global environment and promote innovation as its key strategy in the global economy.

Threats

The lack of sustainability in the distribution of financial resources could result in the untimely demise of the organization (Verity & Turnbull 2013).

Target Market

(Gammelgaard & Dorrenbacher, 2013) The brewing business has a proud history of being an extension of country-specific traditions and combining the most recent technology breakthroughs.

The beer market, on the other hand, is characterized by a rather stable growth rate. For example, worldwide production rates have increased steadily during the previous 15 years, with the exception of a brief dip in 2009 (Beer production worldwide from 1998 to 2014 (in billion hectoliters) 2014).

Regarding the beer market in the United Kingdom, the target environment is quite competitive, with Heineken and SABMiller as the top brands. In recent years, the total sales rate has climbed by 1%, according to a recent report (Beer in the United Kingdom 2015).

It should be noted, however, that the 1% increase in the on-trade segment happened at the same time as a 1% fall in the off-trade segment, suggesting that the company may have challenges in penetrating the target market and promoting its product. Specifically, when establishing marketing plans for independent stores and restaurants, bars, etc., entrepreneurs will need to consider the on-trade environment's norms (bars, pubs, and restaurants, in particular).

As with the worldwide beer market, the UK beer market is also characterized by growing rates of product diversification. Given escalating quality requirements and diverse consumer wants, the aforementioned strategy is prudent. Currently, the market is dominated by products such as standard and premium beer, ales/stout and bitters, non-alcoholic beer, and speciality beer, with each type comprising a number of subclasses with distinctive characteristics and flavors (The beer market and its characteristics 2016).

Heineken and SABMiller are now the market leaders in the United Kingdom in terms of competition. Companies such as Anheuser-Busch InBev tend to play a leading position on a worldwide basis. Adnams may grab the niche of making solely green beverages, thereby placing a major emphasis on the sustainability component, despite the impracticality of competing with corporate behemoths such as those described above.

Options Strategic for the Organization

There are now various choices for the company's future development. Although the alternative presented as the most efficient has certainly earned the acclaim accorded to it, it would be incorrect to categorize all other options as inefficient. In fact, they should be considered as secondary steps in the evolution of entrepreneurship in the context of the global economy.

Specifically, during the promotion of the sustainable approach as the company's core strategy and the following design of the brand product, it will be prudent to invest heavily in brand product development while reducing procurement costs. By enhancing the current information management approach, it is possible to improve the last phase of supply chain management by pursuing better possibilities. To be more precise, the improvement of information security of the enterprise, coupled with the incorporation of modern data management tools into the organization's framework, must be considered as one of the most important objectives to achieve.

Option 1: Prioritize a new brand (product scope)

The road to entering the global economy will be quite rocky unless the entrepreneur creates a strong brand image that is instantly recognizable and linked with the entrepreneur. Once the company enters the worldwide market, it will be necessary to target a different group of clients than it now does.

Therefore, a new brand image, a brand product, or at the at least, the means for revamping the current one, will have to be found and deployed successfully. In other words, large funds will be required for R&D and the development of a related marketing strategy.

Option 2: Enhancing the logistical plan (geographic scope)

In addition to strengthening its product development process, Adnams should also examine the cross-functional decision-making model as a means to improve the organization's current situation. According to the aforementioned strategy, diversity and better quality standards should be promoted to the entrepreneurial community. Particularly, the Total Quality Management (TQM) strategy and the Just-in-Time framework should be recommended as the major means of managing the value chain more intelligently.

The selection of superior geographical choices for the shipment of raw materials and finished goods to target customers and merchants must be carried out in the most effective manner possible. In other words, the time required to transport products, the quality of the process (such as the likelihood of items being damaged during transport), etc., will be considerably enhanced. Thus, a rapid increase in consumer satisfaction is anticipated. The identified outcome is anticipated to result in an increase in the firm's popularity in the target market, hence leading to Adnams' global recognition.

Option 3: Sustainability emphasis (value chain scope)

Last but certainly not least, the subject of the continued promotion of sustainability must be brought up as one of the most logical options driving the organization's progress. As previously said, the aforementioned notion used to be an integral element of Adnams' operations and critical procedures, but it was rapidly forgotten when the business had to address other issues when entering the worldwide market.

Due to the fact that it will serve as the foundation for a new approach to resource allocation, its continuing development will undoubtedly have a significant impact on the growth of entrepreneurship. In other words, a cost-effective approach can be devised in order for the business to decrease expenses by drastically reducing waste rates. Adnams is in dire need of a unified plan for allocating resources to develop a new, powerful brand, and the indicated alternative appears to be the most prudent course of action at this time.

Recommendations

Given that Option 3 appears to be the most legitimate approach to adopt in the identified scenario, it will be necessary to ensure that the concept of sustainability is incorporated into the entrepreneurship's system of values and is accepted by the employees as an integral part of the corporate philosophy. In addition to the above-mentioned promotion of a better data management strategy, the organizational behavior patterns of the workforce will need to be modified. To achieve greater precision, it will be required to ensure that every employee makes company-related decisions in accordance with corporate ethics and the new principles for enhancing customer happiness. In order to accomplish these objectives, the concept of Corporate Social Responsibility (CSR) should be pushed inside the corporate environment.

Option 3 will actually facilitate the enhancement of invention as the major asset of the company. As demonstrated by the preceding SWOT analysis, Adnams can obtain the necessary competitiveness in its target environment by adopting innovative and open-minded approaches to problem solving. Given the current levels of competition in the target environment, the deployment of new solutions is clearly a prerequisite for a successful presentation of the company's services to the target audience. The use of sustainable principles will inspire the notion of utilizing every beneficial aspect of the business to its advantage. Therefore, the promotion of innovative solutions can be strengthened by reevaluating the current elements and philosophy of the value chain.

PESTEL Analysis

A thorough examination of the target market reveals that Adnams would face formidable challenges in gaining market share. The fact that the market is saturated with rivals must be evaluated first. In addition, it should be noted that the rivals in issue have been functioning in the target area for a sufficient length of time to have built a competitive advantage that propels them to the top. In terms of legal restrictions, economic laws, etc., the target environment cannot be described as suffocating based on the PESTEL study presented below.

However, the fact that competing organizations' marketing strategies are effective and their distribution channels are vast and many demonstrates that the design of the marketing plan must be smart in order to attract as many customers as feasible. The latter is essential not for the entrepreneurship to be the best in the chosen region (though such a result is ideal), but simply to remain in business in the designated area and avoid being consumed by large corporations.

PESTEL Analysis.

The above PESTEL analysis demonstrates visually that the entrepreneurial environment in the United Kingdom will be characterized by a variety of legislative freedoms. However, Adnams' management should be aware that once entering the global business, the company may be subject to legal restrictions, such as the use of specific imagery in advertisements and the obligation to target only individuals over the age of 21. (18 and older in some countries). Specifically, the impact of the aforementioned elements on the categories indicated below must be discussed.

Competitor Evaluation

Adnams SABMiller Anheuser

-Busch InBev Heineken

Summary and profile

PLC Brewery sector (Equity2016) 65.7 million GBP

Brewery industry holding firm is worth 4,217 million GBP.

32.53 million British pounds Brewery industry PLC (Ownership structure, 2016)

6,4 million British pounds Brewery industry holding company

Competitive edge

Sustainability Organic product

Employees Talent management (Erasmus & Schenk 2008)

Sustainability Customer commitment (Beyond the beer at Anheuser-Busch Inbev2013)

Sustainability Multiple investors Expansion plan

Target market

Global UK (home)

Global UK (home)

Global Belgium (home)

Global Germany (home)

Market share (global) (Statista, 2016) To be determined 9.7% 20.8% 9.1%

Marketing strategies

Innovation Sustainability

Emerging markets (for example, Africa) (Wales 2016)

Development of leading brands (Brand strategy2016)

Adaptive strategy Utilization of social media (adaptive marketing techniques of Heineken in 2016)

Items and services

Beer Wine Spirits

Beer

Beer Soft drinks

Beer Cider

Costing and pricing Flexible The highest of the highest

Distribution networks Triple-tiered (History of beer distribution 2016) Three-tiered Three-tiered Three-tiered

Strengths Original advertising device Large assortment of items Unique and extensive industry expertise Massive selection of items and brands

Weaknesses absence of durability Failure in emerging markets

High levels of leverage insufficient distribution channels

Significant number of mimics contradictions in the corporate values

Opportunities

Investigating new markets (including the global one) Creating a unique worldwide brand

Possibility of market share expansion New brands development

Expansion into emergent markets Increased growth as a result of expansion

Successful acquisition policy

Threats

Inappropriate allocation of resources Stricky drinking restrictions

Stricky drinking restrictions High levels of competitiveness

drinking guidelines governmental policies regarding consumer health

Fiscal regulations drinking guidelines

Targeting, Segmentation, and Positioning

Adnams would be wise to target middle-class clients between the ages of 21 and 45, given the results of the preceding PESTEL research and the appraisal of its competitors. Customers will be divided into groups depending on their income, gender, and annual income, among other factors. Thus, the entrepreneur will be able to directly approach each customer type, successfully appealing to them.

Brand Image and Identity

Due to the fact that the corporation cannot market to individuals under 21 (or 18, in some countries), the segmentation process must take into account the applicable regulatory constraints. It is preferable that the brand's image reflects the company's concept, i.e., an emphasis on environmentally friendly production.

Marketing Mix

People

The aforementioned legal, sociological, and occasionally political variables have a significant impact on the selection of the target client. Adnams will need to use extreme caution when determining the legal drinking age in each area to avoid having its license withdrawn.

Product

Generally, the history of beer manufacturing and its connection to traditions are essential for beer promotion. Therefore, in some sense, the product determines the promotional campaign design options available to the entrepreneur. To catch the public's attention, Adnams should explore violating some advertising stereotypes and shocking the audience into paying attention.

Place

Given that Adnams is aimed at both on- and off-trade regions, but must concentrate more on the latter, online tools should be considered the key place for the offering. Specifically, statements on social networks and advertisements on advertising sites will be required. In addition, the company will need to embrace a variety of advanced SEO tactics, such as the creation of blogs, vlogs, etc., that provide crucial and fascinating information about the company's products (e.g., the origins and creation of light beer, the unique properties of alcohol-free beer, etc.).

Additionally, a well-planned site layout must be considered. To be more precise, the corporation may need to develop a website with a list of products and their prices, as well as an electronic form for beer delivery.

Price

Given that the company is not now in a position to compete with corporate giants like Heineken, it is reasonable to adopt a pricing strategy that allows customers to choose between average (£2.99 per can) and premium (£4.99 per can) items. In addition, the company could consider implementing a discount strategy in conjunction with client loyalty programs that offer discounts and discount cards.

Promotion

Similarly, certain sociocultural characteristics of the global economy environment, such as the inclination of Germans to be drawn to advertising containing puns, influence the promotion strategy. One would believe that the preceding information must be strictly adhered to in order to avoid cultural conflicts. However, the supplied assumption is incorrect. In its pursuit of becoming distinctive and recognizable, the company should not be frightened of appearing offensive to a particular segment of society. Thus, it will capture the interest of every person of the intended audience and become instantly recognizable and relatable.

Physical environment

Another crucial component of the UK market and the global market, the mentioned aspect has no bearing on Adnams' advertising strategy and, thus, requires no special consideration.

Process

As stated previously, environmental sustainability should be the goal.

Buyer conduct

As demonstrated by the preceding PESTEL research, the company's beverage is likely to pique the interest of the UK audience. Moreover, with a flexible pricing strategy and a focus on diversifying its product, as well as an emphasis on its innovative properties and environmental friendliness, the company is likely to soon draw the interest of the British public.

Unique selling proposition and sustainable competitive advantage

Creating a unique selling concept and preserving sustainability in the environment of the British market, and particularly the worldwide market, is guaranteed to be quite difficult. The environmentally friendly strategy, however, may catapult the company to the top of the current list of leading corporations, given that it is particularly committed to encouraging the sustainable use of resources and concentrates on green production.

Bibliography

2015 web page regarding beer in the United Kingdom.

Global beer output from 1998 to 2014 (in billion hectoliters). 2014. Web.

Beyond beer at Anheuser-Busch InBev. Web. 2013.

Brand strategy, Web, 2016.

Equities. 2016. Web.

Erasmus, B., & Schenk, E. (2008). South African human resource management: theory & practice. Cape Town: Juta & Company Ltd.

Gammelgaard, J, & Dorrenbacher, C 2013, Global brewery industry challenges. Web.

Heineken's adaptable marketing techniques. 2016. Web.

Web site detailing the history of beer distribution in 2016.

Ownership structure in 2016.

Statista (2016). In 2014, based on volume sales, the leading beer makers' global market share. Web.

The characteristics of the beer market. 2016. Web.

A. Verity and J. K. Turnbull, "Case study. Adnams – a living corporation,' in Johnson G, Whittington R, Scholes K, Angwin D, Regner P (ed. ), Exploring strategy: Text and examples, 10th edition, Pearson, Harlow, pages 606-611.

Wales, A 2016, SABMiller's distinctive strategy for emerging markets. Web.

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Microsoft Company’s Structure And Strategies College Essay Help Online Free

Read this report to learn about Microsoft's organizational structure in 2021, as well as its key stakeholders, threats, and developments. There is an explicit chart template for Microsoft structure analysis and current corporate state judgments.
Table of Contents

Organizational Structure & Design at Microsoft Microsoft's Approach Leadership at Microsoft Microsoft Human Resources Microsoft Control and Data Management Microsoft Private Perspective Conclusion Bibliography

Organizational Structure & Design at Microsoft

Microsoft's present organizational structure is divisional. This indicates that the organization is separated into various divisions that make their own judgments while keeping the big picture in mind. The divisional organizational structure, according to Winnubst (2017), has a number of benefits, including simple decision-making. This is owing to the fact that each department has autonomy in decision-making, so long as it is consistent with the company's mission and vision. In addition, the structure facilitates coordination across departments. The departments are permitted to develop their own work plans and objectives.

Additionally, the fact that each department governs itself guarantees that each department's particular difficulties are addressed. Further, Winnubst (2017) asserts that the company's structure provides for a great deal of flexibility, which has served it well. The flexibility permits the various departments to individually solve their specific market concerns. For a divisional organizational structure to be effective, Winnubst (2017) indicates that organizational sharing methods must be implemented. This sharing of information ensures that management is aware of what the various departments are doing and how their efforts contribute to the total.

Product development, support, research and development, networking and operations, and retail are the five primary departments at Microsoft. The corporation employs a horizontal management landscape to ensure that all of its departments function harmoniously. Several intra-organizational processes, such as a sophisticated enterprise resource planning tool, facilitate this. In addition, the organization utilizes an intranet and other information tools to improve communication. It might be argued that the organization is organic because employees have easy access to superiors. This is also attributed to the organization's adaptable structure.

Microsoft's Approach

Microsoft's Mission and Objectives

Microsoft's current mission statement ("About," 2019) is to empower every individual and organization on the earth to achieve more by generating opportunity, growth, and influence. The mission is frequently derived from the company's larger vision, which can be defined as a means of altering the connection between humans and technology to maximize human social pleasure for growth, opportunity, and beneficial effect ("About," 2019). This section of the essay analyzes the corporation based on Porter's Five Forces, the company's stakeholders, and its corporate, industry, and firm-level strategy.

Porter's Five Forces Analysis

The five forces include the threat of new entrants, the threat of replacement products, customer bargaining power, supplier bargaining power, and competitive rivalry.

The danger posed by New Entrants

The threat posed by new entrants is minor. This is owing to the fact that the industry is monopolized and offers comparable services, making it practically impossible to enter. This threat is weakened by the fact that new entrants require substantial cash to compete with the enterprise.

The Danger posed by Substitute Products

The danger of alternative products, like the first force, is a weak force. One explanation for this is the industry's limited availability of replacement products. Second, the development of these substitute items is incredibly costly. Possibly, some companies have developed these alternatives, but they are of worse quality compared to Microsoft and some of the company's major competitors.

Customer negotiating leverage

The bargaining power of clients is arguably moderate. This is owing to the fact that there are few items in the industry of comparable quality to Microsoft's. Therefore, consumers have little choice but to select Microsoft as one of their preferred brands. This premise implies that Microsoft has the upper hand, and this may be the only reason why this force is weak. On the other side, Microsoft has access to the information it needs to make its products dependable and efficient thanks to the buyers. Considering the stated cons and pros, it is arguable that this is a moderate force.

Power of Bargaining for Suppliers

Notably, this force is mild. Microsoft can collaborate with a large number of vendors in the business for a variety of services. They have a substantial impact on Microsoft's core business, but not enough to undermine the corporation. To further explain, an illustration may be provided. Some of the company's favored hardware suppliers may opt to raise their prices, which would immediately affect the pricing of Microsoft's products. However, Microsoft can reach out to other vendors and acquire their desired hardware at a lower cost. This equilibrium ensures that this force inside the industry is mild.

Competitive Competition

Unquestionably, this is a formidable market force. Apple, IBM, Cisco, Facebook, and Google are among Microsoft's principal competitors. The company's competitors are quite aggressive, despite the fact that the market competition is rather tiny. They have structures and corporate practices that are very identical to Microsoft, making it impossible for one company to maintain a significant competitive advantage. In addition, the diversity of the competitors implies that they are always searching for fresh ideas that will offer them the elusive competitive edge.

Microsoft Investors

Microsoft's stakeholders consist of customers, employees, investors, vendors, and the board. Each of these groups has a unique impact on the operations and profitability of the business. The consumers are the ones who purchase the given things. In addition, they serve as the company's focus group for any goods under development. This stakeholder group is affected by the product's quality, punctuality, and customer service.

Notably, the crew strives to satisfy the needs of the customers at all times. They are a crucial stakeholder group since their contributions result in the creation of relevant products and consumer pleasure. Since employees rely on the company for their salaries, it is imperative that their financial demands are also satisfied. They are affected by work quality, productivity, the work environment, and the profitability of the organization.

Investors, on the other hand, are those who invest in Microsoft's businesses and goods in the hopes of generating a profit. It may be argued that employees are also investors because they contribute their time to the success of the company. The market influences the investors in terms of competitor competition, consumer satisfaction, and economies of scale. In addition, the suppliers provide Microsoft with the components necessary to improve their own products. Therefore, they are impacted by the firm's profitability and stability. The final category of stakeholders is the board of directors, which is charged with determining the company's overall strategic direction. They are affected by the profitability and stability of the company.

Microsoft Techniques

Microsoft Business Strategy

It might be said that the company's corporate goal is to ensure cloud and mobile are the market leaders (Ulrich, 2017). This means that all of their solutions aim to improve cloud and mobile usage. The corporation must maintain its industry position because cloud solutions are its primary product development focus. Intelligent cloud solutions are offered by the organization to enhance the user experience. In addition, the mobile-first approach aims to make all user demands and activities accessible regardless of the user's location at the time of use. The portability of all its services has also provided the organization with a commercial advantage.

Microsoft Strategy for Industry

Notably, the company's emphasis on technology intensity during the past few years is an industry strategy. Microsoft has been strongly focused on infusing technology into every part of life in an effort to collect data, make life easier, and achieve a perfect blend of business and culture, according to Ulrich (2017). It is arguable that the strategy has been successful in guaranteeing that clients who want to incorporate artificial intelligence into their organizations or even homes seek out Microsoft over any other industry competition.

Microsoft's Corporate Strategy

It may be said that the company has used mergers and acquisitions as its firm-level strategy in order to maintain its position in the market. Any possible new market entrant has been absorbed by Microsoft or one of its competitors. Microsoft recently acquired the professional social network LinkedIn in an effort to broaden its portfolio (Ulrich, 2017). The acquisition of LinkedIn was also significant, as it feeds professional relationships and activity into the cloud, thereby benefiting the company's main business.

Microsoft Management

Motivation of Employees

Microsoft employs a variety of strategies to inspire its employees. The corporation may use both extrinsic and intrinsic motivation to motivate its employees. Lee and Raschke (2016) explain that extrinsic motivation emphasizes external benefits more than intrinsic motivation, which emphasizes interior rewards. Parental benefits are one of the external rewards Microsoft utilizes to motivate its employees. For instance, all employees receive discounts on child-care services (Lee & Raschke, 2016).

The organization strives to create a comfortable work atmosphere for its employees. Notably, managing professional and parental responsibilities is one of the most difficult issues individuals face today. Microsoft encourages its employees by providing child care facilities at each of its sites, so that parents are not overburdened with concerns for their children while at work. A second extrinsic reward is the 401K plan that employees have access to (Lee & Raschke, 2016). In addition, employees can purchase business stock at a discount. The corporation also provides a financial education program for its employees to ensure they make great financial decisions.

According to Lee and Raschke (2016), one of the intrinsic rewards Microsoft utilizes to inspire its employees is philanthropy, in which new employees receive a $50 credit to donate to a charity of their choosing (Lee & Raschke, 2016).

This provides the new employee with a sense of community service. Many individuals would likely welcome the opportunity to work for Microsoft. Therefore, giving back to others, particularly to vulnerable areas, after joining this firm may instill a sense of pride and appreciation in its employees. Additionally, the organization uses the work environment to motivate its employees to be productive. Staff has also been motivated by the essence of teamwork, respect for everyone in the organization, and appreciation for all efforts made on a project.

Theories of Leadership at Microsoft

One can assert that the organization employs participative leadership theory. This is because not only are all employees treated with the same respect regardless of their work position, but each employee is also given the opportunity to make decisions based on their department and work. In addition, decision-making in the organization is inclusive, as no one person makes all the decisions. Lam, Huang, and Chan (2014) claim that the participative leadership style allows all employees to feel a part of the company's strategic direction.

This inclusivity not only motivates the workforce, but also assures that they care about the company's future; thus, they will exert maximum effort to boost productivity and profitability. It is crucial to highlight that the company's present divisional organizational structure fits well with the stated participative leadership strategy.

Theories of Motivation at Microsoft

Microsoft can be used to illustrate two primary motivational ideas. The first is Mayo's theory of motivation, which stresses the significance of intrinsic motivation (Abyad, 2018). At times, teamwork and employee appreciation are deemed more vital than material rewards. According to Abyad (2018), Mayo says that the greater an employer's involvement in an employee's working life, the better. This is owing to the fact that management will be able to identify the employee's difficulties and ensuring a viable working environment and culture are implemented (Abyad, 2018). Herzberg's motivation theory, which advocates the use of extrinsic rewards for employee motivation, is the second hypothesis (Abyad, 2018).

Microsoft Human Resource Management

Microsoft's human resources department is broad and directed by the human resources strategy. The plan strives to both attract the greatest people on the market and assure quality service delivery by providing staff with adequate support. The company's employees are viewed as its most significant asset. Consequently, the HR department is frequently responsible with ensuring that staff are comfortable and highly engaged.

The HR planning process is really straightforward. First, it examines the department's size and "health." The "health" of the department is the appraisal of its performance based on the qualifications of its personnel. The HR department then evaluates the impact of talent management concerns on each department. Additionally, diversity and manager capability are taken into account to guarantee the best appointment is made. In the HR planning process, learning, leadership development, and rewards are also considered. Monitoring and feedback are the final steps in the process. Rees and Smith (2017) affirm that the company also employs succession planning indicators and utilization of succession planning.

Rees and Smith (2017) believe that intelligence, not experience, is the company's primary entry point for recruits. The company selected its favorite applicants through problem-solving and composure-testing interviews as opposed to regular interviews. In addition, the organization believes in headhunting rather than waiting for candidates to apply in order to recruit the top talent. Since the organization prefers individuals with little or no experience, they provide numerous training opportunities for new hires. The organization has encouraged training approaches such as online learning and even physical learning on the job.

