MBA leadership and organisational behaviour at W L Gore The WritePass Journal

MBA leadership and organisational behaviour at W L Gore Abstract MBA leadership and organisational behaviour at W L Gore ). Moreover, it has been emphasised that the company has implemented rules of transparency and fairness (Gore Official Website, 2014). It is apparent that teams are changing constantly, which means that the organisation adequately implements a vision of change. The operating teams are kept small because this is considered an appropriate strategy to address the individual needs of each stakeholder (Gore Official Website, 2014). Team members at Gore are free to determine their objectives that are aligned with the organisation’s core values and mission. Therefore, leadership and organisational behaviour is properly developed at this company. The innovative work organisation of Gore implies that leaders are constantly working to embrace a culture of highly innovative and flexible principles of operation (Luthans and Youssef, 2007). Each employee in the organisation has a clear perspective of assigned roles and responsibilities, and this contributes to better organisational performance. The concepts that are used to analyse the case study of Gore refer to management and leadership, motivation, groups and teams, and group leadership. These paradigms are found useful in the discussion of leadership and organisational behaviour issues within the selected organisation (Gilbreath and Karimi, 2012). The purpose of this paper is to provide an analysis of how the paradigms of management and leadership, motivation and group leadership can be applied in the context of Gore (Lian and Tui, 2012). A section of literature review is included in order to expand individual perspectives into essential leadership and organisational behavioural issues identified in the company. In addition, the paper critically discusses the application of these three main theories to the case of the company. In an attempt to set the context of the case study, it is important to clarify that Gore is the UK branch of a US multi-national company that specialises in the manufacturing of the Gore-Tex textile. This is the product for which the company is widely known around the world (Rehman and Afsar, 2012). Moreover, Gore indicates a commitment to developing various products for next-generation electronics, for medical implants and for innovative fabrics (Gilbreath and Karimi, 2012). The unique business strategy adopted by the company illustrates its dedication to innovation which is obvious in all organisational processes. Literature Review Management and Leadership   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   In the leadership development world, substantial confusion exists regarding the relationship between management and leadership. Many individuals tend to use these concepts in an interchangeable manner, while others consider them as separate categories in the business field (Lian and Tui, 2012). Researchers have emphasised the necessity that management and leadership should be balanced in contemporary organisations (Sharma and Jain, 2013). Although the two concepts do not imply the same thing, they are closely linked. While managers are more likely to focus on systems and structures as well as administer specific rules and procedures, leaders are focused on innovation and change within the organisational context. Leaders also consider the importance of people and the development of their skills in a proper direction (Northouse, 2007). In the modern business environment, employees do not simply expect that their managers should assign them s pecific tasks but they also seek a purpose pertaining to those tasks. Managers try to organise employees in order to expand organisational efficiency along with the idea to develop talent and inspire achievement (Sharma and Jain, 2013). The emergence of the ‘knowledge worker’ is a significant tendency in most organisations. Such change requires that employees should not be managed. It becomes apparent that the main objective of combining management and leadership in companies is to lead individuals, with the utmost goal to expand the strengths and knowledge of each employee (Rowe, 2007). Management and leadership are fundamental for the delivery of high quality products and services. A common rule has been identified in terms of expecting that good managers should possess adequate leadership skills, while good leaders are recognised as those professionals who need an array of management skills to increase their effectiveness (Gilbreath and Karimi, 2012). Leadership is mostly based on the concept of creating a strong sense of mission and vision, while management refers to the idea of getting things done. One of the conditions for good management practices is that both managers and team members should be selected on the basis of merit (Sharma and Jain, 2013). The balanced involvement of individuals is an important element of management and leadership concepts that are applied in modern organisations. It has been argued that management is mostly about making decisions (Rowe, 2007). Planning is an essential tool for both management and leadership, as professionals in these fields are expected to anticipate unplanned events in a relevant manner by considering the needs and interests of all stakeholders in business (Moynihan and Pandey, 2007). Motivation   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Demonstrating