The Humanities are not a Luxury Essay Example

The Humanities are not a Luxury Essay Example The Humanities are not a Luxury Essay The Humanities are not a Luxury Essay Article Topic: Reply The Humanities are not a Luxury: A Manifesto for the Twenty-first Century In her piece The Humanities are not a Luxury: A Manifesto for the Twenty-first Century, Smith Martha Nell conveys the message that humanities are a declaration of the human condition as opposed to an extravagance. At first, she cites the proof from Audre Lordes, a solid researcher, work contending that verse is no extravagance however a need in our lives. The case here is that verse is a type of humankind and it incorporates every one of that people do in their lives including music, theater, moving, history and so on. All these verse is utilized to catch our most profound feelings of trepidation and expectations instead of simply be rich (Smith 48). Smith recognizes the opposite contention that writers don't ponder people day by day lives since their words are brimming with allegorical implications. Her case is depended on the case from Robert Frost, a sound researcher, that the words don't generally yield positive results as the writers dont mention to young men what to think (48). They (artists) don't mention to them what determinations or implications to make from the sonnets whichleavesthem (young men) in obscurity. Thiscounter argumentsets up an issue of remembering similitudes for the writers work yet Smith traces that the analogies are significant and make the requirement for basic speculation for people (50). To show the significance of basic reasoning, Smith utilizes a case of the California spending emergency in which Mark Yudolf, leader of the University of California, utilized an analogy to let some circulation into the complaints of the English offices not accepting their installment. The Englishdepartment in this casereferred to the humanities office and the fact of the matter was that the humanities educational plans and investigates cost a lot yet didn't pay. The answer point here is that the in the setting ofYudolfsclaim, themediaand the overall population should assemble one or the other in this manner concluding what he implied (50). Smith further uses,Yudolfscase to stretch thathumanityarenot an extravagance. She cites a contention brought out by a trustworthy researcher, Emily Dickinson, who contends that the estimation of craftsman humanities is invaluable in the general public (51). The contention prompts the presentation that humanities and sociologies are crucial necessit ies in human life despite the fact that Yudolf may have been deciphered as a cost, an extravagance. Humanities are not an extravagance but rather an incredible advantage in understanding the society(Gil Soeiro and Tavares 1). Smith focuses on that humanities are not an extravagance by citing the cases of Robert Watson and Lorde who guarantee that humanities and sociologies are really enhancement to the foundations and to the understudies lives. The case is that they yield over 100% of their all out use. Smith backs this with the proof by Yudolf who sociologies and humanities are a superior wellspring of cross-sponsorship for the organizations not at all like the lab requiring courses, for example, building (51). Smith calls attention to that there is no significant emergency in the humanities division as Yudolf asserted in his contention. All things considered, the picture, as apparent in Smiths report, shows understudies ofYudolfsschool fighting with a bannerwrittensave the humanities (Smith 52). Progressively apparent news press cases of the emergency are that:PHDs looking for positions won't get business, the American Council of Learned Societies guarantee that humanitiesPHDsgraduates cannot secure positions, the humanities being assaulted each day, and the case that the humanities are not, at this point others conscious (52). The creator guarantees that there is an open disinvestment in the humanities and depicts the issue that the state funded colleges are not really supported. She cites the cases by Lewis that lone the minority attempt to let some circulation into the humanities complaints. The most vocal gatherings, for example, the media and the legislators don't back up this worries of whichHolm,Jarrickand Scott concur (Holm, Jarrick and Scott 160). The criticalness of the case is that majority rule government is solid on the off chance that it is sponsored up unafraid which implies we ought to consistently think fundamentally in order to progress in it (52). The creator wraps up the archive by suggesting what she calls, the innovation of reluctance. She suggests that; the humanities group ought to move beyond the fantasy that the humanities are a cost; the group ought to consistently challenge the humanities since as Smith cites, an examination of how the shows of the episode account shape perspectives toward illness rise and social change can prompt progressively successful, just, and sympathetic reactions both to a changing world and to the issues of worldwide wellbeing and human welfare.(Chew 1203); the group ought to never be governed by cash yet rather theybefocused on passing the instruction; they ought not permit innovation to indoctrinate them from humanehumanities; andfinally they ought to guarantee the best compatibility between the older folks and the companions the same. Just if webecomfortable around thehuman kindwill the humanities bode well (Smith 54-55). Work Cited Bite, Suok Kai. Infectious: Cultures, Carriers, And The Outbreak Narrative.Choice Reviews Online46.01 (2008): 1203. Web. Gil Soeiro, Ed. Ricardo and Sofia Tavares. Reexamining The Humanities: Paths And Challenges.The Kelvingrove Review1.11 (2012): 1. Web. 13 Oct. 2016. Holm, Poul, Arne Jarrick, and Dominic Scott.Humanities World Report 2015. Hampshire: PALGRAVE MACMILLAN, 2015. Print. Nell Smith, Martha. The Humanities Are Not A Luxury: A Manifesto For The Twenty-First Century.Liberal Education 102.3(Winter 2011): 48-55, Web. 13 Oct. 2016.

The History of Gravity and Aristotle

The History of Gravity and Aristotle One of the most inescapable practices that we experience, its no big surprise that even the soonest researchers attempted to comprehend why items fall toward the ground. The Greek logician Aristotle gave one of the soonest and most exhaustive endeavors at a logical clarification of this conduct by advancing that items pushed toward their regular spot. This common spot for the component of Earth was in the focal point of the Earth (which was, obviously, the focal point of the universe in Aristotles geocentric model of the universe). Encompassing the Earth was a concentric circle that was the regular domain of water, encompassed by the common domain of air, and afterward the characteristic domain of fire over that. In this way, Earth soaks in water, water soaks noticeable all around, and blazes ascend above air. Everything inclines toward its common spot in Aristotles model, and it appears to be genuinely steady with our natural understanding and essential perceptions about how the world functions. Aristotle further accepted that articles fall at a speed that is corresponding to their weight. At the end of the day, on the off chance that you took a wooden article and a metal object of a similar size and dropped them both, the heavier metal item would fall at a relatively quicker speed. Galileo and Motion Aristotles reasoning about movement toward a substances common spot held influence for around 2,000 years, until the hour of Galileo Galilei. Galileo led tests moving objects of various loads down slanted planes (not dropping them off the Tower of Pisa, in spite of the famous spurious stories with this impact), and found that they fell with a similar speeding up rate paying little heed to their weight. Notwithstanding the exact proof, Galileo likewise developed a hypothetical psychological study to help this end. Here is the way the cutting edge thinker portrays Galileos approach in his 2013 book Intuition Pumps and Other Tools for Thinking: Some psychological tests are analyzable as thorough contentions, frequently of the structure reductio advertisement absurdum, in which one takes ones rivals premises and determines a proper logical inconsistency (a preposterous outcome), demonstrating that they cant all be correct. One of my top picks is the verification credited to Galileo that overwhelming things dont fall quicker than lighter things (when contact is insignificant). In the event that they did, he contended, at that point since overwhelming stone A would fall quicker than light stone B, in the event that we attached B to A, stone B would go about as a drag, easing back A down. Be that as it may, An attached to B is heavier than An alone, so the two together ought to likewise fall quicker than A without anyone else. We have presumed that binds B to A would make something that fell both quicker and more slow than A without anyone else, which is an inconsistency. Newton Introduces Gravity The significant commitment created by Sir Isaac Newton was to perceive this falling movement saw on Earth was a similar conduct of movement that the Moon and different articles understanding, which holds them set up inside connection to one another. (This understanding from Newton was based upon crafted by Galileo, yet