Annual employee performance reviews are conducted by the business. Microsoft, unlike other organizations where employees are ranked during their performance reviews, focuses on the employee's accomplishments over the past year. Typically, the employee is also encouraged to discuss obstacles and recommend strategies for effortlessly achieving their goals for the future year (Rees & Smith, 2017). Additionally, the procedure enables line managers to address any difficulties they may have identified with their subordinates throughout the previous year. Possibly, performance appraisal in the firm is an ongoing procedure that enables all participants to attain their objectives and boost their productivity. The organization permits subordinates to evaluate their superiors and line managers as well. This reversal of roles enables the leadership to comprehend the requirements of the subordinate staff and develop initiatives for a friendly work environment.

Microsoft Control and Data Management

Microsoft values information security, management, and protection. Managers develop a complex control system at the organization. It is essential to recognize that management as a whole provides internal control for financial reporting. However, at a departmental level, managers are allowed to either approve or reject data, finances and other work-related materials. Due to the divisional organization structure that the company has adopted, although the managers have the mentioned

Staples Incorporated’s Strategy Free College Essay Help

Introduction

Staples, Inc. is an American global corporation with operations in 24 countries. This company was founded in 1985 with the purpose of manufacturing and distributing office equipment. Its corporate headquarters are situated in Farmington, Massachusetts. Despite being an industry leader in office supplies, this company's performance has declined since 2010. Contrary to expectations, its financial reports suggest that its sales volume has been expanding at a slower rate. In addition, the value of Staples' shares has decreased relative to other companies' equities in the same index (David and David 484). Despite the dismal performance of this corporation, the compensation of its chief executive officer (CEO) remains high. Instead of decreasing the compensation package, one company increased the CEO's annual remuneration by 41%. (David and David 484). Even though the company fared poorly in 2010, the CEO's performance-based bonus, which included stock and option awards, increased in 2010. The absence of an effective compensation plan has contributed significantly to this company's dismal performance.

There are Staples locations across the United States, Europe, Asia, and Australia. However, the majority of retail outlets are located in the United States. In 2011, the company's financial statements revealed that overseas stores performed better than American locations. This institution's quarterly net income declined by 28% in the same year that its annual revenue decreased by 3.5%. (David and David 484). The company's dismal performance in the United States was caused by stiff competition and sluggish growth in its gross domestic product (GDP). Among the company's principal competitors are Office Depot, KMart, OfficeMax, Walgreens, and Walmart. This article reveals that Staples needed a full revision of its strategic plan in order to increase its competitiveness, as the current strategy has proven ineffectual. This report will also include recommendations for how Staples' performance can be enhanced.

Mission and Objectives

Lacking a well-defined goal and vision statement, Staples Inc. Despite this, a look into the company's activities reveals that its principal objective is to ensure that consumers do not encounter difficulties when purchasing office equipment. According to David and David, Staples insists on ethical sourcing by pushing suppliers to adhere to the labor and environmental policies in place (487). It seeks to provide clients with value by combining environmentally responsible items, affordable pricing, quality and innovative brands, and exceptional customer service. In addition, it has a unique initiative called Staple Soul that reflects its dedication to protecting the environment, moral values, society, diversity, and reporting.

Internal Evaluation

Market Segmentation

Staples's key competitive advantage resides in its company segmentation approach. This company has separated its operations into three independent divisions: North American Delivery, North American Retail, and Global Operations. They allow the company to target and serve a broad customer group. The distribution unit is the most productive of the three (David and David 488). The international operations unit's performance continues to fluctuate. Its retail section consists of numerous locations located throughout the United States. In-store kiosks selling a variety of this company's products are also included. Other retail segment entities include UPS Ship and Copy & Print Centers.

This organization offers an online section called Quill that allows small and medium-sized enterprises to order and receive products directly. Corporate Express, a merger in India, and Staples China are among its several country-based overseas ventures. These divisions contribute to the company's strengths by facilitating its global market expansion. There are 27 Staples China locations in Shanghai, Beijing, and Guangzhou (David and David 488). These outlets are crucial to the distribution of the company's products throughout China. Staples has ventured into the Indian market out of a goal to increase its current market share. As a result, this company has formed a partnership with Pantaloon Retail Limited, a significant Indian retailer.

Staples Inc.'s ability to address the specific demands of customers is a key competitive advantage. Corporate Express is a profitable business segment operated by the company in countries such as Australia, New Zealand, and the Netherlands. This section helps the firm satisfy the unique needs of consumers. It contributes significantly to increasing client loyalty. This group recognizes the significance of providing free office supplies and services. Corporate Express enables it to offer customised services to specific clients (David and David 488). Among these services are technology solutions, cleaning services, catering, promotional marketing, and printing operations. The aforementioned market segments enable Staples to service both the domestic and foreign markets.

Distribution

Inventory management is one of the most costly aspects of running a business that sells office supplies. The rising demand for office supplies requires businesses to have effective inventory management strategies. Staples' seamless distribution network, which helps it to cut inventory costs, is a big strength. This company is not required to maintain large inventories at multiple locations (David and David 489). Inventory management requires a thorough comprehension of consumer desires and behavior. Staples Inc. has a client database that enables them to identify consumers' wants and successfully meet them. In the office supply market, such demands are always evolving. In order for a firm to avoid stocking products that do not sell quickly, it is crucial to have accurate information regarding particular product trends. Staples Inc. performs market research to identify high-demand products. In addition, it primarily targets large-volume buyers and corporate groups. This distribution technique helps to reduce inventory costs while simultaneously increasing store throughput.

The company's website is crucial for controlling its inventory, distribution operations, and product lines. Organizations attempt to decrease operational expenses by eliminating physical retail locations. The company’s website, Staples.com, has allowed them to reduce inventory at most retail locations. This business sells over 30,000 items on its website (David and David 489). Customers order things online and pick them up at nearby retail locations. Alternatively, customers may purchase items and request delivery to their offices for a fee. With 2010, Staples purchased a fleet of electric vehicles to aid in product distribution (David and David 490). These trucks contribute to both product delivery and environmental preservation. One may argue that investing in electric trucks was a poor decision for this company, given that they are more expensive than diesel vehicles. It is essential to highlight, however, that consumer behavior has altered considerably. Many clients today choose to do business with environmentally conscious organizations. Thus, Staples is confident of gaining more customers, particularly those concerned with the environment.

Staples' initiative to restructure and strengthen its distribution network was motivated mostly by a desire to cut operational expenses and increase efficiency. This company is now able to offer products at competitive pricing due to distribution system enhancements. Staples Inc. has encountered obstacles such as lawsuits throughout its history. It was accused of breaching the Fair Labor Standards Act in 2009 for requiring employees to work longer hours without overtime pay (David and David 490). This organization has also witnessed instances of fraudulent employee transactions. One wonders if Staples has procedural standards and incentives to aid in its internal affairs management.

Marketing

Marketing is an essential element of a company's strategic plan. It acts as a link between a business and its clients. If an organization lacks evidence-based promotion procedures, it may be unable to successfully provide innovative goods and services to the market. Additionally, without a marketing strategy, it would be difficult for a company to communicate with clients and collect feedback. Staples Inc. uses catchy marketing words to draw the attention of customers. For example, this corporation created the phrase "That was easy" after the release of "Easy Button" to increase sales (David and David 490). It enhances brand recognition by showcasing products in promotional materials and popular television series, such as "The Office." This company has stores in high-traffic areas, making it simple for people to access and purchase its products. Moreover, its leadership identifies prospective customers and sends them promos and incentives. This agency ensures that promotional messages meet the requirements of all targeted consumers and businesses. Staples Inc. maintains a database including crucial market segment information (David and David 490). This information is crucial for the development of commercials and other promotional activities.

Finance

The financial statements of Staples are not encouraging. Among the company's shortcomings are the diminishing sales volume and profit margin. Despite being the industry leader in office supplies, Staples' annual net revenue remains low. This result can be ascribed to the segment's low performance in North American Delivery. A 2011 statement revealed the corporation has done little to minimize its short-term debts (David and David 490). Nonetheless, great progress had been achieved in the repayment of long-term loans. A comparison of the company's 2011 and 2010 balance sheets revealed that its total liabilities grew in 2011. (David and David 490). Additionally, two modifications were observed in the cash flow of this company. Significant funds were used by Staples to repurchase stock. In addition, its operating income decreased dramatically due to limited supply chain growth and a decline in product margin rate. Due to the increasing demand for breakroom equipment, facility supplies, and technology solutions, there is hope that this company's income will increase.

Another problem is the company's dependence on suppliers. This business does not produce office equipment. Instead, it communicates with manufacturers who make the things according their demands. Overdependence on suppliers decreases its profit margin. Moreover, Staples is compelled to charge high pricing for its items to cover production expenses. Consequently, it becomes difficult for business to target price-conscious customers. Despite the fact that Staples has engaged in internet marketing, it has a significant chance to invest in social media platforms. Today, nearly every business and individual has a social media account. Social media inactivity deprives Staples of the potential to communicate with and target many customers. This company's SWOT analysis is included in Appendix 1.

External Assessment

Strategic Collaboration and Product Diversity

A strategic cooperation between Staples and the Swiss company Buro School Direct has contributed to the expansion of the company's market share in the region. Buro School Direct has existed for many years. Therefore, it understands the Swiss market's dynamics. Therefore, Staples utilizes the company's experience to enhance customer value and increase market share. Staples has the ability to form agreements with local businesses in foreign operations in order to avoid unhealthy rivalry and reduce expenses. This action will allow it to adapt to foreign markets as quickly as feasible.

Diversification of products enables a business to overcome competition and enhance sales volume. The investigated company has the possibility to diversify its product lines. The company has already entered the technology market with the intention of expanding its product line. In addition to supplying computer hardware, this company distributes an assortment of digital devices. Due to a partnership with Barnes & Noble, Staples is now able to sell NOOK color readers (David and David 489). The biggest obstacle is Staples' inexperience in the IT industry. Therefore, it lacks the knowledge necessary to compete with Apple and Amazon. Specifically in the office supplies market, the sale of branded products has evolved over a number of years. Consequently, this company has the opportunity to invest in the manufacture of branded items. Globally, Staples Inc. sells approximately 2000 branded products (David and David 489). When making these sales, the company assumes that buyers prefer purchasing branded goods over generic ones. In addition, a corporation is free to create, manufacture, and sell items based on the requirements of the target market. This agency facilitates the development of branded items by communicating with various manufacturers.

The location of a company's store is crucial since it impacts the amount of daily consumers the business serves. Staples has the option to install kiosks in strategic areas as it continues to expand retail branches across the world. In particular, it should identify high-population regions where such kiosks can be viable. This action will significantly benefit the business in promoting its items and reaching a large number of customers.

Economic Forces

The economic downturn affects consumer confidence and, subsequently, expenditure. If consumers perceive that a country is suffering financial troubles, they become more thrifty. The economic downturn poses a significant danger to Staples' survival. In 2011, Staples suffered from a sluggish gross domestic output and unfavorable federal and state fiscal policies (David and David 492). In the United States, when unemployment was high, the majority of households had low disposable money. A fall in federal stimulus funds led to a decrease in state spending. In addition, the global increase in the price of supplies and crude oil hampered this company's expenditures.

Many clients were reluctant to buy office supplies and other goods and services (David and David 492). Variations in commodity and oil prices, which affect Staples' expenses, are a contemporary risk. This organization is cost-conscious. Therefore, it chooses to spend in accordance with the worldwide market condition. Additionally, Office Depot and OfficeMax represent an additional threat to Staples' online sales in several market sectors. This company is required to offer incentives in order to attract customers. As a result of lowering prices to compete with rivals, the company's profit margin will be impacted by this strategy.

Technology

Developments in technology have enabled firms to automate and digitize several procedures. Record keeping is one of the areas where technology has been of great benefit. Many businesses are gradually eliminating paper usage. The institution has not fallen behind. It has invested in technology to improve document management and collaboration (David and David 492). In addition, it has introduced self-checkout devices in American stores to reduce wait times. Staples, Inc. has invested in radio frequency identification device (RFID) technology, which has enhanced its inventory management. Even though the corporation benefits from technology, the bulk of its target institutions' adoption of RFID and other innovations poses a danger to its operation. Utilization of mobile technologies has decreased the need for office supplies. Thus, this institution has lost a substantial portion of its market share to technology-focused companies that provide office solutions.

Environmental Factors

Increases in the rate of global warming have prompted environmentalists and governments to enact legislation to reduce pollution. Businesses are urged to utilize renewable energy sources. The paper industry is one of the industries that contribute to environmental degradation. In order to save the environment, businesses that distribute office supplies have developed a variety of initiatives aimed at lowering paper consumption (David and David 492). As part of its corporate social responsibility, Staples trains instructors on how to encourage student participation in environmental conservation programs. The unwavering support for the green movement will provide Staples with a huge challenge. Numerous offices

The Leadership Style Role In Organisation Medical School Essay Help

Introduction

The degree of complexity inside the business environment has increased over the past several decades. Increased competitive intensity as a result of rapid globalization is an illustration of such complexity (Clegg, Kornberger & Pitsis 2011). In order for businesses to survive in such a climate, it is imperative that they strengthen their competitive advantage. In addition to ensuring that they establish good relationships with a variety of stakeholders, businesses must ensure firm-level sustainability (Stubbs & Cocklin 2008). These aspects, when considered, would considerably foster customer trust and so encourage corporate success.

Scholars disclose many means through which businesses might cultivate customer trust. One of these is the promotion of ethical behavior within an organization, as the actions of organizations have a daily impact on consumers. These activities have either positive or bad consequences. The negative repercussions include environmental degradation and consumer rights violations. The legal context has offered justification for addressing the adverse impacts. In some circumstances, however, the law is viewed as an ineffective instrument for its implementation (Knights & Wilmott 2007).

Given the unprecedented increase in knowledge in modern society, consumers are increasingly requesting that firms verify their employees' ethical behavior. According to Northam (2005), organizational ethics cannot be established without effective leadership. This research seeks to determine whether the leadership style employed by a firm has a substantial impact on the ethical behavior of its employees. This objective will be attained by analyzing the impact of various leadership styles on employee ethics. Transformational, transactional, democratic, autocratic, and laissez-faire leadership styles are among those taken into account.

How leadership style influences employee ethics

Organizational conduct

In order to attain a common goal, organizations are comprised of individuals whose behaviors are governed and managed by management. Employees are responsible for collaborating to attain defined objectives. To accomplish this purpose, however, it is imperative that corporate leaders reduce and eliminate unpredictable behavior. The formulation of rules, processes, and codes of ethics, among other cultural and bureaucratic methods, is one of the means through which businesses attempt to govern employee conduct in the workplace (Knights & Wilmott 2007). According to Schwartz (2000), the integration of ethical norms promotes ethics effectively. Nonetheless, some employees may perceive that they are being coerced and, as a result, fail to adhere to the implemented codes of ethics.

However, the adoption of these tactics tends to diminish the employees' ethical duty. Therefore, it has become essential for businesses to incorporate the concept of ethical leadership in order to address the issue posed by dissident personnel. According to Brown and Trevino (2006), ethical leadership considers a variety of factors, including interactional justice, trust, honesty, and idealistic effect on the followers. In contrast, ethical leadership should not be subject to abusive supervision. Adopting an effective leadership style can have a big impact on how people perceive their leaders. In terms of decision-making, ethical leaders typically exhibit a high level of efficacy. Additionally, ethical leaders have a tendency to implement an effective internal communication channel in an attempt to influence the ethics of their personnel. They also establish explicit ethical norms that employees must adhere to.

Leadership is the practice of engaging and influencing individuals in order to achieve predefined objectives. In contrast, ethics refers to good and wrong conduct. There is a rather strong relationship between leadership and ethics. In the context of power, the uniting factor between the two parts runs deep. Leadership requires the ability to execute authority. On the other hand, ethics demand power for proper execution, which stems from the fact that persons must possess a certain degree of authority in order to carry out a particular conduct (Northam 2005).

According to Bolden and Gosling (2006), the world, and organizations in particular, are in critical need of competent leaders who uphold strong ethical standards. In order to remain competitive, it has become essential for organizations to evaluate their leadership styles (Sheraz, Zaheer, Rehman & Nadeem 2011). Schminke (2010) says that leaders' moral values have a direct effect on an organization's entire value system. Therefore, leaders are essential in shaping the ethics of an organization.

Leaders of an organization are responsible for integrating ethical principles that drive personnel to follow and pursue a certain objective. Previous theories and studies indicate that it is essential for leaders to influence the ethical behavior of their organizations (Kidwell & Martin 2008). Organizations are able to embrace a variety of leadership styles, which provides organizational leaders the choice to select the leadership style that best fits their organizations. Organizations employ bureaucratic leadership, transformational leadership, and transactional leadership, among other leadership styles.

Leadership characterized by

According to Schminke (2010), transformational leadership is the process by which leaders engage their followers to such an extent that they positively influence the morality and motivation of their followers. Leaders of an organization are expected to be champions in that they should encourage staff to attain organizational and departmental objectives. Effective leaders, according to Sheraz et al. (2011), possess transformational traits and motivate their colleagues in a variety of ways, such as through setting an ethical example in their professional and personal life.

Schminke (2010) says that for leaders to positively affect the ethics of their followers, they must be credible role models. Employees must establish the conviction that they can rely on their leaders for guidance. By virtue of their positions of authority, leaders are typically credible. However, leaders' credibility can only be established via their dependability, values, and decision-making skills. In addition, a leader's credibility depends on his or her ability to favorably impact staff ethics and reduce unethical conduct among employees (Schminke 2010). Scholars and researchers have identified three primary qualities that foster employee leadership: altruism, honesty, and skill.

Transformational leadership focuses mostly on intellectual stimulation, idealized influence, inspirational motivation, behavior, and individualized concerns (Sheraz et al. 2011). Transformational leaders, according to Kidwell and Martin (2008), persuade their followers to incorporate strong moral principles into their lives and work. Consequently, followers become aware of the significance and value of achieving desired objectives. By implementing this style of leadership, organizational leaders enable their followers to transcend their own self-interests and become more focused on team and organization-wide objectives. Therefore, it is possible to conclude that transformational leadership is extraordinarily effective at instilling ethics in people. As a result of their idealized influence, transformational leaders inspire people to behave collectively for the good of the organization as a whole, rather than for individual gain. This implies that any sort of self-interest in the conduct of employees should be avoided if one wants to adhere to the transformational leadership ethos.

Transformational leadership also plays a crucial role in ensuring that employees do their responsibilities ethically. Promoting the moral development of employees is one of the means through which this element is attained. In addition, transformational leadership encourages employees to internalize the diverse moral ideals that their leaders exemplify. Consequently, one of the pillars of transformative leadership is the cultivation of moral concepts such as integrity. Additionally, transformational leadership considers social responsibility and employee empowerment. This action results in an increase in self-efficacy among employees (Herman 2007).

For employees to behave ethically, it is essential that they possess a vision for the future. This argument is based on the observation that having a vision inspires employees to behave ethically. As a result of their inspirational nature, transformational leaders inspire a great deal of hope among their followers (Parker 2002). In addition, this leadership style encourages people to act ethically by assisting them in establishing their own identities. Employees are able to identify with their leaders. Transformational leaders can successfully develop a connection between the employees' self-concept and the organization's mission through their leadership (Kidwell & Martin 2008).

Transformational leadership provides various advantages. According to Kidwell and Martin (2008), this leadership style corresponds to a high degree of employee satisfaction. For instance, employees are content with their leaders and their work. Transformational leaders prioritize the professional and personal development of their workers, resulting in soaring levels of motivation and zeal for work and life. Furthermore, transformational leadership fosters a high level of organizational commitment.

Adoption of transformational leadership is especially useful for the development of a robust company culture (Ferrell, p.134). This goal is achieved through ensuring that staff comprehend the organization's mission. Developing an effective organizational culture can contribute to the establishment of ethical behaviors among employees, as the established culture will result in the construction of organizational norms that will guide employees in the performance of their jobs. Transformational leaders also motivate staff to adopt new ways of thinking, resulting in fresh learning opportunities.

Transactional management

According to Schminke (2010), transactional leadership is a kind of leadership in which leaders are concerned with engaging followers in order to develop a connection that contributes to the morale and motivating levels of employees. Transactional leadership is predicated on punishments and incentives administered to followers. Employees are rewarded for achieving a predetermined and mutually understood objective. This kind of leadership considers the moral character of the followers in an effort to help them realize their greatest potential.

According to Kidwell and Martin (2008), transactional leaders are more concerned with their own status quo than the demands of their followers. Personal accomplishments and authority are the primary sources of motivation for transactional leaders. In addition, transformational leaders have a tendency to incorporate the Management-by-Exception philosophy into their duties, which means they frequently avoid corrective actions.

Incorporating optimal cultural characteristics, such as an efficient incentive system and fair treatment of employees, in addition to an employee-centric approach, contributes to the development of outstanding ethics-related behaviors and attitudes among employees. Among the means through which transactional leadership accomplishes this objective is by establishing a series of transactions between employees and leaders. If the personnel meet the planned objective, they may receive wage increases or promotions as a reward (Schminke 2010). Unfortunately, these benefits are simply possibilities; nobody is assured of receiving the same.

The leadership style established by an organization influences the behavior of its employees via the numerous systems implemented into the process. One of these systems pertains to the adopted reward and punishment systems. According to Schminke (2010), a leadership style can be employed to influence and reinforce desired organizational behavior. Leaders drive employees to behave ethically by ensuring that they receive just rewards whenever they adhere to a predetermined guideline. The punishment system, on the other hand, conveys what employees should refrain from doing in their daily operations.

Autocratic administration

This style of leadership is similar to transactional leadership since authoritarian leaders have ultimate control over their followers. In an authoritarian institution, the fact that employees have no opportunity to participate in leadership is one of the greatest obstacles they confront. This is due to the fact that they are unable to voice their opinions to the top management. Autocratic leadership is one of the worst types of leadership since it generates dissension and revolt because employees cannot voice their actual problems.

Due to its rapid decision-making, autocratic leadership can contribute to the development of ethical organizational behaviors. This factor results from the fact that organizational leaders ensure their followers are focused on completing their jobs and achieving the organization's objective.

The disadvantage of this leadership style, however, is that it fails to foster strong relationships between staff and management. This leadership style may result in the development of unethical organizational behaviors, such as a high percentage of absenteeism, according to Brown and Trevino (2006). Therefore, one may argue that certain leadership styles, such as autocratic leadership, can encourage immoral behavior to a certain degree.

Democratic administration

This leadership style aims to create a work atmosphere in which people are supported and encouraged in their pursuit of morality and reason. By adopting this style of leadership, organizations foster high levels of ethical behavior among their employees because they provide them with opportunities to participate in the organization's operations, such as through participation in the decision-making process. The adoption of a democratic leadership style is crucial for the eradication of employee fantasies about their bosses. According to Yiannis (1997), employees may view their leaders as deities, which would have negative impacts on the executive-subordinate relationship.

By requiring employee participation in important decision-making processes, organizational leaders persuade employees to support decision execution. This eliminates any potential employee opposition (Jackall 2010). Employee opposition to the implementation of certain policies can result in the rise of unethical practices. Adoption of a democratic leadership style also adds to the development of ethical employee behavior, as employees have a sense of control over their professional success. This means that employees do not focus their happiness on monetary compensation, and hence, they tend to avoid unethical behavior.

