Laissez Faire Leadership Is A Hands Off Style Essay

Topic Introduction Laissez-faire leadership is a hands-off style characterized by leaders who give the least amount of guidance to their subordinates as possible. These leaders believe that people are at their most creative and efficient when a leader focuses their energy into facilitating an environment where distractions from the outside are mitigated and trust is placed in the employee to solve their problems in the best ways imaginable. The main focus of Inju Yang’s conceptual exploration of laissez-faire leadership is that â€Å"subordinates appreciate being left alone to manage their own affairs.† Furthermore, â€Å"A hands-off approach by a leader can allow employees to feel respected and autonomous† (Yang, p. 1247). Yang stresses, however that this style can be as extremely harmful to a team if not composed of the right people with positive attitudes who are familiar with their job. Laissez-faire leadership requires a high level of motivation in subordinates, as the abil ity to shirk responsibilities is heightened greatly by a leader who does not poke in frequently to ask questions, lay eyes on employees, and demand regular status updates. Giving little guidance to employees does not mean a leader can avoid â€Å"keeping an eye† on the team to watch for people who do not seem to be carrying their load or to watch for budding interpersonal conflicts on the team. It must also be expected that non-formal types of leadership will emerge on the team, and the leader must be vigilantShow MoreRelatedPrinciples And Characteristics Of Laissez Faire1114 Words   |  5 Pagesquote by the late Steve Jobs perfectly captures the essence of laissez faire leadership. The model is rather a paradox within the leadership theories, because of its hands-off nature. The leader and subordinate roles are almost turned upside down, making it a difficult theory to grasp. So what does it take to lead with a laissez faire philosophy? In this guide, we’ll explore what is the definition and history behind laissez faire leadership. We’ll analyse the essential characteristics of the frameworkRead MoreLaissez Faire s Faire Leadership Style1366 Words   |  6 PagesThe laissez-faire leadership style can be seen by some as lazy or a type of leadership style where the leader is non-existent. A leader who uses the laissez-faire leadership style is backing away from the traditional idea of a manager or leader, and allowing the employees to make decisions or tackle problems on their own. The laissez-faire leadership style was developed in 1938 in compilation with both autocratic and democratic leadership styles. This leadership style is best when the workforce isRead MoreCharacteristics Of Autocratic Leadership946 Words   |  4 PagesCommunity and Family Studies Leadership is the action of leading a group of people or an organization. There are four leadership styles, these include: Autocratic, Laissez-faire, Transformational and Democratic. Autocratic Autocratic leadership also known as authoritarian leadership, refers to the leadership style by which an individual has sole control of all decisions with little consultation from members within the group. An autocratic leader will typically make choices based on their ownRead MoreThe Leadership Style Of The 21st Century1435 Words   |  6 Pagesmarket touting new theories and new styles of management that are proven to be successful. Even out of the three most common leadership styles, authoritarian, democratic and laissez-faire, the latter, is still considered a fad and too risky. Laissez-faire (french for leave us alone ) is a style where the workers have the decision making power. Even as recent as 2008 Samual C. Certo wrote â€Å"Supervisors are rarely, if ever, able to practice this style of leadership because the nature of the supervisorRead MoreManagement Styles in the Workplace Essay1266 Words   |  6 Pages Management Styles in the Workplace Purpose Statement: My purpose today is to inform you on four different management styles in the workplace. Thesis Statement: It is important for managers to understand their management style when certain situations arise in the work place, by knowing your management style you will become a better leader. Introduction: Have you ever been told, â€Å"Do it this way or don’t do it at all?† if so do you know what type of leadership or management style this. Well todayRead MoreDifferent leadership styles in the public service Essay example1148 Words   |  5 Pagesï » ¿Different leadership styles in the public services Team leaders and there roles in leadership There are several different leadership styles used within the public services. Therefore there are many varied suggestions that define someone as being a strong leader. However a ‘leadership style’ is a unique style that people recognise to encourage or influence other people in a way others do not so that they admire and want to be like. A team leader’s role in the public services is to provide instructionRead MoreDifferent Types Of Leadership Styles1718 Words   |  7 Pageskinds of leadership styles used to facilitate the actions of others. Mirriam-Webster.com defines leadership as â€Å"a position as a leader of a group, organization, etc†. Another more inclusive definition regarding the leading role is â€Å"managers motivating employees, directing their activities, selecting the most effective communication channels, or resolving conflicts among members† (Robbins, Judge, 2013). If a company or organization suffers from poor, none, or the wr ong leadership styles, everyoneRead MoreKurt Lewin s Leadership Styles1526 Words   |  7 PagesLeadership Styles There are three classic leadership styles. Kurt Lewin’s leadership styles vary in the degree of control that they give their followers. Kurt Lewin (1890-1947) was a social psychologist whose extensive work covered studies of leadership styles and their effects, along with many other theories (Kurt Lewin). Along with two other colleagues, Lewin performed research on the effects of three different leadership styles and the outcome on groups of boys. The three leadership styles thatRead MoreLeadership Style For A New Supervisor1422 Words   |  6 PagesThis paper will discuss and help understand the best leadership style for a new supervisor. The leadership style that is selected will determine the willingness of subordinates to work for you or against you. A new supervisor will be confronted with issues and problems they were not aware of when they were a front line officer. The responsibilities of a new supervisor will increase substantially and they will be held accounta ble for their subordinates’ actions. One of the biggest challenges forRead MoreLaissez Faire And Transformational Leadership Styles Essay1615 Words   |  7 PagesComparatively, Laissez-faire leadership is a great contrast to transactional and transformational leadership styles as defined by Cherry, K. (2016) Laissez-faire leadership, also known as delegative leadership, is a type of leadership style in which leaders are hands-off and allow group members to make the decisions. Because of this, researchers have found that this is generally the leadership style that leads to the lowest productivity among group members. Laissez-faire is often characterised by:

Mental Health and Social Inclusion Free Essays

Title: An examination of social exclusion policy and its effect on adults of a working age with serious mental health problems To begin, this essay will briefly define the term social exclusion and its historical background. It will then move on to the political history of social exclusion in the United Kingdom. Particularly the essay will focus on the reasons behind unemployment, and the resulting effect of excluding people from society. We will write a custom essay sample on Mental Health and Social Inclusion or any similar topic only for you Order Now The policies around employment and the benefit system will be discussed in some detail, and their consequences on working age adults, including those with serious long term mental health issues. The French socialist government termed the phrase ‘social exclusion’ in the 1980’s; it was used to define a group of people living on the edge of society whom did not have access to the system of social insurance (Room, 1995 citied in Percy-Smith 2000). The concept of social exclusion has been defined in many different ways since then. The European commission defines social exclusion as referring to the â€Å"multiple and changing factors resulting in people being excluded from the normal exchanges, practices and rights of modern society† (Commission of the European Communities, 1993 quoted in Percy-Smith 2000 p. 3). This was a move away from using the term underclass in the UK, which was not an acceptable phrase to some, as it was more related to poverty (Lavallette et al, 2001). The term social exclusion pointed at a much more complicated problem rather than just money, if you were excluded something or someone was excluding you and that could be sorted out. Although for some this new phrase just represented a ‘new’ form of the word poverty (Room, 1995 citied in Lavallette). In the UK the New Labour government set up the interdepartmental social exclusion unit in 1997 (Percy-Smith, 2000). Its aims were to â€Å"to find joined-up solutions to the joined-up problems of social exclusion† (No10 Website, 2004). The social exclusion task force works within a number of government departments such as work and pension, children school and family and the ministry of justice (No10 Website, 2004) The social exclusion unit published a series of reports in 1997 that criticised the way both central and local government had failed deprived groups and areas (Batty, 2002). It found that deprived area’s had fewer basic services such as GP surgeries and that little effort had been made to reintegrate some who had been excluded through unemployment (Batty, 2002). Unemployment is seen as one of the main causes of social exclusion (Percy-Smith, 2000). Being unemployed can have serious effects on a person’s confidence, sense of purpose and motivation (Percy-Smith, 2000). The person who works is seen as a full citizen, paying tax and contributing to society (Baldock et al, 1999). Unemployment can also be linked to mental health; a person is twice as likely to suffer from depression if they are not working. (Department of health, 1999). The period since the 1960’s saw a distinct decline in the British manufacturing industry leading to a shift in the type of work available, the service sector and office based jobs replaced the manual jobs and altered the pattern of demand in the labour market. Baldock et al, 1999) The unemployment rate for semi skilled / unskilled workers if four times that compared to managerial / professional workers (Percy-Smith, 2000). Those people who live in area’s with low demand for low skilled workers are highly likely to be unemployed for a very long time, leading to a near permanence in exclusion from the labour market (Percy-Smith, 2000). Welfare to work policies were the answer from the Labour government in 19 97, `They set out plans to encourage people back into the labour market. Labour came up with the New Deal family of policies. These where aimed at specific groups. For example young people, adults and new deal for people with a disability (Percy-Smith, 2000). One of the results of this policy was to create Job centre plus from a merger of the Employment Service and the Benefits Agency. (Hoben, no date given) The Tories previously had set up the job seekers allowance, which had changed the Insurance-based unemployment benefit. (Baldock et al, 1999). With this allowance you had to prove you were actively seeking employment or you would not get your allowance. People who became unemployed would have to go for an initial interview where an adviser prepares an action plan, then short interviews are conducted every two weeks to review the claimants success at gaining new employment and to look at new job vacancies (Percy-Smith, 2000). New deal gateway is aimed at 18 – 24 year olds who had been out of work for 6 months. This offers subsidised work experience within the voluntary sector or with an employer with a ? 0 a week incentive. Also full time education/training is offered to those who did not have sufficient qualifications up the recognized NVQ level two. Young people also have an allocated personal advisor who offers assistance around job seeking, careers advice and in some circumstances drugs/homelessness advice (Percy-Smith, 2000). Anyone who refuses to take up these incentives will have their benefit cut. As Gordon Br own put it (the then Chancellor of the Exchequer) there will be no option â€Å"to stay at home in bed and watch television† (Baldock et al, 1999 p149). For people aged twenty five and above who have been on job seekers allowance for over six months then become eligible for a different set of measures, before becoming eligible for the ‘New Deal’. This is called ‘restart’. Work trials are offered as well as help with interview techniques and CV’s writing skills. After twelve months if the individual has not found work they attend a five-day ‘job plan workshop’ to assess the individuals job prospects. This happens again at eighteen months. If after two years they are still unemployed this is when ‘New Deal’ applies. New Deal’ offers training grants as well as an employment credit similar to that of the new deal gateway of sixty pounds a week and the benefit of a personal advisor. The budget for this was ? 