additionally by grasping the heliocentric model and Copernican guideline, which had been created by Nicholas Copernicus preceding Galileos work.) Newtons improvement of the law of widespread attraction, all the more frequently called the law of gravity, united these two ideas as a scientific recipe that appeared to apply to decide the power of fascination between any two items with mass. Along with Newtons laws of movement, it made a conventional arrangement of gravity and movement that would manage logical understanding unchallenged for more than two centuries. Einstein Redefines Gravity The following significant advance in our comprehension of gravity originates from Albert Einstein, as his general hypothesis of relativity, which depicts the connection among issue and movement through the essential clarification that objects with mass really twist the very texture of existence (all things considered called spacetime). This progressions the way of items in a manner that is as per our comprehension of gravity. Subsequently, the current comprehension of gravity is that it is a consequence of articles finishing the briefest way spacetime, altered by the twisting of close by gigantic items. In most of cases that we run into, this is in finished concurrence with Newtons old style law of gravity. There are a few cases which require the more refined comprehension of general relativity to fit the information to the necessary degree of exactness. The Search for Quantum Gravity Nonetheless, there are a few situations where not general relativity can very give us important outcomes. In particular, there are situations where general relativity is contrary with the comprehension of quantum material science. Outstanding amongst other known about these models is along the limit of a dark gap, where the smooth texture of spacetime is incongruent with the granularity of vitality required by quantum material science. This was hypothetically settled by the physicist Stephen Hawking, in a clarification that anticipated dark openings emanate vitality through Hawking radiation. What is required, be that as it may, is a thorough hypothesis of gravity that can completely fuse quantum material science. Such a hypothesis of quantum gravity would be required so as to determine these inquiries. Physicists have numerous contender for such a hypothesis, the most famous of which is string hypothesis, yet none which yield adequate trial proof (or even adequate exploratory expectations) to be checked and comprehensively acknowledged as a right depiction of physical reality. Gravity-Related Mysteries Notwithstanding the requirement for a quantum hypothesis of gravity, there are two tentatively determined puzzles identified with gravity that despite everything should be settled. Researchers have discovered that for our ebb and flow comprehension of gravity to apply to the universe, there must be an inconspicuous alluring power (called dim issue) that helps hold cosmic systems together and a concealed terrible power (called dull vitality) that pushes far off worlds separated at quicker rates.

Example of a Consent Form Free Essays

string(269) After the potential importance of such outcomes has been disclosed to you by your doctor, you will be offered a chance to get autonomous indicative affirmation of this exploration finding in a lab which has practical experience in this kind of clinical testing. Research Consent Form Brigham and Women’s Hospital Dana-Farber Cancer Institute Massachusetts General Hospital Version III. an August 1998 Pi_dist9. doc Imprint Patient ID Number Protocol Title: Developmental Anatomy Genome Project (DGAP) Principal/Overall Investigator: Cynthia C. We will compose a custom paper test on Case of a Consent Form or on the other hand any comparable point just for you Request Now Morton, Ph. D. Site-Responsible Investigator(s)/Institution: James Gusella, Ph. D. /MGH Co-Investigator(s)/Study Staff: Drs. B Quade, A Ligon, R Maas, A Michelson, J Gusella, M MacDonald, E Lemyre, J Lewis Description of Subject Population: Patients with inborn inconsistencies PURPOSE We might want consent to enlist you as a member in an exploration study. The motivation behind this examination is to recognize and contemplate qualities associated with human turn of events. You have been approached to take an interest in this examination study since you (or your youngster) have (or has) at least one formative variations from the norm and chromosomal anomalies that have been available since birth. Such chromosomal variations from the norm may disturb the capacity of qualities required for typical development and improvement. By distinguishing these qualities in individuals with explicit birth surrenders, we plan to arrive at a more noteworthy comprehension of how the human body develops and creates. STUDY CONTACTS This examination is being sorted out by Dr. Cynthia C. Morton, who can be reached at 617-732-7980 with any inquiries you may have over the span of this examination. On the off chance that you enlisted at the MGH, it would be ideal if you contact Dr. James Gusella at 617-726-5724. Strategies If you consent to partake, you will give a blood test. The measure of blood drawn will differ with age (under 2 years of age: around 1 tablespoon; ages 2-10 years: around 2 tablespoons; ages 11 years and up: around 2-4 tablespoons) and might be decreased for littler people. When all is said in done, after you have given blood, cells or tissue tests no extra hospitalization or center visits will be required for you to take part in this investigation. Any of the examples you give will be utilized to build up an interminable cell line. This implies an unlimited gracefully of DNA will be accessible for hereditary research. DNA is the hereditary material from which qualities are made. These examples might be put away/banked for sometime later and additionally imparted to different agents related with this investigation. These put away or conveyed tests won't be named with your name. Do you consent to this (if you don't mind circle one decision): Page 1 of 5 Subject Population: Patients with inborn oddities IRB Protocol Number: 1999P-003090 98-09233 Sponsor Protocol Number: N/A Consent Form Approval Date: DECEMBER 9, 1999 Amendment Number Approved: N/An IRB Expiration Date: Amendment Approval Date: N/A NOVEMBER 22, 2000 Research Consent Form Brigham and Women’s Hospital Dana-Farber Cancer Institute Massachusetts General Hospital Version III. an August 1998 Pi_dist9. doc Imprint Patient ID Number YES NO You might be reached later on and requested extra examples to proceed with inquire about. On the off chance that you don't wish to be reached later on, you may show this underneath: YES, alright to contact NO, don't contact As referenced above, examples that are sent to the exploration research center will be alloted a code number. The way in to this code will be kept up in bolted documents by Dr. Cynthia Morton, and your (or your child’s) character won't be uncovered to anyone other than your alluding doctor. Significant non-distinguishing data, for example, sex, age, and nature of your formative anomaly will be transmitted to the exploration research center so as to associate investigation results with explicit formative issues. The data acquired from this investigation of your gave blood or tissue isn't known to be valuable clinically or symptomatically as of now. The exploration is presently valuable just as a methods for getting qualities and formative variations from the norm. Results from these hereditary examinations won't be set in your (or your child’s) clinical record. We won't convey these outcomes legitimately to you; study results will be discharged to your alluding doctor. COSTS No charges will be charged to your insurance agency or to you for this investigation. You ought to be certain that no charges for the blood attract are to be documented with your insurance agency. On the off chance that the individual who attracts your blood means to charge you, you should pay for this yourself and send a duplicate of the bill to the specialist who will repay you. Dangers AND DISCOMFORTS There are minor dangers and inconveniences related with blood examining. This incorporates a concise measure of agony and perhaps a little wound at the needle site. At times an individual feels black out when his/her blood is drawn. Once in a while a contamination grows, however on the off chance that this happens the disease can be dealt with. Exposure of Study Results Information about your interest in a hereditary report may impact protection or potentially businesses in regards to your wellbeing status. We will utilize numerous protections to forestall unexpected revelation: I) data about your investment in, and the aftereffects of, this exploration won't be set in your clinical records, II) examine information (counting information gathered from clinical outlines) will be entered uniquely into an examination database. No names will be gone into this database, just the codes doled out to submitted tests. Different examiners won't be given a key to this code, and III) NO outcomes from this examination will be discharged to anybody other than your alluding doctor. You can likewise limit these dangers by not offering to others the way that you have taken an interest in hereditary examinations. Page 2 of 5 Subject Population: Patients with innate inconsistencies IRB Protocol Number: 1999P-003090 98-09233 Sponsor Protocol Number: N/A Consent Form Approval Date: DECEMBER 9, 1999 Amendment Number Approved: N/An IRB Expiration Date: Amendment Approval Date: N/A NOVEMBER 22, 2000 Research Consent Form Brigham and Women’s Hospital Dana-Farber Cancer Institute Massachusetts General Hospital Version III. an August 1998 Pi_dist9. doc Imprint Patient ID Number These examinations are for explore purposes as it were. Accordingly, NO investigation results will be imparted to you whenever. In any case, if this examination study reveals data that we feel MAY affect your social insurance (either decidedly or adversely), we will pass on this data to your doctor. After the potential noteworthiness of such outcomes has been disclosed to you by your doctor, you will be offered a chance to acquire free analytic affirmation of this exploration finding in a research facility which has practical experience in this kind of clinical testing. You read Case of a Consent Form in class Papers This analytic testing will ONLY happen IF you give extra agree to it. Just the aftereffect of the corroborative test would be gone into your clinical record by the demonstrative lab or your doctor. Advantages At this time, we are aware of no immediate advantage to you (or your youngster) because of cooperation in this examination study. Interest is totally willful and your option is to not take part. Others may profit later on if these investigations give helpful data about recognizing or rewarding formative irregularities. Choices You are allowed to take an interest or not to take an interest in this investigation. On the off chance that you decide not to take an interest, your clinical consideration and treatment won't be influenced. Page 3 of 5 Subject Population: Patients with innate irregularities IRB Protocol Number: 1999P-003090 98-09233 Sponsor Protocol Number: N/A Consent Form Approval Date: DECEMBER 9, 1999 Amendment Number Approved: N/An IRB Expiration Date: Amendment Approval Date: N/A NOVEMBER 22, 2000 Research Consent Form Brigham and Women’s Hospital Dana-Farber Cancer Institute Massachusetts General Hospital Rendition III. an August 1998 Pi_dist9. doc Imprint Patient ID Number THE FOLLOWING PARAGRAPHS CONTAIN STANDARD INFORMATION WHICH GENERALLY APPLIES TO PERSONS INVOLVED IN A RESEARCH STUDY AND ARE REQUIRED ON ALL CONSENT FORMS. Classification Medical data created by this examination will turn out to be a piece of your emergency clinic clinical record, except if explicitly expressed in any case in this assent structure. Data that doesn't turn out to be a piece of your clinical record will be put away in the investigator’s document and recognized by a code number as it were. The code key interfacing your name to explicit data about you will be kept in a different, secure area. Your clinical record is accessible to social insurance experts at Brigham and Women’s Hospital (BWH), Dana-Farber Cancer Institute (DFCI), or Massachusetts General Hospital (MGH), by and large called the â€Å"Hospitals†, and might be assessed by proper Hospital staff individuals over the span of doing their obligations; be that as it may, they are required to keep up classification as per material laws and the approaches of the Hospitals. Data contained in your records may not be given to anybody unaffiliated with the Hospitals in a structure that could distinguish you without your composed assent, aside from as portrayed in this assent structure or as legally necessary. It is conceivable that your clinical and research record, including delicate data as well as recognizing data, might be examined or potentially duplicated by the examination support (and additionally its specialist), the Food and Drug Administration (FDA), bureaucratic or state government offices, or emergency clinic certifying organizations, over the span of completing their obligations. On the off chance that your record is assessed or duplicated by the investigation support (as well as its specialists), or by any of these offices, the Hospitals will utilize

Frizza †Frozen Pizza Marketing Plan Essay

The present size of pizza advertise in India is INR 1750 crores and is developing at the pace of 25-30% every year. Be that as it may, there is practically no nearness of the solidified pizza in India. Differentiating this to the USA where solidified pizza industry represents 13.6% of absolute USD 40 billion pizza industry. In this manner there exists a chance to dispatch an item here. In this report, we are attempting to accomplish the accompanying: statistical surveying to check customer conduct and inclinations, trailed by Segmentation, Targeting and Positioning for solidified pizza item in India lastly fabricating an advertising procedure to dispatch it. We began with the Porter’s Five Forces examination. We discovered that Intensity of Industry Competition was low to medium, Availability of Substitutes was low to medium, Potential Entrants were High, Buyer Power was low and Supplier Power was low-medium. This was trailed by essential research where we took studies (on the web and live). This was enhanced with auxiliary research to discover the different parts of shopper conduct. The center advantages were recognized as â€Å"Easy to Cook† and â€Å"Tasty Food†. For the most part, the leaders are the youthful procuring experts or the winning individual from the family/housewife. If there should be an occurrence of the housewife, their choices are ordinarily impacted by their bothering kids. We at that point marketed division premise different strategies like client qualities (geographic, segment, financial, psychographic), purchasing circumstance (utilization rate, customer inclinations), mediagraphics and personas. We chose to target individuals in age gathering of over 23 years old with income of multiple lakhs per annum. We along these lines situated our item as †To every one of the individuals who need an agreeable life and who love great and solid food, Frizza is a one of a kind looking item that lets you appreciate the flavor of paradise, spares your time and is there for you †Anytime you need it. The item was named as â€Å"Frizza† with the slogan †â€Å"Anytime Pizza†. We at that point chose the showcasing methodology. Beginning with Product choice, we saw that Frizza is separated from its rivals like Dominos premise 4 primary parameters †(I) Lower cost at same taste; (ii) Convenience factor (of utilizing the item whenever as opposed to only 12 hours during which an eatery is open); (iii) Square shape instead of roundabout shape, which would speak to youngsters and grown-ups the same; (iv) Emotional fulfillment for moms coming out of the inclination that she has prepared a supper for her kids. We at that point chose different qualities of the item like garnishes , and so on premise results from the overview. Because of numerous reasons as clarified in the report, the valuing came to as 30-40% lower than that of rivalry like Dominos’s. As far as the spot, we chose to dispatch the item just in urban areas given the infrastructural requirements toward the start. The retail channels were chosen as grocery stores, strength stores and super stores, subsequently following the specific circulation technique. Different limited time exercises (both ATL and BTL) like TV promotions, Facebook, papers, occasions, and so on were arranged. At last, money related examination was done to close the breakeven point as 7 quarters. Inspiration: The pizza business in India is for the most part separated into 2 configurations †feast in and remove. The present size of pizza showcase in India is INR 1750 crores and is developing at the pace of 25-30% every year. The holding organization of the present market pioneer, for example Dominos grew multiple times from INR 155 crores in 2007 to INR 1407 crores in 2013 tenderizing the yearly development rate to an astounding figure of 45%. However, there are holes in the market. To start with, the pizza stores are restricted in number, reach and timing. In this manner availability is constrained. Also, in spite of the fact that pizzas at lower value focuses are accessible, better quality pizzas or pizzas offering assortment of fixings cost upward of INR 200 for each pizza. Accordingly, there is extension to utilize low evaluating as an upper hand. Subsequently comes the solidified idea to satisfy the current holes. This idea is as of now pervasive in created nations. In USA for instance, solidified pizza industry represents 13.6% of all out USD 40 billion pizza industry. According to Frozen food worldwide industry direct from Market Line, offer of solidified pizza and prepared dinner advertise all inclusive record for 41.1% of by and large solidified food showcase. Likewise, Asia-Pacific is the biggest market for solidified nourishments, representing 34.3% of worldwide market worth, and general stores and hypermarkets structure the main conveyance channel for solidified food represent 70.2% of the market’s esteem. OBJECTIVE: In this report, we are attempting to accomplish the accompanying: statistical surveying to measure purchaser conduct and inclinations, trailed by Segmentation, Targeting and Positioning for solidified pizza item in India lastly constructing a showcasing procedure to dispatch it. Strategy: Essential research: We had two