The JFK Conspiracy Essays - Gambino Crime Family,

The JFK Conspiracy The JFK Conspiracy Is the government really truthful to us ? the people? Government is a really big "organization" with a huge amount of members, and it's obvious somebody is not telling the truth. Most of these dishonest events take place in an attempt to cover up any information that the government thinks is not for public eyes, but which we are supposed to know as citizens of this country. This is called a government conspiracy or cover up. Many people believe in conspiracies; some even believe too much, but it's very rare that a person believes the government is not hiding at least something from them. There have been hundreds if not thousands of books published on this subject and also numerous TV shows based on conspiracies and cover-ups like the "X-Files". There are even people who research these events for their enjoyment. There are many internationally known conspiracies, some examples are: the John F. Kennedy assassination, and the Roswell, New Mexico cover-up. Many other conspiracies are not that well known, the TWA flight 800 explosion which was supposedly an accident is one example. Probably the most famous government conspiracy of all is the John F. Kennedy assassination on November 22, 1963. Most people think that the Kennedy family was an all around perfect American family. Well they were not. I'm going to talk about the JFK assassination and why the government did not reveal some very important information about the incident to the public. Like I already said -- the Kennedies were not a perfect family. John's father, Joe Kennedy was a bootlegger during the prohibition and was also tied up with Mafia. He made a huge fortune dealing with Mafia and bootlegging, Joe was also the one who provided his son with a $250 million fortune when John was just in his 20's. Otherwise, how else could a 20 something year old guy acquire a 250 million dollar capital in the 1950's. John F. Kennedy was not always honest himself, he did not win the presidential election honestly, his father asked the Mafia ? Gambino crime family to help his son beat Nixon. Gambino faked and stuffed ballots. During his term John received money from Gambino and two other important crime families. But this tribute did not last long, John's brother, whom he had appointed to a very high government position launched a very serious campaign to eliminate Mafia controlled hotels and casinos which were numerous around the country. The campaign turned out to be very successful which put Gambino into a very bad situation ? his profits were dropping by millions each week and his men were arrested one by one. The Mafia world was furious and JFK was announced a "double crosser" which meant he was relying on help from the mafia, but at the same time trying to eliminate them. And in the Mafia world there is only one answer to a double crosser ? a "hit". Oswald was hired to do the job, although it is still a mystery by which crime family. John Fitzgerald. Kennedy was shot at three times with two bullets making it to the head on November 22, 1963. John died in a hospital bed, his body was taken for an autopsy and the FBI conducted a long investigation on the murder. Oswald was arrested and imprisoned for life, but none of the Mafia was touched. The government covered this incident up because they were aware of JFK's connections to the Mafia and that the CIA was involved with the same people in a campaign to assassinate Fidel Castro of Cuba. So if the public knew this information it would present great danger to the stability of the government. The FBI's report said Oswald killed John Kennedy but it had nothing in it about the Mafia. Also when the autopsy was conducted on John ? the brain that doctors supposedly took out of his head was a full size, unharmed, adult brain. But Kennedy was shot in the head twice and it was very vivid how a good part of his brain splattered out on the street. Now many theories exist in the world about the assassination in general and certain parts of JFK's life. Almost all of them are false and completely out of the blue with no particular evidence to prove them, but some could be true. This conspiracy has been researched for 32 years and will be researched even more just like all the other government conspiracies and cover-ups.

Thomas Green Case Essay Example

Thomas Green Case Essay Example Thomas Green Case Essay Thomas Green Case Essay In order to determine what course of action Davis should take, the root cause of Greens struggles at Dynamic Display (ID) must be examined. Simply stated the root cause for Greens struggles stem from a lack of power and influence and a lack of credibility; however, the contributing factors for these causes require deeper examination. To fully understand the lack of power, a brief history of both Green and Frank Davis must be analyzed. According to the Beckman article, Greens short professional background included 6 years as an account manager in the banking division of a company selling Tams to regional banks in the Southeast. He was recruited to ID as an account manager in their Hospitality and Travel Division selling self-service kiosks. Due to his outstanding performance, Green was invited to a week-long training session at the corporate headquarters where he met Shannon McDonald, the Division UP. After several conversations Green discovered there was an opening for a corporate marketing role and began lobbying for the job (Beckman Gasser, 2008). Green utilized his time to persuade McDonald that he would be a good fit for this marketing role. According to Jay Conger, the four essential steps process of persuasion are establish reducibility, frame goals on common ground, vividly reinforce your position, and con neck emotionally (Conger, 1998). Greens track record of outstanding performance gave Green the credibility he needed to initiate this discussion with McDonald. He framed his goals using the fact they both attended the university of Georgia to build rapport and gain McDonalds support. Explaining his goals to McDonald and elaborating that he wanted to make a significant impact in the company vividly reinforced his position while allowing them to connect emotionally. As a result, McDonald promoted Green o Senior Marketing Specialist reporting to Frank Davis (Beckman Gasser, 2008). Green was able to quickly move in to a senior-level position in what could be perceived as a short time frame with very limited experience; a typical career path to the senior marketing specialist at ID included tenure and field experience in the marketing specialist role (Beckman Gasser, 2008). Green moved into a role where he owned no currency or credibility, and was heavily dependent on both his manager and team. It was clear that Green did not have the power to effectively manage his team or work with his anger and O be effective, managers must find ways to acquire power With those on whom they are dependent. (Hill, What It Really Means to Manage: Exercising Power and Influence, 2000). It is important to note that the power An individual accrues is context-specific and hence dynamic: if the context changes, other things being equal, the individuals power Will ch ange. (Hill, Power Dynamics in Organizations, 1995). In this case, any power Green established while he was an individual account manager was lost in his new role, and he needed to find a way to grow power quickly. Unfortunately, Green possessed neither the expertise nor the track record in marketing to garner credibility with Davis and his own team, two very important characteristics needed in establishing power. Instead, Green chose to utilize a mask in order to help cover up his lack of power in the organization, further contributing to low performance in his role. According to Peter FUD and Richard Buddha, if Green had simply asked, What imperfections might he have been concealing (FUD Buddha, 2011), he would start to understand how his actions were contributing to a poor situation with his manager. By adopting the movie point of view to reflect on the situation, Green would understand how his lack of action was perpetuating his problems with his manager and allow him to recognize what changes in his behavior needed to occur. Had Green spent time reflecting on the situation, he would realize he needed to reach out to others within the organization for coaching. For example, his peers would have offered valuable insight. From an organizational and experiential perspective they could provide Green with relevant and credible direction while relaying knowledge around Davis performance expectations. McDonald could have offered valuable insight as Greens mentor and Offer ideas to help Green develop his sales strategy. Perhaps the best resource to reach out to for coaching would be Davis; Green could have learned what made Davis successful and leveraged both Davis and McDonalds positional power with the marketing specialists who reported to Green to help build credibility and establish his own power. Conversely, Greens manager Frank Davis appeared to have sufficient power and influence at a positional and personal level. For instance, his tenure with ID was 1 7 years, during which time he held various sales and marketing positions. ROR to his promotion to Director of Marketing he spent several years as a marketing specialist and a senior marketing specialist (Beckman Gasser, 2008). His tenure allowed Davis to gain the requisite knowledge and skills to perform both marketing roles prior to his recent promotion. This allowed him to maintain positional power within the organization while allowing him to build more influence throughout the organization. Credibility is a key factor in any organization, and since Green lacked credibility in his new role he was unable to successfully have an open dialogue with Davis regarding his tasks. One example involved feedback through which Davis recommended areas of improvement to Green; specifically, he expected Green to begin developing new marketing strategies for his region (Beckman Gasser, 2008). Davis set Green up for failure by using his positional power to put pressure on Green, even though he knew Green lacked the credibility with his team to complete this task. In the workplace, credibility grows out of two sources: expertise and relationships (Conger, 1998). Since he was Newton the role, he was still developing relationships which would allow him to be successful. His lack of experience reverted him from possessing the appropriate expertise to build credibility with his team. Additionally, when Green did not agree with Davis, he openly voiced his opinions to fellow employees and mana gers, and on one occasion during a budget planning meeting, Green directly challenged Davis on some of his forecasts. His relationship with Davis eventually reached a point where he purposely avoided interactions with Davis whenever he could (Beckman Gasser, 2008). If Green had successfully gained power and credibility with those he was heavily dependent, the relationship with Davis would not have deteriorated so quickly or to the extreme it did, and would have increased Greens chances for success in his current role. Failure to complete assigned tasks also hurt Greens credibility with his manager. In his former role, Green was very effective at building credibility by performing at a high level; this is evident because of the fact that .. Enron executives Quickly took notice of Greens performance and were eager to strengthen his relationship with the company (Beckman Gasser, 2008). Only through high performance and strong credibility could Green attract that kind of attention with executives. In order to build this type of credibility, Green must have met or exceeded all of the goals and objectiv es outlined for him; had he found a way to perform at that level in his new role, Green would have succeeded in gaining credibility with Davis and avoided the poor relationship with his manager. He could also have leveraged his sales experience, along with the requested information from Davis, to further build the credibility and meet his goal of making an impact at ID. Along with a lack of power and credibility, Thomas Green lacked influence. One of the key ways he lacked influence was illustrated by is inability to effectively persuade his manager. For example, when Green challenged Davis regarding the sales figures Davis presented at a meeting, Green did not have sufficient data to help support his claims that the numbers proposed by Davis were unreasonable (Beckman Gasser, 2008). For Davis, having quantitative data was very important for any discussion and would have provided Green common ground to engage in open dialogue. This also would have allowed Green the support needed for his position, and could lead to fact-based open discussion rather than an assumption-based argument. Stilling self-awareness, Green would have recognized that rather than directly challenging his manager in an open meeting, an off-line discussion would have allowed both sides avoid the risk of letting their passion control their arguments. When combined with a data-driven discussion, Green would have been able to successfully argue his points while gaining credibility with his manager. Alternative Theory E-mails Davis sent to McDonald paint a picture of an employee who is lazy and incompetent, supported by a line from an e-mail that read Thomas wastes a great deal of time complaining about the problems of selling And Numerous incidents of poor judgment and questionable behavior concerned me (Beckman Gasser, 2008). Green ineffectively dealt with office politics while unsuccessfully managing the challenges of interdependency (depending on others to get things done while they dependent on you), diversity (the differences between managers and those whom they depend on), and power gaps (the formal authority over those whom they are dependent) (Hill, Power Dynamics in Organizations, 1995). While suggestions have been made on how to improve his work within the office and with clients, Green chooses not to follow through with them. Green openly challenging Davis in a meeting set into motion the negative aspect of the law of reciprocity (do to others what they do to you) (Hill, Power Dynamics in Organizations, 1995). By making an enemy out of Davis, Green destroyed any credibility he had. He also complained about Davis to other coworkers which can slowly poison a work environment. These statements show that Davis is appropriately considering a change with Greens position, but perhaps Davis should reconsider the consequences of terminating Green. A little bit of self- reflection would show that a percentage of the blame should be focused on IM. Davis needs to take into account that his role has changed, and that he should look to lead more strategically compared to how he did as in his previous role. He should leverage the fact that Green is a rising star in the organization and Offer as much support as possible. While he has given Green specific goals, explaining his expectations to Green and helping him gain power and influence would also reflect well on Davis as a director. Although his role as a senior marketing executive is probably coming to an end, he can seek to be placed back into his former job in the organization. From there, he an continue to be mentored by McDonald and gain the crucial managerial experience. Due to the economy, Davis could theoretically easily find another person to fill Greens role; however, terminating Green would show that he is unable to develop new talent within the organization and reflect poorly upon himself. It may also take longer than anticipated to find a viable replacement for Green. As businesses are cutting back due to the economy, Davis must consider the potential revenue loss of having Greens position sit vacant. Recommendation Our recommendation is that Green be put on a performance improvement Lana and given a short leave to reflect upon the information that has been communicated to him from Davis and McDonald. During his reflection he should take a close look at the series of events that have occurred and come back to discuss with Davis. He needs to determine if he would handle his role moving forward given the knowledge he is now equipped with. He will then need to address the issue of office politics and how he sees himself in the corporate structure at Dynamic Displays. Finally, he needs to ask himself if he feels that he is a cultural fit or does he need to part ways with the company. Implementation After the appropriate paperwork is filed with human resources, Davis should have a mediated discussion with Green prior to Greens leave of absence. Assuming Green chooses to return to Dynamic Displays, the first thing he needs to do is address his work flow issues in order to restore his rapport with Davis. He can do this by completing the tasks already requested by his manager. This will be an effective way to show initiative, be a team player, and work to repair his credibility within the organization. Finally, Green should work to be a more effective listener, taking special note of when to talk and when to listen. Green should also work on not biblically challenge his superiors, even when he does not agree with their decisions.