250 million for the three years between 1999 and 2002 (Percy-Smith, 2000) It can be argued that jobseekers allowance forces people back to work or forces them to appear to be looking for work in a desperate attempt to keep their benefit. It can be seen as punitive (Percy-Smith, 2000) and with no option to opt out, and it does not actually increase the amount of jobs available. Without the creation of a sufficient number of jobs, people may lose their benefit, though not through lack of trying (Baldock et al, 1999). Also critics have commented on the cost of the new deal strategy with some say this money could be better used creating more jobs. (Percy-Smith, 2000) Other arguments against new deal look at the timescale difference between the young people and adult services, it cost a lot less to intervene early when someone becomes unemployed so why wait for two years in the case of the adult new deal. (Percy-Smith, 2000). The new deal policy has been quite effective, particularly at getting young people back into the labour market. However, for people with long term significant mental health problems finding paid work can be very difficult. (Layard, 2005) If social exclusion can be linked to unemployment then for people with mental health issues they are excluded by default, with not only unemployment but with the social stigma associated with their mental health difficulties (Layard, 2005). â€Å"There are now more mentally ill people on incapacity benefit than there are unemployed people on jobseekers allowance† (Layard, 2005 p1). Evidence suggests that work can be very therapeutic for people with mental health problems, but it seems doctors are sceptical about their patients finding and holding down jobs. (Layard, 2005) The problem gets worse the longer the person is on benefits, and as time passes social isolation increases and motivation decreases (Layard, 2005). Ninety percent of people on incapacity benefit say they would like to return to work but would find it very hard to find a job that pays as much as the benefit they receive (Layard, 2005). However, it has been an underlying trend in welfare policy that low paid work should always be the better option than state handouts. This goes way back to the poor law of 1832 where the workhouse provided the last option for very poor families, providing food and shelter for the exchange of labour. For most of those who lived in these workhouses life expectancy significantly dropped upon entering these desperate places (Higginbotham, 2008). In current times, however, sacrificing benefits and returning to work may mean a compromise in quality of life. People receiving incapacity benefit may also claim housing benefit, council tax benefit, free prescriptions and discretionary loans from the social fund to buy large more expensive items (Alcock, 2003). With all this help in place it is quite easy to see why people with a mental illness are unlikely to want to go back to full time employment and run the risk of losing money. This is known as the benefit trap. There is another problem, people who have been on benefits for a long time lack the right qualifications to join the labour market (Dummigan, 2007), increasing social exclusion. If a mentally ill person wanted to find a job but had little or no skills, the choices are very narrow normally leading to a low wage job, again making it unlikely for the individual to want to come off his/her benefits (Dummigan, 2007). The government has tried to rectify this problem by offering further incentives to get people back to work, such as disability tax credits that offer a tax break should some one find work but there is limited awareness of the financial incentives to return to work (Percy-Smith, 2000). Pathways to work is a recent government initiative with the aim of getting the recipients of incapacity benefit back to work, the claimant will have to take a personal capability assessment which is used to determine whether or not the person is eligable for the benefit, but will focus on â€Å"what the customer can do rather than what they cant† (Department of work and pensions, 2007). A mandatory work focused interview will also take place eight weeks after making the intial claim followed by a screening tool to establish who will have to have more work focused interviews and those who will be exempt from further manditory participation (Department of work and pensions, 2007). Pathways to work will offer a range of programmes to support the â€Å"customer† in preparing for work with a fourty pounds a week incentive or credit for twelve months if their salary is below fifteen thousand pounds a year (Department of work and pensions, 2007). Pathways to work is currently operating in fourty percent of the country. In an interesting move, the remaining sixty percent of pathway to work providers will be from the public sector leading to critism that the government is privatising the welfare system. The government’s chief welfare to work adviser, David Freud, said recently: â€Å"I worked out that it is economically rational to spend up to sixty thousand pounds on getting the average person on incapacity benefit into work, somebody will see a gap in the market and make their fortune. † (Quoted in Vaux, 2008). Some voluntary sector organizations have criticized the rather aggressive approach taken by the public sector organizations in winning the contracts, and feel that the voluntary sector would be in a better position to deliver the contracts (Vaux, 2008). Mind charity has criticized the pathways to work initiative stating it â€Å"places all the emphasis on the individual to find work†, yet, it said  there  was no obligation on employers to actively recruit people with mental health problems. It would also seem that if you disclose to an employer that you have a mental health problem you are more likely to be sacked before your sane colleagues. Also there is a lack of support in the work place for mental health sufferers, which lead to higher sickness rate, which in turn puts off employers recruiting future pathways to work employees (Lombard, 2008). In the recent action plan on social exclusion â€Å"Reaching out† the government recognizes the need for encouragement in the workplace for recruiting people with mental health issues and supports employer based anti-stigma campaigns. It also states that the government alone cannot address social exclusion, and that the wider community has a role to play. But most of all, the individual must want progress for themselves and those around them (Reaching Out, 2008). In the last five years mental health services have improved greatly (Layard, 2005) Better treatment and early intervention have empowered people to control their own lives, but though these services have improved the medical condition, mentally ill people still suffer from exclusion from society. The association with dependency that being on benefits brings leads to a segregation (Percy-Smith, 2000). In conclusion, social exclusion is a far reaching problem and not an easy task to overcome. Evidence suggests that the government still identifies the problem with unemployment and poverty, and has taken a great deal of measures in providing policies that aim to get people back into the work place. Unfortunately for some, as has been shown, work is not always a viable or the best option, and people who fall under this category may stay on the boundaries of society due to no fault of their own, or be forced into working at the detriment of their health. The changes around the incapacity benefit rules may leave some people worse off than when on benefits and this may increase the chances of a relapse in mental ealth issues, which in turn will make them less employable, continuing the cycle of social exclusion. As we enter another recession and unemployment