sorts of approach towards essential research. We arranged a far reaching survey to measure the segment, financial and psychographic qualities and market response towards the current items and readiness to pay of respondents for the solidified pizza item. We led live overviews in the close by shopping centers (Gopalan Mall and Meenakshi Mall) during top days (a Sunday and the Independence Day) by appropriation of survey among individuals of various age, sexual orientation and pay bunches for instance school goers, moms, single men, wedded couples and so on. We likewise gathered online reactions across different geographic and expert gatherings by means of person to person communication destinations and messages. Auxiliary research: We utilized online assets to consider the worldwide solidified pizza markets and potential development of the equivalent in Indian markets and to assemble data about the current players and their situating. Discoveries: 1. Porter’s Five Forces to Understand Industry Competitiveness: Intensity of Industry Competition: Low-Medium ï‚ · Number of firms-There are huge no of players in Indian Pizza showcase. These incorporate the market chief Dominos, Pizza cabin, Papa john’s, Pizza corner, Pizza Express, Smoking Joes, Amul and Local Pizza Producers. In any case, there is no well known brand in solidified Pizza other than Amul. ï‚ · Highly focused market (Low HHI)- The market is profoundly thought with high HHI of approx 4700.Dominos leads the market with 67% piece of the overall industry with its 600+ stores. Pizza hovel is second with around 20% piece of the pie and 180 + stores. Others have piece of the overall industry from 2-5% with 20-40 Stores. Portion of Amul is extremely low. ï‚ · Demand Supply confound according to our evaluations; there is unmistakably no gracefully in the market, in spite of the fact that there is by all accounts solid interest. Accessibility of Substitutes: Low-Medium ï‚ · Buyer affinity to substitute â€Though in general rivalry is high, Competitors in the solidified pizza showcase portion are low; in this manner purchaser penchant to substitute is low. ï‚ · Product separation and Pricing-The items offered by the greater part of the Pizza makers are comparative and there is no separation in item at present. The quantity of items accessible at nearly lower costs is less. Potential Entrants: High ï‚ · Attractive Market-Indian brisk assistance café industry is assessed to be 6000 Cr and is relied upon to arrive at 18000 Cr by 2018. The pizza business is relied upon to develop at a CAGR 25-28%. ï‚ · Low Entry Barriers and low leave hindrances The capital necessity is similar to other item suppliers in the market and isn't enormous in any capacity. Indeed, even the leave hindrances are less. ï‚ · Huge brands-Big worldwide brands like Papa Murphy, Little Caesers are not in India yet and there is potential danger of them Entering India. McCain however not in solidified Pizzas, may enter later on. Purchaser Power: Low ï‚ · Uniqueness-Frozen Pizza is as yet a remarkable idea in India and the organizations giving it are likewise less. ï‚ · Large no. of purchasers â€The huge no of Buyers with not very many providers of solidified Pizza, diminishes the dealing intensity of purchaser. ï‚ · Switching cost-The present valuing structure of huge brands which is fundamentally the same as additionally diminishes the intensity of customers, driving them to purchase from the accessible alternatives. Provider Power: Low-Medium ï‚ · Material Suppliers-There is huge number of providers for fixings like flour, vegetables, and so forth. The providers for Cheese and imported vegetables are less thus they have more force. ï‚ · In-house innovation The innovation utilized by the majority of the Pizza Manufacturer is in-house, which lessens supplier’s exchange power. Amul Frozen Pizza: Foreseeing the development of the solidified food advertise in India, Amul propelled solidified pizza in 2001 in Gujarat. It intended to present the item all over India through its previously existing channel. Be that as it may, it neglected to catch the market and needed to close the item class soon. It couldn't adjust to the progressions that the Indian fast eatery and the Pizza showcase were experiencing in that period. The estimating of Amul Pizza was Rs 45 for a little Pizza which was high around then. Additionally, the item was not situated well in the market and legitimate division was not done. In any case, as of late, Amul has re-propelled its solidified pizza item. 2. Purchaser Behavior: Essential statistical surveying: We got 161 reactions (43 disconnected and 118 online reactions) for our study. The overview information was then sifted dependent on our objective portion (examined later) †Employed/Earning individual from the family in the age gathering of 24-41 with in excess of 2 lakh/annum compensation of family. Subsequently, 83 of our respondents fell under our objective market. Basic beliefs and Benefits looked for by the customers: Based on our study, we came to realize that, 27% shoppers take pizza, at whatever point they feel ‘Too languid to cook’, and 40% take pizza for ‘Lunch or Dinner’. The center advantages hence are â€Å"Easy to Co

The Cost and Reimburstements of Medicare Research Paper

The Cost and Reimburstements of Medicare - Research Paper Example This examination centers around cost and repayment of Medicare just as difficulties confronting the program. Medicare administrations can be given to the recipients either through customary expense for-administration (FFS) program or private wellbeing plans, for example, Medicare Advantage (Kaiser Family Foundation, 2008). While customers can be served in any emergency clinic and by any specialist under FFS those utilizing Medicare Advantage ought to be treated by suppliers in a system or pay additional charges for medicines got from out-of system suppliers (Mason et al., 2013). The program is accessible in four sections to be specific Part A, B, C and D. Medicare covers Hospital Insurance (section A), Medical Insurance (part B), Prescription Drugs (part C) and Medicare Advantage (part D) (Kaiser Family Foundation, 2008). Customers who apply for part C gets different advantages offered in different parts. Right now, a few people lean toward Medicare Advantage since it offers additional administrations notwithstanding those gave under FFS. Section An of the Medicare is financed through finance charge charged on workers and the businesses whereby each contributes 1.45% to make an aggregate of 2.9% while for independently employed people they contribute full 2.9% since they are the two representatives and managers (Mason et al., 2013). Part C and D are financed by premiums contributed by enrollees of the Medicare and income from the general reserve. Medicare in association with neighborhood insurance agencies pay remuneration to claims introduced every year by the Medicare recipients (Kaiser Family Foundation, 2008). The Medicare utilizes different techniques to repay the clinical specialist organizations for the administrations they offer to their customers secured by medical coverage. For instance, Center for Medicare and Medicaid Services acquainted Accounting Care Organization model with orchestrate clinical assistance conveyance among the specialist co-ops by empowering them to facilitate their administration conveyance to lessen costs, improve quality and result of the

Situational Leadership® Guide Definition, Qualities, Pros Cons, Examples

Situational Leadership ® Guide Definition, Qualities, Pros Cons, Examples UNDERSTANDING THE DEVELOPMENT OF SITUATIONAL LEADERSHIP ®Situational leadership ® is a leadership model, which has been largely influenced and molded by its early developers Ken Blanchard and Paul Hersey. In this section we’ll examine the early development of the theory in late-60s to 70s, before looking at how the leadership model has evolved from the early inception.The history of the theoryThe human history has seen leaders who have had the ability to adjust to different situations, changing their management style along the way. Dwight D. Eisenhower during World War II is often used as an example, together with General George Patton, whose leadership style we’ll discuss in detail in the final section.In 1969, Blanchard and Hersey published a book Management of Organizational Behaviour, which developed the theory of situational leadership ®. When the theory was first introduced, it was actually called the Life Cycle Theory of Leadership. Around mid-1970s, the theory began to be known as situational leadership ®. The strength of the theory is evident in the fact that the book is already on its ninth edition.In the book, Blanchard and Hersey’s central argument regarding leadership was that there isn’t a single factor indicating how you should decide what the correct style of leadership is in any given situation. Instead, leadership is determined by the leader’s personal characteristics, the characteristics of his or her subordinates and the situation where leadership is taking place. This means there essentially isn’t a ‘best’ style to lead independent of the situation at hand.Both men continued developing the theory further, until late-1970s and early 1980s when they decided to branch out and publish their own take on the developed idea.Blanchard published One-Minute