Salsa as a Dance Essay Example | Topics and Well Written Essays - 1000 words

Salsa as a Dance - Essay Example With room for both partners to strut their stuff, this method of dance is becoming increasingly popular throughout dance institutions and afternoon school programs not only across the United States but also the most of the other parts of the globe like India etc. Salsa dancing works with a kind of music which is basically designed with two bars consisting of four steps. Salsa dance is eventually designed for a world where leg and arm work with mesmerizing body movements give rise to passionate emotions and at the same time tend to be equally romantic. Salsa dance is actually a partner dance which is usually danced to salsa music. "The history of the Latin popular music known worldwide as "salsa" began centuries ago in the islands of the Spanish Caribbean, in a context of slavery and colonialism. Yet, it is inextricably tied to twentieth-century New York City and the growth of a thriving Latino community here. Its distinctive polyrhythm and vocal and instrumental call-and-response identify the Afro-Caribbean roots of Latin music -traditional and contemporary, sacred and secular (Salsaweb.com)". "Over the years, the sounds of salsa and the steps of the dance migrated to the U.S. as early as the 40s, where further cultivation took place in the New York City Latin population during the 1960 and 70s. Cuban and Puerto Rican communities throughout Latin America and the United States are responsible for shaping most of the steps we see today. The culture surrounding salsa also takes cues from the styles of mambo and rumba. The typical instruments accompanying salsa dance includes the thumping of congas, blaring trumpets, cowbells, timbales, and claves (Bachata Crazy.com)". Salsa dance is extremely simple and of course it is equally flexible in movements. Salsa dance is just like walking in any chosen direction and dancing on a particular spot both in straight lines or turning paces. "A step is when you put your foot down and moves your weight onto it, to be specific foot placement with weight transfer and a tap is when you put your foot down but don't move your weight onto it i.e. foot placement without weight. In many Latin countries, couples even choose which beat they would like to dance on, and it need not necessarily be the first beat (Yoe)". Both Salsa dance and music are actually believed to be originated for one another. The main purpose of existence of the renowned Salsa music has always been for dancing. "Its cooperative heritage has engendered a belief, in Latin America at least, that everyone else has an equal right to enjoyment on the dance floor (Yoe)". Both the Salsa music and dance have maintained their vitality by absorbing other influence over the decades. The dance of Salsa has got some similarities with actions like lindy - hop, hustle and swing. It has even proved capable of absorbing elements of ballroom Latin dance and Argentine tango. This fact itself sounds quite astounding to many of the lovers of Salsa. There is a lot of variation with the dancing of Salsa depending on the origin of the person dancing it along with the origin of the place from where the dance has been learnt from. At a basic level, salsa dancers from different origin can actually dance together. "British salsa is primarily anchored around the back basic; turns are executed on the second beat

Learning Methods Essay Example | Topics and Well Written Essays - 2000 words - 1

Learning Methods - Essay Example Consequence of this is we sometimes tag learners who use less preferred methods as â€Å"bright’ while those who apply most like techniques as dumb. These kinds of perceptions can cause and create negative and positive twists that emphasize the conviction that a person is bright or dumb. A research on student Learning methods indicates that interesting lecture is not essentially good teaching. Even though students are entertained they might not have grasp anything. Better methods of learning are most probably been improved through an integration in the lecture of illustrative skill and other communicative approaches. Lectures are delivered by a teacher to great number f students. In most cases in person but sometimes conducted through a film or video broad cast. The advantages of applying lecturing as a learning method are; students acquire an overview of the topic quickly, continent of a subject can be controlled, allows for use of recognized, it is cost effective, it’s a common method of delivery, expert in the subject of study and students can be motivated by the lecturer. Drawbacks of lecturing are it doesn’t permit for various learning capabilities or speed of learners, it mostly viewed as boring by students, location and time are mostly directed by the lecturer. Student learning is also hard to gauge. Communication in a lecture is monologue. Audience is always passive. One needs a concise introduction and summary of the intended topic of discussion. Preparation requires time and content in order to be successful .Presentations pursue a similar approach to lecture however they are more likely to be conducted beyond formal education surroundings such as the workplace. Presentations are sometimes brief and often integrate high tech visual aids. Advantages of presentations are it can be done simultaneously. Before preparing for a presentation always keep in mind that the human brain has a typical

Assignment 3 Example | Topics and Well Written Essays - 750 words - 7

3 - Assignment Example Through this style, the employees were given the freedom to come up with innovative ideas to transform the operations of the business. In addition Sir Richard involved the subordinates in decision making process. As a result, they felt as an integral part of the company. This motivated them to work hard towards the organizational goals, an aspect that was replicated in the overall performance of the firm. Sir Richard Branson also understood that the employees were the one who interacted with the customers in the market. As a result, he used them as an important source of information. He gave the workforce a role of identifying opportunities and noting any changes in the tastes and preferences of the target market. Therefore, the company was able to make the necessary changes in its operations before the competitors (Chan 2013). This gave it an upper hand in the market. Furthermore, it improves the customer relationship, thereby, increasing their loyalty levels. Sir Richard implemented a functional organizational structure in order to streamline the operations of the company. Each department is held by a manager who oversees and manages its operations. However, all functional units work together towards the common objective of the company. Setting up functional units enabled the company to maximize the returns from the employees as they are grouped according to their areas of specialization. This has been very instrumental in establishing very strong teams that are able to deal with the diverse challenges that are facing the company in the market. Sir Richard Branson led the organization from the front. He has been the role model for the rest of the workforce. In addition, he always ensured that he was there when critical decisions concerning the operations of the business were made. He has always offered suggestions but open to critics and challengers. This ensured that the decisions that were