adequate knowledge of how to motivate employees in the global business world is a fundamental managerial and leadership skill. Motivation is referred to as a set of factors that cause individuals to select specific behavioural patterns from other alternatives (Burton, 2012). In organisations, employee performance is affected by motivation and the precise work environment. It can be suggested that motivation is a significant determinant of performance. There are different historical views of motivation as presented in the management literature (Moynihan and Pandey, 2007). The premise of scientific management is that work normally emerges with inherently unpleasant characteristics for the majority of employees. As a result, their income is more important than the specificity and nature of their job. Furthermore, the human relations movement stressed the impact of social processes that occur in organisations (Gilbreath and Karim i, 2012). For instance, this management philosophy illustrates the principle that the individual need for contribution, importance and usefulness is more relevant than income in motivating employees (Mizuno et al., 2006). In line with the ideology of the human resource approach, individuals are determined to contribute to team effectiveness. Yet, organisations are required to establish a solid work environment that properly utilises all available human resources (Mizuno et al., 2006). The human resource approach is the most relevant approaches used by contemporary organisations regarding motivation. However, there are certain integrative approaches that provide a better conceptualised view of employee motivation, such as need-based, process-based and reinforcement-based models (Burton, 2012). Need-based approaches to motivation mostly focus on the aspects that motivate employees to select specific behaviours among others. Initially, a certain need or deprivation is identified in the organisational context, followed by drives to fulfil that particular need, actions and satisfaction (Morris, 2009). Maslow’s hierarchy of needs is the most widely used need-based approach, according to which people’s motivation is driven by their willingness to satisfy five distinct levels of needs. These are physiological needs, sense of security, belongingness, esteem, and self-actualisation as the highest need in the hierarchy to be satisfied (Mizuno et al., 2006). Individuals usually progress in terms of determining specific objectives and thus needs to meet in the process of such hierarchical organisation. Process-based approaches to motivation focus on how exactly motivation occurs in organisations. It is important to determine the way in which employees evaluate their own satisfaction once they have achieved their goals (Moynihan and Pandey, 2007). A common process-based approach to motivation is expectancy theory which was introduced by Victor Vroom. Expectancy theory indicates that motivation along with effort leads to performance which is directly linked to outcomes (University of Cambridge, n. d.). As a result, high performance may lead to high satisfaction of employees. Another process-based approach to motivation is identified as equity theory which was developed by J. Stacy Adams (Gilbreath and Karimi, 2012). The main assumption of equity theory is that upon the selection of particular actions to satisfy employee needs, individuals tend to evaluate the equity of the expected outcome. The equity element is important to maintain principles of accountability and transparency in t he workplace. Equity emerges as the firm belief that employees are treated in a fair and transparent manner which is relative to the treatment of other individuals in the workplace (Burton, 2012). Reinforcement-based approaches to motivation emphasise the impact of rewards on causing certain changes in individuals’ behaviour. For instance, such approaches are based around understanding that behaviour which arises from rewarding factors or consequences is more likely to be repeated in the future (Mizuno et al., 2006). Reinforcement contingencies reflect the emergence of possible outcomes that individuals may experience due to their specific choice of behaviour. Employees tend to select behaviour that can bring them immediate satisfaction and motivation to work in order to meet their personal and professional goals. Moreover, there are different approaches that have been implemented to provide reinforcement which is closely associated with motivation (Morris, 2009). A fixed-interval schedule has been found useful to reinforce employees at fixed intervals of time, irrespective of behaviour. A variable-interval schedule provides reinforcement at various times (Gilbreath and Karimi, 2012). Regardless of the specific way of providing reinforcement, it may be indicated that this technique is considered a valuable method to increase employee motivation. Groups and Teams, Group Leadership   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Research shows that effective leaders are expected to manage their responsibilities of being leaders and members of a team (Wu et al., 2010). It is important to ensure throughout the process that goals are realistic and measurable. It has been indicated that when groups and teams properly integrate their actions, the final result is improved performance. They have distinct roles in organisations, as the fulfilment of each role corresponds to collective goals and success (Val and Kemp, 