Code of Ethics Essay

Almost every organization, institution and profession has a set of code of ethics which are generally expected to guide their stakeholders on how to handle particular issues within that fall within their place of work. Basically, such code of ethics are instituted and adopted in organizations as well as professions as a way of ensuring that relevant stakeholders are in a position to draw a clear distinction about on what is wrong or right. Understanding the ethical codes of a particular environment, be it an organization or a profession has been found to be instrumental in helping the stakeholders make right decisions in decision situations and this fact has therefore awarded code of ethics great importance across professions. Ethics vary from one profession to another as well as from an organization to another depending on the type of operations carried out, also, the environment within which an organization functions. It becomes an obligation to all stakeholders in a profession, organization or even an institution to understand the laid down code of ethics available as such since violating such qualifies to be termed as a professional misconduct and punishable under the law. There is generally a rich history about code of ethics and again, the history varies from one profession to another and also across organizations. This paper will seek to offer a detailed analysis of the code of ethics that are available in accounting profession, its history of development, the sources from where these ethics were developed amongst other valuable issues about code of ethics in general. It will explore the major players in the profession, who are basically certified accountants, what expectations are at least expectable from an accountant in his work to their clients, as well as the bodies across the globe that has been awarded the mandate of setting the standards or simply developing the code of ethics for accountants. Accounting has grown to become one of the oldest and also one of the most important services that business world cannot stay without. In the business world, there is the inherent need for the business owners and other stakeholders to have perfect knowledge of the state of affairs of the business institution in which they have committed their resources, of course for expected returns. To gain this kind of knowledge, an individual who can truthfully and honestly reflect the true financial position within which a business is at any particular time is needed and this can only be a person who have relevant analysis skills. If such information is made available to the investors, customers, governments and suppliers among others, then it becomes likely that such individuals will be in a position to know whether a business is making profits or otherwise. If there have been steady profits in a particular business and over a couple of the previous years, such a business will remain as worthwhile investment opportunities to investors, a good source of government tax to the government, a good determinant of how much profits to go to each shareholder and would also assure suppliers that their creditor is solvent enough. In case of loss, not very many profit oriented individuals will want any association with such a business as losses are one of the signs of insolvency. Basically, accounting information is of very important use in decision making and for this reason, such information must be truthful and objective. Incorrect accounting information has the potential to result into decisions that are wasteful in nature and this is a situation which is not acceptable in the business world where resources are always limited. Provision of such accounting information has therefore come under very strict scrutiny by bodies which are globally recognized and mandated to give guidelines which every certified accountant must adhere to while undertaking their accounting duties. Failure of adherence by accountants has been qualified to become a professional misconduct and in such a case, the accountant in question becomes liable for his irresponsibility. The ethical requirements for professional accountants are established by the International Federation of Accountants (I.F.A) which also enforces that all the guidelines are adhered to throughout the profession of accounting reporting (Reamer, 1998). Statement of Values Integrity Integrity is one of the four values that make up the code of ethics in accounting field as a profession. An accountant whose services have been hired by a business entity has to demonstrate a high level of integrity in conducting their duties failure to which they can be held liable for any loss suffered, if such losses are proven to have been occasioned by lack of integrity on the side of the accountant. Integrity implies that an account under duty has to demonstrate that he is straightforward as well as honest with issues that touch on the financial performance of the entity to which he is offering accounting services. It also implies that there has to be fair dealings as well as truthfulness throughout the service dispensation period. This consequently requires that accountant must not have any association with accounting information in which they believe there are material errors or are misleading. Objectivity This is another principle in the accounting field that requires accountants not to allow any compromise on their business or professional judgment. It states that a professional accountant must be free from bias, conflict of interest and also undue influence while making a business judgment. Impaired objectivity amounts to a gross professional misconduct and relevant bodies like the I.F.A ensures that such values are upheld throughout the profession. Diligence This means that a professional accountant is bound by the ethical code to dispense their services with due acre and competence. They are required to maintain an acceptable level of professional knowledge and skills in services delivery so that their clients will be better positioned to have truthful reports about the affairs of a business