rises again, this is likely to be a huge focus, and the government will have to rethink existing policies around unemployment. Those who are recently unemployed must be given sufficient support to regain employment to avoid falling into the benefit trap in order to avoid the danger of becoming socially excluded. Bibliography Alcock, P (2003) Social policy in Britain, Basingstoke, Palgrave Baldock J, Manning N, Miller S Vickerstaff S (1999) Social Policy. Oxford University press, Oxford Lavalette,M Pratt A (2001) Social Policy a conceptual and theoretical introduction. Sage publications London Percy-Smith, J (2000) Policy responses to social exclusion. Open university press. Oxford Batty, D (2002) Social exclusion: the issue explained (Online), available at http://www. guardian. co. uk/society/2002/jan/15/socialexclusion1 (accessed on 28/10/08) Department for work and pensions, (2008) Pathways to work process. (Online) Available at http://www. dwp. gov. k/welfarereform/pathways_process. asp (accessed on 5/12/08) Department of health, (1999) National service framework for mental health, modern standards and service models. (Online) available at http://www. dh. gov. uk/en/Publicationsandstatistics/Publications/PublicationsPolicyAndGuidance/DH_4009598 (accessed on 1/12/08) Dummigan, G (2007) The benefit trap. (Online) available at http://news. bbc. co. uk/1/hi/programme s/politics_show/6403329. stm (accessed on 4/12/08) Higginbotham, P (2008) Poor laws (Online) available from http://www. workhouses. org. uk(accessed on 4/12/08) Hoban,M Thomas, J (No date given) DW response to welfare to work – discussion paper. (Online) available at http://www. voicefromthewheelchair. co. uk/pages/dw-response-to-welfare-to-work (accessed on 1/12/08) Layard, R (2005) Mental health: Britain’s biggest social problem? (Online) Available from http://cep. lse. ac. uk/textonly/research/mentalhealth/RL414d. pdf (accessed on 1/12/08) Lombard, D (2008) The replacement of incapacity benefit. (Online), available at http://www. communitycare. co. uk/Articles/2008/10/27/109795/incapacity-benefit-reform-will-leave-some-disabled-people-worse-off. tml (accessed on 5/12/08) Reaching out, (2006) An action plan on social exclusion (Online), available from http://www. cabinetoffice. gov. uk/media/cabinetoffice/social_exclusion_task_force/assets/reaching_out/chapter1. pdf (accessed on 28/10/08) Social exclusion trends show success (2004) Online, available from http://www. number10. gov. uk/page5544 (accessed on 28/10/08) Vaux, G ( 2008). Pathways to work, to help those unfit for work. (Online), available at http://www. communitycare. co. uk/Articles/Article. aspx? liArticleID=107551PrinterFriendly=true (accessed on 1/12/08) How to cite Mental Health and Social Inclusion, Papers

Organizational Design and Change The Key Propositions

Question: Describe about the Organizational Design and Change for The Key Propositions. Answer: 1. The relevant concepts related to change management consists of the key propositions, which includes the success of modern organizations in matching of the internal abilities and the existing resources along with the demands from the external environment. The concepts also range from the requirement is required from the development and maintenance of the approach of developing the organization. It has been further observed that the organizations tend to accept the designated method of doing a business, which is both disruptive and incremental in nature. The different categories of external influence can be widely used to welcome the stakeholders (Gollenia 2016). It has been further analyzed that there is no single strategy for implementing the effective change and with every situation the value for guiding the framework changes. The assignment summary has further provided the details stating that most of the change initiatives required commensurate change, which are designed as per the organizations activities. A positive correlation is eminent in case of the degree of stakeholder and the involvement in the design and the change process for the ultimate success of any business organization. It can be further stated that the implementation of the change ranges from varied range of predictable and unpredictable conflicts, which acts as a resistance to change (Cameron and Green 2015). During the time of contemplating with the design and implementation of the major change process, it has been observed that the large firms mobilize their human resources in the role of primary change agent and the skill base traditionally require the involvement of HR practice. The different types of change process are further seen to acknowledge the continuous and bygone process of the change. The key concepts of the application of the change process have been seen in terms of the organization Cloud Plus (Hayes 2014). In order to make proposition for the validity of the statement the main principles are the parameters for the change management process has been studied in terms of improved value proposition in the customers perspective, application of the concept of ongoing change and reciprocal process. The company has further studied the change process with the commitment of ongoing, reciprocal and corporate philosophy through a series of individually managed projects. The change management processes in itself a commitment for continuous improvement and hence it is nonnegotiable element of any organization. The organizational philosophy this involves the primary objectives that the organization is willing to apply for meeting the changing demands of the external environment (Goetsch and Davis 2014). The mean and ability of cloud plus has been seen in terms of revenue growth of $ 4.47 million in the year 2016 and it is ranked as the 8th small and medium enterprises based in Australia (Cloudplus.com. 2016).The main change management is seen in form of the innovative storage solution provided by the company. It is not only provides seamless access of data but also ensures that the cloud storage is completely private in nature. This form of application of change management process has ensured that the client gets 24x7 monitoring of the data and 100% uptime guarantee along with total transparency and control. Hence, it is considered as one of the smart companies which is implemented the change management process (Smartcompany.com.au.2016). Reference List Cameron, E. and Green, M., 2015.Making sense of change management: a complete guide to the models, tools and techniques of organizational change. Kogan Page Publishers. Cloudplus.com. (2016).Cloud Plus provides highly integrated private cloud solutions in Australia and New Zealand. [online] Available at: https://cloudplus.com/ [Accessed 9 Dec. 2016]. Goetsch, D.L. and Davis, S.B., 2014.Quality management for organizational excellence. pearson. Gollenia, L.A., 2016.Business Transformation Management Methodology. Routledge. Hayes, J., 2014.The theory and practice of change management. Palgrave Macmillan. Smartcompany.com.au. (2016). [online] Available at: https://www.smartcompany.com.au/smart50-awards-2015/page/6/ [Accessed 9 Dec. 2016].