The economic problems faced by Hindustan Unilever Limited

The economic problems faced by Hindustan Unilever Limited The problems that Hindustan Unilever Limited currently facing is increasing input costs and operations costs due to rise in raw material costs, increasing imitative and spurious products, and stiff competition from other FMCG players. There is slowdown in the global economy and the problem that started in the financial sector extended rapidly to other sectors affecting not only the US but the global economy. Most of Indias domestic sectors are also affected including countrys exports performance and FMCG sectors. There is an unprecedented volatility in raw materials price contributed largely by increasing crude oil prices. Unprecedented volatility in raw materials price associated with uncertainties in the commodities movement needs a desperate careful management in the FMCG companies. Although some companies managed to do well categories like detergents met decreasing sales. Hindustan Unilever Limited has a large brand portfolio consisting number of brands. It will be difficult to manage such extended brand portfolio by any company but it is the nature of FMCG industry and company. The current global scenario with swinging raw material prices and intense competition faced by the company needs a careful management. Major issues or problems The problem that the company is facing for long time is the increasing imitative products. The popularity of the HULs brand and the reach it possess drives the local manufactures to imitate the products leading some to produce even the fake products. The fake products are seen highly in rural markets. This greatly affects the brand equity of the HUL. The company is facing increasing input costs due to increase in price of the raw materials. There is a potential impact on the company due to rising inflation, freight costs and raw materials. Hindustan Unilever Limited is facing tough competition than years before from ITC, Procter Gamble, Colgate-Palmolive, Nestle and Godrej. ITC is competing toughly with HUL through various brands that are market leaders. The competition is further intensified by several new entrants. This intensified competition already witnessed by HULs losing market share in certain segments and also increase in operation costs. STRATEGY FORMULATION: Strategic alternatives: The strategic alternatives for HUL to address the issues of increasing input costs and operations costs due to rise in raw material costs, increasing imitative and spurious products, and stiff competition from other FMCG players are, Leverage and Proliferation of brand portfolio Competitive pricing Cost efficient initiatives Leverage and proliferation of brand portfolio: HUL has gained reputation of meeting customer needs through various products in different segments. HUL has strong supply chain and distribution network meeting customer needs. This gives competitive advantage for HUL over its competitors. The proliferation of brand portfolio will protect customers especially in rural markets from purchasing spurious products. HULs product of different brand in same category will back the revenue generating brand from imitative products. Competitive pricing: Hindustan Unilever Limited facing stiff competition from organized as well as unorganized players in the industry. This is an industry where buyers have numerous choice of brand to shift one brand to another brand if not affordable. Rising inflation in the country makes the companies to increase the price of their product. Competitive pricing will get the local manufactures and organized players on their feet. Cost efficient initiatives: Increase in the raw material price and uncertainties in the commodity movement rises the operation costs of the company. The company is in desperate need to do some initiatives like cutting down the advertisement cost and also to cut down the cost in its operation rather than worrying about the increase in raw material price. Alternative Evaluation: Leverage and proliferation of brand portfolio: Leveraging and proliferation of brand portfolio by introducing new brands will help the company to compete with the spurious products and competitors brands by providing the customers a variety of brand in the same category. This will prevent the customers from shifting to imitative products and competitor brands thereby retaining the customers. Hindustan Unilever Limited has a competitive advantage of robust supply chain and distribution network. This will help the new brand in reaching the customers effectively. The disadvantage is that the company will have various brands in the same category which may make difficult to manage them. Competitive pricing: This strategy of competitive or decreasing the price of companys product will not to efficient. The company is dealing with increase in input and operation costs. Reducing the price of the products will decrease the profit margin. Moreover it will start the price war in the industry which is not good for the company as well as to the industry. Most of the HULs market leader brands are being closely chased by its competitors with only slight difference in the market share and lot of local products. Also, in many categories in oral, skin care segments the competitors are having market leader brands with strong foothold. Initiating the price war will have a drastic impact on all the segments also will not increase the profit margin. Cost efficient initiatives: The cost efficient initiative like reducing cost over advertisement and reducing the operation cost will help the company to gain competitive advantage in its operations. However FMCG industry requires consistent advertisements and promotional effects to stay in the minds of customers. Cutting down the expense on advertisement will let the competitor to gain advantage over HUL in reaching the customers mind. Also the organization cannot do much about the increasing raw material cost where they have a choice of only optimizing the procurement procedures. Alternative choice: Leverage and proliferation of brand portfolio is the optimal choice to address the problems that the company is facing. HUL has a competitive advantage of possessing many strong brands with robust supply chain and distribution network. They have a strong resource that they can allocate to proliferate the brand that can cover different market segments at different price points. This will prevent the price wars as it will give consumers a wide choice of brands that can cover different market segments at different price points and simultaneously retain the customers from shifting to competitors brands. This will give wide choice to customers and back the revenue generating brands from its competitors. This is an industry which is difficult to retain the customers. So it is risky to go head on head with the competitors with revenue generating brands. Proliferation of brand will increase the volume growth and profit margin. STRATEGY IMPLEMENTATION: HUL will not require any culture or structural changes in the organization to implement the strategy. The organization with its robust supply chain and distribution network will help the brand to reach the customers like other brands. Immediate action plan: The company has to first differentiate the strong performing and revenue generating brands from the non-performing brands. It is important to determine brand relevance and assessing the key competitors in the category. Short term action plan: The company has to decide the segments in which they have proliferate the brand portfolio. A research has to be conducted to analyze the performance of existing brand and that of the competitors brand. Long term action plan: After determining the category they need a well designed performing monitoring system to analyze the performance of brands before and after the introduction of new brand.

Iago as the Perfect Villain of Shakespeares Othello Essay -- Othello

Iago as the Perfect Villain of Othello   Ã‚  Ã‚  Ã‚   Iago, the villain in Shakespeare’s Othello, is a round character of great depth and many dimensions. Iago works towards an aim that is constantly changing and becomes progressively more tragic. Yet, at times, "honest" Iago does actually seem honest. This essay will explore the complex character of "honest Iago. One of the most interesting questions that crops up is concerning Iago’s motives. What are his reasons to kill every major Venetian in Cyprus? Shakespeare seemingly sets the stage for Iago’s actions, giving him two distinct reasons to avenge Othello. The first is the fact that Othello promotes Cassio, an "arithmetician" to the rank of lieutenant and passes over Iago who is but a sergeant. Secondly, Iago is suspicious of his wife, Emilia and thinks she is sleeping with every other man but him—including Othello. There are other reasons that Iago talks about in his soliloquies—the primary one being jealousy or "the green-eyed monster." Iago resents the love that Othello and Desdemona share and also takes offence at the fact that Othello is older, yet he has a young and beautiful wife, power, and respect, all that Iago desires. However, all these reasons seem to be false and made-up just for the sake of being excuses for his malice. He also uses these reasons to convince Roderigo to hate Othello. The real motive seems but a slip on Iago’s part when he says in act five, as he waits to stab Cassio: "If Cassio do remain, He hath a daily beauty in his life That makes me ugly..." He refers to Cassio’s goodness here and realizes that he lacks his gentlemanly traits. They are not quite of the same class and Iago resents that, for he knows that the promotion was not ... ... that people, who all along look up to him and call him "honest" Iago, realize this. Being a Shakespearean tragedy, Iago and—ultimately—evil, triumphs.    Works Cited and Consulted Bradley, A. C.. Shakespearean Tragedy. New York: Penguin, 1991. Di Yanni, Robert. â€Å"Character Revealed Through Dialogue.† Readings on The Tragedies. Ed. Clarice Swisher. San Diego: Greenhaven Press, 1996. Reprint from Literature. N. p.: Random House, 1986. Mack, Maynard. Everybody’s Shakespeare: Reflections Chiefly on the Tragedies. Lincoln, NB: University of Nebraska Press, 1993. Shakespeare. Othello. The Longman Anthology of British Literature. Ed. Rossi. New York: Longman, 1999. 312-379. Shakespeare, William. Othello. In The Electric Shakespeare. Princeton University. 1996. http://www.eiu.edu/~multilit/studyabroad/othello/othello_all.html No line nos.   

Open Adoption vs. Closed Adoption

Many children are adopted each year, and with these children being adopted there are adoptions. There are many forms of adoption used throughout the world, but the biggest forms of adoption are closed adoption and open adoption. Open adoptions are adoptions in which the birthmother, the biological mother of an adoptee, is allowed contact with the adoptee. Closed adoption is an adoption where the birthmother of the adoptee is not present in the child’s life in any way shape or form. The birth family is completely cut off and cannot give or receive any information regarding their welfare or the adoptee’s.Closed adoptions are a better option than open adoption and should be mandatory because it would prevent confusion the child may face, allow children to actually fit into their adoptive family, provide privacy and closure and protect families from unstable birthparents. Having multiple sets of parents creates confusion in a family, and mostly for the child. â€Å"Adoptio n was created out of the recognition that children need to feel secure about who their parents are and what their parent’s role is† (Harnack 84). This is what’s best for the child in most if not all adoptions.The child needs to know who exactly is their parent, not a birthparent but the adoptive parent. Adoptive parents are permanent and a child may not grasp that idea with a tentative parent; the birth parent. When a child does not know who their parent is, it creates trouble. The child may even seek out trouble. Children are developing and such an unstable family creates really harsh developmental issues within the adoptee. All children need to know who their parents are and be able to trust that their parents are not going to leave them. Having a birth parent around makes things difficult for everyone, but most importantly the adoptee. The adoptee may have a reduced ability to assimilate into family-Interaction with the birth family may make it harder for the child to assimilate into the adoptive family† (â€Å"Open Adoption: Disadvantages†). This is one of many examples of how adoptive families are not as whole and full as they could potentially be because of problems with the birth parent. The feeling of rejection from a birthmother can seriously impact the intellectual growth and development of an adoptee. A recent interview of an adoptee provided more evidence and demonstrated how the privacy provided with a closed adoption would give the adoptive parents more closure.The fourteen year old adoptee learned about her closed adoption ten years ago when she was four, her parents wanted to wait to tell her until she was eighteen but the adoptee found out through another family member. So then the adoption became open allowing the adoptee contact with her birth mother. â€Å"Now,† said the adoptee â€Å"I speak with my birthmother more than I do my mom† (Anonymous). Her birthmother being a big part of her life, t he adoptee is losing her relationship with her adoptive parents. Her adoptive parents feel that if the birthmother wasn’t so intrusive in their lives that they would have a better relationship with their daughter.This is why the closure and privacy involved in a closed adoption is so critical. Although there are so many benefits in a closed adoption some people still argue that open adoption is not completely the worst option in some cases. Among those arguing are adoptees who develop clinical illnesses in their lifetime. One thing a doctor may ask when a patient is diagnosed with a disease is for medical history. An adoptee in a closed adoption does not have access to their medical history, that information is sealed at a court house as with the contact information of the birthfamily.In some cases the birth family is contacted and refuses to give up the vital information that would be beneficial in the treatment of a patient. â€Å"When an adoptee is denied medical informat ion†¦ he may feel like and adult who has no rights whatsoever† (Eldridge 269). An open adoption would ensure a medical history and prevent the scandal of being without, but this positive factor of open adoption does not outweigh the benefits of the closed adoption. One of those benefits includes escaping the risk of â€Å"an unstable birthparent [who] could cause problems† (Adamec).Many times adoptions occur because the birthparent is unsuited to raise the child. This includes birthparents who abuse drugs, are unemployed or even felonious. Unstable birthparents provide bad examples for adoptees and much of the time influence adoptees. Children have very malleable minds; this is why it is so easy for children to learn. They pick up traits and learn bad habits through the time they spend with their birthparents. There have also been worse cases, for example there are cases where birthparents kidnap the adoptee.The adoptive parents and the adoptee should never have to face the stress or trauma an unstable birth parent would cause. Open adoption has become conventional, almost a standard for adoptions. Closed adoptions are almost unheard of in this day and age. One would think with all the benefits of a closed adoption it would be the standard, but such is not the case. Closed adoptions are a better option because it helps adoptees to actually fit into their adoptive family, helps prevent confusion in an adoptee, provides privacy and closure, and protect the adoptive families from unstable birthfamilies.Work Cited Adamec, Christine. â€Å"†Open† or â€Å"Closed† Adoption? † Family Education. Pearson Education, Inc. , 2004. Web. 23 Feb. 2013. . Anonymous. Personal interview. 22 February 2013. Eldridge, Sherrie. Twenty Things Adopted Kids Wish Their Adoptive Parents Knew. New York: Dell Publishing, 1999. Print. Harnack, Andrew. Adoption Opposing Viewpoints. Miami: San Val Incorporated, 1995. Print. â€Å"Open Adoption: Di sadvantages. † American Pregnancy Association. N. p. , Oct. 2008. Web. 7 Feb. 2013. .