Manager in 1982, with the book becoming an international bestseller. The book has been translated into 37 languages and Blanchard published an updated version of the book in 2015. In the original book, Blanchard tells a story of a young manager who faces multiple different decisions and meets with a number of different management styles. The book continues with the idea that management must adapt to the situation at hand without overlooking the wellbeing of the people the leader is managing. In essence, the book tells leaders to find a balance between operational goals and personal wellbeing.Watch the below video of Ken Blanchard explaining his idea of a One-Minute Manager and the requirements of a good manager: Paul Hersey also developed his thoughts around situational leadership ® further and published a book The Situational Leader (Hersey, P. (1985): The Situational Leader, New York, NY: Warner Books). Prior to developing situational leadership ® with Blanchard, Hersey had also set up The Center for Leadership Studies, which afterwards began providing training in situational leadership ® to individuals and companies.The modern developmentAs well as Blancha rd and Hersey adding to the theory with their respective books and essays on leadership and management, other theorists and thinkers have been adding their own thoughts to the situational leadership ® model. Blanchard has collaborated with writers such as Patricia and Drea Zigarmi, Spencer Johnson and Mark Miller, for example.Perhaps among the most vocal situational leadership ® theorists has been Daniel Goleman. In his article Leadership That Gets Results, he points out that leadership isn’t often effective if the same approach is applied in all situations. As we’ll see below, Hersey and Blanchard’s approach identifies four core leadership styles, but Goleman expands these styles further and lists six leadership styles.According to Goleman, situational leadership ® and situational leaders should implement these six specific leadership styles:Coaching leadership â€" where the focus is on individual’s personal development and job-specific skills.Pacesetting leadership â€" whe re leaders need to present high expectations to their subordinates.Democratic leadership â€" where subordinates are nearly equal to the leader in terms of decision-making.Affiliate leadership â€" where the subordinate comes first in all situations.Authoritative leadership â€" where leaders take charge in identification and analysis of problems, but also allow subordinates to participate.Coercive leadership â€" where leaders simply tell subordinates what to do and how to do it.One his website’s FAQ section, Goleman states, “Leadership is influencing people to take action” and that “it’s highly situational: anyone might step forward to lead, given the right circumstances”.Goleman’s theory about situational leadership ® is at the core of its rather similar to the original theory developed by Hersey and Blanchard. Where the two situational models start differing is in Goleman’s model emphasizing the underlying importance of emotional intelligence. Goleman believes a good situational leader must have the emotional intelligence to understand what approach fits the situation, instead of just analyzing the readiness level of the subordinate and the task at hand. THE CORE ELEMENTS OF SITUATIONAL LEADERSHIP ® “Effective leaders need to be flexible, and must adapt themselves according to the situation.” Paul Hersey and Kenneth BlanchardThe above quote defines the core idea behind one of today’s most talked about leadership theories: Situational Leadership ®. The model, which celebrates a multitude of leadership styles instead of a single solution, has been considered a transformative and essential new way to manage and to lead. But what does it mean to be a situational leader? Is it always beneficial to change your approach to leading the troops? In this guide, we’ll examine the development of situational leadership ® theory, study its core elements and discover the qualities a situational leader must showcase. Finally, we’ll outline the pros and cons of the leadership theory and examine its power through four examples.UNDERSTANDING THE DEVELOPMENT OF SITUATIONAL LEADERSHIP ®Situational leadership ® is a leadership model, which has been largely influenced and molded by its early developers Ken Blanchard and Paul Hersey. In this section we’ll examine the early development of the theory in late-60s to 70s, before looking at how the leadership model has evolved from the early inception.The history of the theoryThe human history has seen leaders who have had the ability to adjust to different situations, changing their management style along the way. Dwight D. Eisenhower during World War II is often used as an example, together with General George Patton, whose leadership style we’ll discuss in detail in the final section.In 1969, Blanchard and Hersey published a book Management of Organizational Behaviour, which developed the theory of situational leadership ®. When the theory was first introduced, it was actually called the Life Cycle Theory of Leadership. Around mid-1970s, the theory began to be known as situational leadership ®. The strength of the theory is evident in the fact that the book is already on its ninth edition.In the book, Blanchard and Hersey’s central argument regarding leadership was that there isn’t a single factor indicating how you should decide what the correct style of leadership is in any given situation. Instead, leadership is determined by the leader’s personal characteristics, the characteristics of his or her subordinates and the situation where leadership is taking place. This means there essentially isn’t a ‘best’ style to lead independe nt of the situation at hand.Both men continued developing the theory further, until late-1970s and early 1980s when they decided to branch out and publish their own take on the developed idea.Blanchard published One-Minute Manager in 1982, with the book becoming an international bestseller. The book has been translated into 37 languages and Blanchard published an updated version of the book in 2015. In the original book, Blanchard tells a story of a young manager who faces multiple different decisions and meets with a number of different management styles. The book continues with the idea that management must adapt to the situation at hand without overlooking the wellbeing of the people the leader is managing. In essence, the book tells leaders to find a balance between operational goals and personal wellbeing.Watch the below video of Ken Blanchard explaining his idea of a One-Minute Manager and the requirements of a good manager: Paul Hersey also developed his thoughts around situa tional leadership ® further and published a book The Situational Leader (Hersey, P. (1985): The Situational Leader, New York, NY: Warner Books). Prior to developing situational leadership ® with Blanchard, Hersey had also set up The Center for Leadership Studies, which afterwards began providing training in situational leadership ® to individuals and companies.The modern developmentAs well as Blanchard and Hersey adding to the theory with their respective books and essays on leadership and management, other theorists and thinkers have been adding their own thoughts to the situational leadership ® model. Blanchard has collaborated with writers such as Patricia and Drea Zigarmi, Spencer Johnson and Mark Miller, for example.Perhaps among the most vocal situational leadership ® theorists has been Daniel Goleman. In his article Leadership That Gets Results, he points out that leadership isn’t often effective if the same approach is applied in all situations. As we’ll see below, Herse y and Blanchard’s approach identifies four core leadership styles, but Goleman expands these styles further and lists six leadership styles.According to Goleman, situational leadership ® and situational leaders should implement these six specific leadership styles:Coaching leadership â€" where the focus is on individual’s personal development and job-specific skills.Pacesetting leadership â€" where leaders need to present high expectations to their subordinates.Democratic leadership â€" where subordinates are nearly equal to the leader in terms of decision-making.Affiliate leadership â€" where the subordinate comes first in all situations.Authoritative leadership â€" where leaders take charge in identification and analysis of problems, but also allow subordinates to participate.Coercive leadership â€" where leaders simply tell subordinates what to do and how to do it.One his website’s FAQ section, Goleman states, “Leadership is influencing people to take action” and that â €œit’s highly situational: anyone might step forward to lead, given the right circumstances”.Goleman’s theory about situational leadership ® is at the core of its rather similar to the original theory developed by Hersey and Blanchard. Where the two situational models start differing is in Goleman’s model emphasizing the underlying importance of emotional intelligence. Goleman believes a good situational leader must have the emotional intelligence to understand what approach fits the situation, instead of just analyzing the readiness level of the subordinate and the task at hand. THE CORE ELEMENTS OF SITUATIONAL LEADERSHIP ®Situational leadership ® theory or model