According to Woods (2005), democratic leadership leads to the development of an empowering environment for employees. This leadership style encourages employees to realize their full potential. The democratic form of leadership necessitates that employees uphold a high level of ethical conduct in order to realize their ambition for advancement. Moreover, democratic leadership can impact the ethical behavior of employees by developing efficient cultural, social, and institutional systems. This purpose is achieved in part by ensuring that all staff appreciate the organization's diverse membership. Knights and Wilmott (2007) assert that democratic leadership encourages employees to be more conscientious and to respect the dignity and autonomy of their colleagues. This factor provides the rationale for employees' ethical reasoning and behavior. Therefore, the likelihood of intra-organizational conflicts based on variations in color, age, gender, culture, language, religion, and nationality, among other characteristics of diversity, is eliminated. This results in the formation of a mutually beneficial working relationship (Woods 2005).

Laissez-faire mode of leadership

This sort of leadership comprises a style in which people are permitted to work independently. For instance, employees are permitted to define their own time restriction for the completion of a specific job. However, team leaders give employees with the essential resources and guidance. The majority of the time, executives who embrace this style do not micromanage employee activities. This type of leadership can be highly effective in influencing employees' ethical behavior because leaders constantly observe and provide feedback on employees' actions and performance. Adoption of this leadership style significantly improves the level of job satisfaction among employees. Therefore, the probability of employees

Leadership-Associated Problems And Strategies Global History Essay Help

Milestone 1: Problems & Issues

During the transition stage, organizations face a myriad of issues related to leadership. A change in leadership can disrupt the normal operation of an organization since leaders have a substantial impact on its success. Different tactics and strategies are utilized by leaders to manage organizations. Leaders with comparable leadership characteristics may employ vastly diverse tactics and strategies in their management practices. For this reason, all three parts of leadership, namely leadership style, leadership approach, and leadership strategies, are essential to the organization's operation (Austin, 2012).

After the departure of its founder manager, Mr. Fortuga, Fortuga artisan Inc. encountered a number of difficulties. The leadership deemed it appropriate to give over the organization's leadership to Mr. Jeffers, a known leader. Despite the numerous positive qualities exhibited by the new leader, the organization experienced a succession of problems due to inadequate leadership. The boss was ambitious and driven, but he did not see the value in involving his subordinates in the planning and management process. Large businesses exist because of involvement and collaborative management.

The majority of business transaction participants in large firms such as Fortuga artisan Inc. are competent. The technique that Jeffers employed as the organization's leader could have succeeded in a smaller institution in which all members are dependent on the leader for direction. The leader's strategies and approaches contributed significantly to the organization's issues (Burns, 2014). Jeffers became so preoccupied with operating the organization and pursuing financial success that he overlooked the significance of keeping close connections with his employees. Ninety percent of the problems at Fortuga artisan Inc. were attributable to the divide between the leader and the staff.

The most significant issue at the organization was employee turnover. Jeffers did not see this as a problem, despite the fact that a large number of employees, including senior management, were leaving the business. He had a solution for similar occurrences, and he immediately replaced personnel. Demotivated employees are the cause of employee turnover in every organization. The manager's approach to leading the organization demotivated employees, resulting in increasing rates of employee turnover.

Jeffers was too busy to listen to his workers, even those who were closest to him. The leader did not value employee input and suggestions for organization management. Lack of employee participation in decision-making results in high levels of discontent, which is bad to an organization (Ballantyne, Berret & Wells, 2011). In numerous ways, employee unhappiness can reduce the productivity of a firm. Communication, on the other hand, is the backbone of organizational development.

At Fortuga artisan Inc., the new boss did not communicate with the staff. Employees stated that he ignored them whenever they attempted conversation. According to leadership theories, leaders must maintain their position within the organization by minimizing their personal engagement with subordinates, but not by reducing communication (Fairholm, 2009). As a result, Jeffers' method for maintaining his position was ineffective and lacked strategic planning.

Jeffers' chauvinism sowed discord between men and women within the organization. He replaced female employees with male personnel, thereby altering the firm's gender balance. Under Jeffers's leadership, the organization's policies and culture lost their significance. Members who had remained with the company for an extended period of time valued the organization's rules and culture. The abandonment of such ideals harmed the growth and development of the organization. As a result, employees lost confidence in Jeffers' capacity to effectively run the company.

The 21st century is relatively affluent and well-informed; hence, employees demand leaders who are highly capable. In the case of Fortuga, however, the leader did not meet the expectations of the staff, resulting in bad judgment. Also feeling excluded, the majority of artists departed the association. The artist's withdrawal would significantly impact the organization's financial stability. Another significant issue was the leaders' lack of regard for the workforce. Jeffers did not value employee confidentiality, which is essential to a company's success. Employees are people with personal, social, spiritual, and political requirements (Schein, 2010). Therefore, leaders must provide time for staff to refresh.

All of Fortuga artisan Inc.'s problems stemmed from a weak leadership style, approach, and strategy. Managing new people is difficult; consequently, leaders must evaluate the individuals prior to initiating the leadership process. Different conditions necessitate distinct management strategies. The leadership style matrix assists leaders in determining the optimum styles, tactics, and techniques to employ with various groups of individuals. For example, art involves a great degree of creativity but minimal programming.

Therefore, Jeffers may have managed the organization's everyday operations using participatory or consensus-based methods. In addition, a competent leader is always aware of the situation on the ground. Before one of his employees informed him, Jeffers was unaware that his leadership approaches were unpopular. Such ignorance is a symptom of ineffective leadership and management abilities (Falcone, 2010).

Second Milestone: Leadership Methodology

Leaders employ tactics to manage change and solve organizational difficulties. The success of an organization is determined by the effectiveness of its strategy. At Fortuga artisan Inc., the leader utilized authority and power to effect organizational change. The implementation of this particular technique led to increased employee turnover and decreased productivity. In response, the management established open dialogue with the employee to address the company's issues. Communication is crucial in businesses, especially during transition periods, yet it cannot function alone. To accomplish flexibility, promote sustainability, facilitate successful management change, and advance organization objectives, leaders must employ additional management tactics (Muller, 2011).

Flexibility

The initiative to initiate communication between the boss and the workforce was an ideal strategy for creating organizational flexibility. The company's biggest obstacle was the lack of communication between employees and the leader. However, the leader might apply additional change management and adaptability tactics. Instead of attending private meetings with individuals at different times, the leader can build a communication channel within the organization via which employees can access the management.

The communication platform would provide opportunity for workers and contractual artisans to weigh in on issues affecting their operations inside the organization. Additionally, the leader can build forums where other organization stakeholders can offer advice and suggestions. Open communication empowers individuals to express any concern with their leaders without fear of repercussions (Muller, 2011).

The organization's leadership should design strategies to eliminate unneeded obstacles. Barriers impede the adaptability of corporate operations. Fortuga Inc is a business in the creative industry, which necessitates high levels of originality. Reducing barriers inside the organization will enable employees to implement their innovative ideas, hence fostering organizational growth. A boundaryless structure encourages healthy growth. Reducing barriers will improve departmental communication, hence increasing the organization's efficiency (Thomas, 2010). Organizational flexibility is the root of today's most significant problems. Managers and leaders are obligated to increase organizational flexibility through the development of flexible methods.

Sustainability

The sustainability of an organization is a fundamental management concern. The leader's open communication strategy throughout the organization can only go so far. Open communication requires time to develop and is contingent on the level of employee confidence in their leaders. Lack of faith and confidence in the leader's capacity to lead was a problem at Fortuga. Therefore, Jeffers must devise alternative techniques to increase employee confidence in his leadership.

Establishing trust between the CEO and the staff will significantly contribute to the longevity of the firm. Confident in their leaders and the company, employees are accountable for all organizational operations (Thomas, 2010). In other words, employees who have faith in their leaders utilize the organization's resources effectively for the benefit of the current and future generations.

Enhancing the tangible and intangible support is one of the most effective techniques for promoting the longevity of an organization. Employees and all other members of the company benefit from tangible support such as training and information platforms. Additionally, concrete support improves staff performance in business operations, hence increasing the likelihood of the company's long-term success.

Employees' motivation is increased by intangible assistance such as involvement and ownership. Employees quit their jobs because they do not feel valued. The leader's intangible support can help prevent such feelings and boost the effectiveness of the organization's employees (Austin, 2012). For instance, Jeffers can increase employee involvement with the organization's operations by incorporating collaboration into its operations.

Management Change

The organizational strategies did not promote successful change management. First, the leader hid the planning process from the rest of the company. Instead of communicating with the staff, the leader issued directives regarding the necessary improvements. Negativity and the exodus of both employees and craftspeople resulted from the leadership process. Artists are independent professionals who demand their own place to function.

By employing autocratic leadership practices, Jeffers sacrificed artistic independence. However, the intervention to encourage open communication can facilitate change management. Communication encourages open-mindedness, which enables people to constructively participate to the organization's change (Burns, 2014). Furthermore, open-mindedness removes uncertainty and mistrust between leaders and subordinates. Effective change management will be the result of open communication inside the firm, which will foster a positive working environment for both employees and executives.

Employee training within the organization is another essential method for strengthening change management. Training employees helps market the new organizational objectives to the workers. In addition, a leader can raise employee understanding of the significance of key components of the transition through training programs. People will oppose change if they are not well informed about the reasons behind it.

The utilization of staff surveys can also boost change management effectiveness. In the instance of Fortuga, however, the most effective change management would be achieved through the use of participative management abilities. Teamwork and cooperation between departments can enhance the organization's process of change (Burns, 2014). Rewarding employees can also increase staff motivation and restore employee confidence in the boss.

Organizational Objectives

The management team's tactics and plans jeopardized the organization's objectives. The new leader disregarded organizational regulations. Employee behavior is significantly influenced by the actions of leaders. It becomes difficult for employees to conform to organizational regulations when a leader disregards organizational policy and requirements. In Fortuga, employees chose to leave the organization rather than compromise its beliefs. In addition, the leader's use of authority to encourage employee cooperation severely impacted corporate objectives. The leader's failure to incorporate employees in decision-making made it difficult for the staff to embrace and advance organizational objectives.

Communication, greater participation, and reiteration of organizational goals are a few of the techniques that an organization might apply to achieve organizational objectives. Communication will offer employees with the essential knowledge, so enhancing their abilities and motivation to work towards corporate objectives (Austin, 2012). A restatement of organizational goals will guarantee that everyone is working towards the same objective, thereby boosting the organization's mission. In this instance, the leader of the organization must initiate the transformation process to guarantee that he carries the organization's staff along with him on the path to success.

Milestone 3: Assessment Plan

Performance of employees is crucial to the overall health of a firm. A company's employees' productivity is influenced by a variety of factors. Therefore, executives and management teams inside the firm must devise methods for ensuring that employee performance remains at its highest level. Individual employees' motivation and value systems affect the team's overall performance. The optimal assessment strategy focuses personnel and the entire organization on the firm's business objectives (Falcone, 2010). In addition, assessment strategies reduce the likelihood of fraud and corruption within an institution, hence enhancing public satisfaction. Fortuga artisan Inc. must establish a new evaluation process to assist in meeting employee demands and enhancing the organization's overall performance.

Effectiveness

Employee studies

The tactics utilized by Fortuga Inc. did not in any way encourage staff research. Since the leader did not solicit employee contributions, employee research was unnecessary for the organization. Employees who were passionate about career advancement and organizational achievement were demotivated by the leadership procedure. The leader considered everyone else to be a follower. The remainder of the organization's staff had to heed the leader's instructions. Consequently, staff withdrew from the company and began functioning independently.

The leader had no notion what his employees were doing or how the organization as a whole felt about him. The absence of employee research caused a chasm between the team and management, resulting in low performance (Falcone, 2010). However, the leader's initiative to provide open communication channels enabled staff to voice their concerns. Staff communication was a smart move for the company because it facilitated employee research. Establishing communication throughout the firm would require time, but would ultimately enhance the efficacy of employee research.

Performance metric data

The organization lacked an employee performance measurement metric. The leader felt the people were satisfied with his leadership and would automatically follow him. Jeffers utilized an authoritarian leadership style, requiring subordinates to accept and execute directives. The procedure was ineffective because the organization's employees were highly competent and required their own space to perform. The difficulties facing the organization are a direct result of the leader's ignorance of his employees' activities.

The nature of the art industry necessitates that leaders undertake frequent employee performance evaluations to determine the extent to which employees adhere to the organization's goals. The corporation contracted with numerous craftspeople whose talents and values varied. To connect each artist's performance with organizational objectives, the leader must conduct performance evaluations (Muller, 2011). In general, Fortuga artisan Inc's leadership styles, tactics, and initiatives did not enhance any degrees of organizational effectiveness.

Recommendation

Fortuga artisan Inc. requires a new evaluation strategy to assist with organizational management. As the corporation adopts new leadership methods, the leaders must guarantee that people are doing well in order to achieve organizational objectives. An effective evaluation plan must incorporate employee input and performance metric data with a clear indication of the measured variables (Thomas, 2010). In the instance of Fortuga, the evaluation strategy must aim to address the organization's most pressing issues, including personnel turnover, employee demotivation, and overall performance. In addition, the company must prepare its personnel for leadership positions to facilitate a seamless management transition.

Measuring variables

The primary organizational characteristics that the strategy should monitor are personnel performance, leadership potential, distinctive strengths, motivation levels, IQ, efficiency, and productivity. Measuring employee performance in the aforementioned categories will provide the manager with a comprehensive picture of the individuals he is dealing with, hence increasing the firm's overall effectiveness. As a result, it is vital for organizational leaders to undertake a personal assessment of their team in order to determine their beliefs and guiding principles.

How to conduct the evaluation

The organization can conduct staff evaluations using Cornerstone performance measurement, objective checklists, and one-on-one assessment. The two measurement tools will allow the leader to better comprehend the team and devise more effective intervention strategies.

Interpretation

The leaders will evaluate the feedback and establish strategies for addressing problems of concern. For instance, individuals that have particular shortcomings in certain areas of business operation may attend a performance-enhancing training program. In addition, the leaders will design methods for utilizing diverse personnel abilities to further organizational objectives. Additionally, the leader might devise procedures that reward personnel for performance and general organizational dedication (Fairholm, 2009).

The circumstance at Fortuga is quite perilous. Therefore, the leader must utilize all available measures to increase employee motivation and restore the damaged trust between him and his subordinates. The organization's leadership must also adopt leadership by objectives to guarantee that organizational goals take precedence over individual needs.

References

Austin, D. (2012). Management of human services and organizational leadership within social work practice. Columbia University Press, New York.

Ballantyne, S., Berret, B. & Wells, M. (2011). Reverse planning is a feasible organizational leadership strategy. Rowman & Littlefield Education, Lanham, Maryland.

Burns, J. (2014). Foundations and practices of organizational leadership for Christians. Downers Grove, Illinois: Intervarsity Press imprint IVP Academic.

Organizational power politics strategies in organizational leadership. Santa Barbara, California: Praeger, 2009.

Falcone, P. (2010). A guide to gradual discipline and termination, with 101 examples of documentation for employee performance difficulties. American Management Association/Society for Human Resource Management, New York, New York.

Muller, C. (2011). Employee motivation and incentives at Apple: do incentives encourage employees? Norderstedt: GRIN Verlag.

Schein, E. (2010). Organizational culture and leadership, published by Jossey-Bass in San Francisco.

K. Thomas (2010). Intrinsic motivation is the driving force behind employee engagement. San Francisco: Berrett-Koehler Publishers.

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Apple Company: Efficient Leadership In Business Descriptive Essay Help

Executive synopsis

Effective leadership involves collaborating with the organization's manager to maintain effective coordination throughout the organization. The leader should take the initiative to establish subcommittees inside the organization that address the organization's success. A leader is responsible for evaluating the performance of followers within an organization and rewarding them in accordance with their contributions.

He inspires and motivates people to work diligently and productively. It is also the leader's responsibility to establish the company's standards and goals, which must be met by all followers. Additionally, the leader mitigates risks inside the firm by distributing resources effectively to achieve the desired outcomes. Continuously teaching the organization's followers to increase innovation within the organization increases the organization's productivity.

Introduction

Leadership is crucial to the success of any business, regardless of its field of production. Exceptional leadership enables individuals, groups, and the entire company to adapt to changing circumstances and recognize their value (Adetule, 2011). Change is a significant obstacle for many firms; consequently, effective leadership is necessary to ensure that employees can adapt to the new work demands.

In order to thrive in today's highly competitive economic world, modern firms want their executives to be inventive and extremely informed (Annabelle, 2006). In this study, a case study of Apple Company was used to investigate the topic of leadership. Apple Company leads the technology industry in terms of service delivery and service quality.

Steve Jobs developed and managed the company; he was regarded as a visionary leader with exceptional leadership and managerial abilities. Innovation is one of the company's defining characteristics. The success of the corporation, which has dominated the technological market for numerous years, has been credited to Steve Jobs' leadership characteristics. As a leader, he established a number of tactics for guiding the organization to the next frontier (Flint, 2012).

Steve Jobs' biography

Steve Paul Jobs is his full name, and he was born on February 24, 1955. His birthplace was San Francisco. Syria-born Abdul Fattah Jandali was the name of his father. His mother, Joanne Carole Schieble, was of mixed German and American descent. The conflict between Joanne's family and Jandali's family arose when her parents opposed her marriage to a Muslim; thus, she moved to San Francisco, where she gave birth to Steve.

She placed Steve up for adoption with a different family (Clara and Paul Jobs). The family relocated to the community of Mountain View Estate. At a young age, Steve became interested in the realm of technology due to the location's association with numerous semiconductor businesses (Clawson, 2011).

When Steve was 13, he met Stephen Wozniak. Wozniak was a master of electronics who devoted much of his time to electrical projects. Steve's partnership with Wozniak stimulated his interest in electronics. He enrolled in college at age 18 but dropped out to work for a video game production firm.

Steve, Wozniak, and Ronald Wayne eventually founded the Apple Computer Company. Wozniak has the ability to create computers, while Steve possessed the ability to promote and sell them; hence, the two created a fantastic team. Steve located an investor who contributed $92,000 to the company. They subsequently engaged a professional CEO (Mike Scott) to manage the company's activities. Steve continued to contribute to the growth of Apple Company via hard work and innovative leadership from 2005 through 2011, when he was appointed CEO. As CEO, he received numerous accolades, and the company continued to grow and expand substantially. Later, in 2011, Steve Jobs resigned as CEO and died after a brief illness.

Steve Jobs, a contemporary leader

Numerous academics argue that Steve Jobs's leadership abilities arose from his early interest in technology. Steve was so preoccupied with electronics that he honed his managerial skills in accordance with his passion for technology. Steve possessed a mentality of a winner from an early age and handled his duties as CEO with zeal and commitment. These abilities enabled Steve to convert Apple into a global icon in the computer manufacturing industry.

The corporation grew in both size and worth. Apple was the first business to develop a Windows-compatible Mac. Steve Job also invented the mouse, which has since gained worldwide popularity among computer users. In addition, Steve contributed to the film industry by generating numerous box office hits. Steve Jobs's battling spirit allowed him to withstand cancer for a longer period of time. Even though he had failed in the past, he was determined to persevere, demonstrating a battling spirit (Clawson, 2011).

Steve Jobs is still recognized as a genius and an idealistic leader; these qualities were intrinsic to his character. He was open-minded, a perfectionist, passionate, flexible, personable, and very persuadable, among other notable characteristics. A firm of Apple's size requires the best leadership supported by a strong organizational culture that fosters a feeling of identity and homogeneity throughout the organization.

Steve Jobs was able to develop a distinct corporate culture that allowed Apple employees to be recognized at a glance. Steve Jobs's personal characteristics provided the foundation for the company's culture. Steve Jobs's success stories inspired and motivated a large number of individuals, including Apple employees and customers from around the globe. Inspiring and motivating people to work hard was part of his ideology; this propelled the organization well ahead of its competitors.

Steve Jobs is placed in the same category as the world's contemporary successful leaders. The manner in which Steve performed his job was affected by his personality. Steve had a bunch of really devoted employees who did not care if he was sometimes harsh with them. This was due to the fact that Steve was an inspiration to many employees and a role model. Steve never gave up, regardless of how difficult the issue appeared, and he was a perfectionist in everything he accomplished.

Steve is credited with instilling Apple Company with a tenacious mindset by introducing the entrepreneurial, leadership, invention, and innovation techniques. Steve's straightforward approaches to his work yielded excellent results, and he was ultimately accountable for his success or failure. Consistently, Steve was able to motivate his colleagues to go the additional mile and accomplish the insurmountable; he did so by giving frequent motivational and inspirational speeches (Clawson, 2011).

Steve Jobs was a major proponent of face-to-face communication due to the fact that it is direct, dependable, and provides quick feedback. He did not have enough faith in conducting business over the telephone. As a leader, Steve Jobs divided his workforce into small groups of exceptional individuals who were assigned difficult assignments but still produced the needed outcomes. Steve Jobs shown his leadership prowess in the extremely competitive corporate environment of the twenty-first century. He possessed the skills, personality, and identity of a true leader capable of commanding influence and administration.

Leadership is a subject that captivates the interest of many individuals throughout the world. All parts of an organization are dependent on the caliber of its leadership. The leadership example of Steve Jobs demonstrates how every firm may benefit from a visionary and transformational leader. Steve Jobs's leadership success was consistent, unlike that of other leaders whose success is sporadic.

Steve Jobs' leadership style might be characterized as adaptable, concentrated, imaginative, and inventive. He was impractical because he never supported imitating what was prevalent in the market at the time, as he generally believed that the company had the ability to propose something new. Jobs had a unique perspective, since he was certain that his representatives would astonish the world with new innovations, in contrast to other leaders who believed that a common occurrence might be accomplished in an unexpected way.

As an example, he oversaw the development of the iPad, which has altered the way corporations operate. Steve was an exceptional leader who took the time to know client requirements and design a product to meet them using the organization's available resources. However, Tim Cook is an individual who believes in a concerted effort. Tim Cook has assumed responsibility for that item, and modification is assured by continuous testing (Gallos, 2008).

Applications of leadership theories by Steve Jobs

Among the several hypotheses, the transformational-transactional hypothesis stands out as the most prominent. Transformation and transaction, for instance, are seen as the two essential pillars of leadership. Transformational leadership is extraordinary compared to transactional leadership, which is merely average. Transactional leadership entails a give-and-take relationship in which followers provide their efforts, output, and loyalties and are rewarded according to their participation. Transformational leadership, on the other hand, is when the leader instills a sense of knowledge and consciousness regarding the organization's vision and provides followers with motivation and inspiration to achieve it (Abbas & Asghar, 2010).

Transformational leadership and value-based leadership are differentiated by a leader's ability to influence his or her followers. A transformative leader uses his character and principles to inspire and encourage his followers. On the basis of the notion of transformational leadership, the leader and followers collaborate to raise each other up. Motivation from the leader will cause the followers to have faith in and respect for the leader.

Motivation also enables followers to prioritize by focusing on the organization's goals rather than their own personal ambitions for the organization's success. Transformational leadership aims to instill a new perspective in followers so that they alter their methods and procedures to attain the desired outcomes (Annabelle, 2006).

Transformational leaders are distinguished by their exceptional nature. Steve Jobs was a transformative leader due to his charisma, motivation, intelligence, and care. Being charismatic enables the leader to have a clear vision and strategy for the organization and instills the same vision and strategy in the minds of the followers so that they can share the same mission. In a similar manner, charismatic leadership encourages followers to feel trust and pride in the organization and in the leader, and hence opt to serve the organization's interests rather than their own.

The second characteristic of a leader, being a motivator, typically goes hand in hand with charisma. The leader's ability to establish higher organizational standards serves as a source of motivation or inspiration for the followers (Bell, 2005).

Steve Jobs inspired his followers by telling them success stories and by being positive and optimistic about the organization's future. He reassures his followers that the future is always bright and that with diligence and perseverance, anything is possible. Assigning a difficult assignment to a follower provides them with motivation. These tough tasks are designed to broaden the followers' perspectives and strategically position their minds to be receptive to new methods of functioning.