Gender inequality in Canada

Gender inequality in Canada Do you think gender inequality exists in Canada? Why or why not? The term gender describes the physical difference between people. Gender gives an individual personal a trait that the societies commonly attach to as being either of male or female gender. Gender inequality on the other hand is unequal distribution of privileges between men and women in terms of different issues like employment opportunity, wealth, and power position.Advertising We will write a custom essay sample on Gender inequality in Canada specifically for you for only $16.05 $11/page Learn More Women are the most affected victims of gender inequality and they deserve a top priority among any other group as action to address inequality issues are being put across. Canada is described as a society that lives in denial of the fact that there exist gender inequality issues. The persistence in gender inequities is becoming a major problem as Canadians seem even more confused on issues pertain ing gender and how to address the problem. According to (Naiman 123), although it is certain that men and women have actual differences particularly physically, most of the social indifference perception are not because of the biological connotation but because of the over time cultural practices and beliefs. There exists some kind of gender discrimination in markets as well as in systems of public provision and due to its prevalence presence associated with factors outside the household they are shaping peoples perception about gender inequality. The significance of women unpaid work for their capacity to respond to market signals shows inequality. Gender inequality extends in societies where there exist unequal roles, responsibilities and distribution of resources in the household. This leads to men and women feeling constrained in their response behaviors. What is heterosexism? Heterosexism is predisposition towards people who are heterosexual who include gay, lesbians, bisexuals and the transgender (GLBT) members of the community, the word is commonly used to express societal institutions biasness in wanting people to behave as if they are all heterosexual. Heterosexism firmly embeds the existing customs and traditions of the society. It depicts the ideological system that disgraces any person who is not heterosexual. An individual who claims to be homosexual is usually seen as abnormal because the society believes that only heterosexuals are normal beings. Heterosexism seeks to judge these particular groups of people (GLBT) making them appears as weak, low social status and inferior as compared to the ‘straight’ people. It allows the society to make judgments towards them and deny the homosexuals the same rights and privileges given to the heterosexuals members. What are some key gender issues in contemporary Canada? In the 20th century the Canadian state introduced policies and programs that defined a new form of citizenship in Canada. Women could now vote while human rights legislations protected basic freedoms and prohibited fundamental forms of discrimination. Despite these efforts, there is evidence that there are certain groups of people who are privileged over others.Advertising Looking for essay on gender studies? Let's see if we can help you! Get your first paper with 15% OFF Learn More Gender role defines the attitude and activities communities believe to best suite different sexes. This is among many issues related to gender. In contemporary Canada context the male is obligated to be an ambitious person and every competitive while his female counterpart is expected to be fragile and emotional. Gender biasness is also experienced in most parts of Canada as many women continue to experience sexual discrimination, unequal treatment, and unfairness. Another gender issue is superiority. Males are perceived as superior beings more competent than women even though there are several instances where by women are equally as intelligent as men this is why they are underrepresented in important professional fields like medicine, engineering and law (Naiman 233). Schools are known to encourage boys to attain good grades in mathematics and science as compared to girls. Canadian government is encouraged to ensure that men and women have equal rights and opportunities in all areas of the economy and the society to achieve a sustainable social and economical development. Work Cited Kuper Island: return to the healing circle. Dir. Welsh Christine and Peter Campbell. Gumboot Production.1998. DVD Naiman Joanne. How Societies Work: Class, Power and Change in a Canadian Context. Winnipeg. Fernwood Pub. 2008. Print