2012). Team processes emerge as an adequate aspect of team performance. The formation of teams is necessary to facilitate the work of the entire organisation. Groups and teams are expected to perform in dynamic business environments. Therefore, group leadership appears an essential characteristic of effective team performance. Group leadership emphasises the necessity for leaders to define a proper team direction (Wu et al., 2010). The organisation of groups and teams should be done with the objective to optimise progress at all organisational levels. Researchers have stressed the substantial amount of interdependence which exists among team members. Constant collaboration is required in the process of achieving specific team goals (Li et al., 2012). For instance, groups and teams devote their efforts and time to exchange important information and resources in companies. The adaptation of team interaction is usually flexible considering the specific conditions that are present in organisations. Highly efficient groups and teams are identified as individuals whose aim is to demonstrate dynamic collective performance (Boos et al., 2014). Promoting individual and collective flexibility is a main driver of team effectiveness. As a result, group leadership is noted for its impact on team effectiveness. This type of leadership provides a realistic framework to team members of how they can complete their collective tasks in an efficient manner (Wu et al., 2010). Leaders usually emphasise the necessity of collaboration and active communication among team members. Leader planning and coordination activities represent part of the overall concept of group leadership. Group leadership suggests a solid element of facilitating the actions of groups and teams. The group efforts mostly matter in this process in terms of shared responsibility and accountability. The laissez-faire style is a relevant approach to group leadership, as emphasised by some researchers. It is commonly described as a ‘hands-off’ method, in which the group is provided with the resources which are necessary for the completion of a particular project (Li et al., 2012). However, group members are free to complete the outlined tasks with virtually no direct involvement by the group leader. In this case, the group leader serves a major facilitating function in the sense of being available to answer appropriate questions and motivate team members (Gilbreath and Karimi, 2012). Another approach to group leadership is identified as the abdacratic style, in which the group leader has no authority over team members. Even though this model of group leadership enhances individual and group creativity in organisations, it has been considered insufficient to perform major corporate tasks (Morris, 2009). The autocratic approach to group leadership places importance on a central process for making decisions in companies. The main leadership responsibility in this approach is usually given to a group of managers (Wu et al., 2010). They are held accountable for the decisions they make. Employees are free to discuss any suggestions or recommendations for improvement with their managers as part of this flexible approach to group leadership. Another style associated with team performance and group leadership is the democratic approach to leadership (Mizuno et al., 2006). This approach refers to extensive freedom and flexibility granted to employees who feel empowered to initiate certain activities in the workplace. The most proper utilisation of this method is in situations where different individuals indicate a high level of group shared responsibility for the actions of team members. The key decision-maker within the group tends to act as a facilitator of team goals and effectiveness. Critical Evaluation of Leadership and Organisational Behavioural Issues at Gore   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The fact that Gore is extensively focused on innovation at all organisational levels is indicative of the presence of strong leadership skills in the company, which along with good management practices have contributed to its success over the years (Gore Official Website, 2014). Considering that leaders replace managers to deliver high levels of innovation shows a strong commitment to an innovative corporate culture which aims at expanding the potential of employees and increasing the organisation’s capacities to differentiate the products and services it provides. This is important in achieving a substantial competitive advantage (Mizuno et al., 2006). The model of blending management and leadership can help individuals clarify specific categories or practices that help businesses prosper with time. At Gore, all employees communicate in a free and open manner which is an essential requirement to maintain a flexible, innovative corp orate climate. In turn, employees are empowered to expand their knowledge and responsibility (Boos et al., 2014). They clearly know that their opinion and practical contribution to the company is highly valued, and as a result, they devote their time and resources to demonstrate their capabilities in practice. Gore’s managers and leaders work together to improve organisational efficiency and productivity which would not have been possible without adopting an integrated and holistic approach to management and leadership (Gore Official Website, 2014). The company provides adequate examples of the role played by the ‘knowledge worker’ in the organisation’s procedures, plans and activities. Such type of employees is known for being able to boost productivity in organisations. Engaging the right people at Gore is crucial for its optimal performance throughout the years (Cicero et al., 2010). The ability to make commitments and keep them is a strong differentiating factor that has helped the company maintains a solid market presence. In addition, it has been indicated that the levels of employee motivation at Gore are high considering their constant engagement in different organisational activities, with the purpose to contribute to organisational excellence and success (Li et al., 2012). The specificity of work at Gore as well as the present relationships between the company and employees shows that employee motivation cannot be identified with the principles of scientific management (Cicero et al., 2010). The impact of human relations movement is quite strong at this organisation because all employees are motivated not by monetary rewards but by the necessity to be recognised for their contribution. Based on the performance of employees at Gore, it can be concluded that process-based approaches to motivation are mostly applicable. Motivation at this company is perceived as process oriented in the sense that employees are extensively focused on how they can participate in various processes to expand their knowledge and competencies (Gore Official Website, 2014). Gore’s employees act upon certain expectations in terms of motivation. This means that they clearly know that their actions will produce important results for the company, and thus their motivation is outcome based (Gilbreath and Karimi, 2012). In addition, the company’s employees try their best to ensure that they remain flexible and open to new suggestions for improvement within the organisation. It can be suggested that Gore has succeeded in building trust through the consistent engagement of teams. Therefore, the model of teams and group leadership corresponds to the specific business environment in this organisation (Li et al., 20120. The core activities of the team are important for achieving initially set goals for organisational performance. Gore has adopted a promising philosophical paradigm because it has persistently relied on prospects of developing the people (Wu et al., 2010). The lack of strict rules in the company implies that managers and leaders are oriented to ensuring a flexible culture in which employees have an opportunity to develop and share their voice in the company’s policies and procedures (Gore Official Website, 2014). It has been recognised that the company can function better without written rules. It can be more effective when all team members are enabled to participate actively in changing certain practices within the organisation. Gore’s philosophy of sharing values has been properly developed to reflect the company’s focus on introducing successful initiatives. Trust is one of these shared values making employees function as one whole (Morris, 2009). Innovation has become the norm, and the exploitation of new information technology has led to a better understanding of the dynamic relationship among all stakeholders. Teams set specific targets themselves, and this serves as a basis for their motivation to perform better in the long term (Mizuno et al., 2006). The sense of engagement of all team members in the projects introduced by leaders is evident throughout the organisation which has maintained a competitive position in the industry. Gore has been devoted to maintaining such culture of shared values. An important norm adopted by the organisation refers to the structure of a culture that energises associates. The expected outcome is the formation of effective teams, implying that the concept of group leadership is mostly relevant to the specific circumstances in which the organisation functions (Cicero et al., 2010). Sustained business success has become achievable because the company has placed importance on developing and enhancing its culture in a flexible way. The implementation of high performance practices shows that the company is results oriented in the sense that leaders introduce a framework of change and innovation with the presumption to achieve adequate results (Gilbreath and Karimi, 2012). As mentioned, traditional management practices are not valued at Gore because of its innovative direction presented by leaders. The pursuit of group objectives indicates high levels of motivation in the company whi ch employees accept as an opportunity to prove they are capable to fulfil their responsibilities. The replacement of management directives and rules with forms of constant, open communication has become one of the determining factors for Gore’s success. Research indicates that organisational communication is interrelated to better organisational efficiency and productivity (Morris, 2009). Regular communication also facilitates associates to share their ideas and insights into the performance of the organisation. The result is the formation of a flexible corporate culture that motivates employees to grow and develop in their area of expertise (Gore Official Website, 2014). When providing employees with freedom, they tend to demonstrate an intrinsic belief that they should deserve the trust of their managers and leaders. The company is constantly seeking new improvements in order to defend its prestigious image as an innovator in the field. The