Intelligent is the third quality of a transformational leader. Typically, a leader demonstrates this by proactively introducing and controlling new thinking and ideas within the firm, while progressively abandoning the old ways of doing things. Followers will now be equipped with improved methods for resolving circumstances and scrutinizing previously ignored data (Blanchard & Cathy, 2002).

The fourth characteristic of a transformational leader is care for the followers' welfare. The followers must be equipped with the proper training and mentoring programs. By delivering great leadership to the followers, the leader is better positioned to act as a mentor. The leader must have a thorough understanding of the followers in order to determine what type of empowerment is appropriate for them. The leader should treat the followers with respect and guide them down the correct path so that they can achieve both their individual and organizational objectives (Daft, 2005).

Transactional leadership entails a give-and-take scenario in which the leader pays followers rewards proportional to the value given to the firm. The followers are awarded for their compliance and dedication to the organization's goals and objectives. The leader directs and supervises the completion of tasks in the organization by the followers to ensure that the organization's goals are realized. In order to attain organizational greatness, the transactional leader elucidates the optimal course of action. In addition, the leader implements measures to eliminate any obstacles and impediments that may prevent followers from reaching these objectives (Hughes, et al., 2015).

Typically, transactional leaders exhibit both profitable and corrective behaviors. Profitable acts entail rewarding organization members, whereas corrective measures involve setting the group's code of conduct. The leader gives incentives that serve as rewards for the followers since the followers anticipate being recognized for outstanding achievement. The clear framing and clarification of organizational objectives, along with the availability of appropriate incentives to acknowledge success, will inspire followers to exceed expectations. Corrective activities include setting compliance guidelines and how to address unsatisfactory performance.

In addition, it requires the precise specification of the punishment for a badly performed task. Transactional leadership is a style of leadership that demands regular monitoring for inefficiencies, errors, or flaws, as well as the identification of appropriate corrective steps. Excellent performers receive compensation commensurate with their accomplishments (Hughes, et al., 2015).

How I would lead otherwise

If I were a leader, I would apply the situational leadership approach. I would utilize a variety of leadership techniques to manage the circumstance at hand. My leadership style will ultimately be embraced because it is backed by the followers and is also appropriate for the current scenario. The direction of the leadership style will be determined by the growth level of the followers.

Steve Jobs had influential personal characteristics.

Corporate Social Responsibility Codes’ Importance Free Essay Help Online

Introduction

In organizations worldwide, social responsibility and ethical propriety are often addressed topics. It is not sufficient for businesses to be money-making machines that adhere to the law; they must also be accountable for citizens who respect one another (Tai & Chuang 2014). All of the company's actions and decisions should have a good impact on the environment, its employees, its customers, and the various communities it serves. Organizations are compelled to create codes that make the stakeholders' acceptance of mutual norms a crucial step.

However, not all businesses adhere to these standards, calling into doubt the significance of corporate social responsibility. Companies can establish their own objectives, norms, and responsibilities without considering the effects of globalization and the growth of international links. Already, technical advancement and the ability to access the Internet from different parts of the world have altered how businesses might be formed. Consequently, a pressing question arises. Should corporations sign corporate social responsibility codes? This paper seeks to evaluate the significance of the codes of corporate social responsibility by analyzing environmental issues such as carbon footprint, plastics logistics, and glass recycling, as well as social issues such as corporate brands, labor conditions, consumer learning, and organizational content of Facebook, YouTube, Apple, and other companies through the lens of the existing ethical theories based on rights, utilitarianism, relativism/objectivism, and deontology.

The Importance of Corporate Social Accountability

Modern businesses can enhance their offerings in numerous ways. However, despite the available possibilities, it is essential for businesses to maintain their moral character and understand how to safeguard and promote the social good. Therefore, corporate social responsibility has enhanced the competitiveness of the business environment. Carroll (2015) characterizes this sort of accountability as "a product of the post-World War II era" resulting from "the changes in social consciousness that culminated in the 1960s" (p. 87). Moon (2014) defines corporate social responsibility as either an oxymoron or a subversive ideology that assists in comprehending the essence of business-society ties. Corporate social responsibility is a word comprised of several compounds. However, it is erroneous to suppose that the responsibility is unilateral. Corporate social responsibility outlines the legal, ethical, financial, and economic obligations of both sides in business connections (Chandler & Werther 2014; Takkar 2015). Once a corporation has defined its corporate social responsibilities, it is simple to determine which actions are suitable and which acts should be avoided in order to promote social and organizational well-being.

Social responsibility is a manifestation of customer respect. If a firm abides by the norms of corporate social responsibility, it can generate substantial profits. Despite the fact that many individuals recognize their duties, they are unable to apply similar attitudes and ways of collaboration in the corporate world. In light of such disagreements and the lack of a unified stance on corporate social responsibility, the identification of codes becomes a significant competitive factor for businesses worldwide (Financier Worldwide 2015). Responsibility policies aid in identifying which components can improve an offering for various clients.

Moral Theories

Some company leaders continue to dispute the necessity of corporate social responsibility by focusing on commercial performance, suitability, and the coexistence of financial and moral rewards. Frederiksen and Nielsen (2013) propose combining instrumental and ethical approaches in order to appreciate the essence of corporate social responsibility in terms of the rights theory and the utilitarian principle. In the application of normative stakeholder theory, which examines the interactions between corporate suppliers, customers, leaders, and employees, utilitarianism can be a useful moral approach (Nikolova & Arsic 2017). Chakrabarty and Bass's (2015) and McCleskey's (2014) research demonstrates that corporate social responsibility may also be appropriately integrated via the deontological class of theories. However, research presented by Crowther (2017) demonstrates that it is possible to unite all ethical philosophies, such as deontology, utilitarianism, relativism, and objectivism, in order to develop a solid understanding of ethics in business relationships and the promotion of corporate social responsibility codes. All of these ideas are distinguished by distinct concepts that pursue a single objective – the avoidance of bad societal outcomes.

Philosophy of Rights

Human rights play a crucial role in the formation of commercial partnerships and in the comprehension of corporate social responsibility, labor rights, and the potential influence on the environment. 1948 saw the introduction of the Universal Declaration of Human Rights, which establishes the relationship between companies and the rights individuals must take into account when using or providing services (Giuliani 2016). Human rights are typically presented as fundamental issues regardless of a person's gender, age, sexual orientation, nationality, or geographic location. Companies that have worldwide business partnerships cannot overlook human rights concerns.

Several decades ago, Nike weathered a wave of significant arguments and misconceptions when it was accused of encouraging sweatshops and child labor as the most successful multinational corporate example (Bain 2017). As soon as such conditions were established, Nike was required to take steps to enhance its reputation and demonstrate an alternative strategy. The corporation began issuing annual CSR reports that detail the working conditions at each of its plants (Newell 2015). Within a short amount of time, numerous businesses established their own reports to clarify the working circumstances for employees. ABInBev (2016) prioritizes human rights principles and the company's stance on underage labor or illegal workers. However, Frederiksen and Nielsen (2013) acknowledge that most organizations do not lie or steal formally, and that it is difficult to determine what actual behaviors are selected in the workplace, whether human rights are respected, and whether employees are content with the conditions provided.

Such corporations as ABInBev and SABMiller promote eco-friendly recycling and renewable production in order to ensure the safe logistics of plastics and glass (that is a part of sustainable development theory). Still, the actual circumstances under which individuals must recycle things are unknown to millions of people. Therefore, from a human rights viewpoint, all organizations with the ability to evaluate the ideas and attitudes of all stakeholders must promote the development of corporate social responsibility codes.

Utilitarianism and the Theory of Normative Stakeholders

The success of a corporation is contingent on its capacity to meet social and workplace needs. Numerous leaders choose for utilitarianism. Fryer (2014) defines utilitarianism as the process of resolving morally sensitive situations by analyzing the effects of alternative acts and identifying the direction in which the most benefit can be reached. Even if a modest number of benefits can be identified, utilitarianism should be selected as the guiding philosophy (Carroll, Brown & Buchholtz 2017; Crowther 2017). Utilitarianism is a fundamental component of the normative stakeholder theory that emphasizes the responsibilities of a business and those of society. Freeman was the originator of the stakeholder theory. Midway through the 1980s, he defined stakeholders as the principal actors of bilateral connections that can be developed between a company and its relevant group (a stakeholder), the representatives of which may influence or be influenced by the firm's actions and accomplishments (Martinez, Fernandez & Fernandez 2016).

A business must consider the interests of all prospective stakeholders and maintain a balance between what is permissible and what must be avoided. For instance, the stakeholder theory can be used to explain the marketing of smartphones to anyone, especially children aged 4 to 8 years old. Some parents who wish to divert their children turn on their cellphones and engage them in viewing a movie or playing a game as the simplest method. Purchasing a smartphone is an effort by some parents to maintain contact with their offspring. Nonetheless, some parents wish to keep their children from using technology but are unable to do so due to fashion, current habits, and regular contact with other youngsters. It is difficult to find a balance between different stakeholders, and stakeholder theory must be debated with other theories such as sustainable development and human rights.

Facebook is one of the businesses that utilizes its CSR policy to support social media business and satisfy stakeholder interests. Due to the global scale of the organization, Facebook must deal with millions of stakeholders, such as advertisers, users, and staff, who produce billions of interests and enhance its interactivity via consumer learning (Cortado & Chalmeta 2016). This organization does not breach the rules, but instead creates its metrics to provide clear explanations of what to anticipate from the organization and its material. YouTube is another famous social media network that takes stakeholder theory into account when predicting desirable CSR content (Bonson & Bednarova 2015). It is feasible to contact more individuals and foster trusting and dynamic connections between the organization and its stakeholders if several categories of stakeholders are recognized. This idea is strongly related to the theory of human rights since ignoring the interests of stakeholders is a form of right denial.

Deontology

Due to the existence of good and wrong choices, the deontological viewpoint is used to demonstrate the significance of absolute ethical norms (Crowther 2017). Nevertheless, compared to other theories of corporate social responsibility, this idea remains unstable because it does not define what is wrong and what is right. For instance, maintaining responsibilities is an ethically correct action. A firm has an ethical obligation to keep its promises and develop brand loyalty by being honest with its customers (He & Lai 2014). Nonetheless, it is impossible to answer such problems as what obligations must be upheld and what pledges cannot be maintained in light of this philosophy. Additionally, the use of deontological theory might impact the implications of other theories, such as human rights or normative stakeholders. The work of the Nestle Company provides an illustration. To support a healthy lifestyle, an eco-friendly environment, and consumer loyalty, Nestle (2016) continues to honor its commitments and promote its corporate brands and shared values. Nestle must simultaneously uphold its commitments and promote a supply chain free of child labor and employment conditions breaches (Smallwood 2015). Consequently, a deontological approach can be utilized to support the concept of corporate social responsibility. However, it cannot be used alone and must be supplemented with other theories.

Sustainable Development

In order to demonstrate the significance of corporate social responsibility, numerous studies and businesses utilize the notion of sustainable development to balance their current organizational demands with future or historical potential. Typically, numerous environmental issues are utilized to demonstrate the significance of sustainable development. For instance, SABMiller organizes activities for its sustainable future in which land use for the corporation is considered, recycling trash and carbon footprint are evaluated, and social development is encouraged (Ellen Macarthur Foundation n.d.). Many other firms, such as ABInBev and Apple, also want to promote sustainability, and their executives are willing to do more to maintain a safe environment and encourage people to create and use the greatest services (ABInBev n.d.; Apple 2017).

Numerous international organizations pursue sustainable development, and the G20 can serve as a model for addressing economic instability and promoting prosperity. The G20 is an international organization that was established in the late 1990s to unite diverse economies and stabilize global connections (Mustafa 2017). TESCO (2018) pursues similar objectives and contributes to addressing diverse social concerns and supply chains in order to empower employees and drive progress. When firms select this idea to promote their corporate social responsibility standards, they must keep in mind that development in one field may have bad consequences in another industry, and that human rights and utilitarianism must be considered to make the best option. Similar to deontology, this idea can partially justify adherence to codes.

Objectivism and Relativism

Relativism and objectivism are the theories that deal with universal truths and the determination of moral standards, in contrast to the previously listed theories and values. These theories are opposites of one another. Relativists deny the existence of some universal truths, but objectivists think that, despite the diversity of moral standards, it is vital to identify and adhere to a set of universal principles (Crowther 2017). Relativism is comparable to a deontological viewpoint in which things can be categorized as right and bad. The only difference is that relativists can support both parties with their erroneous and right views and claim that they are all correct in their own way, as there are no universally accepted standards. People are free to decide for themselves what is wrong and right, reducing the amount of ethical discussions and the need to seek a rationale. Cultural context is the only reliable source of data (Mele & Sanchez-Runde 2013). The advantage of this theory for corporate social responsibility is the opportunity to develop numerous models of corporate governance and to rely on a variety of impartial assessments (West 2016). In light of the humanistic perspective and the need to respect one another's rights, relativist theory can be used to establish corporate social responsibility ethics. In contrast to other theories, it contributes to a number of misunderstandings introduced by a community or foreign partner.

Objectivism is an effective strategy for addressing a company's economic and ethical disparity (Dent & Parnell 2015). It establishes the norms by which different cultures can be compared, and it provides the organization and its stakeholders with a single guideline or value. Globalization is an opportunity to create business ties on a global scale, but if each organization begins defending its own interests and promoting its own benefits based solely on the belief that their stance is correct, there is little likelihood that cooperation will yield favorable results. A solution for international partners is objectivism. Still, considerable time and effort are required to reach a resolution that is acceptable to all parties.

Conclusion

In general, the study of various ethical theories demonstrates that ties between businesses and society can grow in a variety of ways. It is difficult to distinguish between the duties of a firm and those of society. Therefore, it is comprehensible why so many businesses continue to find it difficult to make final decisions regarding corporate social responsibility guidelines. On the one hand, these codes can serve to define common principles and standards by which businesses can work and cooperate with various stakeholders based on deontology or objectivism. On the other hand, ideologies such as universal rights, sustainable development, and normative stakeholders may be in conflict with one another, generating new challenges and concerns in commercial interactions. To understand if it is necessary to subscribe to codes of corporate social responsibility, a company has to forget about “black-and-white” decisions and outcomes and realize that the corporate

The Impact Of Ethics On Organizational Culture Global History Essay Help

Table of Contents
Introduction Literature Review Results and Suggestions Conclusion Bibliography

Introduction

The concept of corporate culture has traditionally been the topic of heated discussion. Even while experts and organizational leaders have all agreed that organizational culture exists and influences the development of workplace behavior, there is no consensus regarding the concept's precise definition. Due to the importance of focusing on the positive changes firms may make by adopting the ethical norms associated with organizational culture, it is unlikely that defining organizational culture will be of any help to businesses. These ethical norms support the formation of distinct cultures that aid in defining employees' duties, relationships with one another, and customer service methods. In this study, the emphasis will be on studying the function of ethics in forming positive organizational culture and behavior.

If businesses want to achieve success in their endeavors, they should invest in the establishment of an organizational culture that guides their decision-making at every level. Ethics played a significant part in forming the organization's culture since it enabled the equitable allocation of authority and shared accountability among stakeholders (Ardichvili, Mitchell, & Jondle, 2008). In addition, ethics promotes the creation of a code of conduct that specifies how particular activities and processes should be implemented. In addition to playing a vital role in the maintenance of the organization's culture, it has been determined that ethics will also play a significant role in this According to Ravasi and Schulz (2006), businesses that fail to build their own organizational culture face a variety of productivity- and ethics-related challenges, such as the inability to enable cooperation and persuade workers to accept their duties.

On the basis of a review of the relevant scientific literature, the importance of ethics in fostering organizational culture will be examined in this paper. In the literature review part, the most important points of the research articles will be summarized; in the findings section, the major findings will be provided; and in the recommendations section, a number of the reviewed literature's significant discoveries will be mentioned. The purpose of this study is to reach a conclusion regarding whether or not the incorporation of ethics into the organizational culture of a firm could result in actual benefits.

Literature Review

Researchers from several disciplines have reached the conclusion that the performance of an organization is closely tied to the behavior of its personnel in a corporate environment. For example, Terec-Vland and Cucu (2016) asserted that the reinforcement of moral ideals within an organization could lead to the increased economic activity and sustained economic success of a corporation.

Ravasi and Schultz (2006) similarly investigated organizational culture, but in the context of sensemaking within organizations. The researchers determined that the incorporation of corporate culture into day-to-day operations would enhance cultural expression components such as stories, rituals, values, assumptions, and interpretive beliefs, among others (Ravasi & Schultz, 2006). This implies that the manner in which employees do various tasks and their attitudes toward one another and management will have a substantial impact on the business's viability (Nguyen & Watanabe, 2017). Mitrovic, Grubic-Nesic, Milisavljevic, Melovic, and Babinkova (2014) investigated the impact of corporate culture on managers' attitudes.

The researchers utilized leadership theories to assess whether managerial attributes (such as openness, trust, proactivity, collaboration, etc.) contributed to the development of an effective organizational culture. Different managerial styles and attitudes were discovered to influence the perception of organizational culture and its impact on a company's effectiveness. The context in which managers operate also influenced the formation of organizational culture and its aspects. According to Mitrovic et al. (2014), manufacturing industry leaders rated the cultural characteristics of confrontation, openness, cooperation, and autonomy as poor. Managers of service firms rated the aforementioned dimensions as being even lower (Mitrovic et al., 2014). Therefore, the researchers found that managers had limited knowledge of the advantages of organizational culture and the ways in which their organizations could improve it by adopting methods to increase effectiveness and enable retention.

Nakano (2007) also investigated the significance of establishing an ethical organizational culture and discovered that corporate-conscience-based governance and the building of business ethics through the sharing of values are more effective. The author cited Japan as an example of a country in which the notion of corporate governance has been given a concrete meaning in order to enhance organizations' attitudes toward ethics and the establishment of organizational cultures that foster higher performance. Such findings were reinforced by Rakichevikj, Strezoska, and Najdeska (2010), who emphasized the significance of human resource managers understanding the official cultures of their firms, which employees are expected to adhere to by demonstrating particular practices, language, attitudes, and values. Conclusion: Without ethics as a part of their corporate cultures, organizations will struggle to achieve their aims and goals.

Scholars, organizational executives, and even employees have given the topic of organizational culture a great deal of attention in recent years. Gorondutse and Hilman (2016) found a "significant causal relationship between organizational culture and the performance of SMEs" (small and medium-sized firms) (p. 505). Researchers discovered that when firms fail to cultivate their cultures, their strategic ambitions and goals are less likely to be realized. Also, the perceived level of ethics in an organization was found to be connected with employee performance. This implies that "the more managers/owners perceive they receive benefits comparable to the resources they spend on social behavior, the more likely they are to continue engaging in it" (Gorondutse & Hilman, 2016, p. 520). Thus, upper-level managers should assume responsibility for fostering an organization's culture through the use of rewards and sanctions. These findings are reinforced by Slavica, Leposava, Stevan, Boban, and Zuzana's (2014) research on the role of managers in assessing and fostering the desired organizational culture within businesses. The researchers found that the establishment of organizational culture should be tailored to the demands of each company and aligned with ethical principles that are deemed acceptable.

Ardichvili, Mitchell, and Jondle (2009) highlighted a number of ethical corporate culture qualities that should be embraced by senior leaders. These traits include identifying corporate principles and missions, assuring the participation of important stakeholders, and demonstrating effectiveness and honesty while making pertinent decisions.

Sinclair (1993) analyzed the benefits of organizational culture as a means of enhancing current ethical ideals and attitudes and presented significant study findings. The study observed that when an organization's culture is established, all employees in managerial positions – whether they are junior supervisors or senior executives – are obligated to ensure that everyone understands their culture. Managers are accountable for supervising the consistent application of ethical values and standards.

When considering the enforcement of an organization's ethical policies, it is crucial to recognize that those unable to adhere to the established standards should be held accountable for their violations. Nevertheless, some experts argue that not all deviations from established standards should be punished. According to Campbell and Gorits's (2014) article "Culture corrupts! A qualitative study of organizational culture in corrupt organizations," there is a disconnect between how managers and their employees perceive organizational cultures. Therefore, any deviation from the norms should be studied, and employees should be asked why they acted in the given situation. To avoid circumstances in which employees are scrutinized for failing to adhere to the established organizational culture, moral responsibility and shared values must be acknowledged as indispensable. Dempsey (2015) stated, "Since certain corporate values or culture will predictably encourage wrongdoing by members, all those who participated in that culture will acquire a degree of moral responsibility for the resulting wrongdoing." This arises as a result of the formation of common ideals that connect all employees inside a business, with employees providing one another with reasons to adhere to these principles.

Findings

Exploration of relevant literature on the topic of ethics in organizational culture revealed that businesses should review their existing cultures and make modifications based on ethical considerations and needs. It was demonstrated that the construction of an effective organizational culture could improve employees' attitudes toward their obligations and promote the sharing of information aimed at enhancing existing procedures. In this section, the following four important conclusions of the review will be presented:

Organizations must consider establishing ethical cultures within their business contexts; senior management must assume responsibility for shaping and fostering ethical cultures. Close communication is required between managers and employees in order to facilitate the sharing of information regarding the implementation of culturally acceptable techniques. When promoting corporate cultures, businesses should avoid corrupt methods.

A review of the research literature on the significance of establishing effective organizational cultures through the application of ethics revealed that without such efforts, businesses would be unable to survive in the modern competitive environment, which requires businesses to outperform one another in order to acquire a large customer base. In such competitive situations driven by innovation and constant change, clients are interested in distinctive products and services that may provide them with value. In order for businesses to offer such services and goods, it is necessary to implement not only successful production and marketing strategies, but also staff attitudes, morale, and values, which influence the performance of a company.

As evidenced by the findings of the literature review, ethics is a vital component of an organization's culture that can influence how businesses consider themselves and what objectives they intend to accomplish. In addition, businesses now have a greater motivation to be ethically responsible for the behaviour of their staff in order to create a positive public image that attracts customers or investors. It is vital to note that modern organizations have made ethics a major part of their organizational culture in order to ensure that they treat their employees fairly, respect the special nature of the marketplaces in which they operate, and serve their customers with fair market practices. Thus, firms should consider ethics in order to not only become competitive in their field, but also to ensure that internal processes are under control.

The senior management should be accountable for ensuring that unethical acts within firms are avoided at all costs in order to achieve the desired goals and objectives. Given that management is responsible for establishing organizational goals and ensuring that employees do everything in their power to achieve them, it stands to reason that organizational culture and proper ethical principles would also play a role in the performance of their employees.

Last but not least, it was determined that corporations should implement sanctions for unethical behavior. For instance, if an employee violates the company's ethical requirements, they should be disciplined accordingly. Although not all activities warrant punishment, managers should evaluate the conduct of their staff and utilize reinforcements (e.g., incentives) to ensure compliance. In addition, the literature review revealed that the use of corruption to promote ethical practices in organizational settings could have severe repercussions: when a company is corrupt, it is nearly impossible for its employees to adopt ethical practices because everyone is focused on achieving personal gains at the expense of the organization. Overall, the literature study revealed that ethics was an essential component of corporate culture for directing the values and attitudes of managers and their subordinates.

Recommendations

Researchers who researched the significance of corporate cultures in fostering greater performance advocated for the incorporation of ethics into daily routines to enhance both economic performance and public image (Terec-Vlad & Cucu, 2016). The majority of researchers believed that firms' top management should be accountable for promoting ethics (Gorondutse & Hilman, 2016; Ardichvili et al., 2009). Managers should gain a thorough understanding of their organization's mission and vision, and establish its culture in a way that will allow it to surpass its competition. While all employees in a firm, regardless of position, might monitor the formation of beneficial beliefs and practices, the top management could encourage actions aimed at enhancing the ethical standards inside the corporate environment. In addition, managers' understanding of the significance of integrating ethics into organizational culture can vary based on their education on the subject and the prevalence of corrupt practices that limit ethical behavior within businesses.