Blueberry Incorporated †Global Business Plan

Blueberry Incorporated – Global Business Plan Free Online Research Papers Blueberry Incorporated is a Seattle, Washington-based telecommunications company considering introducing its cellular telephones to the Chinese market. Aware of the fact that there is strong competition in the market, Blueberry understands that the high demand for cellular telephones in China outweighs the existing threat of competition and makes conducting business in the country an attractive business opportunity for the Seattle-based company. However, before moving forward with the idea of entering the Chinese market, Blueberry must take a close look at the risks associated with doing business in China and find a way to manage such risks. Hill (2009) stated â€Å"The attractiveness of a country as a potential market for an international business depends on balancing the benefits, costs, and risks associated with doing business in that country† (p. 488). By conducting a regional and a country analysis, Blueberry will have a picture of the challenges associated with conducti ng business in China and the necessary data to give life to objectives and goals that will help the company tailor a plan. Once the risks associated with doing business in China have been identified, Blueberry will conduct a SWOT analysis that will help identify the pros and cons of moving forward with the company’ plan. Once a regional and a country analysis have taken place, Blueberry Incorporated must identify a strategy that will help launch and sell the cellular telephones in the Chinese market, and an optimal entry mode that will support the company’s objectives and goals. Each entry mode has advantages and disadvantages. Hill (2009) stated â€Å"Managers need to consider these carefully when deciding which to use† (p. 493). Blueberry Incorporated will present and analyze data regarding conducting operations in China; based on the results of the analysis, Blueberry will have to decide if moving forward with the idea of entering the Chinese market would be a feasible idea. The Conceptualized Organization and Product The Chinese market is in the midst of a rampant shift in consumerism. As China is shifting from â€Å"developing country† status to a major center of trade, foreign corporations are looking upon this consumer giant as a growth area. With merging markets and increases in consumerism, corporations must hit this emerging economy running. Blueberry Inc. is a Seattle-based telecommunications company founded as a result of the information technology bubble burst in the 1990s. The company has divisions all over the U.S. with recent success in the Canadian market. Blueberry Inc. has a diverse employee base employing 18,000 people globally. Blueberry Inc. has developed a smart phone that has revolutionized the North American market by bringing the desktop computer to the palm of the hand. Currently Blueberry Inc. outsources the manufacturing of the handheld devices to their plants in China, capitalizing on the lower costs of labor and proximately to parts vendors. The company has found success in their streamlined supply chain and logistic coordination processes that has resulted in efficiency increases and cost reductions. Blueberry Inc. has developed a reputation for quality and innovation. With immense success in North American, Blueberry stakeholders are looking at China as a new growth market. By the year 2015 China is positioned to be the second largest economy next the U.S. in terms of GDP by billions of dollars (Hill, 2009). When trending economic growth and population increases, China’s growth is exponential. The slope in trend curve is greater than that of the United States, whom currently the largest global economy. Blueberry Inc. current manufacturing footprint aligns the company with their growth objectives. The strategy opens new markets and decreases the distance to market that both equate to increased profitability. Region Analysis For Blueberry Inc. to successfully setup operations abroad in China, the organization will need regional alliances along the Far East and Australasia region. One portion of the alliance can be found in China and is already in place because of the outsourcing that takes place in the manufacturing plants. This takes care of the manufacturing side of the business; however the American company will need to establish alliances on the marketing side. Huawei is a telecommunications company in China that specializes in Broadband, cell phones, core network, data communication, and value-added services (Huawei, 2010). â€Å"Every day, 120,000 new Chinese customers subscribe to a cell phone service† (Gifford, 2005, p.1). Such a statistic clearly shows that a market exists for cell phone customers in the country. Huawei competes with ZTE, another large Chinese-based telecom company. Blueberry Inc. could consider developing an alliance with Huawei for sales and distribution. Such a move would be beneficial for Blueberry Inc. expanding their international ventures and assisting Huawei to remain competitive with ZTE. Coordinating with organizations like the Chinese Market Research group will give Blueberry Inc. better insight regarding competition and market analysis. The Far East and Australasia region has faced many security challenges with threats of terrorism but such threats were reduced by the pause in al-Qa’ida activity (Tan, 2010). In addition to terrorist threats, the Southeast Asian waterways were threatened by piracy (Tan, 2010). Though China is considered politically stable, there have been questions and issues of corruption, social unrest, and energy shortages within the entire region. Threats and concerns exist in China, but it is not known as a current flashpoint for terrorist activity. It is known that the region has seen hardships concerning social conditions. The region has also been plagued with rioting and domestic instability followed by health scares such as Severe Acute Respiratory Syndrome and fears of the avian influenza pandemic (Tan, 2010). â€Å"In 2009 the region was deeply affected by the global economic downturn precipitated by the financial crisis in the USA. The nature of the global interlinked economy resulted in a contagion effect, which had a serious impact on the region. However, although Japan’s economy was in rapid decline in early 2009, China withstood the crisis relatively well, owing to its vast foreign-exchange reserves and dynamic economy. As a result, China emerged in 2009 to take its place as a global power, while the USA experienced serious economic difficulties† (Tan, 2010). The National People’s Congress in China has focused more attention on growing social instability matters like industrial and production safety, pollution, health care, education, taxation, land-seizures and population relocation (Chan, 2006). The Far East and Australasia region also has environmental issues such as pollution, increased landslides, untreated sewage affecting waterways, and dust storms. Logist ically the physical environment does not negatively affect trade as China has many harbors for imports and exports and has spent millions of dollars upgrading infrastructure. Country Analysis Political Stability China’s unitary state status calls for a structured way of government composed of different levels of control and feedback. According to  ROUTLEDGE TAYLOR AND FRANCIS GROUP  (2010),  Ã¢â‚¬Å"China is a unitary state. Directly under the Central Government there are 22 provinces, five autonomous regions, including Xizang (Tibet), and four municipalities (Beijing, Chongqing, Shanghai and Tianjin)† (Government,  para. 1). The different levels in this type of government structure serve as check points in making decisions that could affect the country’s political stability. This process helps screen decisions that could negatively impact the country and affect an economic venture. Economic Conditions China’s economic conditions inspire moving forward with conducting business in the country. According, to  Bloomberg  (2010)  Ã¢â‚¬Å"China’s economy is the third largest in the world, after the U.S. and Japan, and as the second largest trading nation, its influence on the world economy continues to grow† (Chinas Economy,  Para. 1). Finance Options Availables Business loans from commercial banks can help a company generate the funds necessary to cross borders and do business at a global level. Seeking investors who will help fund the cost of doing business can also help a company reach its business goals. With China’s economy continuing to grow, finding interested investors should not be very challenging. According to  ROUTLEDGE TAYLOR AND FRANCIS GROUP  (2010), â€Å"In 2007, according to estimates by the World Bank, China’s gross national income (GNI), measured at average 2005–07 prices, was US  $3,120,891m., equivalent to some $2,360 per head (or $5,370 on an international purchasing-power parity basis)† (Economic Affairs, Para. 1) . Physical Environment and its Effect on Trade The selection of a location in China that will make doing business at a global level possible is an important factor to consider. The size of the country offers many locations for a business to be established however, selecting an area close to shipping avenues will facilitate reaching other countries. According to  ROUTLEDGE TAYLOR AND FRANCIS GROUP  (2010),  Ã¢â‚¬Å"The People’s Republic of China covers a vast area of eastern Asia, with Mongolia and Russia to the north, Tajikistan, Kyrgyzstan and Kazakhstan to the north-west, Afghanistan and Pakistan to the west, and India, Nepal, Bhutan, Myanmar (formerly Burma), Laos and Viet Nam to the south† (Location, Climate, Language, Religion, Flag, Capital,  Para. 1). Social, Health, and Environmental Conditions China has thousands of institutes of higher learning with more than 20 students attending. The country’s level of education reflects in its social development. China’s health system is mostly based on government operated expensive and corrupt hospitals. Some environmental conditions in China are air pollution, diminishing biodiversity, and water pollution (ROUTLEDGE TAYLOR AND FRANCIS GROUP,  2010). Cultural Considerations Ignoring cultural differences and not taking China’s culture into consideration during the planning and execution phases of doing business in the country could lead to failure. The different views on Chinese and American values must be clearly understood and not allowed to interfere with the business’ success. â€Å"The Chinese may contribute land, factory, labor, and some machinery, but expect foreign investors to contribute technology, capital, equipment, management expertise, and working capital. They rely on nepotism; as a result many firms are poorly managed, with excess staff and weak work ethic† (Wong Maher,  1997, p. 11). Legal, Regulatory, and Political Risks As their nations economy has grown, Chinese officials have worked to improve global business conditions. International business presents tremendous opportunities but also a significant amount of risks are involved. Though the government has  implemented certain strategies to mitigate risks, the regulatory risk in China still remains. Conducting business in China can be costly, as the visiting company must confer with various Chinese authorities, which often incurs extra costs (Hoening, 2007). Many of China’s policies are design to protect their home organizations from foreign competition. Companies looking to invest or open businesses in China must be aware of local laws and also that risk increases when dealing with the Chinese judicial system. Because of the communist government, the political risk of doing business in China is heightened. The authoritarian government possesses absolute power and the country has strong military and intelligence agency presence. Political variables strongly affect the way business is performed in China. Repatriation and Foreign Exchange In 2008, China exempted an American venture firm from paying 10 % withholding tax for repatriating profits (Marshall, 2008). China has had strict rules on foreign exchange but has made efforts to reconsider to attract more international business. In April 2010, China publicly stated they â€Å"will make its own decisions on how to manage its exchange rate and rejected accusations that the Yuan is undervalued, amid growing international calls for a stronger currency. The commerce ministry defends the exchange rate policy as necessary to protect Chinese exporters hit by the global financial crisis and ensure jobs growth in the vast manufacturing sector† (AFP, 2010). Competitive Risk Formally declared in 2007 and put into effect in August of 2008, China enacted the PRC anti-monopoly law, the first of its kind. This law was designed to â€Å"prevent and halt monopolistic acts, ensure fair market competition, improve economic efficiency, safeguard the interests of consumers and the public interest and promote the healthy development of the socialist market economy† (China Law and Practice, 2010). This law offers protection and intervention against international companies attempting to exploit or disrupt domestic businesses inside China. The competitive risk remains high and the visiting company such as Blueberry Inc. must be aware of the anti-monopoly laws that could threaten the organization’s assets. Taxation China has its own taxation laws. The Ministry of Finance is the national agency that oversees economic regulations, government expenditure as well as fiscal and macroeconomic policies under the Central Government. Though minimal risk exists, it is a claim the nation’s governing authorities echo to this day. â€Å"The previous system of corporate taxation, whereby foreign-invested enterprises or FIEs enjoyed low rates of tax compared with domestic companies, began to be phased out in January 2008, and full unification of the taxation systems for domestic companies and FIEs is likely to be achieved by the end of the forecast period† (Economist Intelligence Unit, 2010). By the end of 2008, China had instituted Double Taxation Agreements that prevent double taxation, with 94 countries (Worldwide Tax, 2009). Risk and Challenges Market Risks (Four P’s) The four P’s refers to product, price, place and promotion; these are the composition of the marketing mix. These parameters can be controlled my marketing managers in different environments. The four P’s are vital for product implementation and the success of the product. Blue Berry inc. must be mindful of the marketing risk associated with the conducting business in China (Hill, 2010) p.592 describes the marking mix as â€Å"the set of choices the firm offers to its target market.