valuable contribution that employees make to the company is an indicator of the successful strategies implemented by leaders (Mizuno et al., 2006). Continuous innovation and success are the two main drivers of the organisation’s performance. Conclusion and Recommendations   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   This paper focused on the exploration of major leadership and organisational behavioural issues in the context of Gore Company. The main conclusion drawn from the case study of this organisation is that it has a unique form of organisation when it comes to work responsibilities and employee relations (Gore Official Website, 2014). Gore has emphasised that constant communication and employee participation in work processes are fundamental for the success of the company. The paper also illustrated that leaders have been continuously introducing a culture of innovation which contributed to the substantial success of the organisation (Li et al., 2012). Therefore, another important conclusion that was derived from the critical evaluation of Gore’s case study is that the model of group leadership has proven efficient and reliable to improve employee productivity and motivation. However, it is important to provide specific recommendations to improve the situation in the company in terms of enhancing the group leadership model. The company should analyse its strengths and weaknesses in order to explore all relevant parameters of leadership (Wu et al., 2010). Being natural and humane in practice is an important condition to improve the performance of all stakeholders within the organisation. Humanity serves as an inspiring element as well as allows individuals to base their decisions on organisational reality (Cicero et al., 2010). Understanding of corporate unwritten rules is also fundamental for the future growth of the organisation. Team discussion should be encouraged along with training opportunities that can expand individual performance. Consistency and integrity of leaders’ actions are expected in the process of improving the company’s rules and principles which are applied in practice (Li et al., 2012). Individuals should have a clear id ea of any shortcomings pertaining to leadership and organisational behavioural issues in the company so that they can act accordingly to attain better performance indicators. References Boos, M., Pritz, J., Lange, S. and Belz, M. (2014). ‘Leadership in Moving Human Groups’. PLoS Computational Biology, vol. 10(4), pp1-9. Burton, K. (2012). ‘A Study of Motivation: How to Get Your Employees Moving’. Thesis. Indiana University. Available at: indiana.edu/~spea/pubs/undergrad-honors/volumn-6/Burton,%20Kelli%20-%20A%20Study%20of%20Motivation%20-%20How%20to%20Get%20Your%20Employees%20Moving%20-%20Faculty%20Cheryl%20Hughes.pdf [Accessed: 7 August 2014]. Cicero, L., Pierro, A. and van Knippenberg, D. (2010). ‘Leadership and Uncertainty: How Role Ambiguity Affects the Relationship between Leader Group Prototypicality and Leadership Effectiveness’. British Journal of Management, vol. 21(2), pp411-421. Gilbreath, B. and Karimi, L. (2012). ‘Supervisor Behaviour and Employee Presenteeism’. International Journal of Leadership Studies, vol. 7(1), pp114-131. Gore Official Website (2014). About Gore [online]. Available at: gore.com/en_gb/ [Accessed: 6 August 2014]. Lian, L. K. and Tui, L. G. (2012). ‘Leadership Styles and Organizational Citizenship Behaviour: The Mediating Effect of Subordinates’ Competence and Downward Influence Tactics’. Journal of Applied Business and Economics, vol. 13(2), pp59-96. Li, Y., Chun, H., Ashkanasy, N. and Ahlstrom, D. (2012). ‘A Multi-Level Study of Emergent Group Leadership: Effects of Emotional Stability and Group Conflict’. Asia Pacific Journal of Management, vol. 29(2), pp351-366. Luthans, F. and Youssef, C. M. (2007). ‘Emerging Positive Organizational Behaviour’. Journal of Management, vol. 33(3), pp321-349. Mizuno, M., Yamada, Y., Ishii, A. and Tanaka, S. (2006). ‘A Human Resource Management Approach to Motivation and Job Stress in Paramedics’. International Congress Series, vol. 1294, pp167-170. Morris, R. J. (2009). ‘Employee Work Motivation and Discretionary Work Effort’. Thesis. Brisbane Graduate School of Business. Available at: http://eprints.qut.edu.au/31725/1/Robyn_Morris_Thesis.pdf [Accessed: 7 August 2014]. Moynihan, D. P. and Pandey, S. K. (2007). ‘The Role of Organizations in Fostering Public Service Motivation’. Public Administration Review, vol. 67(1), pp40-53. Northouse, G. (2007). Leadership Theory and Practice. London: Sage Publications. Rehman, M. and Afsar, B. (2012). ‘The Impact of Paternalistic Leadership on Organization Commitment and Organization Citizenship Behaviour’. Journal of Business Management and Applied Economics (5), pp1-12. Rowe, W. G. (2007). Cases in Leadership. Thousand Oaks, CA: Sage Publications. Sharma, M. K. and Jain, S. (2013). ‘Leadership Management: Principles, Models and Theories’. Global Journal of Management and Business Studies, vol. 3(3), pp309-318. University of Cambridge (N. d.). Vroom’s Expectancy Theory [online]. Available at: ifm.eng.cam.ac.uk/research/dstools/vrooms-expectancy-theory/ [Accessed: 6 August 2014]. Val, C. and Kemp, J. (2012). ‘Leadership Styles’. The Ontario Journal of Outdoor Education, vol. 24(3), pp28-31. Wu, J. B., Tsui, A. S. and Kinicki, A. J. (2010). ‘Consequences of Differentiated Leadership in Groups’. Academy of Management Journal, vol. 53(1), pp90-106.