A sustainable competitive advantage is associated with an organizational culture that supports ethical behavior because of the necessity to differentiate products or services that are appealing to potential customers. Since the majority of businesses differentiate primarily on quality or pricing, new differentiation strategies are required. Importantly, the development of a distinctive organizational culture is something that cannot be replicated by other businesses, making the establishment of a culture based on suitable ethical principles crucial. Strong organizational culture will not only help a company separate itself from competitors, but it will also attract and maintain loyal consumers and employees, and aid to the creation of trustworthy relationships with business partners.

The majority of researchers whose studies were included in the literature review also emphasized the need of ensuring that management establishes good communication methods with their staff in order to improve information sharing. This implies that managers should be accountable for articulating the values and behaviors that employees are expected to show in accordance with the organization's established culture. Employees must be aware of what is expected of them and why certain cultural behaviors should be adopted while others are removed.

Lastly, it is important to note that the researchers emphasized the need of eradicating corrupt behaviors that inhibit firms from creating an ethical culture in their existing contexts (Campbell & Goritz, 2014). It is crucial to warn staff about the repercussions of corrupt activities, as the majority of such actions originate with upper management. Corruption is regarded unethical, which means that it can impede the formation of an organizational culture that enhances performance and distinguishes a company from its market competitors (Stucke, 2013). The researchers who examined the significance of ethics in the establishment of an organizational culture came to the conclusion that managers should contribute to the development of values, mission, and ethical practices to facilitate enhanced performance and the attainment of a competitive advantage in the industry in which their companies operate.

Conclusion

For the attainment of strategic objectives and aims for successful development, researchers have conducted substantial research on the ideas of ethics and organizational culture. The review of the relevant literature showed that every company faces some challenges in both internal and external operations that could be extremely disruptive if not handled appropriately. Organizational success is regularly defined by the extent

Business Ethics And Efficiency Relationship College Essay Help Nyc

Executive Synopsis

This analysis seeks to determine whether strong business ethics and high corporate social responsibility have an effect on business productivity and employee satisfaction. These two principles provide a consistent framework for examining the interactions between the organization and the communities in which it operates. The findings imply that firms with strong business ethics and social responsibility have increased efficiency and, consequently, superior performance. In addition, organizations with higher levels of business ethics and socially responsible activities have higher levels of consumer satisfaction, which adds value to the company's stockholders. In this sense, socially responsible behavior takes into account the ethical practices of the organization. The notion incorporates all strategies that companies implement to optimize their resource management efficiency and foster positive relationships with their customers, staff, and shareholders.

Introduction

Corporate social responsibility and solid corporate ethics are crucial to the success and development of the organization. Most businesses concur that fostering excellent ethical standards and social responsibility is one of the most important factors in their success (Starcher, 2010). Social responsibility and strong business impact have a direct impact on corporate effectiveness, reputation, and employee relations. Incorporating strong business ethics and social responsibility into the goal and vision statement of the firm is the first step in promoting these values in the organization's general conduct and procedures (McWilliams & Siegel, 2000). In addition, human resources must incorporate training programs into their hiring practices and educate staff on the significance of having strong business ethics.

Multiple research findings demonstrate that strong business ethics and social responsibility foster trust among firm stakeholders, which in turn promotes staff efficiency and productivity. Additionally, strong corporate ethics enhance the efficient and effective use of a company's resources (Miller, 2011). It has also been determined that there is a direct association between corporate social responsibility and economic performance. This indicates that businesses that practice social responsibility have a positive reputation. Good reputation results in increased profitability and long-term advantages for the business. In addition, a positive reputation boosts public confidence in the company's products and services, resulting in greater sales (Miller, 2011).

Therefore, it is essential for the firm or any other business to begin practicing excellent business ethics and social responsibility as early as possible in order to establish positive reputations. The outcomes of this study reveal that growing businesses struggle to build their reputations, particularly those that already have a poor public image (Fukami & Groove, 1997). Companies with negative reputations struggle to strengthen their social responsibility activities, but the negative public perception persists. In order to gain the public's trust, which is typically tough to do, it is advisable for businesses to launch at the appropriate time.

Research Findings

Impact of business ethics and social responsibility on corporate reputation and performance

Currently, businesses have raised their investments in ethical practices and included corporate social responsibility into their strategic planning procedures. This demonstrates the significance of corporations in affecting not only the lives of its stakeholders, but also the lives of the communities in which they operate (Griffin & Mahon, 1997). In reality, the value of ethics and CSR in business is widely recognized. Although there have been numerous empirical studies examining the economic cost of CSR and moral business acts, the results have not been consistent. There appears to be no correlation between moral corporate activity and success. In essence, companies will always seek to behave ethically and engage in corporate social responsibility because doing so is essentially right, regardless of the financial repercussions (Griffin & Mahon, 1997). In other words, corporations may behave ethically and engage in corporate social responsibility for a variety of reasons.

Despite these explanations, one thing emerges. Corporate social responsibility and ethical conduct enhance the firm's market performance and competitiveness (McWilliams & Siegel, 2000). These values have a favorable impact on the firm's products, which increases their market worth. Additionally, ethical behavior improves the firm's financial performance (Griffin & Mahon, 1997). In reality, numerous research findings demonstrate that socially responsible and ethical behavior is associated with higher financial performance and an increase in the firm's stock market value premium. Superior financial performance is characterized by more profitability, greater efficiency, and a lower cost of capital (Waddock & Graves, 1997). Other research have also demonstrated a correlation between ethical behavior and a company's reputation.

Despite the fact that ethical behaviors and corporate governance are related to a variety of traits, reputation, customer satisfaction, and workplace quality have been clearly portrayed. Comparing firms with ethical scandals to those with good ethical behavior and social responsibility, it was discovered that the former are more financially secure (Waddock & Graves, 1997). Griffin and Mahon (1997) argue, when analyzing financial performance, that ethical considerations boost profitability, growth, and operational efficiency. Within the industry benchmarks, companies with a history of ethical standards in their financial controls and measures outperform their rivals by a wide margin (Griffin & Mahon, 1997). The evidence suggests an association between ethical practices and enhanced profitability, growth, and operational efficiency.

In a separate study, ethical businesses were also found to be less risky. In essence, firms with ethical considerations in their code of conduct have their projected future earnings discounted less than organizations without ethical considerations. Griffin and Mahon (1997) have employed balance sheet liquidity metrics, composite bankruptcy forecasts, and advantage scores to quantify the efficacy of financial management and the level of ethical riskiness of a company. In addition, McWilliams and Siegel (2000) utilized income statement indicators that reflect the variability in sales, revenue, and cash flows to quantify financial management efficiency and the risk of the firms. The conclusion reached was that moral conduct minimizes business threats. The rationale for this is because moral achievements and strong company governance promote operational efficiency and economic practice.

In addition to contributing to the creation of value-relevant intangible assets, corporate ethics and social responsibility activities also facilitate the development of structural intangibles (Waddock & Graves, 1997). In reality, these insubstantial assets result from the firm's moral relationships with third parties. In other words, CSR and moral behaviors are a means by which the corporation can reduce its transactional expenditures.

Corporate social responsibility and the firm's standing

The relationship between the company's reputation and its good performance is strong. Consequently, companies with high performance plans typically enjoy positive reputations. According to studies, organizations with positive reputations are also socially responsible (Starcher, 2009). In other words, a high correlation exists between a company's reputation and its socially responsible actions. Furthermore, there is a direct correlation between a company's reputation and ethical conduct. According to certain studies, organizations with previously tarnished business practices struggle to build their reputations. This demonstrates the need for companies to begin constructing their reputations early on by engaging in ethical conduct and adopting socially responsible activities (Rushton, 2002).

The influence of business ethics and corporate social responsibility on employees, shareholders, and customers.

The majority of organizations are currently integrating the requirements of all their stakeholders into their corporate objectives, according to the report. Incorporating the interests of employees, customers, and shareholders into business strategy is not only advantageous for the firm's overall growth and expansion, but also for the generating of profits (Starcher, 2010). The objective of management is to achieve an ideal equilibrium while catering to the varying requirements of numerous groups and constituencies affected by decisions. This includes not just clients, investors, and customers, but also suppliers and communities in which the company operates (Starcher, 2010). The enterprise is presumed to have a social responsibility if it takes into account societal actors in addition to its own financial interests. In order for managers to remain relevant in the modern marketplace, they must take into account the major components of social responsibility that derive from the interests of stakeholders.

The CSR and the clients.

The most crucial factor is how the firm's social responsibility practices impact its customer relationships. Ballou, Godwin, and Shortridge (2003) state that the focus has shifted from producers to consumers. Internationalization of corporations and globalization have introduced dynamics that have shifted the balance of power in favor of consumers. Putting the client first is the standard of modern corporate operations (Ballou et al., 2003). According to the research, a practice that promotes customer happiness fosters long-lasting relationships and improves organizational performance. A social obligation that enhances client demands distinguishes the business and contributes to its success. Numerous businesses have included customer relations social obligations into their company plans in order to increase their market capabilities (Fukami & Groove, 1997). Successful businesses establish long-lasting relationships with clients by focusing on their requirements and providing quality, dependable services.

According to Fukami and Groove (1997), businesses that are devoted to their consumers are always prosperous. There is a clear relationship between those operations that increase customer happiness and the success of the business. Adopting ethical and socially responsible practices that consider the customer perspective is crucial to the success of a business. In fact, Starcher (2010) mentions a cultural shift in the firm's customer satisfaction initiatives. In general, organizations must include the customer perspective in all of their operational activities, such as manufacturing, research, engineering, finance, selling, and marketing.

Rushton (2002) asserts that organizations that invest time and resources in identifying consumer demands and providing dependable services are more profitable. Thus, companies with successful quality programs enjoy a 10 percent cost advantage over their rivals. This results in less rework, better time management, and cheaper costs, all of which contribute to higher client retention (Rushton, 2002). There is also a strong association between quality and market share growth. Moreover, improved quality is directly related to greater investment returns. The implication is that the firm's efforts that emphasize quality foster stronger customer relationships.

Other studies indicate that socially responsible management practices, such as embracing cross-functional teams, group collaboration, and sole sourcing, distinguish the most successful businesses. Moreover, recent surveys reveal that the relationship between a company and its consumers distinguishes high-performing businesses (Starcher, 2009). In essence, company managers are now concentrating on knowing their customers to enhance their company's value proposition and explore new markets.

CSR and personnel

Research indicates that socially responsible organizations go above and above to give meaningful work to their employees and assist them in reaching their full potential. These businesses endeavor to provide fair salaries and a safe and healthy workplace. Additionally, such businesses foster a respectful work environment. In reality, socially responsible management and HR practices frequently incorporate employee empowerment, improved information transmission throughout the organization, and a greater work-life balance (Ballou et al., 2003). In addition, socially responsible management and human resources policies promote a more diverse workforce, continuous skill development and training, and a focus on employability and job security for all employees.

Recent surveys also indicate that profit sharing and share ownership boost employee motivation and productivity while reducing turnover (Amir & Lev, 2003). There is also growing evidence that practices that provide a higher quality of life and more meaningful work have a direct influence on the earnings of a company through increased productivity. Additionally, it promotes greater innovation among employees, greater dependability and quality, as well as more skilled and devoted employees at all levels (Ballou et al., 2003). Furthermore, it has been observed that corporations caring for their employees results in higher consumer satisfaction. In other words, employee’s loyalty closely corresponds to customer loyalty.

Several research have also revealed direct association between exceptional human resources practices policies and financial performance (Amir & Lev, 2003). (Amir & Lev, 2003). The research reveal that organizations with flattened hierarchies pushed down responsibilities, empowered people, share information, trained and educated workers and viewed employees as partners are good achievers in the market place (Amir & Lev, 2003). (Amir & Lev, 2003).

CSR and shareholders

According to research, fostering positive relationships with shareholders increases the worth of a company. Consequently, a technique that strengthens this relationship is essential for the longevity of the business. These essential values have been integrated into the business strategies of forward-thinking organizations (Fukami & Groove, 1997). Other studies imply that profitable businesses must also demonstrate environmental and social responsibility. These enterprises demonstrate the necessity to invest for future growth and corporate sustainability (Fukami & Groove, 1997). Therefore, they must invest in their operating environment.

Moreover, including moral considerations into investment decisions increases the company's sustainability. The study results reveal that organizations that invest in ethical and socially responsible practices tend to endure longer, contribute to the development of more equitable communities, and do so without sacrificing investment profits (Amir & Lev, 2003). Additionally, research indicates that considering shareholders while making big business decisions is crucial for the company's survival.

In addition, data indicate a direct association between enterprises' improved performance and investors' involvement in the firm's main choices. In addition, there is evidence of a positive association between the share performance of a company and its socially responsible actions (Ballou et al., 2003). That is, the stocks of companies that engage in ethical and socially responsible activities perform well. Thus, investing in ethical and socially responsible activities improves the firm’s performance, which in turn boosts the value of the company's shareholders (Amir & Lev, 2003).

Recommendations

In general, businesses should engage in ethical and socially responsible actions that improve their resource utilization efficiency. In addition, higher financial and operational performance is directly related with ethical business practices and social responsibility. Due to the fact that ethical behaviors and social responsibility policies boost the firm's reputation and consumer confidence in its products, corporations are able to generate larger sales. In addition, certain characteristics enable businesses to incur lower downstream and upstream costs. Other advantages of ethical and socially responsible activities include a reduction in the cost of debt and equity capital, which reduces the firm's exposure to risk.

In addition, firms and their managers must invest a significant amount of time and money in their customers, retain their customers, and emphasize research and development efforts in order to achieve success. Focusing on the client is another another ethical and socially responsible practice. In fact, there is growing evidence that ethical behavior, environmental awareness, and social responsibility influence the purchasing decisions of customers for a company's products. In other words, people are becoming increasingly aware of how the items they purchase are made. Customers' purchase decisions will be adversely impacted by unethical and irresponsible social behavior. Therefore, it is essential for the corporation to prioritize ethical and socially responsible behavior while valuing client demands. Fundamentally, the company's aim is to prioritize customer satisfaction, and profit is the incentive.

Additionally, commercial organizations should take into account their relationships with their personnel. Human resources initiatives that provide a higher quality of life and more meaningful work have a direct impact on the firm’s earnings through increased productivity. Furthermore, these methods increase employee inventiveness, dependability, and quality.

Lastly, businesses should strengthen their relationships with shareholders. This is essential for the business's continuity. Moreover, this relationship is vital for the future growth and sustainability of the company. Consequently, engaging in ethical and socially responsible activities improves the firm’s performance, which increases the value of the company's shareholders.

Conclusion

Companies are not required to work fairly and be good members of the community, but they must do so in order to be well-organized and economically superior to their competitors in the same industry. The outcomes of the research are very obvious. Firms are compelled to act properly and ethically in order to improve their performance and achieve financial stability. In addition, in order to remain competitive, businesses must practice corporate social responsibility and operate ethically. Being recognized as an ethically and socially responsible firm is correlated with improved financial and operational results.

To increase revenues, the company must center all of its actions on customer happiness. The company's competitive edge will increase as a result of its customer-centric approach. The conclusion is that all company activities, including specifications, product descriptions, promotion, and customer interactions, must contain ethical behavior. Investing in ethical and socially responsible activities typically contributes to the development of more just societies and generates greater returns on investments.

References

Amir, E. & Lev, B. (2003). Do financial analysts comprehend intangible assets? 12(4) European Accounting Review: 635-659

B. Ballou, N. Godwin, and R. Shortridge (2003). Firm value and employee perceptions of quality in the workplace. 17(3) Accounting Horizons: 329-441.

Fukami, C. & Groove, H. (1997). The monetary worth of a company's reputation and executive compensation structure. 5(2), 42-58, Journal of Applied Corporate Finance.

Griffin, J. & Mahon, J. (1997). The argument between corporate social performance and corporate financial performance spans 25 years of unparalleled study. Business and Society, volume 36, number 1, pages 5 to 31.

McWilliams, A. & Siegel, D. (2000). The relationship between corporate social responsibility and financial performance: Correlation or misinterpretation? Strategic Management Journal 21(5), pages 603-609

The high-performance company, European Business Forum, 6(2), 73-79, L. Miller (2011).

Rushton, K. (2002). European Review, 11(2), pp. 137-139, "Business ethics: A sustainable approach"

Socially responsible enterprise restructuring, European Business Forum, 16(2), 213-246. Starcher, G. (2009).

Starcher, G. (2010). European Business Forum, 32(6), 23-46, "Toward a new paradigm of management"

Waddock, S. & Graves, S. (1997). The relationship between corporate social responsibility and financial performance Strategic Management Journal, eighteen (4), pages 303-319.

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McDonald’s And Chipotle: Corporate Social Responsibility College Admission Essay Help Houston Tx

Abstract

Ethics is applicable to all professions. Essentially, ethics refers to a set of laws or moral systems that serve as a basis for determining whether an activity is right or wrong. Corporate social responsibility and ethical management are inextricably linked. Rather, they work concurrently and are integrated into the company's values and objectives within a specific time frame. Within the context of business, these two variables function as a single system that interacts and overlaps within a range of permissible boundaries. Consequently, efforts intended to promote one of them must involve the other. McDonald's and Chipotle have maintained their dedication to innovation and quality in the food they serve to customers. In addition, the corporations have participated in a number of corporate social responsibility activities by making ethical managerial pledges. In the two companies, ethics and corporate social responsibility have become integral components of business sustainability initiatives. These organizations have attempted to activate this component by developing management methods that include corporate social responsibility and ethical management based on the community in which they operate. It is anticipated that these strategies will integrate company objectives and issues such as social responsibility, sustainability, and ethics to achieve a balance between financial growth and community requirements.

Introduction

Chipotle Restaurant

Chipotle restaurants offer fast meals in an aesthetically pleasing setting. The burrito brand is a household name that defines a way of life for devoted consumers. The burrito at Chipotle is not merely fast food; it is not junk food. Rather, this dish is produced using nutritious foods to meet the dietary requirements of the clients. The restaurant's corporate social responsibility efforts are designed to demonstrate its commitment to good corporate governance.

McDonald's Restaurant Corporation

McDonalds Fast Food Company has been in business for over twenty years. The company is well-known for its fast food goods, which include, among others, burgers, hamburgers, fries, and soft beverages. McDonald Corporation is a United States corporation. It is a global leader in the quick-service restaurant sector (McDonalds Corporation, 2014). The McDonalds Corporation has over 500 restaurants worldwide. These restaurants are corporations or joint ventures. Rapid delivery of inexpensive, high-quality products are crucial for the company's continued growth. The organization's corporate governance ethics are stable as a result of its comprehensive organizational ethics framework.

Theoretical versions

Ethics and human participation

Since ethical principles include secrecy, logic, good communication, high morals, respect, and the promotion of equality, they have a favorable effect on performance. Essentially, these components constitute the foundation of a good organizational culture. Positive ethical goals are attainable, according to D’Amato, Henderson, and Florence (2009), through action-oriented respect, mutual coexistence, and deeply rooted societal ideals, which are essential for the peaceful cohabitation of all employees. These values are the willingness and propensity to take decisive action after considering the morality of the judgments in conjunction with senior staff (D'Amato, Henderson, & Florence, 2009).

According to Bazerman and Moore (2009), for a company to be successful, its employees must be guided by strong ethical ideals when carrying out their jobs. The ethical code includes of stipulations designed to maintain the mental health and stability of restaurant employees in the performance of their job to serve the restaurant's best interests. These models provide the impetus for acquisition, affiliation, comprehension, and defense. Therefore, an organization's proactive behavior control system operates within a structured reward system (Bazerman & Moore 2009).

Three learning components comprise the levels of moral responsibility inside an organization: a supportive learning atmosphere, concrete learning methods, and leadership actions that foster creativity. To ensure stable corporate governance ethics, Porter and Mark (2006) assert that a corporation must adhere to the highest moral models in all economic transactions. Each employee must comply with all applicable laws, rules, and regulations when carrying out their duties. Since the system operates within established norms, employees are expected to develop a sense of self-awareness in order to provide quality services and defend the firm as a member of a family.

Integrity and corporate culture

According to Carroll and Buchholtz (2011), the rules of engagement, anticipated behavior, and consequences for wrongdoing should be spelled out in an organization's ideal ethical culture. In accordance with the company's vision and goal statement, these guidelines value diversity and uphold judgmental integrity. As diversity evolves into a positive facet of the company, instances of prejudice are reduced. Positive correlations between effective job performance and the work environment are attributable to inspiring and innate conditions, encouraging security, comfort, and safety, and pervasive physical comfort.

The purpose of punishment policy is to curb inappropriate behavior and enhance work performance. Individual employee performance contributes to organizational performance. Therefore, the business should promote the awareness of individual qualities such as perceptions, personality, values, and attitude in order to assist and support employees in attaining professional competence (Carroll & Buchholtz 2011).

Ethical dispositions and organizational viability

There are three characteristics related with the nature of professional and organizational ethical expectations. An company must first have a proactive social structure. This system imposes social status, roles, and psychological behavior demands on workers. Typically, employee behavior is driven by individual motivation and collective pressure. There are two distinct sorts of social systems: informal and formal. These social systems are interdependent.

The second factor is the shared interests between an organization and its employees. A company should require its employees to fulfill their goals while maintaining discretion and initiative. The third aspect is a discipline that adopts moral ideals and principles to improve and influence the functioning of a business and the behavior of its employees in regards to proper and inappropriate decisions. An ethical corporation should have well-developed moral standards that each employee must adhere to in order to achieve greater job productivity and ethical performance. According to Porter and Mark (2006), these businesses should have internal procedures in place to address cases of misbehavior. Since most firms strive to guarantee that their actions and goals are ethical, it is the responsibility of every employee to maintain a professional demeanor, a healthy mindset, and a sense of responsibility.

McDonald and Chipotle policies and initiatives

Internal ethical programs

To maintain the objectivity of a positive moral environment, the employees of the two organizations are expected to be disciplined, abstain from substance abuse, observe the company's ethical ideals, and maintain proactive inter- and intrapersonal communication. Operating under US ethical business rules, personnel should be aware of the repercussions of unethical activity, such as fraud, duty evasion, and irresponsible duty performance, which may result in severe penalties as outlined in the organizations' ethical and moral code of conduct. Each employee at the two firms is required to play a substantial part in establishing an ethically sound learning environment. This culture is intended to foster an environment conducive to staff innovation and communication. The team work ethics outline the norms of engagement, anticipated conduct, and consequences for infractions. These rules respect diversity and uphold judicial integrity (.

McDonald and Chipotle have stringent policies on drug abuse and firearms. Each employee is prohibited from consuming or utilizing hard refreshments on company property. Employees are responsible for adhering to the strictest social norms regarding the use of weapons and alcoholic beverages in order to avoid dispute with their companies. In addition, employees are encouraged to maintain a healthy personality by avoiding the use of illicit drugs or controlled substances on McDonald's and Chipotle premises or while performing employment-related duties for the company.

It is unacceptable for employees to report to work under the influence of alcohol or other substances that may affect their performance and capacity for rational thought. Each employee is responsible for maintaining proactive relationships with other employees by avoiding physical, psychological, and social problems that could tarnish the company's image. To ensure that all work performed for McDonald's and Chipotle is appropriately compensated, employees are compensated based on hours spent. Therefore, it is the obligation of each employee to accurately report and record time in accordance with the employment contract. Each employee must maintain an acceptable dress code to avoid dispute and possibly disciplinary action, as the corporation views obscenity as an act of neglect and indiscipline.