† Therefore, Blue Berry inc. must be aware that the marking mix which, worked in the United States would need to be adjusted for the Chinese market. The company will have to vary the marketing mix in China because of culture, economic development, product standard and the distribution channels, therefore the product design, distribution strategy, pricing, and promotion strategy must match with the Chinese market, if, Blue Berry Inc. is to strive in the this environment (Hill, 2007). For example, Blue Berry Inc. must ensure the price is feasible because China have a population of 865 million which is 15-64 years of age; these ages comprise the working class of the country and; tend to be price sensitive because of a generation gap. Blue Berry Inc. will have to adjust the smart phone, since there is a generational gap. Therefore, the firm may need to have a few different models to satisfy local responsiveness. Distribution and Supply Chain Risks A critical portion of the marketing mix is the distribution strategy, in contrast not having a strategy is asking for trouble. The way Blue Berry Inc. distribute the supply of high-tech phones is a large portion of how the company decides to enter the Chinese market. The risk associated with the distribution and supply chain is vital for Blue Berry Inc. entry into the Chinese market. The differences in the distribution chain within countries are retail concentration, channel length, channel exclusivity, and channel quality; choosing the right channel is of up most importance. Therefore, Blue Berry Inc. must access which; channel will best serve the need of the company. Since, China is heavily populated; a fragmented retail system would best serve the company because the mass of the populace will travel by walking. In addition, the company would benefit if the phones are sold through a short channel system, Blue Berry Inc. would use a wholesaler and then the phones is distributed through fragment retail markets, thus reducing the financial burden. As mention prior; there is a risk of a supply chain as well. The risks are supply disruption, cost barriers, breakdown in global dispersed supply chain as the case with attaches of September 11, 2001. As well as having control of the supply chain. Blue Berry Inc. have minimized the risk by outsourcing the production of phone in the host country of China ; therefore having the supply chain there is cost effective and give the company more control. However, there is risk from the government as well because China will have an upcoming election in 2012 if there is any significant policy failure by the current leadership within it could reopen the terms of the deal. If the government were, for example, to mishandle its response to the current global economic crisis, this could lead to a further upsurge in social instability (EIU, 2010). Physical and Environmental Challenges to Entering and Operating in China The physical and environmental risk associated with entering and operating in China is that 27 % of region is plagued with desertification and floods. The areas is either too dry or receive too much water. This could pose a problem because if the region floods frequently, this could damage Blue Berry Inc’s operations and supply chain. Furthermore, the results from droughts could cause unrest in the region and workers to be unruly because of the lack of adequate driving water (Freeberne, 2010). Social and Cultural Risks The risk with Social and cultural in china is , China is a country with social class divisions which was strengthen in communist rule that divides rural peasantry and urban dwellers; could be a risk because this restricts most Chinese to their birth place. This keeps many Chinese from urban privileges such as compulsory education, quality schools, health care, public housing, varieties of foodstuffs (Hill, 2007). However, these walls have crumbled over the years; they are being resurrected in today’s urban china. The risk here is that social stratification will cause tension between management and labor; this could cause tension with operations for Blue Berry Inc. Furthermore, human capital is limited in terms of skilled labors. A perfect case in point is that Chinese companies are experiencing a labor shortage, so much that they have to raise wages. In 2006 salaries was increased by 40% in an attempt to lure in skilled labors in China (Business week, 2006). The Guangdong Province have 2.5 million jobs that still remain unfilled because of skilled labor force; in attempt to curve this current problem, U.S. companies in China believe better education and training is a way to change the game. Nonetheless, according to consultant McKinsey Co, â€Å"China today has fewer than 5,000 managers with the skills needed by multinationals, 75,000 jobs for such managers are expected to be created over the next five years.† (Business week, 2006). Cyber or Technology Since, productions is based from china, there needs to be constant communication from the United States and from the distribution point to local venders through Internet capability and advance technology for tracking orders and inventory. Therefore, there is a risk that not having the correct human capital in place; because of social stratification will be a huge factor. Blue Berry Inc. must be mindful of where operations will be established. For example â€Å"Motorola regularly hires graduates straight from school and then trains them at its Motorola University in Beijing. Intel Corp., have invested $1.3 billion in chip assembly, testing, and research and development in China, has backed initiatives that have trained 600,000 teachers there† (Business week, 2006). Managing Risks Political, Legal, and Regulatory The political, legal, and regulatory risks previously covered call for Blueberry Incorporated to stay abreast of changes that could affect the company. Hill (2009) stated â€Å"Many firms devote considerable attention to political risk analysis and to quantifying political risk† (p. 679). Since many of China’s policies protect their home organizations, as previously mentioned, partnering with one of their strongest telecommunications companies, Huawei or ZTE will extend their protection to Blueberry Incorporated. Exchange and Repatriation of Funds As a company that will engage in production and shipping, Blueberry needs to protect itself from possible exchange rate changes by engaging in forward exchange. Hill (2009) stated â€Å"A forward exchange occurs when two parties agree to exchange currency and execute the deal at some specific date in the future. Exchange rates governing such future transactions are referred to as forward exchange rates† (p. 327). Transactions in amounts exceeding $200,000 U.S. require SAFE’s approval. Blueberry would seek expert advice from the South Asian Federation Exchanges (SAFE) and consider working with transactions below the $200, 000 U.S. limit. Competitive Risk By introducing a new phone, Blueberry will get the attention of other companies and trigger an interest on launching a better product. Maintaining a low cost production and a marketing that will generate a strong customer base will minimize the effects of competition. Hill (2009) stated â€Å"Once a firm has established a low-cost position, it can act as a barrier to new competition† (p. 431). Partnering with Huawei or ZTE would eliminate a strong competitor in China’s telecommunications market and minimize the risks associated with competition. Taxation and Double Taxation The fact that China follows existing agreements that avoid double taxation is a benefit for Blueberry; however, the company must stay informed of political changes that could impact the existing laws and if needed take immediate action to avoid a negative financial impact. Blueberry can stay informed of political changes and changes in taxation laws by monitoring announced or projected changes on taxation announced by The Ministry of Finance. Market Risk As a new company competing in the Chinese market, Blueberry Incorporated must focus on the necessary research that will produce a good picture of effective marketing, pricing, and details that will make its new telephone attractive to the people of China. Once a clear picture is obtained, Blueberry will have a blueprint to follow. Besides designing a cellular telephone with all applications in the Chinese language, Blueberry Incorporated will take advantage of the money saved by producing the cellular telephones in China and offer telephones loaded with attractive applications. Distribution and Supply Chain To eliminate the possibility of losing control of the supply chain and ensure a clear distribution channel, Blueberry will select a short channel system. As previously mentioned, Blueberry Incorporated would use a wholesaler and then the telephones would be distributed through fragmented retail markets. Physical and Environmental Challenges Understanding the environmental challenges in China and how they can affect the operations and supply chain, Blueberry Incorporated must ensure that a location that will allow its objectives and goals to be reached is selected. Establishing operations in a drought or flood risk zone could affect Blueberry’s intentions of succeeding in China. To mange this risk, the company must ensure that facilities and channel system selected are clear of these threats. Social and Cultural To succeed in the Chinese market, Blueberry must have a clear picture of what is attractive to the Chinese people. Hill (2009) stated â€Å"Because different segments exhibit different patterns of purchasing behavior, firms often adjust their marketing mix from segment to segment† (p. 593). Blueberry must also focus on creating an organizational culture where the local management and labor set aside differences and separation caused by living in a communist country. A clear mission statement and training sessions focused on inspiring team work would help manage this risk. Cyber or Technology To stay ahead of the competition and to minimize possible risks, Blueberry must take full advantage of the latest cyber and technological advances. Hill (2009) stated â€Å"These developments make it possible for a firm to create and then manage a globally dispersed production system, further facilitating the globalization of production† (p. 12). When considering a location based on physical and environmental threats, the location must also meet the communications access required to manage a business overseas. To mange possible risks, Blueberry must hire the right number of people and provide them with the equipment required for the tracking and distribution of its product. Mission and Objectives Blueberry’s mission is to succeed at launching a new American designed cellular telephone in China and becoming a successful telecommunications organization in the Chinese market. By creating an organizational culture with strong ethical beliefs and promoting a team work mentality, Blueberry Incorporated’s goal is to become the most accepted American company operating in China. The objectives that will serve as stepping stones to reach Blueberry Incorporated’s goal focus on managing the risks associated with doing business in a foreign country; specifically, China, partnering with a strong local telecommunications company, and operating in an ethical manner. These objectives will be followed by operating as an individual telecommunications company in China. SWOT Analysis Strengths: launching of a new product, awareness of and management of risks associated with conducting business in China, and the opportunity of becoming the partner of a strong already established Telecommunications Company in China. Weaknesses: the need for strong financial resources needed, production capability, lack of experience in the Chinese market, identifying a location free of physical and environmental threats, communism related separation in the country, social and cultural differences. Opportunities: not having double taxation, introducing a new telephone, high number of shipping channels available, possible success from exploring the Chinese market, attractiveness, and acceptance of a high technology telephone, opportunity to partner up with a strong telecommunications company, and demand for cellular telephones. Threats: operating in a communist country, understanding and adjusting to cultural differences, risks involved in doing business in a foreign country, local laws and regulations, the existing competition in China, controls affecting the exporting of products, avoiding environmental challenges, social and cultural differences, SAFE regulations, unable to become partners with one of the strong telecommunications companies in China, and unexpected changes in a communist country Strategy Selection and Mode of Entry Blueberry Inc will employ a localization strategy for the Blueberry handheld mobile device’s entry into China. The Chinese product launch will be customized to meet the censorship and filters laws that exist within China. As Chinese government holds stringent laws restricting sexual content and anti-communistic material, Blueberry Inc must customize their cell-phone launch prior to entering the market. â€Å"By customizing the product offering to local demands, the firm increases the value of the product in local markets† (Hill, 2009, p. 437). Blueberry will leverage their existing manufacturing facilities in China as part of their entry strategy. With the size of the Chinese market, Blueberry’s management believes they can capture the costs of customization (Hill, 2009). Blueberry’s Inc entrance strategy will include the wholly owned subsidiary approach. The subsidiary approach will enable the company to introduce a localization strategy meeting the specific demands of the market while maintaining control over the product (Hill, 2009). This will increase profitability through product customization enabling higher profit margins. The offset in costs resulting from localization will be realized through higher price points and existing manufacturing infrastructure (Hill, 2009). With the potential size of the Chinese market, scales of economy will exist within the country. Neighboring markets allow for future expansion possibility, leverage the pre-existing manufacturing and operations presence in China. Further, Blueberry Inc’s strategy will include an alliance with the state owned China Mobile, the world’s largest telecommunications company with more than 500 million customers (China Mobile, 2010). With Blueberry Inc’s current existing infrastructure and lower labor costs, the capital costs associated with the wholly owned subsidiary approach will be minimal. The alignment with China Mobile will offer a vehicle for instant market access without the cultural learning curve required starting anew (Hill, 2009). The wholly owned subsidiary will allow Blueberry Inc to customize their product while protecting their intellectual proprietary technology. China mobile will benefit from the flexibility of Blueberry’s Inc manufacturing and product turnaround in exchange for access to a vast customer base, while showcasing Blueberry Inc’s product as part of the client contract offering. The wholly owned subsidiary will allow Blueberry Inc to capture one hund red percent of the profits, and maintain an economy of scale with access to China Mobile’s customer base (Hill, 2009). Additionally, as China Mobile is looking to enter the U.S. market, China Mobile can leverage the Blueberry Inc relationship as part of their entrance strategy into North America. Blueberry Inc’s alignment with China Mobile will enable immediate access to the Chinese market but will also increase U.S. sales with China Mobiles expansion. Contingent Plan The contingent plan in the event the China Mobile Alliance fails fruition, will involve a financing campaign to secure funds to increase marketing and distribution networks. Blueberry Inc will also seek alternative telecommunication providers to leverage their current market and access to instant customers and brand. Blueberry China believes the alliance with a recognized Chinese brand will result in instant credibility and transition the U.S based company into the Chinese market. The Marketing Mix The marking mix is the most important aspect for the Seattle- based Blue Berry Inc. as stated prior; when the discussion of the marking risk arose. The firm understands that for Blue Berry Inc.; to thrive in the Chinese market the marketing mix must be varied to that environment. Blue Berry Inc is producing the smart phones in China to save on production cost, which will benefit the company because the firm can offer a competitive price to the Chinese market. The phones are sold through a short channel system and will be distributed through a wholesaler; then the phones are distributed through fragment retail markets. In addition, Blue Berry Inc, would have managers in place at the point of production to oversee the phones are up to the standard and quality of the company. Since, the Chinese market is much more diverse from that of the United States; the smart phones must be customized to gain local consumer responsiveness. China has more than100 million users of the Internet according to (Hill, 2009) and the rate is growing fast, therefore the firm needs to make the smart phone; a small computer in the palm of the user’s hand, so users can have Internet capability on the go. This is different in comparison to the phones distributed in the Canadian and U.S. Markets because the users in these markets will have to pay for additional services. Product Modification As mentioned previously, the consumers of the Canadian and U.S. market will endure a different type of the marketing mix; this will not be the same for consumers in the Chinese market. The