Rhetorical analysis Essay Example | Topics and Well Written Essays - 750 words - 1

Rhetorical analysis - Essay Example It lays bare, only too well, the feelings and aspirations of a man who, like all of us, wants to obtain the object of his longing, all the while being completely aware of his inadequacies. One of the main reasons this song was a success was also due to the fact that the person singing the song, Thom Yorke, establishes his credibility from the start. Yorke is, to put it kindly, a very average looking man himself, and, thus, seems more than just a spokesperson, or singer, thereof; when he says â€Å"What the hell am I doing here? I don’t belong here† (Creep), it seems he is speaking right from the heart. Since Radiohead is an Alternative Rock band, the main audience of this song is young people, however, since it is written from the point of view of a man, perhaps young men would be the specific target audience. Though admittedly Alternative Rock is quite a popular genre of music, being the first single of the band, however, as there was no established fan-base of the ban d, the ethos for the song, musically, had to be built from scratch. Yorke’s personality, in this regard, seems also to foster the image of a young, average looking man who does not see his love being returned for want of a handsome outlook. This seems to be the reason why Yorke seems to have chosen to have written for this audience. Although inclusive language does not form any part of this song – it seems to be just the inner soliloquy of a man – however, the theme of the song is quite common. â€Å"But I’m a creep, I’m a weirdo† (Creep) are words used by many a young person, inwardly mostly similar to the soliloquist singer. Hence, there is a sense of inclusion portrayed in the song. In a rhetorical sense, the song also has an ethos-filled content. Creep is replete with emotional substance and passionate imagery. The beloved is described allegorically: â€Å"angel† for instance. Whereas the passion of just how special the beloved is stressed by a vulgar vernacular expression: â€Å"You’re so fucking special† (Creep). This stress is to describe just how highly stressed the specialness of the beloved is. On the other hand, words like â€Å"creep† and â€Å"weirdo† are used to describe the writer himself; again, vernacular is used to portray how low the person’s regard for himself is. There is much repetition in the song – the words â€Å"you† and â€Å"I† are used repetitively in the first and second verse. This repetition creates an aura of exclusion – the writer is differentiating between himself and his beloved. This lays bare his idolization of his beloved: â€Å"You’re just like an angel†¦ You float like a feather† (Creep), while at the same time, the second verse stresses on his need to be good enough for the beloved: â€Å"I want a perfect body, I want a perfect soul† (Creep). Though it does not do so directly, the so ng also has logos filled content. The logic of the impossibility of a â€Å"weirdo† or a â€Å"creep† to win the love of someone who is â€Å"an angel† and who â€Å"float[s] like a feather† is all too apparent. This is the reality of the world we live in, those who are beautiful do not, normally, tend to fall in love with those who lack any outward charm. All in all, the main rhetorical objective of this song seems to be to relay the hardship of unrequited, or unsaid, love, where the impossibility of gaining the love of someone â€Å"perfect† seems to be at the forefront. This is exacerbated by the low self esteem of the person writing this song,

Strategic position analysis and strategy evaluation of a Chinese Essay

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There is a reduce in dependence on existing markets within the global trade scene and a stabilisation of seasonal market fluctuations can also be achieved. A government may choose to intervene in international trade largely based on the fact of wanting to change the allocation of resources and achieve what they perceive to be an improvement in economic and social welfare. Geoff Riley states that all governments of every political persuasion intervene in the economy to influence the allocation of scarce resources among competing users. The main reasons for policy intervention are to correct for market failure, to achieve a more equitable distribution of income and wealth and to improve the performance of the economy. There are many ways in which intervention can take place; these include government legislation and regulation, the direct state provision of goods and services, the fiscal policy intervention and an intervention designed to close the information gap. Regulation can be used to introduce fresh competition into a market whereas the state funding can be used to provide goods and services and public goods directly to the population. The fiscal policy can be used to alter the level of demand for different products and also the pattern of demand within the economy. Market failure often results from consumers suffering from a lack of information about the costs and benefits of the products available in the market. Through government action, and increase in information to help consumers and producers value the true cost and benefit of a good or service can be found. The global trade system can have a variety of different implications if it is not conducted in the correct manner. International trade may discourage the growth of domestic industries and excessive exports may cause quick depletion of natural resources of a country. Global trade may