Both McDonald's and Chipotle provide employees with self-improvement courses and training to guarantee that their conduct in the performance of their duties is consistent with the company's ethical standards. Each McDonald's and Chipotle employee should observe the concepts of ethical leadership when doing their duties. There is more to ethical leadership than leading style. Ethical leadership also entails the decision-making process, which is reliant on heuristic since it provides assumptions, integration of possibilities, and ethical control. Frequently, a decision environment's dynamics and fluctuations have short- and long-term effects on the probability of survival for two alternatives to a problem.

External initiatives for corporate social responsibility

McDonald and Chipotle have recognized the necessity of establishing optimum company governance. Consequently, the groups have been in the forefront of community project sponsorship. McDonald and Chipotle have also partnered with other organizations, like as health clubs, to fund initiatives promoting healthy lifestyles in the surrounding community. McDonald and Chipotle have launched annual campaigns on giving back to the community by supporting mobile health camps that provide free medical services to the neighborhood. These campaigns consist of programs on education trust, health clubs, environmental protection, and the supply of social amenities (Bazerman & Moore 2009).

Circumstances that necessitated the implementation of CSR initiatives

The foundation of the various CSR programs was primarily motivated by a desire to address societal issues through the creation of shared responsibility. The firms desired to eliminate their clients' reliance on government and other private group incentives. McDonald's 'Get Schooled' project, for instance, was motivated by the need to give a long-term solution to the education issue in the United States and around the world. It is a private sponsorship initiative that assists schools with infrastructure development, teacher training, financial aid for students, and leadership development.

This initiative aims to guide and help youth in their professional lives. This initiative is managed by organization workers. Through a cooperation with the Bill and Melinda Gates Foundation, the company is able to provide education to underprivileged students around the world. The campaign is accompanied by the 'roadblock' advertisement, which demonstrates the effectiveness of community education (Heath & Palacher 2008).

In addition, the need to increase HIV/Aids awareness prompted the Chipotle restaurant to create the Rap-It-Up Emmy Award. Through this program, the organization was able to address the HIV/Aids-related social challenges in various societies. The company's 'Thin Line' program carried on local channels is a project designed to prevent youth drug consumption. Moreover, the company's 'Comedy Central' program has been active in increasing global environmental consciousness (Porter & Mark 2006). The 'Kindergarten to Cap & Gown' program is another another CSR endeavor targeted at tackling global educational issues. This initiative engages McDonald's employees as mentors for kids throughout their formal education and career development (Chipotle Mexican Grill 2013; McDonalds 2012).

The Fight Malaria Initiative was created by Chipotle to involve the community in the fight against malaria. In addition, it developed a program to eliminate hunger and assure women's safe delivery. In addition, it devised a recycling program for women to recycle things into environmentally friendly bags. In Alabama, McDonald introduced the "Save Water, Save Life" project. This effort offers communities with safe water. In addition to scholarship programs, McDonald organized other sporting initiatives such as cricket in 2014 alone. As part of their ethical corporate governance plans, these organizations launched CSR programs to promote social cohesion and provide support services to customers across the globe.

Objective result of these efforts

The McDonald's and Chipotle hope to profit substantially from these CSR programs. The activities are anticipated to boost the companies' presence in various regions. Second, CSR initiatives are anticipated to allow McDonald's and Chipotle to swiftly expand their consumer bases and increase customer loyalty. In places where McDonald and Chipotle implemented many CSR efforts, for instance, the corporations anticipate a rise in customer loyalty and a consequent increase in market share (Porter and Mark, 2006).

Corporate Social Responsibility instills consumer confidence in a company's products, since consumers desire to be associated with organizations that care about their other needs. Moreover, the CSR initiatives are anticipated to improve the companies' relationships with their customers (Heath & Palacher 2008). For instance, it is anticipated that the 'Get Schooled' campaign will acquire the trust of customers who will feel appreciated and respected (Chipotle Mexican Grill 2013; McDonalds 2012).

The CSR initiatives are supposed to demonstrate the companies' capacity to adapt and implement changes in response to market demands. The organizations seek to get a competitive advantage by being adaptable within the environment of technical changes and customer trends addressed by the initiatives (Porter and Mark 2006). This is due to the fact that long-term organizational culture is the paradigm for success and market position. Shareholders have long been concerned about a company's heavy involvement in CSR efforts because they regard it as a conflict of interest.

The objective of shareholders is to receive high returns in the form of dividends and share price. Despite this conflict of interest, CSR measures have resulted in greater profits for McDonald's and Chipotle shareholders. In addition, thanks to excellent publicity and reputation, the market value of McDonald's and Chipotle's shares is consistently stable. In conclusion, a company benefits greatly from CSR initiatives because they expand the company's profitability and client base (Porter & Mark 2006).

Managing human and financial resources to achieve CSR objectives

McDonald and Chipotle implemented a number of ways to successfully manage their human and financial resources in order to achieve their CSR objectives. For instance, the companies chose a proactive collaboration strategy for implementing the 'Get Schooled,' 'Comedy Central,' and 'Rap-It-Up' agendas. Through partnership with the Bill and Melinda Gates Foundation, the McDonald was able to successful implement the ‘Get Schooled’ initiative since the implementation process was equally shared, as the financing of the whole project (Heath & Palacher 2008).

In order to further reduce the cost of executing some of the projects, the corporations were also able to recruit volunteers from their human resource. The engagement

Corporate Social Responsibility And Sustainability Medical School Essay Help

Introduction

Corporations exist to achieve shareholder-defined objectives in a particular environment. Corporate survival requires environmental protection. This is due to the fact that companies must interact with the environment in a variety of ways to maintain their survival, as the environment offers resources such as raw materials, land, and human capital assigned to a variety of functions inside an organization. As a result, corporations no longer exist solely to generate profits; they must also care for society and the environment in general.

This understanding is the basis of social and environmental responsibility in the workplace. Corporate social responsibility is a relatively new idea that has not yet attained a universal definition; however, numerous sources define corporate social responsibility differently. Corporate social responsibility is the practice of eradicating corrupt or immoral practices that have the potential to harm the community, its inhabitants, and the environment (Mahida, 2013).

Corporate social responsibility refers to the process through which organizations integrate their activities and beliefs to protect the interests of all stakeholders, including customers, employees, shareholders, and the environment (Gebler, 2013). It is the transition from shareholders solely to the interests of all stakeholders in a firm. In other words, a company's policies and plans take into account all essential stakeholders.

In addition, corporate social responsibility is a collection of management operations designed to ensure that a company minimizes the negative effects of its activities on society while maximizing the positive effects (Salls, 2005). In this sense, a corporation strives to avoid negative environmental externalities by adopting sustainable development, which boosts its positive benefits.

Corporate social responsibility is the process by which corporations cooperate with their employees, their families, and society to improve the living conditions of its members (Kercher, 2006).

This essay aims to demonstrate that corporations are responsible for social and environmental concerns in addition to profit maximization.

Environmental and Social Responsibilities

The contemporary concept of corporate social responsibility was met with significant criticism and derision from numerous individuals. For instance, Milton Friedman argued that firms had no social responsibility other than to maximize profits. He maintained that businesses that claimed to engage in corporate social responsibility for reasons other than profit were doomed to fail. He disregarded the concept of corporate responsibility as hypocritical in its entirety (Jones, 2013).

A few of firms still adhere to Friedman's concept of social responsibility, while the vast majority have embraced corporate social responsibility to include caring for all stakeholders. Over 8,000 firms from around the world have joined the United Nations Global Compact, pledging to demonstrate exemplary global citizenship in the areas of human rights, labor values, and environmental protection (Business Time, 2012). As outlined below, a socially responsible business takes care of its stakeholders and the environment in general.

Accountability to shareholders

The primary objective of shareholders who invest capital in a firm is to generate profits. This necessitates taking chances and accepting their consequences. Any corporation must therefore be accountable to its shareholders by conducting business effectively (Hood, 2008). In order to maximize profits, a company must use the bare minimum of resources to accomplish the highest potential output. A company must minimize resource waste as much as possible.

Secondly, a firm must utilize shareholders' capital in the most efficient manner feasible to generate positive returns (Reid, 2010). For example, a corporation must reinvest capital in the business as agreed upon by the shareholders and vary its program offerings based on the owners' decisions. Other resources besides cash include motor vehicles and other assets like as computers, printers, scanners, and so on. A firm must utilize these resources appropriately and at the appropriate time.

A business must expand and appreciate investment capital (McWilliams & Siegel, 2001). When shareholders invest capital in a company, they anticipate that the capital will expand. Therefore, it is a corporation's responsibility to employ all legal measures available to ensure that capital growth is consistent with shareholder expectations. This motivates shareholders to spend more capital in the company, and as a result, organizations see steady growth.

Investors anticipate a reasonable return on their capital investment (Truist, 2013). This is an obligation of a corporation. Returns are distributed as dividends, bonuses, and honoraria to shareholders. It is the responsibility of a corporation to provide shareholders with reasonable capital returns. Such profits are feasible when the leadership of a company works tirelessly to attract additional clients. Corporations that fail to provide reasonable returns to shareholders will always lose those shareholders, resulting in a loss in capital due to shareholder withdrawals. Where such a corporation is a member of a stock exchange, the share price falls dramatically, reducing the value of the corporation's share capital.

Responsibility toward the Employees

The daily activities of employees are geared toward attaining corporate objectives in accordance with the vision of the shareholders (Kercher, 2006). They perform their responsibilities with diligence by contributing their talents and knowledge to a company. In order to sustain their morale, a company must always attend to their demands. Businesses prosper when their employees are content.

A company must always ensure that employees receive their salary on time and on a consistent basis (Kercher, 2006). The employee's morale suffers as he or she searches for ways to meet commitments such as paying rent, settling energy bills, and sustaining dependents in the absence of timely and consistent salary. When a staff member employs the services of shylocks, he or she may experience further financial hardship.

The workplace needs to be safe and conducive to work (Kercher, 2006). For instance, employees in heavy industrial businesses should have access to protective equipment and compensation in the event of workplace accidents. Additionally, corporations should consider the welfare of their employees. Welfare include situations such as a staff member's illness or death, among others.

Corporations should help employees advance by providing them with the opportunity to replace vacant positions (Kercher, 2006). This is made possible by giving qualified employees the opportunity to apply for the position before the company sources candidates from elsewhere. Also, such promotions should be conducted in a transparent manner to avoid depressing employees.

Corporations should always safeguard their employees' employment and social security (Kercher, 2006). Employees who work with assurance and confidence are less likely to be demoralized due to job security. Corporations should contribute to the provident fund of their employees, enroll them in group insurance, contribute to their pension scheme, and provide retirement benefits to those who reach retirement age (Kercher, 2006).

Corporations have a moral obligation to ensure that the living conditions of their employees are constantly rising through the supply of adequate housing or fair housing allowances, transportation while on job, and the installation of recreational facilities within the workplace. These efforts result in improved employee morale and higher output (Business Time, 2012).

Overall, businesses must provide constant training opportunities for employees to keep them abreast of current business requirements and to prepare them for future advancements (McWilliams & Siegel, 2001). In other words, firms must invest in employee training and development.

Society's responsibilities

A society consists of various members who interact with one another and depend on one another for the majority of interactions (Kercher, 2006). As a member of society, a company has the responsibility to maintain healthy relationships with other members through conserving the environment. A firm safeguards the environment by reducing or eliminating various sorts of pollution. If a company generates excessive environmental noise, it is ethical for that company to invest in noise-proofing materials to protect the public from the noise.

Companies that generate wealth should not dispose of their rubbish in open spaces or rivers. Instead, businesses should excavate sewers to hold such garbage and, if possible, recycle it. The release of these pollutants into natural ecosystems such as rivers kills creatures and destabilizes the environment. Other corporations engage in activities that emit hazardous gases into the atmosphere. Acidic rain, which is damaging to the environment, is a consequence of continued emissions (Reid, 2010). The destruction of crops by acidic precipitation deprives herbivores of the forage they require. Thus, the entire food chain is affected. With this in mind, firms that emit harmful gases must develop methods for reducing these emissions.

Corporations must also avoid utilizing harmful non-biodegradable materials, such as heavy plastics (Reid, 2010). They should adhere to standard allowances for the use of such materials and promote recycling to reduce environmental waste (Reid, 2010). Additionally, firms should participate in environmental protection initiatives involving the general environment and wildlife.

obligation to Government

Corporations are required to adhere to all rules and regulations established by competent authorities. This protects them from repeated lawsuits and business closures resulting from noncompliance. These restrictions address, among other things, the number of outlets a business should have, the type of physical construction, and the level of emissions, including noise.

Social and Environmental Responsibility: Importance

There are numerous advantages to corporate social and environmental responsibility. A corporation improves its public image, which enables it to earn the public's favor and admiration (Mahida, 2013). A company's revenues are influenced by its public image because customers want to do business with organizations that are known for their contributions to the greater good of society. Additionally, firms that engage in social responsibility hire qualified and capable employees (Jones, 2013). The widespread consensus is that this company is considerate and altruistic towards society and the environment.

Each corporation exists in a particular society, is a member of that society, and must therefore rely on society for its continued existence and expansion. The fact that companies use societal resources such as water, labor, electricity, and land indicates that they must invest in society (Mahida, 2013). They should, for instance, participate in environmental efforts that try to preserve water catchment areas. In addition, as the majority of nations use hydropower to generate energy, water conservation contributes to continuous or increased electricity production, ensuring the continuance of economic operations.

Employee happiness is attained through socially responsible businesses. As previously observed, society provides firms with employees; consequently, gratifying the employee indirectly satisfies society (Mahida, 2013). This is due to the likelihood that such employees will invest in society by supporting their friends and family as well as development projects, which provide employment opportunities for other members of society. Corporations should strive to address the demands of their employees since doing so enhances production and, subsequently, profits. This includes compensation, allowances, and training requirements.

To thrive, corporations must comply with government restrictions (Mahida, 2013). Failure to comply with government directives about pollution and licensing can result in costly government litigation against firms. This would not only harm a company's reputation, but also result in long-term financial losses. As a result, organizations must adhere to predetermined guidelines to continue doing their obligations without interruption.

Corporations operate in societies where members are aware of and cognizant of their rights. Corporations who produce subpar goods incur the anger of consumers in the form of protests and demonstrations (Mahida, 2013). This is detrimental to a company's reputation and sales, as consumers avoid purchasing products from the impacted company. Every firm must produce standard items at a reasonable price, as this reflects positively on the organization.

Arguments Against Corporate Social Responsibility

Milton Friedman is the most well-known architect of the alliance against corporate social responsibility (Jones, 2013). He claimed that businesspeople who advocate for corporate social responsibility are the puppets of an intellectual force that has weakened the foundations of a free society. He believed that the business had no responsibility. The concept of duty applies to individuals who have social responsibilities to their families, as these employees act as principals with regard to their money. A company is the agent of its shareholders and should not claim to use shareholder funds for business purposes (Jones, 2013). His followers have argued against corporate social responsibility for the following reasons:

The first argument asserts that managers have no legal authority to use shareholder funds for corporate social responsibility (Jones, 2013). Such funds do not belong to managers, but rather to shareholders, whose objective is to maximize profits. Therefore, when managers spend money on corporate social responsibility, they are stealing from shareholders (Salls, 2005). Sternberg feels it is improper for stakeholders to dictate to shareholders the expected corporate social responsibility initiatives (Jones, 2013). According to her, corporate social responsibility violates shareholder rights, and nothing, despite the arguments presented, can convince her. However, she has no objections to corporate politeness, honesty, and fairness (Jones, 2013).

Opponents of corporate social responsibility have a limited understanding of the notion. Corporate social responsibility is not a method for giving money to the community, but rather a method for expanding the company.

Such opposition to corporate social responsibility is inappropriate. The managers are responsible for directing the company on behalf of the shareholders. Therefore, they must devise strategies to attract and keep clients in the current competitive climate. Corporate social responsibility enables management and the firm as a whole to interact with customers and develop long-lasting relationships with them. Through corporate social responsibility, businesses attract qualified and skilled personnel, mitigate risks, and enhance their image.

Those opposed to corporate social responsibility create the impression that CSR is conducted in secret and that shareholders are never informed. Corporate social responsibility is a determined activity supported by shareholders due to the expected benefits from corporate social responsibility-related activities.

Moreover, regarding management, shareholders receive management updates as frequently as possible. If management had acted against the wishes of shareholders, shareholders would have fired or instructed them to cease all corporate social responsibility-related activities. They always operate on behalf of the stockholders.

The second argument against corporate social responsibility contends that organizations that engage in CSR tend to underperform in their respective fields, whereas businesses that perform well do not engage in CSR (Jones, 2013). This is due to the fact that successful companies like Microsoft have cutthroat executives in their respective industries. Bill Gates has been involved in incidents of market bullying, yet his company is financially successful (Truist, 2013). In addition, General Electric's Jack Welche engaged in huge environmental devastation, yet his corporation thrived. It is immoral and contrary to the norms of corporate social responsibility for Bill Gates to use any amount of money to get his way (Truist, 2013).

Jack Welch's actions eventually aligned with the concept of corporate social responsibility. He stated that the time for corporations to make profits and pay taxes alone had passed, and he made structural changes that led to the current EcoMagination effort, whose primary objective is environmental protection (Truist, 2013).

On the other hand, there are prosperous businesses that take corporate social responsibility seriously. Coca Cola is one of the largest firms in the world, but the company's corporate social responsibility efforts have elevated its image. British Petroleum (BP) distinguished itself as an environmental pioneer under the leadership of Sir John Browne (Business Time, 2012).

Therefore, the claim that successful businesses do not engage in corporate social responsibility is false. They do so because they recognize that they are part of the environment and have a responsibility towards it and society.

Conclusion

Profitability is necessary to satisfy shareholders. Corporations are a component of society and must thus be accountable for society and the environment in general. Consequently, companies must fulfill specific commitments to all stakeholders in order to achieve their objectives. These environmental stakeholders include consumers, suppliers, the government, investors, shareholders, the overall ecosystem, competitors, employees, and the general populace.

In contrast to the beliefs of the opposing view, corporations that fulfill their social and environmental duties run efficiently and generate profits. Responsible businesses attract consumers, investors, and suppliers with relative ease.

Bibliography

The Academy of Management Journal, volume 43, number 4, pages 717–736, 2000, Bansal, P., and Roth, R., "Why companies go green: a model of ecological responsiveness."

Why Businesses Can No Longer Ignore Their Social Responsibilities, Business Time, 2012. Web.

Gebler, D. (2013). Web access: Business Ethics and Social Responsibility.

Hood, J 2008, Have Businesses Social Responsibilities? Web.

Jones, N.H., 2013. Against Milton Friedman: A Case for Corporate Social Responsibility. Web.

Web. Kercher, K. (2006). "Corporate social responsibility the impact of globalisation and international business." Corporate Governance eJournal.

Ethics and social responsibility of management. Internet.

McWilliams, A., and D. Siegel. "Corporate social responsibility: a theory of the firm perspective." Academy of Management Review, volume 26, pages 117–127, 2001.

Environmental responsibility: the current business megatrend, Reid (2010). Web.

Salls, M 2005, What is the proper course of action regarding corporate responsibility and the environment? Web.

From Social Responsibility to Environmental Responsibility: Changes in Finnish Business Discourse from 1970 to 1995, by Takala, T., 2003. Journal of Business Ethics and Organizational Studies Web.

Why Corporate Social Responsibility is so Important in 2013, according to Truist. Web.

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National Australia Bank’s Business Ethics Instant Essay Help

Introduction

The focus of this paper is business ethics and corporate social responsibility. It investigates the problem by analyzing a single company from the database of the world's most ethical businesses. The method in which the firm acts in a socially responsible manner towards its clients, employees, and the environment is a central topic of discussion. Other topics covered include how socially responsible behavior can impact the firm's bottom line, as well as ideas on how the organization can improve its policies to strengthen its relationships with consumers, employees, and the environment. The presentation is based on a variety of scholarly readings on business ethics and corporate social responsibility.

The subject of this paper is the National Australia Bank (NAB). Consumer banking, wholesale banking, business banking, insurance, and wealth management are the principal offerings of the bank (Murray, Poole & Jones 2006). Individual bankers, private and public institutions, corporations, and community groups are the consumers of the bank. According to the chief executive officer of the bank, Mr. Clyne Cameron, the bank's strategic goal aims to put clients at the heart of all activities so that they can reach their full potential.

Analyses of Related Literature

Generally speaking, corporate social responsibility refers to the interaction between businesses and the environment. There are social, political, economic, and ecological settings in which all businesses function. Therefore, the notion takes into account businesses' good or bad interactions with these settings. Corporate social responsibility can be broken down into four basic components: ethical, economic, charitable, and legal.

The ethical component of corporate social responsibility consists of the responsibilities or expectations that society places on businesses. Such requirements or expectations include doing what is just, fair, and right, basing organizational behavior on the law, avoiding problematic practices, and conducting business in a manner that exceeds the minimum criteria (Carroll 1979).

The economic component entails looking out for the interests of owners, investors, and consumers, maximizing profits, minimizing the costs of running a corporation, and formulating and implementing business-advancing strategic strategies (Aras & Crowther 2010).

The legal component includes the observance and compliance of a business with numerous laws, such as environmental laws, consumer laws, and labor protection laws, as well as the observance of contractual agreements between an organization and its customers or employees (Carroll 2008).

Lastly, the philanthropic component involves a business giving back to the community. A corporation may accomplish this in a variety of ways, such as by founding or financing programs that directly benefit society, such as health and education programs, as well as programs that promote harmonious coexistence among people from varied backgrounds (Wulfson 2001).

Perspectives on the Theory of Corporate Ethics

The term 'ethics' refers to the principles that regulate the conduct and behavior of particular groups of individuals in a given setting. Numerous professions, including law, medicine, social work, and counseling, need ethical behavior. The code of behavior that practitioners in many professions must adhere to in order to protect the public from unprofessional behaviour constitutes ethics (Kizza 2010).

Among the theoretical approaches to corporate ethics, the normative approach is one. This perspective combines utilitarianism with deontology. The two approaches contextualize corporate ethics differently. However, they have one thing in common: the centralisation of ethically relevant decision-making. Therefore, in utilitarianism and deontology, employees play a minor or nonexistent role in establishing the ethical climate of organizations (Jamali & Mirshak 2007).

In business ethics, utilitarianism entails considering multiple courses of action, considering the costs involved, and selecting the course of action that produces the greatest number of positive outcomes for the greatest number of people, regardless of the potential negative effects of the positive outcomes (Britannica Educational Publishing 2011).

Utilitarianism is an ethical form of reasoning that emphasizes the maximization of happiness and good and the minimization of their opposites. John Struat Mill and Jeremy Bentham are its most notable advocates. According to them, the foundation of human interaction is the greater good. In this definition, good is viewed objectively, as that which provides the greatest number of positive results for the greatest number of individuals (Scarre 1996).

Utilitarianism can be explained using the maxim "the end justifies the means," which states that if the final result of a process or action is good, then the means used to achieve that aim are likewise good and justified. Therefore, according to the paradigm, for an action to be judged ethically correct, its effect must benefit the greatest number of people. This implies that individuals should concentrate on the outcome of a procedure rather than its means.

This is why utilitarianism is considered a consequentialist theory because it focuses on the results of an action. Therefore, an action may be both correct and improper or moral and immoral simultaneously. Consider the act of murder, which is viewed by many as immoral and unlawful. From a utilitarian perspective, however, the death of one person to save the lives of one hundred others may be justifiable since the killing of that one person has an inherent worth, namely the saving of one hundred lives (Scarre 1996).