at any particular time. Informed decisions are likely to be made as a result of data obtained through diligent services and would not cost the decision maker for unexpected outcomes. Confidentiality This is the requirement that a professional accountant must not disclose any information he has come across during his service time, in part or wholly to a third party or for extra financial gains. Parties whom may stand to gain upon acquiring such information are the competitors to the client and this may turn out to be disastrous to the client. Professional accountants are therefore bound by this value to only use such information for the benefit of their current client failure to which would be looked at as a violation of one of the golden rules. The above are values that have been formulated by I.F.A and generally accepted across the globe by the help of the nations that recognizes this body. Training and Communication In every organization training is a vital component. Training equips employees with necessary skills, knowledge, and become competence in their accounting work. Employees do participate in ethical training of the company and attain development and eventually improve their morale on the performance of the company. Ethical training provides innovative quality solutions to support the company to operate in an ethical environment and realize their full potential of investors. Training should take place in area of law compliance and ways to treat various differing interest, profits and safety. Communication on the other hand acts as an enhancement to training where issues are discussed openly. Investors raise views as they become participants and share it out with others of anything they do not understand. Some of communications tools used are company newsletters, article in magazines, internet website and videos. There should effective communication to investors characterized by the following features: honesty which emphasis on free flow of important investment information, confidentiality that protect employees regarding their rights and their professional while abiding to legal act about disclosing information which affects welfare of others and free speech to give support for open competition. Communication should also promote mutual understanding between the investor and the facilitator of business opportunity. Companies should develop, enforce and put down in writing codes of corporate. A code of ethic should foster a stronger ethical climate and open various channel of communication to help protects against fraudulent financial reporting. Both corporate ethics training and communication is very important to employees individually by developing ethical decision–making skills and to ensure all staff understands and complies with company regulations and policies. Code of Ethics Implementation Plan The success lies on the corporation commitment on developing code and their contribution (Messikomer and Cirka, 2010). Company needs to implement code of ethics through informal methods noticeable to the context through proper communication and agreement. The implementation plan sound to ensure investment advisors adhere to code of ethics regarding business matters, protect customers and inhibit any inappropriate action. The advisors are responsible for consumers saving and their security regarding their financial status. Customers understanding on code of ethics determine whether their representatives are acting accordance to law and guidelines, as well as representing them appropriately. Prior to the implementation of code of ethics there are rules: where all employees receive compensation of loss regardless of the amount, employees will perform their discharged duties diligently and competence, and finally, organization will consult the public to get feedback and suggestions regarding on the efficiency and effective delivery of services. Implementation composes organizational changes where employees should conform to these changes: identification of moral leaders who are moral mature and finally, leaders should regularly communicate code of ethics to improve perceptions of trust and leadership credibility. This imperative normalizes ethicality by providing routine communication on moral behavior which reminds employees on their ethics matters. Corporate Social Issues It is most essential in every organization that it promotes its vision of accountable business to various stakeholders apart from investors and shareholders. There are various areas of major concerns: environmental conservation, well status of employees, community and community at large. Company do largely benefit through adopting a policy of social responsibility through improvement of financial performance, lowering its operation cost, increasing it sales and enhancing customers loyalty. The company consequently attracts many consumers/investors as well as to retain the potential ones to help change the company’s identity and to greatly improve productivity and quality. There are drivers pushing business towards social responsibility such as the government, which imposes legislation and regulation to deliver social and environmental objectives in the area of business. Secondly, the need for corporate disclosure from investor and stake holders, also, investors are changing its way of accessing companies performance based on criteria of social responsibility. Management training plays a major role in implementation of corporate social responsibility. There is increased demand for corporate social responsibility in every organization to promote good governance between the organization, investors, society at larger and government. Laws and Regulations Impacting on Corporations The recent past has witnessed several pieces of legislation that eventually come to force and impact both positively and negatively to corporation. Examples of such laws are the ones concerning environmental conservation that have required corporate bodies to do their business with little to no environmental degradation. This has to a greater extent dealt manufacturing corporations