smart phones sold in the Chinese market will adhere to a very different marketing mix because the smart phone distributed in China will have a built-in camera and will be sold with a blue tooth ear piece already paired with the phone in addition, will have many applications preinstalled on the phone, but not limited to Google maps, music store, free Internet access, and English teaching capabilities. Blue Berry Inc. can offer these services at no extra charge to the Chinese market because of the cost savings of production in the China. Pricing The pricing in the Chinese market will be competitive. Since, the market for cell phones has become a norm in the urban areas of China due the bustling economy and large population; the price of phones in the region has decreased. The cheapest Camera phone is about $72 US (Gia, 2009). What Blue Berry Inc. would like to do is price the smart phones with all the features for far less than this price; because of the cost saving the firm achieved in local production. Market Indicators and Trends China is a developing country and so are the trends of the society. The impacts of mobile phones in china have created a twenty –first century techno- culture; in China, mobile phones are both metaphor and practice which is transforming the Chinese society because of new classes and mobility (Gai, 2009). The attention is mainly focused on migrant worker and the elderly, but most notably the mobile phone in china is maintaining social relationships (Gai, 2009). Research has suggested that the growing use of cell phones in the urban areas of China have taken an important role for the mobile market. E-Business Although the firm will have a short channel distribution system to be sold at local venders, Blue Berry Inc. managers understands that reaching outside the urban areas of China will be profitable, therefore the firm will have a website with business partner Huawei the telecommunications company based in China; to tap into the suburban market. The website would present users with weekly promotions of sale of the smart phone and offer discounts from the service contracts with Huawei. In addition, offer a bill pay feature. Financial Overview Blueberry Inc. is a Sources of Financing Financing is a very important part of setting up the global business venture and there are many available options for financing. Blueberry Inc can choose from both international and domestic lenders. The People’s Republic of China is a member of the Asian Development Bank or ADB, a financial instituion based in Manila. The ADB â€Å"provides direct assistance to private enterprises of developing countries through equity investments, guarantees, and loans† (ADB, 2010). The U.S. Commercial Service’s Liaison Office to the ADB or CS ADB oversees the process of firms based in the United States that are interested in pursuing business opportunities in the ADB member nations (CS ADB, 2010). The ADB is a commercial bank that provides financing for foreign investors and borrowers. In addition to highly desirable interest rates, Blueberry Inc. can utilize the services of CS ADB for counseling and market research as well as introductions and appointments with key ADP office rs (CS ADB, 2010). U.S. Bancorp is the parent company of the fifth largest commercial bank in the United States, U.S. Bank. U.S. Bank is an institution well known for helping both established businesses expanding into new emerging markets as well as small businesses entering into global markets (U.S. Bank, 2010). In addition to loans, U.S. Bank offers a variety of services including risk management and trade negotiation assistance. Borrowing from this domestic bank lowers the chances of Blueberry Inc. losing money from profits. U.S. Bank offers assistance with currency risk management to help organizations like Blueberry Inc. manage foreign currency risks and other circumstances in undesirable foreign exchange rate environments. When choosing the best financial source option, Blueberry Inc. must look at more than interest rates and financing. U.S. Bank offers extensive risk management tools. The company helps with translation, transaction, sovereign, exchange, and economic risk. Translation risk deals with accounting risks due to translated statements from currency to currency. Transaction risk is linked with possible losses and gains on transactions vulnerable to foreign exchange rate movements. Sovereign risk is associated with political risks while availability, government exchange controls and the transfer of hard currency out of the country influence exchange risk (U.S. Bank, 2010). Organizational Business Structure There exists much competition as Blueberry Inc. introduces the cell phone into the Chinese market. As a result, Blueberry Inc. global subsidiary promotes greater local responsiveness with incorporation of Blueberry China (Hill, 2009). Blueberry Inc decisions pertaining to â€Å"overall firm strategy, major financial expenditures, financial objectives, and legal issues† will remain centralized through their headquarters in Seattle, Washington (Hill, 2009, p. 453). The â€Å"production, marketing, RD, and human resources† decisions will be de-centralized and overseen through the operations of the Chinese subsidiary (Hill, 2009, p.453). The de-centralization component enables for localization of the product while creating cost economies with immediate access to market, while the centralization component permits the company to maintain control of the overall corporate vision as it aligns with international strategy (Hill, 2009). Furthermore, the de-centralization structure within China offers product flexibility resulting from market dynamics. This approach will yield better decision making and product control as the management will be closer to influences of the market (Hill, 2009). Blueberry Inc will utilize a Worldwide Product Divisional Structure. This structure aligns with the de-centralized decision making components and â€Å"facilitates local responsiveness† particular to the conditions of the Chinese market (Hill, 2009, p.457). The centralized decision making components are overseen and controlled at the Seattle headquarter level. Figure 1 illustrates Blueberry Inc’s World Wide Product Divisional Structure. Figure 1- Blueberry Inc’s World Wide Product Divisional Structure SHAPE \* MERGEFORMAT When change to strategy or tactics change; reporting through the functional unit support consists of front line supervisors and field personnel who report to their functional managers. Functional managers report to Regional Vice President, who report to Blueberry Incorporated headquarters. Figure 1 illustrates the chain of command when there is need for change to strategy or tactics. This structure enables headquarters to maintain overall strategic development and financial control over each world-wide product group (Hill, 2009). Exit Strategy Smart phone technology is rampantly changing. The obsolete technology timeframe is getting shorter. To accommodate a growing Chinese economy and the need for increasingly innovative smart phone technologies, the need for capital will increase. Manufacturing capacity and for manufacturing refit will become costly. As Chinese competition is heavily funded, Blueberry Inc’s market intelligence will be imperative as the company diversifies their technology portfolio. Blueberry Inc will have to seek additional capital from both domestic and international markets to maintain competitiveness. As revenues are generated in China, Blueberry Inc’s will explore business opportunities in the eastern hemisphere, leveraging their manufacturing and operations presence in China. Blueberry Inc believes in the sustainability of the Chinese market and recognizes the potential through technology diversification. With current infrastructure in place, Blueberry will diversify their t echnology offering, branding the Blueberry China brand as a staple of innovation. Aligning with their entrance strategy, China was seen as a market to leverage into future markets. The alliance of a major telecommunications presents a model for future diversification. The founders or equity stake holders exit strategy will be through an Initial Purchase Offering (IPO). Taking the company public will allow for investors to exit the company and divest their equity holding through stock sale. In the event Blueberry Inc encounters unmanageable obstacles, the company could consider being acquired or setting themselves up for a sale. Final Recommendation To better understand the challenges faced when operating in the Chinese market and the risks associated with conducting business in a foreign country, Blueberry Incorporated conducted research in the form of a region and a country analysis. With the intention of balancing out the pros and cons associated with launching its cellular telephone in China, the company also conducted a SWOT Analysis. Cultural differences, threats of terrorism, poor medical services, and government corruption were some of the challenges identified as a result of conducting a country analysis. If Blueberry Incorporated decides to move forward with operating in China, the company would have to keep a close eye on the many threats associated with doing business in the Chinese market and focus on how to manage these risks. Operating outside of the United States is not a new venture for Blueberry Incorporated, the company’s has been very successful operating in Canada; however, operating in a communist country presents new challenges. There are other challenges that must also be considered; entering a market in which two very strong telecommunications companies have established themselves can also be very challenging. Entering the Chinese market would bring many challenges to Blueberry Incorporated; however, even though there would be challenges to manage, the market offers an attractive business opportunity for the Seattle-based telecommunications company. It is recommended that Blueberry Incorporated moves forward with entering the Chinese market. As previously highlighted, every day 120,000 people in China subscribe to a cellular telephone service; it was also mentioned that China’s economy is strong and continues to grow. Blueberry Incorporated has a foot in the door; the fact that Blueberry products are already being produced in China places the company a step closer to achieving its goal of achieving success in the market. If Blueberry Incorporated manages to create an alliance with one of the two largest telecommunications companies in China, it will be on its way to becoming a successful telecommunications company in the Chinese market. Conclusion (Manny) References ADB. (2010). Asian Development Bank. Retrieved April 1, 2010 from adb.org/ (2006,  March). How Rising Wages Are Changing The Game In China. Business week, Retrieved from: businessweek.com/magazine/content/06_13/b3977049.htm AFP. (2010). Retrieved April 2, 2010 from google.com/hostednews/afp/article/ALeqM5iYNps_o7uaKizB3PUSytbAHfqKZQ   BLOOMBERG.  (2010).  Business Exchange.   Retrieved from http://bx.businessweek.com/chinas-economy/ Chan, J. (2006). China’s national people’s congress focuses on social instability. Retrieved March 12, 2010 from wsws.org/articles/2006/mar2006/npc-m15.shtml China Daily. (2007). China to widen firms’ finance options. Retrieved March 12, 2010 from chinadaily.net/bizchina/2007-04/13/content_850410.htm China Law and Practices. (2010). PRC Anti-Monopoly Law. Retrieved April 2, 2010 from chinalawandpractice.com/Article/1690083/Search/Results/PRC-Anti-monopoly-Law.html CS ADB. (2010). U.S. Commercial Service Asian Development Bank. Retrieved April 1, 2010 from HYPERLINK buyusa.gov/adb/services.html buyusa.gov/adb/services.html Economist Intelligence Unit. (2010). Wealthy urban China will be taxed more heavily in the forecast period. Retrieved April 2, 2010 from the University of Phoenix Library at http://portal.eiu.com/index.asp?layout=displayIssueArticleregion_id=1510000351geography_id=1800000180eiu_geography_id=article_id=954455680 Gifford, R. (2005). Chinese telecom companies look to global markets. National Public Radio. Retrieved March 12, 2010 from npr.org/templates/story/story.php?storyId=4801437 Gai, B.  (2009).  A World through the Camera Phone Lens: a Case Study.  Retrieved from http://web.ebscohost.com.ezproxy.apollolibrary.com/ehost/pdf?vid=4hid=4sid=f6e4a5d0-21bc-46c6-a003-ce2bc4b91802%40sessionmgr12 Hill, C. W. L. (2009). International business: Competing in the global marketplace (7th ed.). New York, NY: McGraw-Hill/Irwin. Retrieved March 10, 2010 from the University of Phoenix library on the World Wide Web at: https://ecampus.phoenix.edu/classroom/ic/classroom.aspx Huawei. (2010). Retrieved March 12, 2010 from huawei.com/products_services.do U.S. China Business Council. (2009). Retrieved March 12, 2010 from uschina.org/public/documents/2009/china_policy_recommendations.pdf Yim Yu Wong,  Ã‚  Thomas E Maher.  (1997). Trading with China is not like trading with Japan: A cultural comparison for foreign investors.  Management Research News,  20(4),  11-19.   Retrieved March 13, 2010, from ABI/INFORM Global. (Document ID:  293756971). Blanchard, B., Buckly.C., Lan, W. (2010). China warns Google to obey rules even if it pulls out. Retrieved March 19, 2010 from the Reuters website: reuters.com/article/technology-media-telco-SP/idUSTOE62F06F20100316 China Mobile (2010). Corporate profile. Retrieved March 21, 2010 from the World Wide Web: HYPERLINK chinamobile.com/en/mainland/about/profile.htmlchinamobile.com/en/mainland/about/profile.html Freeberne, Michael. Physical and Social Geography (The Peoples Republic of China), in Europa World online. London, Routledge. University of Phoenix. Retrieved 20 March 2010 from HYPERLINK europaworld.com.ezproxy.apollolibrary.com/external?url=europaworld.com/entry/cn.geeuropaworld.com/entry/cn.ge Hoening, J. (2007). Managing business risks. The Chinese Business Review. Retrieved on March 18, 2010 from chinabusinessreview.com/public/0611/hoenig.html Lehman Brown. (2005). China. Retrieved on March 18, 2010 from HYPERLINK lehmanbrown.com/faq.htm lehmanbrown.com/faq.htm Location, Climate, Language, Religion, Flag, Capital (The Peoples Republic of China), in Europa World online. London, Routledge. University of Phoenix. Retrieved 03 April 2010 from europaworld.com/entry/cn.is.2 Marshall, M. (2008). In a first, China removes profit repatriation tax for U.S. investor. Venture Beat. Retrieved on March 18, 2010 from http://venturebeat.com/2008/04/21/in-a-first-china-removes-profit-repatriation-tax-for-us-investor/ ROUTLEDGE TAYLOR AND FRANCIS GROUP.  (2010).  Europa World Plus.  Retrieved from europaworld.com.ezproxy.apollolibrary.com/entry/cn.is.97 Tan, Andrew T.  H.. The Security Challenges of East and South-East Asia, in Europa World online. London, Routledge. University of Phoenix. Retrieved 04 April 2010 from europaworld.com/entry/fea.essay.13 U.S. Bank (2010). Retrieved on April 1, 2010 from usbank.com/cgi_w/cfm/small_business/products_and_services/intl_banking/intl_banking_ps.cfm Worldwide Tax. (2009). Double Taxation Agreements List. Retrieved April 2, 2010 from worldwide-tax.com/china/chi_double.asp GLOBAL BUSINESS PLAN PAGE \* Arabic 23 Running head: GLOBAL BUSINESS PLAN 1 GLOBAL BUSINESS PLAN 2 Blueberry Inc Headquarters Seattle Washington U.S Product Group China Product Group International Product Group Sales and Marketing Research and Development Production and Logistics Sales and Marketing Research and Development Production and Logistics Sales and Marketing Research and Development Production and Logistics Functional Unit Support (Frontline) Functional Unit Support (Frontline) Functional Unit Support (Frontline) Frontline Supervisors FS Unit Management FS Unit Management Regional Management-Executive Regional Management-Executive Research Papers on Blueberry Incorporated - Global Business PlanAnalysis of Ebay Expanding into AsiaDefinition of Export QuotasTwilight of the UAWOpen Architechture a white paperThe Project Managment Office SystemPETSTEL analysis of IndiaMarketing of Lifeboy Soap A Unilever ProductIncorporating Risk and Uncertainty Factor in CapitalNever Been Kicked Out of a Place This NiceThe Effects of Illegal Immigration