Deontology, on the other hand, expects employees to fulfill their jobs according to the supplied instructions, with no room for them to express their view regarding the repercussions of their actions while performing their duties (Britannica Educational Publishing 2011).

The other approach to corporate ethics is the decision-making model, which begins with the definition of the topics about which ethical decisions are to be made. The evaluation of the clarified decisions, which sets the way for a precise determination of the most appropriate course of action, occurs after clarification. The judgment is then modified as required and implemented (Bratton & Gold, 2007).

This paradigm is comparable to the normative method in that, during the implementation phase, maximisation of profits and minimisation of company costs are the primary guiding principles. The purpose of this is to ensure that an organization achieves its goals with the fewest resources possible. Similar to the normative approach, the decision-making paradigm is dominated by business leaders, with employees playing a minor role.

Evaluation and Analysis

The bank demonstrates a socially responsible attitude towards its customers by providing quality services at reasonable pricing. The bank also seeks to establish a connection with customers based on the concepts of advise, guidance, and assistance. The provision of excellent services to consumers demonstrates social responsibility since it protects consumers from any sort of unfair treatment, including fraud, exploitation, and substandard services.

The bank also demonstrates social responsibility toward its customers by fostering the growth of thriving communities. The bank believes that prosperous communities are dependent on a prosperous economy, which is why it invests in enterprises and organizations that bring people together in groups for the purpose of economic growth. The bank finances such groups to address concerns such as social inclusion and education. Through its microfinance program, the bank gives loans to the organizations at extremely low interest rates so that they can launch or expand their businesses (Visser & McIntosh 1998).

The bank introduced a client relationship management system in 2004, which won the 2006 Cap Gemini financial innovations award. It also launched Ubank, a system that enables consumers to conduct business online in an effort to increase their satisfaction by allowing them to access financial services from the comfort of their homes or other convenient locations.

Concerning the environment, the bank has created extremely explicit standards in the form of a policy that describes its interaction with the environment. Compliance with all rules and regulations designed to protect the environment is one way in which the bank demonstrates its social responsibility toward the environment. For instance, it takes the required steps to ensure that its operations have no direct or indirect harmful impact on the environment. Such a policy is indicative of socially responsible behavior because corporate environmental degradation affects consumer health. A clean atmosphere guarantees that consumers will enjoy a healthy environment and live a healthy life.

The bank also invests in offering its customers with services and products that assist them in comprehending their environmental difficulties and mitigating environmental hazards. The bank employs this strategy because it thinks that, for sustainability purposes, it must equip its customers with the knowledge and skills necessary to care for their environment.

Regarding the connection between the bank and its employees, the bank maintains a code of conduct for its employees. The policy is based on the premise that all employees should be treated equally and with the dignity and respect they merit. Respect for employees is fundamental to the success of any organization, so this policy demonstrates a socially responsible attitude. Not only does treating employees with respect and dignity inspire them, but it also enables them to recognize the true value of their labor.

In its hiring policy, the bank also incorporates the ideals of cultural diversity and gender sensitivity. It accomplishes this by preventing discrimination against employees based on their ethnicity, gender, or skin tone. As a result of the policy, numerous women have risen to the bank's highest leadership positions.

The bank also guarantees that personnel receive periodic training to strengthen their ability to perform their tasks. The training is part of the bank's initiative to ensure that customers always receive high-quality service. Training employees is a socially responsible action because it not only enhances the quality of services, but also helps people advance in their careers. This training is also crucial for employees since, if they leave the company, it gives them a competitive advantage over other job seekers, hence raising their chances of being hired by other companies.

If the bank continues to treat its employees with respect, protect the environment, and provide superior customer service, it has the potential for significant expansion, which could lead to the opening of additional branches in foreign nations. The fact that the bank has a policy that prohibits gender and racial discrimination may make it the chosen employer of many competent candidates. The nondiscrimination policy can help attract talented workers who choose to work for reputed and respected companies. The bank would have a competitive advantage over its rivals if its employees were talented and highly qualified, as this would stimulate innovation, which would lead to growth and expansion, so giving the bank a competitive edge.

Recommendations to Administration

Regarding the clients

The quantity of personnel at the bank's branches is one area in which the bank must strengthen its customer policy. According to the naked office website, the bank places a significant emphasis on cost reduction (Naked office 2014). This technique results in the branches having few personnel to serve a steady or rising number of consumers. Without additional remuneration, the employees feel overworked, which is a form of exploitation. To increase customer satisfaction, the bank must hire additional personnel to ensure that customers are served without delay. If it cannot raise the number of employees, it must ensure that overtime pay is paid to stimulate the current workforce.

The bank must also improve the performance of its online accounts so that clients can enjoy speedier and more dependable online services. There are accusations that the bank's online systems are occasionally extremely sluggish, which can be embarrassing for consumers (Wilcke 2004).

With relation to the environment

Regarding its relationship with the environment, the bank must devote greater resources to environmental preservation. There is no evidence that the bank engages in major environmental conservation efforts. It must, for instance, contribute to the management of greenhouse emissions that contribute to global warming. It can also develop partnerships with other governmental and non-governmental organizations to launch national and worldwide environmental protection activities.

The bank must educate not only its clients but also all members of the community in which it operates on environmental management. This would ensure that the message reaches as many individuals as possible, so maximizing the impact of its environmental conservation efforts.

Regarding the workers

According to the naked office website, the bank has been accused of employing incompetent and untrained individuals in executive positions (Naked office 2014). It has ignored the training and capacity building of its leaders, necessitating a change so that it may have leaders who are not just experienced but also visionary and equipped with the required leadership skills and tactics. Such leadership would guarantee the bank makes smart business decisions that propel it to excellence (Baken 2004).

The bank must also increase its employee incentive efforts by implementing more employee motivation programs and policies, such as sponsorship programs for employees who wish to further their education, the provision of retirement benefits, a medical plan for staff, and merit-based promotions.

Conclusion

The National Bank of Australia is included in the database of the most ethical firms in the world. Through rules and procedures that govern its business strategy and operations, the bank acts in a socially responsible manner towards consumers, the environment, and its workers.

It ensures that consumers are always provided with high-quality services at reasonable pricing. As a means of encouraging people to be more productive, it also has policies requiring staff to be treated with respect and dignity. Concerning the environment, the bank provides its clients with information on environmental dangers and ways to mitigate them.

These socially responsible practices have the ability to increase the bank's competitiveness in the banking market, attract skilled workers, and spur innovation. However, the bank may do better by deploying additional personnel, compensating employees for overtime, and providing them with more benefits so that they are more productive. In addition, it must collaborate with other organizations to create comprehensive environmental conservation initiatives in order to scale up its environmental conservation activities.

Bibliography

Aras, G., and Crowther, D. (2010). A handbook of corporate governance and social responsibility. Gower Publishing Ltd., Farnham.

Vancouver, Constable, 2004. Baken, J. The Corporation: the pathological pursuit of profit and power.

Human resource management: theory and practice, published by Palgrave, Macmillan, in 2007.

Thinkers and theories in ethics, Britannica Educational Publishing, The Rosen Publishing Group, New York, New York, 2011.

Three-Dimensional Conceptual Model of Corporate Social Performance, Academy of Management Review, vol. 4, pp. 497-505, A.B. Carroll, 1979.

Carroll, Albert B. Oxford University Press published A History of Corporate Social Responsibility in 2008 in Oxford.

Corporate social responsibility (CSR): Theory and practice in a developing nation context.

Kizza, M. (2010). Ethical and Social Issues in the Information Age.

Contemporary concerns in management and organizational behavior, Thomson Learning, South Melbourne, 2006. Murray, P., D. Poole, and G. Jones.

Naked office 2014, National Australia Bank (NAB) website.

Scarre, G. (1996). Utilitarianism. New York: Routledge.

Visser, W., and A. McIntosh. "A Short Review of the Historical Critique of Usury." Accounting, Business & Financial History, volume 8, number 2, pages 175-189, 1998.

Wilcke, R. (2004). A suitable ethical paradigm for business and a critique of Milton Friedman's thesis. The Independent Review, vol. 9, no. 2, pp. 187-209.

The ethics of corporate social responsibility and philanthropic endeavors. Journal of Business Ethics, volume 29, pages 135-145, 2001.

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Burgan Bank, Kuwait: Corporate Social Responsibility Buy Essay Help

Table of Contents
Executive Synopsis Introduction Ethical Principles Standards for Environmental Stewardship Human Resource Administration Community Service Extensive Social Concerns Conclusion Bibliography

Executive Synopsis

Based on the analysis of Burgan Bank's corporate social responsibility, it can be concluded that the company is deeply committed to its CSR and has created a vast array of policies and practices in order to effect positive change in its operating environment and community. There are five broad categories in which its CSR can be categorized. Each section's performance can be summed as follows.

The corporate social responsibility reports of the Burgan Bank disclose a great deal about the organization and its appraisal of societal good. Indeed, the report highlights various CSR-related endeavors done by the organization. The initiatives have not only benefited the organization by enhancing its public image, but also the community as a whole. In studying the company's report, three significant points become apparent. These are the brand's reputation, worth, and work ethic. Human resource ideas are another element that stands out.

The Firm has built its brand reputation by being the only company committed to generating memories that endure a lifetime. For instance, each year the company conducts multiple activities that highlight the significance of Ramadan to the community.

Value: The Company also values its clientele. To demonstrate this, it frequently hosts entertaining events throughout the year. In addition, the company's work ethic incorporates cultural values.

As previously indicated, the company's work ethics incorporate cultural elements. It is evident from the study that the corporation adheres to the Islamic culture of the Kuwaiti people, such as by hosting Ramadan-themed events. The Kuwaiti people are also extremely devoted to their families and children. Thus, the company also develops events that involve family and children, such as children's activities with a Greek theme.

With regards to human resource philosophies, the bank is eager to train and hire talented youths. This concept has been connected with the nation's objectives to provide as many chances as possible for the youth.

Introduction

Burgan Bank was founded towards the end of 1977. The bank has roughly 24 branches and is regarded as one of the most advanced in Kuwait. Furthermore, the company has been profitable for a very long time, making it one of the most significant businesses in Kuwait. It suffices to remark that the bank's success has been ascribed to its commitment to corporate social responsibility. This research examines Burgan Bank's corporate social responsibility (CSR) and its impact on the firm and the community.

Ethical Principles

When designing CSR operations, the corporation is extremely cautious. The presented CSR report outlines some of the company's ethical difficulties. For instance, the bank feels it has a duty to safeguard the group's worth as well as the interests of its employees and shareholders. This remark raises various ethical concerns for the organization. First, the corporation must always do the right thing for each and every shareholder. Due to the diversity of people's interests, this may prove somewhat challenging. Rodrguez et al. suggest that it is harmful to generalize the interests of employees and stakeholders (779).

The first reason for this has already been established; individuals have diverse interests. Whereas one individual desires to become the next manager of the organization, another individual desires to remain in their current job because it provides greater rewards than the promotion would. For instance, a salesperson who earns a half-million dollars in commissions alone may refuse to accept a managerial position that pays two hundred thousand dollars per month, especially if the individual's incentive is money. The suppression of other interests is the second issue that develops from the generalization of the interests. This presents an enormous ethical dilemma for the organization. Thus, in an attempt to resolve an ethical dilemma, it created one.

It is sufficient to note that the organization has a documented code of ethics, which coincides with the CEO's ethics duty clause. The board of committees is responsible for ensuring that all bank departments conform to the established code of ethics. They also have the authority to impose punishment on anyone found guilty of violating the stated conduct. According to the supplied study, there are ten ethical codes that must be adhered to at all times.

The first is sincerity. The corporation feels that being honest in all of its endeavors will attract more customers. Other components in the ethical statement include, among others, being trustworthy, transparent, keeping society's interests in mind and preserving the environment, and being sensitive to disclosure issues. The company also has a comprehensive employee code of conduct.

The code of behavior for employees is broken into five categories. This consists of the basic principles, professional principles, Personal Account Dealings and Financial Transactions Code of Practice, and IT Security Code of Practice. The table below displays the various subcategories within the specified categories. Evidently, the IT security code of practice contains no subcategories.

The Employee Code of Conduct is presented in Table 1.

General principles Professional principles Personal Account Transactions and Financial Dealings IT Security Best Practices Code

General Conduct Standards Interaction with Customers Managing Individual Employee Accounts

The Privacy of Information Borrowing & Loans: Monitor the commercial contacts of employees.

Competing interests Frequently revising customer information Financial dealings

Work Etiquette Bribery

Fiduciary and Custodial Responsibilities

Prevent the misuse or destruction of Bank property (Sabotage) Interaction between personnel inside and outside the Bank Speculative Transaction.

Anti-money laundering and anti-corruption measures

Prevent misappropriation of Bank funds/assets

Standards for Environmental Stewardship

As previously stated, Burgan Bank acknowledges that it has a responsibility to protect the environment. In fact, the corporation launched the Kuwait Change Initiative just lately. This initiative is intended to commemorate World Environment Day. Bashir Jaber, the company's Acting Chief Marketing Officer and General Manager, noted during the launch that the purpose of World Environment Day is to bring people together to identify solutions to ensure the future of their children.

This statement emphasizes that the company is similarly concerned about the environment and the future. During the event, a variety of activities were carried out. For instance, the company donated reusable shopping bags to the neighborhood. Additionally, they collected plastic bags for proper disposal and recycling.

Plastic bags have been regarded as one of the most environmentally hazardous things. Since they do not decompose and give nutrients to the soil, they might remain in the environment for a long time if they are not properly discarded. Nevertheless, paper can be recycled. Shafiqur, Sadia, and Nicholas contend that loitering, particularly with plastic bags, has been a significant issue in Kuwait (210). Providing the community with disposable bags urges them to cease using harmful plastic materials.

Gomes and Nadja recognize that the company has utilized numerous themes to promote environmental sustainability (18). The 2014 event was themed 'Forests'. The corporation pledged to do all possible to protect the region's trees. In an effort to protect the environment, the business has ceased using paper (Azim et al. 30). Paper is one of the greatest hazards to forests. Thus, fewer paper will reduce the need to cut down trees. Pradhan adds that businesses have taken initiative and abandoned the paper system (4). Computer technology has made this possible. Many systems of Burgan Bank have been digitized.

For instance, staff are encouraged to communicate information via email. Additionally, many possess pads for use during presentations. These are utilized in conjunction with projectors to eliminate the need for a traditional board and chalk in their boardrooms.

All of these actions have bolstered the company's CSR because they improve the comfort of society. In addition, the company has included the public in its environmental CSR practices, which contributes to its positive public image.

Human Resource Administration

It goes without saying that the corporation has extremely stringent human resource regulations. In reality, it is evident from the presented report that the corporation has faith in young people and employs a large number of them. The company's dedication to youngsters is firmly established in their core values. The Summer Training Program is a training program for young people. Initiated in 2011, the program instructs children in the world of business and money.

The bank's professionals and top management conduct the training. It is sufficient to note that the training consists of both theoretical and practical components. In collaboration with the Kuwait University College of Social Sciences, the firm also created the Youth Banking Conference. The conference has been held for two years and emphasizes the significance of integrating young people into the banking industry. Marimuthu et al. claim that the banking conference is the only event of its kind that focuses on young people (680). In turn, this makes the conference popular with the community, as they view the corporation to be concerned with the future employment of youth.

In addition, Burgan Bank has established a pleasant workplace for its employees. In order to avoid disputes, each employee is obligated by the employee code of conduct to respect their coworkers. In addition, the organization is quite rigid about clothing requirements and employee relations in order to ensure that each employee is comfortable at work. According to Estapé-Dubreuil and Consol, employees who are unhappy at work have lower levels of productivity than those who are comfortable (151). There are numerous causes of discomfort. For instance, an employee may feel uneasy with the way office tasks are conducted.

Another employee may feel uneasy about the relationships he or she has with other employees, etc. To make things a bit more civilized, the corporation implemented a number of rules. For instance, employees are prohibited from dating each other.

Additionally, the corporation has engaged in frequent audits to ensure that nothing shady occurs within the organization. Pradhan asserts that businesses that don't conduct frequent audits are typically surprised to discover that some devious employees have been stealing from them (10). In such circumstances, the public holds the entire firm accountable for the misconduct. As Burgan Bank conducts numerous internal audits, it has not yet encountered this issue. The bank also conducts periodic external audits. External audits are used to verify whether internal audits were conducted competently and objectively. Typically, they are conducted by a reputable agency, which subsequently reports the results to the board. Then, appropriate action is done in accordance with the realized findings.

The bank attempts to serve its customers the best by employing the greatest individuals. In addition, it provides the workers with the best prospects for career advancement. The organization encourages its employees to not just try to achieve the company's goals, but also to set and achieve their own personal objectives.

Volunteer Service

Regarding community service, the Corporate Social Responsibility program of Burgan Bank has attempted to instill nationalism throughout Kuwait. Since the bank is a local bank, it has often attempted to demonstrate that it is strongly anchored in Kuwaiti culture. As previously stated, the bank hosts numerous events throughout the holy month of Ramadan. As Kuwait is a predominantly Islamic state, religion plays a significant role in its government. Similarly, religion is extremely significant in business, and some of the previously described ethical norms are derived from religious beliefs and practices. The public is welcome to attend and even participate in the organization of certain events.

Similarly, Burgan Bank has contributed to the festivities of Kuwaiti national holidays. Many firms rarely participate in the national days of the nations in which they operate unless they have been contacted to host or participate in the event. The company has come forward to assert that they celebrate the celebrations in order to promote the Kuwaiti spirit and support other aspects that the festivals represent. The organization provides gift baskets for all event attendees to take home. Consequently, the bulk of the public typically attends Burgan Bank-sponsored or -hosted events.

Additionally, the report highlighted the company's support for the Kuwait Association for Care of Children in Hospitals. As stated, the company has been publicly recognized for investing in the future by investing in young people. It has also invested in children by contributing to the treatment and care of children in hospitals through generous donations. The support is now in its twelfth year, making it one of the company's earliest CSR initiatives. During the past twelve years, the firm has sponsored the creation of various high-tech pediatric institutions.

Peresadko et al. note that one of the original goals of the company's CSR framework and Corporate Citizenship program was to assist healthcare in general (250). In addition to providing treatment, the company's facilities also provide youngsters with amusement. This was prompted by the lengthy hospital stays required of children. The entertainment gives the youngsters a sense of normalcy.

Greater social concerns

The company's optimism regarding the future is one of its best qualities. As previously stated, they dedicate time to training and mentoring children on how to survive in the business and finance world. Moreover, the enterprise equips the youth with skills they might use to start their own businesses. Pradhan emphasizes that Kuwait's unemployment rate is extremely low compared to that of several other nations (8). This is made feasible by training and investments in youth, such as those offered by the Burgan Bank. Similarly, the company safeguards children by ensuring they receive the best medical care if they become ill.

Additionally, Burgan Bank adheres to the Sharia's stringent requirements. It goes without saying that even their employee code of conduct adheres to Sharia law. For instance, the clothing code is one of the concepts under "professional principles." The personnel are supposed to adhere to the country's dress code while still maintaining an acceptable level of decency. Due to this, it is not uncommon to see non-Muslim women wearing a head covering to work in the morning.

Respect for culture is also a significant factor for the bank. Were it not for

Apple Incorporation’s And Samsung Group’ Strategies Admission Essay Help

Apple Inc. and Samsung Group are both profitable in their respective businesses. In addition to competing in the Mobile Business and Consumer Electronics industries, these two companies compete in other markets as well. In order to compete in their particular sectors, the companies employ diverse business tactics and strategies. This section discusses the business tactics and procedures adopted by the Samsung Group and the Apple Corporation.

Analyze Apple's and Samsung's current business strategies, domestic and international surroundings, industry, and internal capabilities. Evaluate the extent to which the purpose and vision of each organization align with its long-term objectives and strategic direction.

Apple's strategy is essential for generating a few high-end consumer products that can successfully compete in the marketplace. Apple Inc. employs a distinctive business approach to target its domestic and international clients. The majority of the company's items and hardware are acquired from international suppliers. This method minimizes production expenses, hence maximizing revenues. Apple is well-known for making innovative goods that combine art and technology (Yoffie & Kim, 2010, p. 4).

Apple's mission is "to provide a high-quality personal computing experience to professionals, educators, consumers, and students around the globe by utilizing innovative internet offerings, software, and hardware" (Yoffie & Kim, 2010, p. 3). The objective of the organization is to safeguard the health, safety, and environment of its employees, stakeholders, and customers (Yoffie & Kim, 2010, p. 4). The vision and mission of Apple are essential to its strategic direction. The corporation has become viable and capable of achieving its long-term objectives due to the manufacturing of great products like as the iPhone.

In contrast, the Samsung Group dominates the global market with a vast selection of practical items. Samsung also provides diverse hardware to numerous international business partners. Samsung presently controls the worldwide market by manufacturing numerous devices that meet the needs of consumers. The organization boasts "the best workforce, R&D team, and technology," which makes achieving its objectives easier (Chan, 2010, p. 2).

Samsung's mission is to "inspire the world and build the best future for everyone" (Chan, 2010, p. 2). The company's goal is to empower its stakeholders with new technology, abilities, and alliances. Its mission supports its strategic direction and long-term objectives. Samsung employs this method to identify new market opportunities. The strategy has made Samsung affluent and sustainable.

Analyze each company's business plan using a SWOT (Strengths, Weaknesses, Opportunities, and Threats) analysis. Determine the essential way in which each sector effects the industry's competitive position. Provide a justification for the response.

Numerous organizations compete in several industries, therefore business-level strategies are widespread. Each business unit must have its own strategy and procedures in order to achieve success. These business segments will influence the company's overall performance. Apple Inc. employs the most effective company-level solutions to support its managers and staff throughout its various business sectors (Yoffie & Kim, 2010).

Apple Corporation Strengths, Weaknesses, Opportunities, and Threats Analysis

Strengths

Customer fidelity Mobile-device technology Excellent performance Multiple stores Effective marketing teams iTV launch

Weaknesses

Items with a price Lack of compatibility with prevalent Operating Systems (OSs) Defects in manufactured goods Long-term declines Patent litigation and infringements

Opportunities

The huge demand for Apple's merchandise. Internet use Smartphone/tablet market expansion modifying business practices Cloud-based social media computer services Economic performance

Threats

Technological alterations Android Operating System Competition Online music industry Taxation on the Availability of New Mobile Games

The company leverages the aforementioned strengths and opportunities uniformly across industries. The corporation utilizes the aforementioned marketing opportunities to promote its superior products. Such devices have dominated the marketplace. Additionally, the corporation has "developed product offerings such as iTunes and applications for its devices" (Yoffie & Kim, 2010, p. 6). Additionally, Apple Inc. has created successful iMacs and PCs on the international market. Each industry plays a vital part in determining Apple's competitive edge. The sectors collaborate to generate gadgets and products that can complement one another (Carroll & Buchholtz, 2014). Apple Inc. also discontinues the majority of its devices in order to produce superior and improved models. This technique has aided Apple's continuing competitiveness.

Samsung also operates in multiple market categories. These categories target distinct customers and businesses within particular industries. The strategy has generated new competitive advantages, hence contributing to the company's profitability. Samsung’s business-level strategies are essential to reaching each and every goal. The following SWOT analysis outlines the business environment of the company.

Samsung SWOT Analysis

Strengths

Creativity and innovation Low production prices Increasing portion of mobile phones Powerful marketing strategies Global brand Effective engineering procedures Compatible hardware for open-source software and operating systems.