big blows as they have to emit waste product into the environment as they do manufacturing. These set of laws have therefore required that there are amounts of part of the corporation’s revenue set aside to attempt to get rid of the waste materials they emit from the environment. This has become an extra cost to most corporations since conducting an environmental cleanup exercise has in many circumstances gone into the tune of millions of shillings. Basically, among other effects that recent laws and regulations have imposed on the environment have been extra costs especially meant for cleaning up the waste they emit into environment or compensating individuals who are fallen victims in one way or another of this kind of wastes. Consequently, the revenues have considerably diminished with some of such corporations opted the walk of operations. Monitoring and Enforcement Plan Monitoring and enforcing adherence to code of ethics is of paramount importance and several benefits have been associated to it. Monitoring is in most cases done by organizational management teams, senior officers in an institution or even bodies which are mandated to safeguard such codes of ethics. Monitoring and enforcing helps keep those who are bound by such codes committed to satisfying the values as stipulated in the code of ethics. As a result, professionals in whatever field are in a position to effectively prevent, detect and report appropriately as well as address any allegation of professional misconduct. A code of ethics can be effectively enforced when there exist individuals responsible for its implementation. Enforcing and safeguarding a code of ethics from rampant violation would require a clear explanation of the consequences that are to befell the violators. Such consequences must seem harsh so as to discourage those bound by the code from acting against it but instead assist in implementing it fully. Establishing an agreement that is binding between the parties to a code of ethics is also a step in the right direction of enforcing it. Lastly, to successfully monitor and enforce a code of ethics, there needs to be a consistent manner of monitoring behavior as well as rewarding individuals who duly comply with the laid down code of ethics. Ethics Audit Professionals in any field are needed to continually keep in touch with the practices within their professions that have an ethics relation in light of the ever increasing demand from the social world. To achieve this, the professionals have to engage in rigorous process of auditing ethics and such audits should be hinged on establishing that which is being considered essential in social work. This will in turn help the professionals make an identification of an ethical issue which is pertinent in their practice setting. Furthermore, it will be helpful to professionals in reviewing as well as assessing how adequate their current practice is. Lastly, auditing ethical codes will become helpful in assisting professionals to design a strategy which is practical to tune current practices as desired in the social work. Working Internationally Securing a professional job internationally is in most circumstances fancied by many if not by all professions across several fields. Such opportunities come with lots of hope to succeed in one’s career and of course earn fortunes out of the opportunity. In the real sense, there are very few professionals if any, who will turn such a chance down. Ethically, before a professional takes on an international duty, he has to consider issues like whether his code of ethics conform with the general ethics upheld in a foreign nation and whether such bodies are concerned with the code of ethics of his/her profession is acknowledged in that foreign nation in which he/she is intending to work. This is so, because a case of conflicting ethical values may arise and this may cause a crisis that could have been avoided if such issues were put into account prior to taking up of international duties. Like for instance, in accounting profession, there still exist some nations that have not subscribed to the guidelines offered by major accounting bodies in the world like the I.F.A or the Generally Accepted Accounting Principles (G.A.A.P). As a result, such nations have their own ways of dealing with some accounting treatments which in many circumstances contrast what such bodies provide in respect of those treatments. Therefore, having an accountant who has been trained and practiced in a country where such guidelines from these bodies are adhered to work in such a foreign country may yield a crisis which in another perspective may be termed as professional misconduct in that foreign country. Conclusion In conclusion, this paper discusses and identifies the statement of values to include the source and foundation of ethical values and principles; why these principles are non-negotiable, how they have evolved over time, and what moral philosophy or social issues affects the approach to ethics. It also presented and given a training and communication plan, implementation plan, plan for the role of leadership, resolution to corporate social issues, discussed the recent laws and regulations impacting the corporation, how to monitor and enforce the plan; ethics auditing plan and considerations for working internationally. As you can see, code of ethics is needed in every organization to avoid conflict of interest and to deal with issues in a fair and just manner. References Baker, R. (1999). The American medical ethics revolution: how the AMA’s code of ethics has transformed physicians’ relationships to patients, professionals, and society. Baltimore: Johns Hopkins University Press. Code of international ethics. (1953). Westminster, Md.: Newman Press. Code of medical ethics: current opinions with annotations (2004-2005 ed.). (2004). Chicago, Ill.: AMA Press. Reamer, F. G. (1998). Ethical standards in social work: a review of the NASW code of ethics. Washington, DC: NASW Press. Watson, D. (1985). A Code of ethics for social work: the second step. London: Routledge & Kegan Paul.