Management of SMEs Kapai Case Study Analysis Essay Example

Management of SMEs: Kapai Case Study Analysis Essay James and Justine were intent NT on establishing a business concept that reached far beyond the confines of a traditional salad bar, and they were determined to develop their business as a leading nationwide retailer of health why fast food. Drawing on their love of New Zealand and their proud kiwi heritage, James and Justine wanted the concept to be uniquely kiwi, incorporating as much as they could into their business idea Developing the correct product has been critical to the success of Kappa. Jam sees and Justine have been keen to capitalism on the growing health and wellness trends Of consumers an d create a range of menu items that differentiates from the typical fast-food products that are alarm dead in the industry such as burgers, fries and pizzas etc. To get Kappa off the ground both men have taken separate roles within man king the business. James is currently working full-time as the General Manager running the off-site kick en whilst Justine is currently employed full-time job as a practicing lawyer and works as Business Development Manager part-time in the evenings. We will write a custom essay sample on Management of SMEs: Kapai Case Study Analysis specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Management of SMEs: Kapai Case Study Analysis specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Management of SMEs: Kapai Case Study Analysis specifically for you FOR ONLY $16.38 $13.9/page Hire Writer Kappa is currently experiencing issues with regards to aligning their growth, ma reeking, and organizational strategies in line with their existing business plan. These issue s have been identified through internal and external analysis of the company and its external environ meet. Using a SOOT analysis and Porters Five Forces, this report will aim to illustrates e these issues providing an in depth analysis and discussion on the companys core competencies and areas of concern. Discussion is also centered around the company s business level strategies, star structure, and control systems to create a bigger picture of where alterations need to be made. Race emendations are provided at the end of this report with suggestions for improvements and chaw Eng. Page 3 2 Internal Analysis This report begins with an internal analysis of Kappa using the SOOT method t o identify the Meanys strengths and weaknesses with regards to how the company is pop aerating within its core environment. 2. 1 Strengths 2. 1. Early-Mover Advantage Kappa has the competitive advantage of being an early-mover within the health why alternative fast-food market. As discussed by Historic, Peters, Shepherd (2011), early or first-move errs within a market have the benefits of cost advantage, less competitive rivalry, securing imports NT channels, are better positioned to satisfy customers and are able to gain expertise through paretic potion. By recognizing this gap in the market and the gro wing consumer trend towards healthy eaten , Kappa has been able to differentiate and position itself as a leading healthy alternative within the Wellington region. With the growing number of stores Kappa has opened over the last seven year s, the company achieves cost advantages as it moves down the experience curve allowing the company y to achieve greater economies of scale. Apart from the likes of Subway who holds considerable s hare within the market, Kappa faces less competitive rivalry from chained incumbents such as McDonald Ids, Burger King and KEF etc. Who are yet to compete for considerable share within this space. Kappa h s also developed strong relationships with its suppliers especially with the likes of Potato an d its fruit juice provider; who both emboss Kappas logo on their packaging and have tailored products specifically to meet the needs of Kappa. This first-mover advantage allows Kappa to gain considerable expertise in this space as it learns, grows, and improves its strategies within this growing market. 2. 1. 2 Menu Design Range With its diverse array of salads, wraps, baked potatoes, soups and smoothies etc. Kappa has designed its menu to target the growing health and wellness segment within the fast-of d industry. Page 4 Compared to the majority of competitors such as McDonalds, KEF, Burger Kin g etc. , Kappa offers a distinctive alternative to traditional fast-food items like burgers and fries with creative salad options that customers can mix and match to create their own. Salads can also be up graded to Puke or Long John allowing customers to have salads in a wrap or toasted flattered. All food produce is sourced in New Zealand from local growers and is of the highest standard an d quality. These nutritious menu options provide a unique point of difference for Kappa allowing the company to et the needs of consumers wanting healthy fast-food alternatives. 2. 1. 3 Financial Management Kappas financial management strategy has proven to be effective. With the pr Mary investment to fund the initial start-up coming from James and Justine own savings albeit wit h the help of non smaller investors, James and Justine have successfully managed Kappas finance s to avoid any cash flow issues. Operational assumptions and forecasting outlined in the original busing sees plan have provided strong direction allowing both owners to re-invest the majority of profits earn deed to sufficiently fund Roth of the business and the opening of additional stores in the Wellington region. 2. 1. 4 Kappa Brand Significant effort has been made towards developing and creating a distinct N ewe Zealand identity in order to distinguish the Kappa brand against other retail competitors within the e fast-food industry. This has involved incorporating unique kiwi elements within the brand such a s the Maori term Kappa as the company name; use of the koru within the compass logo; the use of Maori proverbs and quotes as wall and cabinet art within the stores; building on the environment al image of New Zealand tit biodegradable packaging, and subtle greens and browns in the styling of stores and uniforms for staff. By carefully choosing each of these elements to reinforce and represent the b rand, Kappa has aimed to achieve a unique point Of difference within the fast-food industry, ultimate y building strong brand equity. 2. 