Weaknesses

Patent infringements Not having its software Concentrate on multiple items conducting business with rivals Diminished profit margins

Opportunities

Increasing the market for tablets and smartphones Focus on new markets for business purchases Emerging markets Social media

Threats

Persistent price wars Court proceedings Technological alterations Oversaturated smartphone market

Samsung integrates diverse areas based on the customers targeted. Additionally, Samsung monitors and researches the market in order to develop new goods for a variety of industries (Chan, 2010). This strategy has made Samsung one of the world's most diverse firms. Each segment targets distinct consumer and market groups, generating profits for Samsung. Additionally, the marketing and advertising strategy analyzes possible markets in various geographical locations. This varied strategy has been essential to the company's growth.

Analyze how each company's business executives have adapted their strategies to cultural variations in order to support effective operations within global markets and to push new strategic initiatives with enhanced innovation excellence. Provide one example of such techniques employed by each organization to support their response.

Samsung and Apple have always encouraged new strategic initiatives through the use of better, inventive methods. The businesses have also "adapted differently to cultural differences in order to conduct business smoothly in every global market" (Twarowska & Kakol, 2013, p. 6). Samsung Group has been educating individuals in several nations in an effort to enhance its operations. The company conducts an analysis of the cultural practices and socioeconomic values of its target markets. For instance, Samsung has produced inexpensive smartphones for African and Asian consumers (Chan, 2010). The organization use strategic marketing strategies to distribute these products to a variety of customers. To fulfill its objectives, the organization recruits marketers from these regions.

In order to have effective operations, Apple Inc. also considers cultural differences in different locations (Apple Inc.'s Ethical Success and Challenges, 2014). However, the corporation does not generate differentiated goods to meet the evolving demands of worldwide consumers. Apple manufactures great smartphones, mobile gadgets, and software that can empower a large number of people. Additionally, the corporation employs a robust outsourcing strategy for its products. An example would be the iPhone. The smartphone is "designed in California and assembled in various countries, including France, South Korea, and China" (Twarowska & Kakol, 2013, p. 86). The strategy facilitates the production of premium brands that are available for substantial costs. Apple Inc. should reevaluate its strategy in order to respond to the world's changing cultural divides.

Evaluate the superiority of each company's organizational competences in terms of entrepreneurial capabilities, organizational design capabilities, and strategic capabilities aimed at boosting performance and profitability. Include one example of each company's superiority to substantiate the response.

Samsung Group utilizes its organizational skills to achieve its potential. The organization possesses exceptional entrepreneurial talents. Samsung begins by identifying the demands of its users in various regions of the world. The next stage is to produce high-quality items and equipment capable of meeting these needs. The organizational architecture of the corporation has been crucial to its success. The corporation employs a number of regional managers to supervise diverse marketing and activity plans. Strategic capabilities identify new markets that can boost the success of the organization (Carroll & Buchholtz, 2014). Samsung manufactures digital cameras, mobile phones, tablet computers, water heaters, televisions, refrigerators, and security systems. These advantages have made Samsung the most successful and diversified corporation (Chan, 2010).

Apple Inc. has adopted a centralized organizational structure in an effort to achieve success. The company's organizational structure facilitates the creation, production, and analysis of its high-quality products. The production of superior products including Apple iPods, iTVs, iPads, and iPhones, for instance, has altered the company's business model. The company's R&D leverages cutting-edge technologies to create improved devices. The corporation utilized seasoned marketing teams to distribute their items to various clients (Twarowska & Kakol, 2013). In order to boost its performance, the corporation must increase its presence in several global locations.

Recommend one suitable new business strategy for each organization that may maximize profitability and enhance industry competitiveness. Provide a comprehensive justification for this plan.

This section shows why these two companies are formidable competitors. Due to their great products and strategic prowess, the companies have maintained their dominance in numerous industries. However, new tactics will ensure that the businesses are profitable and competitive. Samsung might create a new business plan to increase its profitability and competitiveness (Chan, 2010). The following step is eliminating every unproductive portion. The plan will ensure that the organization allocates its technologies and unique ideas to goods with the highest profit potential. This recommended business strategy will be supported by the current organizational structure, ensuring Samsung's success.

Apple Inc. can potentially implement a new company plan to become more competitive. The organization can start by embracing the strength of diversification. Apple serves only a handful of sectors. These industries include computer hardware, electronics, and digital dissemination (Yoffie & Kim, 2010, p. 3). The launch of innovative products such as televisions will guarantee the company's continued competitiveness. In order to attract more clients, the company can also manufacture a greater variety of smartphones and home goods. This strategy will increase the company's performance because numerous individuals admire its distinctive brand. Additionally, the decision to promote fresh marketing methods in various global locations will complement the aforementioned corporate strategy.

Evaluate the corporate-level strategy of both organizations in terms of horizontal integration, vertical integration, strategic outsourcing, or diversification. Determine the type of approach that most effectively led to the development of a profitable and successful multibusiness model. Provide a clear justification for the response.

Numerous elements and procedures significantly contribute to Apple's success. The company's corporate strategy has facilitated the accomplishment of all goals. Apple employs "strategic outsourcing strategies in which the majority of its value-creation processes are carried out by independent companies" (Yoffie & Kim, 2010, p. 19). Such capabilities facilitate Apple Inc.'s efforts to decrease expenses and enhance earnings. Strategic outsourcing decreases manufacturing expenses, hence boosting profitability.

The "approach facilitates Apple's ability to differentiate its products and expand its competencies" (Yoffie & Kim, 2010, p. 12). This method explains why Apple has remained a profitable and successful company. However, outsourcing has compelled the organization to rely on other businesses, so affecting its goals. Apple has also diversified its company by creating very profitable software, hardware, and devices.

Samsung employs a distinctive company approach to achieve success. Samsung Group recognizes the significance of diversification. Diversification "has enabled Samsung to produce home appliances, televisions, smartphones, mobile phones, and other household goods" (Chan, 2010, p. 2). The organization has effectively dominated the global market. The corporation also outsources its software using a strategic approach. The corporation purchases software from a variety of programmers. This strategy has decreased the company's production expenses. The company's diversification approach has significantly contributed to its performance.

Analyze the tactics employed by Apple and Samsung's internal leadership to deter unethical conduct. Provide at least three examples of this leadership in action from both organizations to support your response.

Business ethics are essential to the success of a variety of organizations. Samsung's internal leadership promotes ethical standards and innovative concepts that yield the best results. The organization has created the most effective codes of conduct to govern the actions and conduct of every employee. The corporation employs around 220,000 individuals in 75 countries (Chan, 2010). According to the leaders, these codes of conduct are essential for meeting the needs of shareholders, local communities, and commercial partners. In 2005, the company's executive leadership unveiled the "Five Samsung Business Principles." These include the following:

Conforming to ethical and legal requirements Maintaining a pristine corporate culture Respecting employees, customers, and other constituencies Taking care of the environment Developing a socially responsible business

The company's executives are also committed to corporate social responsibility (CSR). The organization aids every disadvantaged member of the community. Every employee and product is expected to adhere to several industry standards.

Apple Inc. is also among the most ethically responsible companies in the United States. In 2011, numerous agencies accused Apple Inc. of presenting its employees with unethical working conditions. Apple decided to enact new laws to prohibit these unethical behaviors. Under Steve Jobs's leadership, Apple Inc. began to care for its employees. The corporation employs several outsourcing tactics to save expenses and reduce instances of unethical behavior.

Apple requires its suppliers to sign a document titled "Supplier Code of Conduct" in an effort to eliminate all unethical conduct. This practice has been essential in combating such misconduct. Apple Inc.'s Ethical Success and Challenges, 2014). Apple has specified new policies "to promote corporate governance and reduce organizational conflicts" (Apple Incorporated's Ethical Success and Challenges, 2014, para. 4). Managers are obligated to discipline any undesirable or improper behavior.

Assume that both Apple and Samsung require organizational reform and must modify their current strategy. Recommend three (3) specific changes that Apple and Samsung might make to their functional, business, and corporate strategies, as well as their organizational structure and control, to enhance their business performance and competitiveness in their respective industries. Provide a justification for the response.

Organizational changes are necessary since they contribute to the success of enterprises. Depending on the intended outcomes, organizational changes can take several forms. The "most suitable organizational changes involve new functional strategies, business structures, and corporate strategies" (Carroll & Buchholtz, 2014, p. 103). Samsung might begin by identifying distinctive business operations that will boost performance. The "business can concentrate primarily on its profitable products" (Ireland & Hitt, 2005, p. 69).

The strategy will ensure that the corporation focuses on a few market categories. The second modification is the implementation of a new organizational structure. This plan will ensure that the organization adopts a horizontal hierarchy in which managers collaborate. This method will ensure that management and employees may exchange ideas in an effort to develop greater equipment (Twarowska & Kakol, 2013). A new business approach will also generate profits for Samsung. The business can implement new marketing methods, including social media networks.

Apple Inc. can also gain significantly from new organizational changes. The initial modification is a redesign of Apple's functional strategy. New business networks, production tactics, and decision-making strategies will be designed by the corporation. The strategy will guarantee the corporation manufactures profitable goods (Ireland & Hitt, 2005). Apple's new business approach will lead to its success. The corporation can boost its profitability by marketing its products in numerous nations in Africa, Latin America, and Asia. The third modification is adopting a new organizational structure. The corporation may hire regional managers to promote its items in several global regions. A superior company strategy will ensure the success of each of these companies.

Bibliography

Apple Inc.'s Ethical Achievements and Challenges (2014). Web.

Carroll, A., & Buchholtz, A. (2014). Ethics, sustainability, and stakeholder management in the business context. Cengage Brain is based in New York.

Chan, K. (2010). The diversification plans of Samsung are a welcome development. Moody's Investors Service, 1(1), pp. 1 through 3.

Ireland, D., and M. Hitt (2005). Strategic Leadership in Achieving and Sustaining Strategic Competitiveness in the 21st Century 19(4), 63-77, Academy of Management Executive.

Twarowska, K., & Kakol, M. (2013). Reasons and Types of Expansion into Foreign Markets in International Business Strategy. Web.

Yoffie, D., and R. Kim (2010). Apple Inc. was founded in 2010. Harvard Business School, 1(1), 1-25.

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Emirates Airline Business Strategy Essay Help Websites

Introduction

Various environmental, social, political, and economic issues influence the growth and development of the global aviation business as a result of their negative effects on airline operational expenses. In light of these circumstances, the success of an airline depends on the established business strategies. This study reviews Emirates Airline's business strategy.

Factors Contributing to Dubai's Aviation Industry's Success

Contributing factors to the development of Dubai's aviation industry

Dubai's aviation industry is regarded as successful. There are numerous contributors to its success. First, the Dubai government has been instrumental in highlighting the importance of the aviation industry to the economic success of the country (Lohmann et al. 2009). Secondly, Dubai has an open policy regarding airline competition, as evidenced by the large number of airlines that operate in the region. The open policy ensures that all carriers are independent, allowing them to operate without any constraints and to be competitive in terms of pricing. In addition, Dubai has a policy built on consensus with regards to regional investment. This strategy has been crucial to the expansion and development of Dubai's airports (He, Wang & Lai 2010). On the other side, there has been a significant focus on underserved markets, which has strengthened Dubai airport's growth and, consequently, increased the number of passengers it can accommodate.

Emirates: A PESTLE Analysis

Political

Political stability in the United Arab Emirates has been significant for the growth and development of the area. According to Akoum et al. (2012), the political stability of the UAE has drawn people and financial institutions from all over the world. This circumstance has resulted in a substantial increase in the number of passengers in the region (Squalli 2014). Thus, Emirates Airline capitalizes on this situation to boost its profit margins by focusing on expanding its client base (He, Wang & Lai 2010). However, the United Arab Emirates is impacted by fluctuations in oil prices, which have the potential to spark political disputes and disrupt corporate activities in the region.

Economic

Due to the transformation of the territory into a regional and global economic powerhouse, the UAE's economy has experienced enormous growth over the past several years. With such expansion, there are numerous career prospects in the area. In addition, the region's expansion and development have resulted in a significant degree of Foreign Direct Investment (Squalli 2014). Due to this, the amount of money in circulation in the UAE is considerable, which presents an opportunity for Emirates Airline to increase its productivity, given the high demand for freight services. Nevertheless, given the region's reliance on oil, a decline in global oil prices would have negative effects on the economy of the UAE and on Emirates Airline's operations.

Social

The population of the United Arab Emirates has expanded dramatically as a result of the region's rapid economic expansion. This circumstance prompted the development of an open policy and the introduction of a variety of recreational activities, including tourism and sports (He, Wang & Lai 2010). UAE, as a cosmopolitan region, is home to international residents who are comfortable working and living in the country (Squalli 2014). In light of the existing social climate in the UAE, any negative effects on the economy would drastically diminish the region's appeal to businesspeople, thereby affecting Emirates Airline's operations.

Technological

In modern culture, technology has become a crucial aspect of company operations. It has been stated that a corporation is prone to collapse if it assumes or relegates technology from its core operations (Squalli 2014). The UAE has a big population that is predominantly composed of technologically savvy young people. The Information and Technology industry in the region significantly contributes to the expansion of the IT services, hotel, and tourism sectors. Technology can be utilized to improve the passenger experience (Ringbeck, Gautam & Pietsch 2009). Numerous individuals utilize the internet in the UAE and throughout the rest of the world.

Legal Factors

Due to the fact that airlines must fly through the airspace of numerous countries, legal external considerations are commonplace in the aviation business. Therefore, without proper air space agreements, Emirates Airline's operations may be impeded. Despite this, the airline has benefited from Dubai's tremendous growth in recent years, which has been followed by the development of adequate international business connections.

Environmental Factors

Concerns exist now over the need to maintain and conserve the environment. The aviation sector has not been untouched by these demands, and thus, all airlines are required to be ecologically sensitive. This involves the usage of aircraft with no environmental impact. Emirates Airline's Airbus 380 aircraft is environmentally beneficial due to its low fuel consumption and emissions. Nevertheless, natural occurrences such as volcanic eruptions and earthquakes pose a hazard to Emirates Airline's operations.

Detailed analysis of Emirates Airline using Porter's 5 Forces

This section contains a comprehensive Porter's five forces study of Emirates Airline.

Threats from New Competitors

Existing businesses typically pose a challenge to new entrants in a market since the new entrants are typically very attractive and charge low pricing. In the case of Emirates Airline, however, the threat of new competitors is rather minimal due to the unusually high hurdles posed by the enormous capital requirement. Emirates Airline has a strong brand image and high customer loyalty, which makes it easy for the corporation to deal with competition from new entrants.

Supplier's Bargaining Might

Within the airline business and specifically for Emirates, supplier bargaining power is substantial. This is due to the fact that suppliers have the authority to alter market trends, as there are not a great number of suppliers in the global aviation industry and especially in the UAE (Squalli 2014). Emirates Airline, for instance, relies on Boeing and Airbus. Therefore, if these suppliers changed the cost and quality of their products and services, the airline's performance and productivity would be significantly impacted.

Buyers' Purchasing Strength

In the instance of Emirates Airline, the influence of buyer bargaining power is substantial. This is due to the fact that consumers have the ability to alter industry trends in response to a shift in their demand for inexpensive fares and quality services. In this instance, the great quantity of passengers at the market accounts for the purchasers' strong negotiating position (Squalli 2014). In spite of this, Emirates Airline delivers high-quality services and exceptionally affordable fares to mitigate the effects of a shift in the wants and desires of its clients.

Threat of Replacements

Substitutes are items and services that can be substituted for others. In the instance of Emirates Airline, other forms of transportation with superior products and services might be substituted (Ramcharran 2012). Therefore, the corporation faces a significant threat from alternatives to air travel, such as land and marine transport. However, the airline maintains substantial rates and high-quality products and services in order to compete with other modes of transportation.

Rivalry between Existing Businesses

The presence of multiple large airlines in the business has strengthened their competition, which is a result of their desire to dominate the market. This competition has increased the level of competitiveness in the sector based on numerous factors, including costs, quality, and the ability to supply services over small distances (Ramcharran 2012). However, the airline is able to overcome these obstacles by leveraging on its brand image, client loyalty, and affordable fares.

Evaluation of Emirates Airline's advertising mix

Product

Emirates airline provides various in-flight and on-ground services to its passengers. First class, business class, and economy class are available for consumers to select from. Various strategies, such as product development, are implemented to ensure an industry competitive advantage.

Place

Its primary operations are based in Dubai, and it operates around 3500 flights each week to various locations (Ramcharran 2012). The company's information is disseminated to potential clients through several sources. Such channels include the company's website, the telephone, and travel agents.

Price

The pricing approach is determined by the travel season, the destinations, and the type of class. However, the airline's low fares have improved its competitive edge, particularly over short distances.

Promotion

Emirates airline has invested heavily in advertising, which has contributed to the expansion of its client base. This is accomplished through advertising efforts like the well-known "Hello Tomorrow" campaign.

Evaluation of Emirates Airline's brand, USP, and expansion potential

As the focal focus of its marketing strategies, Emirates airline relies on a robust brand. The availability of a combined fleet of Airbuses and Boeing wide-body aircraft increases the company's brand's competitiveness.

In addition, Emirates airline’s Unique Value Proposition is its brand positioning, which ensures the company’s dedication to meet customers’ demands in terms of best-in-class products and services. Additionally, the implementation of technology-based consumer initiatives contributes to the brand distinctiveness of the organization.

Emirates, on the other hand, has the potential for growth because to the rapid expansion of Dubai airport. Second, the surge in internet usage in the UAE assures that the company's online marketing reach a large number of potential customers. Additionally, the increase in global population boosts the airline's prospective client base. The government of Dubai has been active in promoting the aviation industry, which provides Emirates airline, one of the world's major airlines, with a considerable growth advantage.

Competitive Analysis and Business Strategy for Emirates

Emirates' short- and long-term marketing strategy in relation to its rivals and pricing structure.

Emirates Airline confronts intense rivalry from other airlines. Despite this, the company's low-cost pricing strategy has been effective in maintaining its market relevance (Ramcharran 2012). By focusing its marketing approach on places with short distances, for instance, the airline has been able to capture a substantial share of the global market. Emirates' utilization of the Boeing and Airbus has gained it the respect of other airlines and improved its competitive edge.

Emirates' segmentation of the market

Emirates segments its market based on its clients' age, income, and geographic location. Geographic segmentation is founded on the idea that different destinations may offer the airline with varying needs and wants, as do consumers of varying age groups and financial levels (He, Wang & Lai 2010). This strategy ensures that all of the needs of its clients are met.

The Emirates phase of the product life cycle

Emirates Airline is currently in the mature phase of the product lifecycle. This is due to the fact that it faces intense competition and has the capability to compete with it.

Emirates' marketing success for its products

Emirates airline has achieved marketing success with its products. This can be deduced from its vast customer base and rapid expansion pace. Secondly, the organization utilizes a variety of efficient distribution channels to reach a large number of potential customers. Thirdly, Emirates airline engages in a strong corporate social responsibility, which has contributed to the company's increased brand value. Lastly, the organization has effective promotion techniques, including advertising campaigns that raise potential clients' awareness of its products.

Evaluation of Network and Market Growth Plans

Evaluation of the existing business model and network

Emirates Airline's present business model is based on the establishment of a lean workforce equivalent to that of a low-cost carrier and the installation of a flat organizational structure (Demil & Lecocq 2010; He, Wang & Lai 2010). This strategy aims to ensure that the company's operational costs are as low as feasible in order to acquire a competitive advantage over other companies.

Environment and competition analysis based on capacity

The Airline market necessitates a competitive and capacity-based environment. This is related to the introduction of new enterprises to the market. For instance, Emirates has a huge fleet, indicating that it has greater environmental implications. Such an analysis would be necessary to comprehend the situation of the market in terms of airline competitiveness and environmental responsibility (He, Wang & Lai 2010).

The significance of Emirates' A380 fleet

Due to its low fuel consumption rate, the Emirates A380 fleet has been incredibly effective at enhancing the company's competitive advantage. This is due to its extensive use of lightweight materials (Ramcharran 2012). Moreover, its engine is fairly efficient in comparison to other aircraft.

Need to deploy the remaining 90 A-380s in current and future operations.

To fully deploy the remaining A380s, Emirates airline would need to make significant changes to its current and future network, including the identification of new destinations, the improvement of customer satisfaction, and the implementation of a comprehensive marketing campaign to increase its customer base.

Uncertainty in the Markets and Future Plans The quickening of European and American Carriers

Threats and Constraints to Emirates

Emirates Airline is threatened by multiple industries. For instance, the volatility of oil prices has both short- and long-term negative effects on the operational costs of the airline. This is attributable to the fact that oil prices are not regulated (Ramcharran, 2012). Secondly, Emirates Airline's market dominance is endangered by the emergence of new, significantly less expensive competitors (He, Wang & Lai 2010). Recently, the airline introduced an online ticketing system that is susceptible to technological issues and hacking, resulting in enormous company losses.

European and American airlines engage in intense competition and lobbying efforts against Emirates.

Emirates Airline contends with intense competition in the global airline business. This is due to the fact that the majority of European and American airlines have opposed it through lobbying efforts. Therefore, the airline should implement effective strategies to mitigate the effects of such competition (He, Wang & Lai 2010). Implementing a pricing plan that emphasizes inexpensive airfares is one of the most crucial ways in this situation.

Emirates' business model's competitive advantage

Emirates Airline's business model emphasizes the availability of a lean staff, a flat organizational structure, and the utilization of low-cost carriers (Demil & Lecocq 2010). This strategy provides Emirates with a competitive advantage over European and American airlines by ensuring that overhead expenses remain low.

Recommendations

Due to the huge capacity of the A380 and the design and specifications of the A380 model, Emirates airline should be able to establish a sufficient market to maintain low overhead costs. Therefore, the organization should implement quality control measures. This is vital since the airline must maintain control over its brand and quality due to the fact that its success with the A380 model depends on the availability of a huge client base. In addition, Emirates airline should participate in significant aviation training, with a particular focus on the A380, in order to maximize the benefits of operating an aircraft with a big passenger capacity, such as lower overhead expenses.

Conclusion

It was obvious that the external and internal environments have a significant impact on Emirates airline's success. Notably, negative changes in social, economic, political, technological, legal, and environmental aspects would have a detrimental impact on the success of the airline. Similarly, the great bargaining power of customers and suppliers, the expansion in the number of airlines, the intense competition among current airlines, and new entrants will reduce Emirates airline's competitiveness. However, the airline has stayed relevant on the market thanks to its strong brand, competitive pricing strategy, and supply of superior customer care. However, Emirates Airline should implement effective internal procedures to capitalize on existing prospects.

References

Co-movement of oil and stock prices in the GCC region: A wavelet analysis, The Quarterly Review of Economics and Finance, vol. 52, no. 4, pp. 385-394, I. Akoum et al.

Long range planning, volume 43, number 2, pages 227-246, 2010. Demil, B., and X. Lecocq. "Business model evolution: In search of dynamic consistency."

He, Y., Wang, S., and Lai, K. (2010). Global economic activity and crude oil prices: A co-integration analysis.

From hub to tourist destination: An exploratory study of Singapore and Dubai's aviation-based transition, Lohmann, G., et al., Journal of Air Transport Management, vol. 15, no. 5, pp. 205-211, 2009.

Ramcharran, H. (2012). Oil production responses to price changes: an empirical application of the competitive model to OPEC and non-OPEC countries.

Ringbeck, J., A. Gautam, and T. Pietsch, "Endangered growth: How the price of oil threatens international travel and tourism growth," in World Economic Forum's Travel and Tourism Competitive Report, 2009, pp. 39-47.

The Quarterly Review of Economics and Finance, vol. 54, no. 1, pp. 138-145. Squalli, J., 2014. "Airline Passenger Traffic Openness and the Performance of Emirates Airline."

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