Writing and Descriptive Essay

†¢ Write down in any order about things that strike you. †¢ Put it down in black and white. †¢ Depending on the train of thought and association which the essay forms itself. †¢ Use vivid language that brings out the principle features. †¢ Comparing with some other thing will allow the senses of reader act. †¢ Effective time should be used to show change or evolution.†¢ Free play of emotions and feelings adds essence to the essay. †¢ Use adverbs and verbs to show the writer’s state of mind on the topic. †¢ Evoke images and allow the readers feel intensity. †¢ Understand the purpose of the essay and the readers who are being targeted. †¢ Outline is must. †¢ Rewrite as many times you can. †¢ Use concrete ideas and mix with abstract to make the essay alive and vital. †¢ Be natural and refreshing.Descriptive essay about a personWell, common this is, perhaps, the most popular type of descriptive essay. Students a re asked to write about their parents, friends, teachers and professors, as well as prominent people who are living now or lived in past. A descriptive essay about a person should tell as much as possible about features of character, virtues and drawback etc. You can also tell readers how this person influences your life or why you think this person is better than the others. Usually, students are given freedom in choice of a topic, so they are asked to write about the most prominent figure in the US history or the person they respect most. This is a very creative and interesting task.Descriptive essay about event celebrationIf you are a college or high school student you might be asked to write a descriptive essay about event celebration. This may be your graduation party, meeting with classmates, your sister’s wedding or your best friend’s  fancy B-day party. As a rule you are free to choose any topic you like. The key task here is to share the atmosphere of the ev ent and find the right words to describe it. Readers should feel as if they have been to this part as well.Descriptive wordsDescription essay and other write-ups of this nature must be revised and edited. These activities will sometimes be difficult if you had failed to make precise descriptions and use the right descriptive words as you began writing. You may get out that there are places that you withheld describing enough and important details. You will need to go back and make appropriate corrections. This is the more reason why it is always advised that you write using an outline. Including fresh materials or excluding irrelevant materials will be easy.Edit to make sure that you have used simple but still strong descriptive words. You have a duty to make your readers understand your descriptions clearly. Make sure that you have used enough verifications to make your description convincing and make sure that these verifications are precise and can be verified through objective m eans.Looking for an exceptional company to do some custom writing for you? Look no further than ProfEssays.com! You simply place an order with the writing instructions you have been given, and before you know it, your essay or term paper, completely finished and unique, will be completed and sent back to you. At ProfEssays.com, we have over 500 highly educated, professional writers standing by waiting to help you with any writing needs you may have! We understand students have plenty on their plates, which is why we love to help them out. Let us do the work for you, so you have time to do what you want to do!