comprises a few key elements. These include four styles of leadership, the readiness level of the subordinates and the developmental models.The four leadership stylesAccording to Hersey and Blanchard, there are four basic leadership styles associated with the situational leadership ® model. The four are: telling, s elling, participating and delegating.Style 1: TellingAs the name suggests, this leadership styles refers to an almost autocratic leadership role in which the leader tells the subordinates what to do. Furthermore, the leader also explains how to do the tasks.Style 2: SellingThe second style refers to a slightly more democratic model in which there is some discussion between the leader and the subordinates. The leader is aiming to ‘sell’ the idea and message to subordinates and to get them to buy into the process and the tasks.Style 3: ParticipatingThe third model is largely a democratic leadership approach, as the leader allows more leeway to the subordinates. The amount of direction from the leader remains limited and the subordinates have an active role in making decisions and directing the way the tasks get finished.Style 4: DelegatingFinally, Hersey and Blanchard identified the final leadership style, which is characteristically a hands-off approach to leadership. The style m eans the leader is less involved in how decisions are made, allowing subordinates to make them and to take most of the responsibility in getting the job done.Readiness levels of the subordinatesIn addition to the leadership styles, the situational leadership ® model also recognizes four different readiness levels of direct reports. These are used for understanding the maturity of the people the leader has to manage.You can see the four maturity levels displayed in the chart below:Readiness 1, also known as R1People who don’t have the right knowledge or skills for the role/job, and often lack willingness to finish the tasks.Readiness 2, also known as R2People who are willing to finish the tasks, but who don’t have the knowledge or skills required to do so.Readiness 3, also known as R3People who have the right knowledge or skills for the role/job, but who lack the willingness to take responsibility and/or finish the tasks.Readiness 4, also known as R4People who are willing to fini sh the tasks and take responsibility, and who are extremely skilled and knowledgeable.For a leader to be effective, Blanchard and Hersey suggest identifying the readiness level and then applying the leadership style, which helps in achieving the objectives. As mentioned above, a situational leader must be able to consider both the organizational task at hand, but also the readiness and wellbeing of the subordinates.In the below model, you can see how the different leadership styles match with the readiness level of the subordinates:Readiness 1TellingReadiness 2SellingReadiness 3ParticipatingReadiness 4DelegatingAccording to the theory, a leader must always base their relationships with the subordinates on three essential points:How much the leader gives guidance and direction.How much socio-emotional support the leader provides.What is the readiness of the subordinates in performing the tasks.By matching the readiness level with the right style, the relationship can be based on the right approach and yield better results.Let’s examine each leadership style with the readiness level a bit further. First, the telling/directing approach is a top-down approach. By telling subordinates clearly what to do, the leader can take control of the outcome. Since R1 is linked with low skills and low commitment, the directing approach makes it easier to accomplish tasks and ensure the team knows what to do. This type of leadership, companied with the R1 maturity level, is linked with industries such as military. In the military, a top-down approach is needed often because the lower ranked soldiers won’t have the same experience, skills and knowledge than leaders in the higher ranks.Second, the selling/coaching approach provides supervision, yet it’s done more as a coaching style rather than a management style. Since the subordinate’s maturity is still lower, but the willingness is there, the leader should help the subordinates to gain experience and confidence. The le adership style is naturally good fit with the education sector and could often work well in internship situations in a variety of industries.R3 matches with the participating/supporting leadership, as the subordinates have high skill sets, but relatively low commitment and therefore, a boost in confidence and motivation can efficiently get the tasks finished. The leader’s role is not to tell what to do, but to provide feedback on how the subordinate is performing and help only when it’s actually needed. The leadership style is often good for environments where the subordinates have experience, but might lack the confidence to perform tasks, such as junior management positions.Finally, the delegating leadership style is aimed at subordinates with R4 readiness level. This is because the subordinate has high skills to perform tasks and has high motivation and commitment to support the skills. Therefore, the leader’s role is to oversee things go according to plan and simply ensure the best person is doing the specific roles. The leadership requires plenty of experience from the subordinates and therefore, often fits senior roles.Here’s a handy diagram to explain the above: Situational Leadership ® CurveBlanchard’s developmental modelsBlanchard developed the above original model further with his Situational Leadership ® II, or SLII model. In the revised look of the theory, he suggests there are four developmental models within the situational leadership ® model. According to him, employees in organizations pass through a development cycle, as experience or changes in roles increase maturity and skillset of the employee.As employee’s developmental levels vary, the leader must be able to understand these subtle differences and apply the right kind of management to ensure the employee can perform the tasks to the best of his or her ability and develop further.The developmental model is similar to the readiness level of the employee, as they both deal with competence and commitment of the employee. The four development levels are:Enthusiastic BeginnerHigh commitment, low competenceDisillusioned LearnerSome competence, but problems cause lower commitment Capable but Cautious PerformerGrowing competence, but commitment can varySelf-Reliant AchieverHigh competence, high commitmentIn addition, Blanchard’s SLII model also recognises the four leadership styles, although they are given slightly different names. His four leadership styles are called: Directing, Coaching, Supporting and Delegating.In Blanchard’s opinion leadership relies on two key behaviours: supporting and directing. The styles have the following characteristics:Directing behaviorsProviding specific instructions,  Controlling the behavior of subordinatesSupporting behaviorsEncouraging subordinates,  Listening subordinates,  Offering recognition and providing feedbackIn terms of the four leadership styles:Directing is high on directing behavior, but low on supporting behaviorCoaching is high on both directing and supporting behaviorSupporting is low on directing behavior, but high on supporting behaviorDelegating is low on both directing and supporting behaviorAgain, t he revised look at these different styles acknowledges there’s no superior style. Instead, the leader must match his or her leadership style to the developmental skill of the subordinate and the task being accomplished.Learn from Ken Blanchard himself on how to lead like Jesus. THE QUALITIES OF A SITUATIONAL LEADERKeeping in mind the above, what makes a good situational leader? Situational leadership ® requires the leader to possess a variety of traits and skills, as the leader has to be able to adapt to different situations and to respond to the subordinate’s needs.Hersey’s four common leadership qualitiesHersey’s situational leadership ® model identifies four common leadership qualities a leader needs to succeed. These are the ability to diagnose, adaptation, communication and the ability to advance.Ability to diagnoseA situational leader must possess the skills to diagnose and analyze situations. You need to be able to understand the situation you are trying to influence in order to pick out the best leadership style for the specific situation. In essence, you need the skills for identifying two core aspects:The task at hand and the requirements for completing itThe readiness and development level of the subordinates responsible for the completion of the taskIn order to improve your ability to diagnose and analyze the situation, you need to continue learning. Self-improvement is the key to situational leadership ® success and it involves anything from gaining more understanding of the industry, the organization and of leadership theories and styles in general. If you continue to improve and enhance your own understanding of things, the better you’ll become in diagnosis and analysis.AdaptationYou also need to showcase adaptability as a situational leader. An effective leader must adjust their behavior depending on the requirements of the situation.Adaptation can be improved by enhanced knowledge, but you should also focus your