1. Social Consciousness and Environmental Responsibility With todays consumers concerned about their health and well being, and the growing shift towards tackling obesity within society, Kappa has recognized this need and positioned itself as an alternative page 5 provider of healthy fast food. This strategy towards social consciousness not only includes providing healthy meals a t an affordable price to consumers, but also supporting the WI deer community by purchasing produce through local food producers; focusing on positive employ Yemen strategies for their staff and donating a percentage Of profits to local ventures. Latest research also indicates a rapidly growing trend in consumer attitudes t awards sustain ability and environmental responsibility. This is an important element of the Kappa p hilltops to ensure that all activities are undertaken to make as small as impact as impossible on he environment. Such activities include having biodegradable packaging, recycling, adopting a zero- waste policy and using environmentally friendly cleaning products to lessen their impact. Combined together, these strategies provide valuable competitive advantage for Kappa. 2. 1. 6 Organizational Design Informal Structure Having a strong organizational culture is key to promoting and delivering the right identity in line with the Kappa brand and its values. As discussed by Historic teal (2011), culture WI thin an organization is described as the informal Structure built around the mix Of people, their attitude sees, personalities, characters, skills, and abilities within the organization. Attaining the right mix of people to create the desired culture (informal structure), is critical in achieving the objectives and g owls of the organization as set out in the business plan. This is evident in Kappas commitment to attract the right staff for the company y who are Young, vibrant, into healthy food and the outdoors. Although this was a challenge at first with turnover relatively high, the majority Of new employees are found through word Of MO HTH from existing staff members who consider Kappa as a great place to work. Attracting these people shows strength in Kappas cultural philosophy within t he organization. 2. 2 Weaknesses 2. 2. 1 Marketing Analysis of the Kappa marketing mix identifies issues regarding the companies advertising and promotional strategies (Appendix 1). Although management feel that they ca n achieve maximum exposure for the company through the use Of guerrilla advertising tactics and unpaid public relations page 6 activities, there is questionable debate as to whether these actions alone, are enough to achieve maximum awareness in order to grow the brand. Market trends obtained from Remuneration (2012) indicate high levels of prom action throughout the fast food sector, especially from leading chained players; such activities include e extensive promotional campaigns through print, online, Was and radio. There is also a growing interest in social media through channels such as Backbone, Twitter and Youth to cap true audiences and increase awareness. Although Kappa does have a company website and has adopted a social midi a approach through the use of Backbone, this does not appear to be enough to protect its existing ma reek.

9 Should You Take It

What Is PSAT 8/9 Should You Take It SAT / ACT Prep Online Guides and Tips The College Board now offers the PSAT 8/9 to eighth graders and high school freshmen as the first hurdle in the group of tests they call the "SAT Suite of Assessments." The PSAT 8/9 is a precursor to the PSAT 10, the PSAT/NMSQT and the SAT. But when is the PSAT 8/9 offered? And should you even bother taking it? In this article I'll give you all the details! What Is the PSAT 8/9? The PSAT 8/9 is the first exam in the College Board's "SAT Suite of Assessments" and is offered to eighth and ninth graders. The purpose of the PSAT 8/9 is to establish a starting point in terms of college and career readiness as students transition to high school. It's a way for students to practice for the PSAT 10, the PSAT/NMSQT, and the SAT. The test is offered between the fall and spring. Schools choose the dates on an individual basis, unlike the SAT, which is administered at designated test on dates determined by the College Board. Your school may offer the PSAT 8/9 between September 23rd 2019 and March 27th 2020 or between April 14th and 30th 2020. To sign up for the test, you will have to go through your school counselor. It costs $12 to order the materials, but some schools will cover this fee for you. Accommodations can also be made for students with disabilities. You don't need College Board approval to get accommodations for the PSAT 8/9, but test coordinators at your school must order any special materials before the ordering deadline. What's on the PSAT 8/9, and How Is It Scored? The PSAT 8/9, like the PSAT 10, PSAT/NMSQT and SAT, has three testing areas: Reading, Writing and Language, and Math. The Reading and Writing subject areas are combined for an Evidence-Based Reading and Writing section score. Math has its own separate section score. On the PSAT 8/9, you will get a total score between 240 and 1440, which is the sum of the two section scores in Evidence-Based Reading and Writing and Math that each range from 120 to 720. You'll also get three test scores for Reading, Writing, and Math that each range from 6-36. In addition to regular section scores, you'll be given Cross-Test scores which analyze questions across the three subject areas and separate them into a score for Analysis in History/Social Studies and a score for Analysis in Science. Each of these scores ranges from 6-36 as well. The subject areas are broken down into six additional subscores measured on a scale of 1-15. WHEW that's a lot of scores! It might be hard to make sense of all of them at first, but the purpose of having so many different scores is to show you specifically where you might need improvement. Along with scores, you'll get percentiles to help you discover how your scores compare to other students'. Your score percentile provides the percentage of students that score at or below your level. This can help you figure out whether you're on the right track for getting a high score on the PSAT 10, PSAT/NMSQT and SAT. Since the SAT is scored out of 1600, your scores on the PSAT 8/9 will be easily comparable to real SAT scores. The PSAT 8/9 is a way to practice for the PSAT 10 and PSAT/NMSQT so that you will be used to the test format and end up with high enough scores to possibly qualify for a National Merit Scholarship. It's just a practice Practice SAT! Studying for the SAT and learning how to yoyo are surprisingly similar How Does the PSAT 8/9 Differ From the PSAT 10 and the PSAT/NMSQT? Although all the PSAT exams share similarities, there are key ways the PSAT 8/9 differs from the other exams. Test Structure Differences The PSAT 8/9 is slightly different from the PSAT 10 and PSAT/NMSQT in length and scoring. The PSAT 8/9, as stated in the previous section, records scores on a scale of 240 to 1440. Scores on the PSAT 10 and PSAT/NMSQT range from 320 to 1520. Part of the reason for this difference in scoring is that the PSAT 10 and PSAT/NMSQT are longer than the PSAT 8/9 and have more questions. Take a look at the chart below comparing the PSAT 8/9 (highlighted in yellow), PSAT 10, and PSAT/NMSQT side by side. PSAT 8/9 PSAT 10 PSAT/NMSQT What is the range of possible scores? 