Nazi police unit

In Ordinary Men, Christopher Browning uses the example of one particularly brutal Nazi police unit in occupied Poland to explain how a group of seemingly normal individuals could participate in some of World War II’s worst atrocities. By examining the mixed reactions they showed as they carried out their orders, Browning rejects the most common arguments as to why they complied with the Final Solution and asserts that a combination of factors motivated ordinary men to become mass murderers.Reserve Police Battalion 101, a unit of the German Order Police (or â€Å"Orpo†), played a significant role in the Final Solution by serving as an occupation force in eastern Europe, rounding up Jews and political enemies of the Nazis, helping deport them to labor and death camps, and killing over 38,000 Jews between early 1942 and the end of 1943 (191). Its ranks grew from 56,000 in 1933, when the Nazis assumed control and created an extra tier of internal security, to over 300,000 b y 1942, when the Final Solution was implemented (4-7).Browning makes clear that the unit, which formed in Hamburg in early 1942, was not comprised of fanatical Nazis, rabid anti-Semites, or marginal members of society. The officers were mainly middle-class merchants and professionals (with some party members and only two members of the SS among them), while the ranks comprised blue-collar men who were not devout Nazis. Clearly, the men who committed mass murder were not marginal, violent criminals but solid citizens who were somehow transformed. The â€Å"Community† (Battalion 101)The battalion’s early operations reveal its ambivalence about its mission in Poland. The unit’s commander, Major Wilhelm Trapp, initially anguished over the orders to kill rather than simply deport Polish Jews, and its first major atrocity, the Jozefow Massacre of 13 July 1942, was hardly a coldly efficient operation by steely-nerved Nazis. The event, in which a Polish village’s 300 able-bodied Jewish men were deported to a labor camp while its 1,500 Jewish women, children, and elderly were gunned down, handled it inefficiently and with significant emotional division.Beset by drinking and sloppy methods, the unit took much of the day to carry out their orders and was initially ambivalent about the entire premise of their mission. Trapp even gave his troops the choice to refrain from the killing, which twelve did; over the next year, about twenty percent of the unit either never killed Jews or initially did but stopped. Browning remarks that the few who bowed out did so for a variety of reasons.They were so unprepared for the mission that they found it easier to follow orders than to think about their actions; many feared being labeled as â€Å"cowards† or â€Å"weak† by refusing to kill the unarmed; and, though few claimed to be avowed anti-Semites, â€Å"they had at least accepted the assimilation of the Jews into the image of the enemy . . . [that] was killing German women and children by bombing Germany† (73).Trapp adapted to his men’s emotional chaos by sending much smaller groups to kill, avoiding the division and discord and thus making Battalion 101 a more efficient killing operation. Another of its operations, a massacre at Lomazy on 17 August 1942, proved Trapp’s wisdom; the unit’s Second Company, with help from â€Å"Hiwis† (Slavic collaborators with the Nazis), slaughtered 1700 Jews in much less time than the Jozefow killings took.Browning comments, â€Å"Like much else, killing was something one could get used to† (85). Gradually, many of Battalion 101’s members became desensitized and some, like brutal, heavy-drinking Lieutenant Hartwig Gnade, actually came to enjoy their role as murderers. Even the worst were not monolithic Nazi madmen; they were still essentially normal men who struggled with their consciences but ultimately chose to become monsters.Still, despite the unit’s large number of murders and increasing prowess at killing, it was never wholly united and some members, like Lieutenant â€Å"Heinz Buchmann† (a pseudonym, which Browning uses for many of the principal figures), made no secret of their opposition to their actions, but Trapp never disciplined him, even giving Buchmann a transfer and a favorable recommendation later in the war. Also, some of the enlisted men refused to participate, facing some indirect punishments like taunting and unpleasant duties, though none faced serious disciplinary action for their dissent.Browning writes, â€Å"As long as there was no shortage of men willing to do the murderous job at hand, it was much easier to accommodate Buchmann and the men who emulated him than to make trouble over them† (103). In his final chapters, Browning makes clear that the battalion’s members did not consider their actions monstrous; they simply considered it a matter of following orde rs, and a few even thought that the Jews brought their fate on themselves by accepting it so passively.Others believed that murdering unsuspecting victims was humane, because â€Å"a quick death without the agony of anticipation was considered an example of human compassion† (155). When trying to find reasons for why such seemingly average men without violent histories had become such bloodthirsty, ruthless killers, the author weighs the most common of historians’ claims (racism, excessive obedience, the role of propaganda, war’s brutalization, and the bureaucratic division of labor) and argues that none was alone sufficient to cause the unit’s transformation.Instead, he implies that those factors’ combination, along with what author Primo Levi deemed a â€Å"gray zone† of â€Å"ambiguity which radiates out from regimes based on terror and obsequiousness† (187), allowed otherwise normal individuals to be transformed into murderers â⠂¬â€œ and it could possibly happen again to another group of equally â€Å"ordinary† men. REFERENCES Browning, Christopher R. Ordinary Men: Reserve Police Battalion 101 and the Final Solution in Poland. New York: HarperCollins, 1992.