create economic dependence which may threaten political independence and in the case of intense competition, exports may lead to rivalry among nations. Also, Soumya Singh believes that too much dependence on imports may undermine the economy of a country and developed countries may economically exploit the underdeveloped countries that are dependent on international trade for their economic development. The globalisation of markets and the development of the global economy have had a definite impact on both the international and Australian economies. There are many benefits to be gained through international trade; however, if it is not conducted in the correct manner, there could also be many implications. Through the various trade theories and government intervention, the most effective way for each country to be involved within the international trade market can be utilised, and as a result, can boost the global economy and support the idea of globalisation. Sources: Kaleem, A, 2005, International Trade Theories [online]. Available from: http://bizeco.blogspot.com.au/2005/06/international-trade-theories.html [September 2012] Economywatch.com, 2010, Benefits of International Trade [online]. Available from: http://www.economywatch.com/international-trade/benefit.html [September 2012] Economywatch.com, 2010, Effects of Globalization [online]. Available from: http://www.economywatch.com/economics-theory/globalization/effects.html [September 2012] Riley, G, 2006, Government Intervention in the Market [online]. Available from: http://tutor2u.net/economics/revision-notes/as-marketfailure-government-intervention-2.html [September 2012] Singh, S, 2012, What are the Disadvantages of Foreign Trade? [online]. Available from: http://www.preservearticles.com/2012022923900/what-are-the-disadvantages-of-foreign-trade.html [September 2012] skwirk.com, 2012, Globalisation in Australia [online]. Available from: http://www.skwirk.com/p-c_s-57_u-507_t-1374_c-5292/globalisation-in-australia/qld/sose-geography/the-global-citizen-ecology-and-economy/globalisation [September 2012]

Effect of Celebrity Endorsement on Consumer Behavior on the Youth of Pakistan Essay

In our research we have to just focus on the youth so our target area is â€Å"Lahore† because more than 75% are students are here. We chose Lahore as my population because it is well develop city and here large number of consumer’s are educated as compare to other many cities. More over people from all over Pakistan are living in Lahore. Sample size A sample of two hundred consumers was chosen on the basis of simple random sampling because the respondent are divided on the bases of demographic factor like age. We categories the sample of 200 respondents 160 males and 40 females because mostly females do not gave proper response. Sampling Technique The data has been collected from the respondent living in Lahore with the help of Mail questionnaires, consisting of 12 questions were developing to quantify my observation and give study a direction. we chose the probability based simple random sampling because the respondents are divided on the bases of demographic factor like age(16 to 30). Unit of analyses In this research paper we chose the individual person through the mail questionnaire because every individual have its own perception regarding buying so they individually can easily gave response that either celebrity endorsement effect on buying behavior or not. Research Instrument When we choosing a research instrument we focus on dimension of variable and also validity and reliability of variable so, we chose the scaling method as research instrument. Through scaling method we easily measure the idea, concept theme and document of research problem. We use likert scale in our questionnaire. Data collection method Basically in this paper two types of data have been used. Both are listed below: I. Primary data Primary data is the one which is collected from the scratch meaning that the data is collecting from the source and it has not changed hands. In this paper primary data has been collected from the respondents from Lahore via mail questionnaire that consist of 12 questions. The questions were structured, placed in a sequence to understand the consumer perception. The respondents were chosen randomly and the data obtained from their questionnaires was analyzed to come up with the findings. II. Secondary data Secondary data is the one which is collected from secondary source. This research study also contains secondary data .The secondary data was collected for the purpose of literature review. The secondary data was collected from different research journals and furthermore from different websites were used for this purpose. Data Organization Data organization is also called data washing. Data washing means separate the data of out layer and those respondents who just fill the questionnaires without any thinking. Reliability and Validity of Data In this step of research design check the data validity and reliability so, for checking the validity and reliability of data we focus on different test. We choose the t-test for checking the validity and reliability of our research study. Data analysis In this research paper for the analysis of data we focus on goodness of data, hypothesis testing and also focus on feel for data. In goodness of data we see the reliability and validity of data and in hypothesis testing we see that either my research study approve or disapprove. We analyze our data by regression and simple percentage method by using SPSS software.