Current topic III Essay Example | Topics and Well Written Essays - 500 words

Current topic III - Essay Example se they are aware of the expectations and needs of different groups in the society on health care provision services (World Health Organization, 2012). This knowledge is derived from closely interacting and communicating with patients, their family members, doctors and other health care stakeholders. By making their contributions on the needs of different groups, nurses can ensure that health policies that exist reflect the diverse nature of the population. Nurses can make a difference to health policies by highlighting the changing disease patterns, and by seeking information from the patients on their medical treatment preferences. 100 powerful women in the world for 2012- slide (in this section). Find a woman that you admire and write how come she is an inspiration of hope for you? What leadership traits do you see in her? Do you have those traits also? I admire the IBM President and CEO Virginia Rometty. Mrs Rometty is a force to reckon with because of 30 years skills and experience at the company. She is the first female CEO of the company. She has also established and is implementing a business strategy at the company that is set to increase the revenue generated by the company by approximately $ 20 million. Rometty is resilient and hardworking; very admirable qualities. She began her career at the company as a systems engineer, went on to be in charge of global sales then CEO and president. I have similar qualities as her because I am hardworking and resilient. I believe that I am creative and innovative since I am committed to serving the society in all my capacity. In my opinion, Michelle Obama is a better role model. Mrs. Obama has been able to win public support through her wise speeches to the public. The current First lady reflects a positive image due to her confidence, firm and seemingly caring nature. Michelle Obama is very determined to raise awareness on obesity and curb its effect on a large population of American nationals (Forbes, 2012).

Self-analysis of Leadership Behaviors and Strengths Research Paper

Self-analysis of Leadership Behaviors and Strengths - Research Paper Example This paper presents my potentials for good leadership in the nursing profession as I analyze and evaluate my personality strengths and behaviors in relation to the various nursing leadership theoretical models. To begin with, nursing shortage has apparently been a major problem of many countries all over the world. According to American Nurses Association (2011), the nursing population is aging rapidly and nursing shortage is expected to peak by year 2020. While the government takes effort and initiative to strengthen the healthcare system by recommending an increase in capacity on nursing education to encourage individuals to enter the profession, the nursing professional practice also continuously develops to meet the demands of advancement in trends and policies. Promoting nursing leadership to empower the new nurses is of core importance not just because of the present situation of nursing shortage but for building a strong foundation of healthcare manpower for the coming generat ions. In connection to nursing leadership, Curtis, Vries, and Sheerin (2011) defined leadership as a collective variety of thoughts, reflections, and images; including power, influence, fellowship, dynamic personality, charisma, goals, autocratic behavior, innovation, cleverness, warmth, and kindness. As the nursing education and practice develops, the same is true in nursing leadership theories. Clark (2009, pp. 6-23) presents the evolution of leadership theories from the basic leadership principles to more broader concepts and these are: (1) The great man theory – leaders are born, not made; (2) Trait theory – some people are born with inherited traits suited to leadership; (3) Behavioral theory – leaders are made, not born; (4) Role theory – describes how expectations frame behavior; (5) Lewin’s leadership styles – a. autocratic (making decisions without consulting anyone), b. democratic (involve others in their decision), and c. laissez- faire (minimal involvement in decision-making); (6) Likert’s leadership styles – a. exploitative authoritative (using threats and fear to achieve conformance), b. benevolent authoritative (showing concern but sugarcoats information and maintains control of decisions), c. consultative (listens to everyone but still makes the major decision), and d. participative (increases collaboration and seeks involvement of others in the decision-making process); (7) Hershey and Blanchard’s situational leadership theory – considers motivation and capability of the followers; (8) Normative leadership – chooses a decision procedure from autocratic to group-based, depending on decision-acceptance and follower knowledge; (9) Path-goal theory – clarifies the path to a goal, removing roadblocks and increasing rewards along the way; (10) Leader-member exchange theory – leaders exchange informal agreements with their members; (11) Transformational leadersh ip theory – uses vision, passion, personal integrity, and enthusiasm to shape a changing social architecture by being proactive, serving as a catalyst for innovation, functioning as a team member, and encouraging organizational learning; (12) Authentic leadership – positive, genuine, trustworthy, credible, reliable, and