Leadership and Management Essay

Everyone manages. We manage our finances, time, careers, and relationships. We tend not to think of these activities as â€Å"managing† or of ourselves as being â€Å"managers.† Nevertheless, they are. These examples of managing or being managers are relatively simple and straightforward, even though we may find many of them fraught with difficulty. It is when the concepts of managing or being a manager are applied to organizations that complexity increases—almost always exponentially. At this point it becomes necessary to study and understand the theoretical bases of management. The practice of management and the classical enunciation of management principles can be traced to the 19th century. The development of management as an academic discipline based on a body of knowledge that can be taught is a recent development and is generally attributed to the work of Peter F. Drucker in the latter half of the 20th century. That body of knowledge is taught in graduate schools of business and in programs that prepare managers of public health departments, programs, and health services organizations, such as hospitals, clinics, and long-term care facilities. This chapter provides a basic introduction to management theory and problem solving, and concludes with a brief discussion of negotiation and alternative dispute resolution. Managers are persons who are formally appointed to positions of authority in organizations. They enable others to do their work and are accountable to a higher authority for work results. Primarily, the differences between levels of managers are the degree of authority and the scope of their accountability for work results. Line managers manage people and things; staff managers, such as the human resources department and the fiscal office, support the work of line managers. Management Functions and Decision Making The five management functions of planning, organizing, controlling, directing, and staffing are brought to life and connected by decision making, which is itself a subset of the essential process for managers that is known as problem solving. Little that managers at all levels in an organization do falls outside the purview of the five management functions. Management theorists and practitioners may choose one or two of the five functions as most important, but this is not borne out normatively. When one considers the full range of what managers do (or should do) as they perform their work, concentrating on a few to the exclusion or diminution of the others will invariably cause problems for the organization. Decision making is an inherent activity of managers, and they make decisions within and among the five management functions. Decision making is part of the process of problem solving, which also includes problem analysis. Performance of the management functions and the decision making of problem solving should be evaluated using explicit and measurable criteria. In addition to engaging in the five management functions, managers must utilize specific skills, play various roles, and evidence a number of competencies. Managing and Leading Some theorists and academicians distinguish managers and leaders, based on the view that managing is more caretaking and maintaining status quo (transactional) whereas leading is more visionary and dynamic (transformational). That distinction may be more important pedagogically than in practical application, however, especially at the organization’s operating level. Senior managers must ensure effective current organizational activities and that an organization’s future is envisioned. Using this vision, the organization can be transformed as needed. As they work to achieve organizational objectives, managers use technical, conceptual, and interpersonal skills. These skills are applied in various proportions, depending on the manager’s task and level in the organizational hierarchy. Usually, senior managers make greater use of conceptual skills, whereas middle- and entry level managers use a more even mix of the three. The research of Henry Mintzberg found that managers have different roles, the general categories of which include interpersonal, informational, and decisional. Each may be segmented. For example, the interpersonal role includes figurehead and influencer, informational includes monitor and spokesperson, and the decisional role includes entrepreneur and negotiator. Successful managers integrate these various roles and are likely to engage in them without making a clear distinction. Another way to understand managers’ work is to identify their competencies, some of which are found in the categorizations discussed earlier. Conceptual, technical managerial/clinical, interpersonal/collaborative, political, commercial, and governance competencies are used in different proportions by managers at various levels of the organization. Most theories view leadership as grounded in one or more of the following three perspectives: leadership as a process or relationship, leadership as a combination of traits or personality