energy on broadening your horizon. Instead of directing all the time, ask more questions and listening to your subordinate’s opinions. Asking and listening doesn’t mean you must do as you are told, but accepting different perspectives can improve your ability to adapt to change.CommunicationSince situational leadership ® requires leaders to modify their approach, according to the situation and the behavior of the subordinate, the ability to communicate effectively becomes key to success. Communication looks different in the telling and the delegating style and therefore, you need to be able to master both styles.Improving your communication skills is an important aspect of becoming a better leader. You need to master the basics of maintaining eye contact, listening actively and responding appropriately. But in addition, you need to be able to include empathy, authority and clarity to your communication.Learn how to become a good communicator. Ability to advanceFinally, a situational leader needs to be able to advance, i.e. manage the movement. Leaders are naturally always in charge of things and the better able they are at holding the different strings together, the better they are at leading. But this ability to manage and advance is especially important in situational leadership ®, as you constantly have to readjust your approach and management style according to the task and the readiness of the subordinates.Picking the right approachSince there is no single correct approach to leadership, a situational leader must be able to pick out the right style for each occasion. When deciding on the correct approach, the leader must focus on four contextual factors: the relationship between the leader and the subordinates, the task at hand, the leader’s authority, and the readiness level of subordinates.The relationship between the leader and the subordinatesFirst, it’s important for the leader to identify the relationship he or she has with the group, i.e. to use the diagnostic skills. The aim is to focus on understanding the group’s skills and commitment.In essence, the more inefficient the group, the more it would benefit from a relationship that is based on directing. The leader should focus on creating order and to implement clear rules to improve efficiency.On the other hand, an organized and skilled group could benefit from a supportive relationship. In these situations, the leader should focus on instilling a more democratic approach.Considering the task at handNext, the leader must implement adaptation, as well as diagnosis, to better understand the task at hand. Are you facing a complex or a simple task? You need to be able to identify the elements of the task and their difficulty level in order to understand how well the group is able to achieve the tasks. Knowing the tasks elements also help in determining whether you should implement a more directive or supportive approach to guiding the subordinates.Identify the authority levelThe ability to communicate will help identify the authority level required for guiding the subordinates. As a leader, you must be able to understand your power over the subordinates and more specifically, whether it comes from your position or your relationship within the group.According to situational leadership ®, a leader’s power might be related directly to the position and the power it brings about. For example, the authority might come from the leader’s ability to reward or punish the subordinates.On the other hand, you might also enjoy a high level of authority because you have a strong personal relationship with the subordinates. For example, your supportive behavior might have led to increased trust and respect among the group.The readiness level of subordinatesFinally, a good leader must be able to manage and pick out the different readiness levels of the subordinates. This tells you each individual’s ability to achieve the tasks and the commitment they show towards completing the se tasks.With the above in mind, watch the below YouTube video of movie examples of leadership styles and try to piece together which clip features which of the four leadership styles: ADVANTAGES AND DISADVANTAGES OF SITUATIONAL LEADERSHIP ®Situational leadership ® comes with its own unique set of advantages and disadvantages.Advantages of situational leadership ®One of the major benefits of the situational leadership ® approach is the core message of the theory: there is no single leadership style, but rather a leader must find the right fit for the given situation. This removes the need to follow a rigid strategy at all times and instead, a leader is more able to make sense of the situation around him or her. The model understands that industries and organizations are different and that even within a team, different people can react differently to tasks. In essence, situational leadership’s strength is how it understands the unique nature of the world.Since the leader is trying to mould the leadership style around the team’s readiness level and needs, the group environment can be comfortable and effective. It can affect the group’s performance, because the leader is using a style that motivates the employee and improves their performance. For example, a low competence-low readiness employee wouldn’t feel comfortable with a delegating style, as they are looking for more advice and encouragement from the leader.The leader understands the different development phases of the group and can, therefore, pick the styles that boost motivation and improve team’s effectiveness. Since the approach allows changes, the leader is able to switch the approach to something different if, and when, the team develops its readiness level.Overall, the leadership style is effective in increasing awareness. As mentioned in the previous section, situational leaders must be aware of what is happening around them. By increasing their awareness, they can also develop empathy t owards the subordinates, which will help them approach employees in the right manner. Since you need to know what type of readiness and competency the employee has, you need to learn about them and understand where they are coming from. This can make the situational leader better at identifying problems and attuning themselves to the passion and motivation of the employee.The enhanced awareness is not just beneficial in dealing with the subordinates, but it also improves the leader’s ability to reach organizational goals. Since the leader must be aware of the task in order to pick the right leadership approach, the leader must have an acute awareness of the requirements of reaching desired objectives. The leader must be attuned to the organizations goals and acutely aware of the steps that must be taken to reach the goals. Matching the right readiness level employee with the specific tasks is an important part of situational leadership ® and something that can boost operational ef ficiency.Furthermore, the flexible and intuitive approach to leadership can help the team work better together. Since leadership always reflects the team’s maturity, there’s no fear the motivation and encouragement will be ill fitted to maturing subordinates.Disadvantages of situational leadership ®But situational leadership ® has been criticized for some of its failings. The style is critiqued for its lack of understanding of the demographic differences in leadership style preferences. P. Northouse in his 2007 book Leadership, Theory and Practice claims situational leadership ® doesn’t identify appropriately how the styles can be used in group settings, when different demographics are present. Men and women have been found in studies to respond to differently to leadership styles and the personal leadership traits within different demographics can drastically change. While the theory understands uniqueness and allows the identification of specific circumstances, it also has a tendency to assume each leader, task or subordinate follow a similar pattern.But the critique and disadvantages of the theory don’t only relate to the theory side of the approach. Situational leadership ® has also been critiqued for the possibility of it creating confusion within the group. If the leader has to change his or her approach within team members or as the team develops, the subordinates can be left questioning the approach. For example, changing from a telling style to a delegating style can make it harder for the employees to know what to do even if their readiness level has increased. Once you get used to a certain style, a sudden change to something different can take some time to adjust. This could cause problems in team morale or the relationship with the leader. The changes in leadership style can be perceived as manipulative and coercive. Therefore, it requires a careful approach from the leader.Finally, the attention of a situational leader tends to emphasize the short-term strategy, as the focus is always on analyzing the current objectives and readiness levels of the subordinates. Therefore, the leadership style could benefit from overlooking important long-term objectives of the organization and instead rely too much on short-term strategy and politics of the organization.EXAMPLES OF FAMOUS SITUATIONAL LEADERSFinally, it’s a good idea to examine situational leadership ® through concrete examples. There have been plenty of