240-1440 320-1520 320-1520 How long is it? 2 hrs25 min. 2 hrs45 min. 2 hrs 45 min. # of Reading Qs 42 47 47 # of Writing Qs 40 44 44 # of Math Qs 38 48 48 Can your score qualify you for a National Merit Scholarship? No No Yes The biggest difference between the PSAT 8/9 and the other two tests is in the number of Math questions: There are ten more questions on the PSAT 10 and PSAT/NMSQT than there are on the PSAT 8/9. The SAT has still more questions and is slightly longer than the PSAT 10 and PSAT/NMSQT- three hours, with an optional fifty-minute essay. There are 52 Reading questions, 44 Writing and Language questions, and 58 Math questions. Test Content Differences PSAT 8/9 Reading On the reading section of the PSAT 8/9, you won't have to make any complex inferences. You will mainly be expected to read passages and draw simple, one step conclusions that are spelled out in the text. On the PSAT 10 and PSAT/NMSQT, however, you'll have to make more difficult inferences that aren't as literal. For the PSAT 8/9 you will also be asked to identify relationships described in the passages based on straightforward information in the text. This is in contrast to the PSAT 10 and PSAT/NMSQT, where you will see questions about complex relationships that are based on more subtle information. Since the reading section on the real SAT includes a data interpretation component, the PSAT 8/9 will expect you to determine explicit meaning from graphs or text (read something off of a graph). You won't have to worry about recognizing data trends yet. That starts on the PSAT 10 and PSAT/NMSQT. Overall, the passages won't be quite as long, and the questions will be more literal and less complicated. PSAT 8/9 Writing and Language On the Writing section of the PSAT 8/9, you'll see questions about punctuation usage in simple contexts. This means you should have knowledge of basic rules like how to use commas to separate a list. On the PSAT 10 and PSAT/NMSQT you will be asked to use punctuation in more complex ways (things like semicolons to separate clauses or colons to introduce lists). For the PSAT 8/9, you will edit straightforward sentences that might contain one grammatical challenge like an introductory phrase. On the PSAT 10 and PSAT/NMSQT you will be faced with compound complex sentences where errors might be less clear. Like the Reading section, the Writing and Language section will also incorporate graphics, which will be fairly basic for the PSAT 8/9 but become more complex on the PSAT 10 and PSAT/NMSQT. PSAT 8/9 Math On the Math section of the PSAT 8/9, problems usually require one or two steps to solve, whereas math problems on the PSAT 10 and PSAT/NMSQT may have two or more steps. You'll see ratios, percents, proportions, introductory probability, and statistics on the PSAT 8/9, but you won't see the comparisons between linear and exponential growth that show up on the PSAT 10 and PSAT/NMSQT. Trigonometry-wise, you'll want to know the properties of right triangles, but you won't need to know trigonometric ratios yet. Those are only tested on the PSAT 10 and PSAT/NMSQT. Want to get a head start on the PSAT NMQST? We have the industry's leading PSAT prep program. Built by Harvard grads and SAT full scorers, the program learns your strengths and weaknesses through advanced statistics, then customizes your prep program to you so that you get the most effective prep possible. Check out our 5-day free trial today: Why Should You Take the PSAT 8/9? The point of the PSAT 8/9 is to provide insight into the subject areas where you need to make the most score improvements before you take the PSAT and ultimately the SAT. Although a few schools may use the PSAT 8/9 as a placement test, for most students the exam has no stakes- it's just a way to see how you're doing without any consequences if you end up bombing it. If you're really set on getting a great score on the PSAT/NMSQT, it might be a good idea to take the PSAT 8/9. Since the PSAT/NMSQT is only offered once a year in October, you will only have two chances maximum to take it (one in 10th grade and one in th grade). If you want to win a National Merit Scholarship, you have to do really well on one of those two tests. The best way to know which areas you need to work on is to take the PSAT 8/9. Based on your PSAT 8/9 scores, you will get personalized SAT study materials through Khan Academy. If you're not set on winning a scholarship, you probably don't need to take the PSAT 8/9. Just plan on taking the PSAT/NMSQT so that you can get an idea of where you are score-wise before the real SAT and where you need to improve. You can also take the PSAT 10 your Sophomore year to prepare for the PSAT/NMSQT. PSAT 10 scores, like PSAT 8/9 scores, aren't considered as a factor in the National Merit Scholarship competition, but they can give you more information about what areas you need to work on. A very prestigious Scholar Ship How Can You Prepare for the PSAT 8/9? Because the PSAT 8/9 is just a way to see how prepared you are for the PSAT 10, which is a way to practice for the PSAT/NMSQT which itself is a way to prepare for the SAT, most students don't need to prepare for the PSAT 8/9. Just taking the test and reviewing your scores is enough to give you an idea of how well you're doing and which areas you might want to consider focusing on later on when you prepare for the other exams. However, if you do want to study for the PSAT 8/9, there are resources. There are no official practice PSAT 8/9 tests, but the College Board's PSAT 8/9 Student Guide has a handful of practice questions for each section of the test. There are some unofficial practice PSAT 8/9 exams available, but we don't recommend them since they typically don't recreate test questions very accurately. Instead, we recommend using official study resources and practice tests for the PSAT/NMSQT. The formats of the two exams are very similar, but you won't see the most difficult questions from the PSAT/NMSQT on the PSAT 8/9, since the latter is meant for younger students. There are two official PSAT practice tests available: Official PSAT Practice Test 1- Score Your Test- Answer Explanations Official PSAT Practice Test 2- Score Your Test- Answer Explanations The Bottom Line The PSAT 8/9 is the first step on the path to the SAT. You can take it in 8th or 9th grade, and it's somewhat similar to the PSAT 10 and PSAT/NMSQT. The main differences are that there is no scholarship associated with it, it's shorter, and it has a lower score range. The PSAT 8/9 is essentially just another way to practice for the PSAT/NMSQT and the SAT. If you're really invested in figuring out where you need to improve your scores in order to do well enough on the PSAT/NMSQT to win a National Merit Scholarship, the PSAT 8/9 is a useful low-stakes assessment tool. Otherwise, just wait and take the PSAT/NMSQT your sophomore or junior year before you take the SAT, or take the PSAT 10 your sophomore year and the PSAT/NMSQT your junior year. What's Next? Are you wondering whether you should take the PSAT 10 or the PSAT/NMSQT? Read this article to find out what's best for you. Looking to practice your skills and see where you need to improve? Here are some PSAT practice tests to get your studying started. Learn more here about how PSAT scores translate into SAT scores and whether one reliably predicts the other. Want to improve your SAT score by 160 points or your ACT score by 4 points? We've written a guide for each test about the top 5 strategies you must be using to have a shot at improving your score. Download it for free now:

Why Arguments Against Free Trade Are Flawed

Why Arguments Against Free Trade Are Flawed Economists conclude, under some simple assumptions, that allowing free trade in an economy improves welfare for society overall. If free trade opens up a market to imports, then consumers benefit from the low-priced imports more than producers are hurt by them. If free trade opens up a market for exports, then producers benefit from the new place to sell more than consumers are hurt by higher prices. Nonetheless, there are a number of common arguments made against the principle of free trade. Lets go through each of them in turn and discuss their validity and applicability. The Jobs Argument One of the main arguments against free trade is that, when trade introduces lower cost international competitors, it puts domestic producers out of business. While this argument isnt technically incorrect, it is short-sighted. When looking at the free trade issue more broadly, on the other hand, it becomes clear that there are two other important considerations. First, the loss of domestic jobs is coupled with reductions in prices of goods that consumers buy, and these benefits shouldnt be ignored when weighing the tradeoffs involved in protecting domestic production versus free trade. Second, free trade not only reduces jobs in some industries, but it also creates jobs in other industries. This dynamic occurs both because there are usually industries where the domestic producers end up being exporters (which increases employment) and because the increased income held by foreigners who benefited from free trade is at least partly used to buy domestic goods, which also increases employment. The National Security Argument Another common argument against free trade is that it is risky to depend on potentially hostile countries for vital goods and services. Under this argument, certain industries should be protected in the interests of national security. While this argument is also not technically incorrect, it is often applied much more broadly than it should be in order to preserve the interests of producers and special interests at the expense of consumers. The Infant-Industry Argument In some industries, pretty significant learning curves exist such that production efficiency increases rapidly as a company stays in business longer and gets better at what it is doing. In these cases, companies often lobby for temporary protection from international competition so that they can have a chance to catch up and be competitive. Theoretically, these companies should be willing to incur short-term losses if the long-term gains are substantial enough, and thus shouldnt need assistance from the government. In some cases, however, companies are liquidity constrained enough that it cant weather the short-term losses, but, in those cases, it makes more sense for governments to provide liquidity via loans than to provide trade protection. The Strategic-Protection Argument Some proponents of trade restrictions argue that the threat of  tariffs, quotas, and the like can be used as a bargaining chip in international negotiations. In reality, this is often a risky and unproductive strategy, largely because threatening to take action that is not in a nations best interest is often viewed as a non-credible threat. The Unfair-Competition Argument People often like to point out that its not fair to allow competition from other nations because other countries dont necessarily play by the same rules, have the same costs of production, and so on. These people are correct in that its not fair, but what they dont realize is that the lack of fairness actually helps them rather than hurts them. Logically, if another country is taking actions to keep its prices low, domestic consumers benefit from the existence of low-priced imports. Granted, this competition can put some domestic producers out of business, but its important to remember that consumers benefit more than producers lose in exactly the same way as when other countries are playing fair but happen to be able to produce at lower cost anyway. In summary, the typical arguments made against free trade are generally not convincing enough to outweigh the benefits of free trade except in very particular circumstances.

Through the Years - from High School to Adulthood Article

Through the Years - from High School to Adulthood - Article Example During those times we had very little worries. Sometimes we thought school work was hard, but we learned in the future that it only gets more challenging during and after the college years. I remember that college was a hot topic of discussion in the last year of high school. We supported each other a lot and the advice of our friends provided great input to help us decide what to study and at which university. Throughout the years our friendship and comradery have not changed. We still care a lot about each other. Social friendship sites such as Facebook have helped a lot of us keep in touch. I like going to our high school page on Facebook to see old pictures of when we were back in high school. I phone call a lot of old high school classmates at least once a month. High school helps built lasting relationships. Over the years we have had many mini-reunions and get together. High school reunions help people renew old friendships (Lamb & Reeder). Some of our reunions have been very successful, but in others, attendance has been low. Even those that don’t attend always get a taste of what occurred in the event since it is customary for us to send everyone several videos and photos of the event’s activities. There is a log with the emails of all the members of the 1987 graduation class. All classmates are notified of special events such as reunions. During the last 25 years, t he class has held at least one activity every three years. On some years we have had more than one activity. Another medium that was introduced about three years ago was a forum created by one of the classmates who specializes in programming and designing websites. The forum is a great way for us to talk and leave messages for all of us to share. We never forget of any of our friends. Some of the members never attend the activities of the class of 1987 and some are not users of Facebook. We never forget about any of the girls.