characteristics, or leadership as certain behaviors or, as they are more commonly referred to, leadership skills. In virtually all of the more dominant theories there exist the notions that, at least to some degree, leadership is a process that involves influence with a group of people toward the realization of goals. I will say on the front end that, in my opinion, leadership is a dynamic and complex process, and that much of what is written these days tends to over-simplify this process. My goal here is to provide an overview that keeps things simple, without crossing into over-simplification, and for the most part refraining from any critiquing of the various theories. I will leave that to my fellow bloggers for now. Trait Theory This theory postulates that people are either born or not born with the qualities that predispose them to success in leadership roles. That is, that certain inherited qualities, such as personality and cognitive ability, are what underlie effective leadership. There have been hundreds of studies to determine the most important leadership traits, and while there is always going to be some disagreement, intelligence, sociability, and drive (aka determination) are consistently cited as key qualities. Skills Theory This theory states that learned knowledge and acquired skills/abilities are significant factors in the practice of effective leadership. Skills theory by no means disavows the connection between inherited traits and the capacity to be an effective leader – it simply argues that learned skills, a developed style, and acquired knowledge, are the real keys to leadership performance. It is of course the belief that skills theory is true that warrants all the effort and resources devoted to leadership training and development Situational Theory This theory suggests that different situations require different styles of leadership. That is, to be effective in leadership requires the ability to adapt or adjust one’s style to the circumstances of the situation. The primary factors that determine how to adapt are an assessment of the competence and commitment of a leader’s followers. The assessment of these factors determines if a leader should use a more directive or supportive style. Contingency Theory This theory states that a leader’s effectiveness is contingent on how well the leader’s style matches a specific setting or situation. And how, you may ask, is this different from situational theory? In situational the focus is on adapting to the situation, whereas contingency states that effective leadership depends on the degree of fit between a leader’s qualities and style and that of a specific situation or context. Path-Goal Theory This theory is about how leaders motivate followers to accomplish identified objectives. It postulates that effective leaders have the ability to improve the motivation of followers by clarifying the paths and removing obstacles to high performance and desired objectives. The underlying beliefs of path-goal theory (grounded in expectancy theory) are that people will be more focused and motivated if they believe they are capable of high performance, believe their effort will result in desired outcomes, and believe their work is worthwhile. Transformational Theory This theory states that leadership is the process by which a person engages with others and is able to create a connection that results in increased motivation and morality in both followers and leaders. It is often likened to the theory of charismatic leadership that espouses that leaders with certain qualities, such as confidence, extroversion, and clearly stated values, are best able to motivate followers. The key in transformational leadership is for the leader to be attentive to the needs and motives of followers in an attempt to help them reach their maximum potential. In addition, transformational leadership typically describes how leaders can initiate, develop, and implement important changes in an organization. This theory is often discussed in contrast with transactional leadership. Transactional Theory This is a theory that focuses on the exchanges that take place between leaders and followers. It is based in the notion that a leader’s job is to create structures that make it abundantly clear what is expected of his/her followers and also the consequences (i.e. rewards and punishments) for meeting or not meeting these expectations. This theory is often likened to the concept and practice of management and continues to be an extremely common component of many leadership models and organizational structures. Servant Leadership Theory This conceptualization of leadership reflects a philosophy that leaders should be servants first. It suggests that leaders must place the needs of followers, customers, and the community ahead of their own interests in order to be effective. The idea of servant leadership has a significant amount of popularity within leadership circles – but it is difficult to describe it as a theory inasmuch as a set of beliefs and values that leaders are encouraged to embrace.