examples in the past of leaders who have been able to adjust their leadership style according to the situation and the development level of their employees.Below are four such examples of both leaders and companies.General George PattonGeneral George Patton is one of American military’s most revered leaders and a perfect example of a situational leader. General Patton didn’t just lead in the battlefield, but during his time with the military, he also produced several papers on military and war strategy. His cor e message was that in order to win a war, one must be focused on analyzing the situation. General Patton’s situational analysis became one of the foundations of the US Military’s preparations for action.General Patton outlined one of the core messages of situational leadership ®, which states that leadership and strategy must be flexible. If it’s necessary to change action and leadership style because the situation calls for it, then a good leader will be able to do so.Some of General Patton’s core principles of leadership included the following:Be flexible with your approach to different situations.Use co-operation and collaboration as tools for leadership.Earn the trust of your team by motivating them with positivity.Set an example with your own actions.As you can see, the above principles are closely associated with the qualities a situational leader needs to posses in order to succeed.John WoodenJohn Wooden is another example of a great situational leader. Wooden is cons idered to be one of the best basketball coaches in the history of American college basketball. During his time as the head coach of UCLA’s men’s basketball team, Wooden won ten championships, with seven of them following each other.Furthermore, the team went on to create a record-breaking 88-game win streak and Wooden managed all of this with a team that was constantly changing. Team members graduated and moved on, with new players coming through the ranks almost every year. This meant the team dynamics were constantly changing and even team member’s readiness level could vary from the more mature and experienced players to the rookies. This required Wooden to adjust and tweak his leadership style accordingly.One of the most telling quotes about Wooden’s situational approach is his saying, “When you’re through learning, you’re through”. Wooden understood that change is inevitable and constant analysis and development is required for success. Royal New Zealand NavySit uational leadership ® isn’t just suitable for individual leaders, but the model can be applied throughout an organization. Blanchard has worked with organizations, such as the Royal New Zealand Navy (RNZN) in order to improve operational and organizational success.RNZN suffered from low morale, with new reforms causing issues within the organization. Blanchard’s situational leadership ® model was used to analyze the situation and to clarify policies that “would consolidate, clarify, and specify training that, when directed appropriately, would remove conflict and lead to higher productivity and morale.”Personal responsibility was improved and the focus shifted away from simple command structure to leadership. The Navy identified readiness levels and applied more delegation to high competency subordinates to help boost morale. The navy even began training new recruits and officer cadets in the principles of Situational Leadership ®. According to Blanchard’s data, RNZN has i ncreased its morale and productivity since the application of situational leadership ® approach.Coca-Cola and Jack StahlFinally, Jack Stahl’s approach to leadership, especially as the President of Coca-Cola from 1978 to 2000, can be considered as an example of situational leader. Stahl believes good leaders are “situational”, as they “are able to step into any circumstance and recognize whether they need to engage at the strategy level or dive into the nitty-gritty”.Stahl learned this situational approach from an early on and through a mistake he made when applying leadership. He was asked by his then CEO Doug Ivester to prepare a report with his team on a tight schedule. Instead of analyzing the team’s readiness levels and competence, he simply delegated large parts of the task only to find out the project was largely undone by the time the deadline knocked on the door. Stahl learned then that effective leaders must know what kind of oversight to apply and when in order to get the tasks done.In this  interview, Stahl makes an important point stating, “management is not a popularity contest”. “As a leader, once you see that people are doing that (focusing on details) successfully, then you pull back and worry about things from a more strategic perspective,” Stahl went on to say.FINAL THOUGHTSSituational leadership ® has quickly become one of the most revered leadership theories and much of the success relies on the flexibility of the approach. Situational leadership ® model understands that organizational needs are different and that people are not homogenous when it comes to competency and commitment. In order to lead, you must understand the correct way to guide and motivate your subordinates.But the flexible and situation-specific approach has also provided a lot of ambiguity around the theory and model. Since the theory borrows from other leadership approaches, it is hard to analyze its effectiveness and to even understand when a leader is being situational and when they are simple using a specific leadership model, such as autocratic leadership or democratic leadership.Nonetheless, understanding the model can help a leader improve his or her diagnosis and awareness. By understanding the needs of his or her subordinates, as well as the demands of the task, the leader can show more empathy, efficiency and flexibility, which can help boost team morale and even enhance productivity. The ability to fit one’s approach to a specific situation can be strength in today’s increasingly changing business environment.

I or Me

Mar 18 2019    In our quest to use proper, formal grammar, we may sometimes actually create a grammar faux pas. Such may happen when using the pronouns I and me. For example, take a look at the snippet of a business communication below: Dear Mr. Jeffers: We have received your job application, and our human resources department is reviewing it presently. In the meantime, if you have any questions, please contact Ronald Davidson or I at the toll free number listed on our website. It sounds correct, but is it? Not quite. Rather than use the word I, which sounds more formal than me, the correct word choice in this example is actually me. It comes down to pronoun case. I is a subjective (a.k.a. nominative) pronoun. In other words, I must function as the subject of the sentence. I like to eat fresh-baked bread. (I is the subject.) When I eat fresh-baked bread, I slather butter all over my slice. (I appears as the subject of both the dependent clause and independent clause.) By contrast, the word me only appears in the objective (a.k.a. accusative) case. That means it can be found in the position of direct object, indirect object, or object of the preposition. Just as in the first example, where I was used instead of me in the direct object position, we can accidentally make the same mistake when we try to insert the correct pronoun into a prepositional phrase. Sometimes we err on the side of trying to sound more formal, which is actually incorrect. Incorrect Usage: She brought along a lovely loaf of hot-baked bread, which she shared with Emma and I.             Correct Usage: She brought along a lovely loaf of hot-baked bread, which she shared with Emma and me. (Me is the object of the preposition that begins with the word â€Å"with.†) One of the easiest ways to check whether you’ve got the correct pronoun is to simply remove the first party mentioned in the prepositional phrase. Doing this makes the sentence read as follows: She brought along a lovely loaf of hot-baked bread, which she shared with me. It’s much easier to recognize that the correct pronoun is me when we remove Emma and, isn’t it? So, what does this tell you? Relax! Oftentimes our ears naturally select the correct word without us consciously noticing it. If you are in the position of writing a formal letter or email, go ahead and write it out, but before you send it off into the mailbox or through the ether of the Internet as the case may be, give it a quick proofread and verify you have your I’s and me’s straight, double checking for any â€Å"stuffy† I’s in the objective position. It’s a quick and easy fix that will lend credence to your communication. To learn even more about correct usage, pronouns, and all sorts of other fun grammar constructions, check out Fix It! Grammar. In each level there is a comprehensive Grammar Glossary that will help you shore up your grammar and usage in no time! Between you and me, I think we’ve got this grammar faux pas fixed for good!    Jennifer Mauser  has always loved reading and writing and received a B.A. in English from the University of Kansas in 1991. Once she and her husband had children, they decided to homeschool, and she put all her training to use in the home. In addition to homeschooling her children, Jennifer teaches IEW classes out of her home, coaches budding writers via  email,  and tutors students who struggle with dyslexia.