Fun Fair in Sat Hill Park Essay

It all started out unexpectedly. The storm began to get worse, sounds of the storm roared the atmosphere, with rage. Everything felt like a blur. Fog spurred over the plains of the path, it was as if the path was abandoned, because of silence that brought cries to each to each soul. I could see the people getting ready, taking their places in line. Time was running, fast as an earthquake destroys land within seconds. It was coming to dawn, not waiting for a hold. It was as only one person was allowed to move and goes on hold as a mobile phone. Less than a second ,the storm stopped, happier faces came and they started to run as fast as a bull, hunting its prey. For a while, everyone was in a mind of their own , having fun; and much more. But not for long.Out of no where came 3 men dressed in black with faces hidden and bodies covered with leather jacket and jeans with trainers.They had the same clothes, it was like a uniform. Then ,one man aimed the gun up high;asking for attention but before we knew it ; it was aimed at the nearest person near him..The ground was scattered with body parts detached from the dead body: hands, arms, feet’s and heads. Many started screaming; many cried. But most of all who’s in pain was the mother.She lost her son. All of a sudden, I had an urge of walking across the battlefield, screaming to us to be quiet or we’re dead .It was an awakening response, my heart was racing fast, as I slowly walked through the jaws of death. As I was walking I stopped, it got to a point where I could’t talk no more. I stood still and froze in isolation and a thought, cropped up in my mind, though, I don’t want to die and i don’t want anymore to die. This thought was eating me inside, the sense of reality had been established, I knew this wasn’t a dream. I didn’t know what to do. I don’t mind looking at dead flesh but i don’t want to make life hard for my parents. I knew without me, they are nothing. All I felt was loneliness and pain, as one day every living soul will bear such a punishment.Another one of them wanted to grab our attention again as everyone’s lost in their world.The young fellow aimed a bullet at dog. We could see it’s puppy dog eyes fainting in fear. Suddenly, someone else came and saved the day. The man who was ready to risk his life for all of us spoke for humanity. Asking them for what they want.The answer was nothing. They ran away as soon as a police car came pass.

Financial Fraud Fraud Against Older Americans - 1080 Words

Financial Fraud †¢ â€Å"900† Telephone number fraud †¢ Advance-fee loan schemes †¢ Charity fraud †¢ Credit card fraud †¢ Schemes that charge money for services that the Government provides for free †¢ Cute-rate health insurance fraud †¢ Investment fraud (Ponzi Schemes) †¢ Solicitations disguised as invoices †¢ Oil and gas investment fraud †¢ Land fraud Fraud Against Older Americans †¢ Sweepstakes advice for the elderly Sweepstakes and Lottery Fraud †¢ Illegal sweepstakes information †¢ Chain letters †¢ Free-prize scheme †¢ Foreign lotteries by mail †¢ Government look-a-like mail †¢ Free vacation scams Telemarketing Fraud †¢ Rules for telephone solicitations †¢ Characteristics of telemarketing fraud Other Types of Mail Fraud †¢ Home improvement and home repair†¦show more content†¦The process of the mail when it is sent out for delivery, the employee when dropping mail becomes aware of a bad address has to bring it back to their location and then gets processed to be return back to the original sender for a bad address. â€Å"Postal Inspectors across the country work hard to protect your mail, but with deliveries to more than 100 million addresses, the Postal Inspection Service can’t do the job alone. Here are some things the Postal Inspection Service recommends you can do to protect your mail from thieves: †¢ Use the letter slots inside your Post Office for your mail, or hand it to a letter carrier. †¢ Pick up your mail promptly after delivery. Don’t leave it in your mailbox overnight. If you’re expecting checks, credit cards, or other negotiable items, ask a trusted friend or neighbor to pick up your mail. †¢ If you don’t receive a check or valuable mail you’ re expecting, contact the issuing agency immediately. †¢ If you change your address, immediately notify your Post Office and anyone with whom you do business with via the mail. †¢ Don’t send cash in the mail. †¢ Tell your Post Office when you’ll be out of town, so they can hold your mail until you return. †¢ Report all suspected mail theft to a Postal Inspector. †¢ Consider starting a neighborhood watch program. 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