Toyota Motor Essay Example | Topics and Well Written Essays - 1750 words

Toyota Motor - Essay Example As per the figures available, TMEM had complied with its market demands in 2000 by importing 76 % of the automobile spares from the Japanese plants and assembling them in its European plants. For the next fiscal year, the company reported operating losses of JPY 9.897 billions. The main problem TMEM faced here was simple but peculiar. As the euro was continuously trekking down, except for a few occasions, the revenues in shape of euros did not equal to the expenditure figures when converted into JPY. This cycle repeated all over for three years since the inception of TMEM pushing itself into losses. In addition to these conversion losses, the Japanese subsidiary had to contend with reduced margins on sales in an atmosphere abetted by cut throat competition from the native automobile manufacturers compounding its problems further. as it had to shell down more Euro currency at times towards pound sterling payments made to the UK plant which also supplied automobiles after assembling them. TMEM was caught in this vicious circle of currency conversion. The parent company played the role of an observer as it could not afford to make payments direct from its coffers on behalf of its subsidiary. However, in such a case, it could have been forced to lose more JPY reserves as the yen was playing low against the pound sterling. From this circle of operations, one thing is emerging clearly. The parent company had miscalculated the future of euro and expected an early forward march of its value in international markets. It also expected an early entry of the UK into the European Monetary Union (EMU). These two miscalculations had boomeranged on its operations in Europe leading to its ever increasing dependence on a weak euro. TMEM's problem has therefore been the result of a wrong analysis on the future of the newly cre ated euro currency. The following charts (Internet, graphs) show how the pound and yen values against the euro picked up from 1991 to 2001. In the beginning of 1991, the euro value was equal to 0. 712825 GBP. During the end of 2001, it equalled to 0.618756 GBP indicating gains for the pound.

The Global Environment of Business Essay Example | Topics and Well Written Essays - 1500 words - 1

The Global Environment of Business - Essay Example He decided to venture into employment as a freelance designer and simultaneously opened a sportswear company that collapsed in less than a year due to financial inefficiencies. He then joined Jordache fashion house as a designer as a blue jeans designer where he was able to meet Murjani. On his part, Mohan Murjani was hansdling a failing business and was in need of a new idea. Although he was one of the main brains behind the blue jeans craze in the 70s, his own venture, the Gloria Vanderbilt Jeans was not doing quite well. He sought Hilfiger to design for his company; the Murjani International. His move was targeted at resurrecting the jeans craze that was once a Phenomenon in the 1970s. Furthermore, he wanted to introduce new clothing designs that were less expensive and with a high appeal to the youthful generation. 1988, Murjani, Hilfiger and two other investors bought out Murjani International due to its financial woes and changed the name to Tommy Hilfiger.They moved their head quarters to Hong Kong due to the business connections of one of the partners in Asia. This business venture clicked and sales begun to come quickly and they eventually joined the New York Stock exchange in 1992 although this came to an end in 2006 as it was privatized by the Apax partner fund in London. Consequently, their headquarters were relocated to the Netherlands. Currently, it is considered to be one of the most successful fashion brands in the world. Its profits are believed to be around the region of $1.8 billion per annum. It is rated as one of the most creative and influential design companies in the modern times. Their logo is considered to be one of the most recognizable in the world. Almost each an every adult can be able to recognize the blue, red and white colors of the logo. For this reason, he has been able to expand his local and international appeal through his ever improving and unique

Information Technology Coursework Example | Topics and Well Written Essays - 250 words - 1

Information Technology - Coursework Example There are many types of MSD ranging from different types of arthritis, back pain, gout, fibromyalgia among many others. However, another set of MSD known as work-related MSD is prevalent since almost all people use computers for either work or play. The article that was discussed comes from conquest chronicles website that discuss Lateral Epicondylitis, which is commonly known as tennis elbow. This type of repetitive stress injury happens when people use their arms and wrist during some motions such as hammering or holding a screwdriver. Nevertheless, people who often use the computer are also susceptible to this RSI because their wrists are constantly resting on the computer table for long hours when typing or playing games in some cases. Hence, tennis elbow is not common only to tennis players but people who constantly use their forearms. A closer look at the anatomy of tennis elbow shows that chronic rotation of the two major muscles (Anconeus and Supinator) which supports the for earms movement results to strain on the tendons in these muscles (orthoinfo. aoos.org). Over time, the tendons suffer from repetitive movements leading to lateral epicondylitis. The result of the Computer Workstations ETool( osha.gov) showed I had twenty-five yes answers, which show that there are some things that must be adjusted to make my workstation more ergonomic.