Creating a Student Portal for Bataan Peninsula State University Essay

The project is to create a Student Portal for Bataan Peninsula State University. Its purpose is to raise the availability of certain students’ records like the grades, finances/billing, and curriculum checklist. Along with, is the process of encoding students’ final grades and the forming of the dean’s list. Using the student portal, data can be accessible at any time and location over the Internet. Background of the Study The Bataan Peninsula State University was established by virtue of Republic Act 9403, signed into law on 22nd of March 2007. It is a conglomeration of fine leading higher education institutions in Bataan seeking  to contribute to the national and regional development through providing excellent quality of services in instruction, research, production and extension. Guided by one Vision of becoming a university of excellence acknowledged not only in the country but also in the Asia-Pacific Region, BPSU shall continue to gear toward the realization of its mission of providing quality and relevant education in order to contribute to the national and regional development. Before the conversion, BPSU used to have three campuses; two are located in the City of Balanga while the third is situated in Orani. The passage  of RA 9403 resulted to the expansion of BPSU’s campuses as the said Act duly integrated the Bataan State College in Dinalupihan and its satellite campus in Abucay (formerly Bataan National Agricultural School). The five campuses of the university have very humble beginnings and yet they all emerged with glorious histories to be proud of. More empowerment is expected to be bestowed to each campus as their strengths shall be utilized for the success of the 111 programs and other services of the university. On June 2008, the University made education more accessible to the residents of the towns of  Bagac and Morong by establishing an extension in the Municipality of Bagac. The extension offers some of the most in demand courses in the country like BS Entrepreneurship, BS Hotel and Restaurant Management, first two years of Nursing, and General Engineering courses. Contributing to national development has always been the topmost priority of the university; therefore BPSU relentlessly keeps itself updated on the recent trends to be responsive to the present and future demands of the community. At present university has three programs granted with Level 1 Accreditation from AACCUP. Fifty-six (56) programs are scheduled for accreditation from 2008 to 2012. Moreover, the university continues to equip itself with faculty and employees who have remarkable skills and knowledge in order to uphold academic excellence and maintain its capacity of producing quality graduates. At present, 6 percent of its faculty have Doctorate degrees and 31 percent have master’s degrees. The rest are still working on their post-baccalaureate studies. It is not surprising that the enrollment continues to increase over the years as the university has proven its capability to match and even to surpass  the performance of other reputable universities in the country in various competitions and also in the licensure exams. Other than this, low tuition fee rates, and pollution-free and safe environment further encourage the Bataenos and those from other nearby provinces to patronize BPSU. For BPSU, a life without challenges to conquer would be futile as the university always stretches the limit to adapt to the changes and to turn trials into opportunities. Even cuts in the budget will not impede BPSU from attaining its goals. Aside from relying on its several IGPs to augment the  budget and sustain its programs, the university continues to strengthen and to establish partnerships with local and international agencies that are more than willing to work side by side BPSU as it continues its journey towards a more dignified future. [bpsu. edu. ph] Every educational institution has its sole priority to give the best learning out from their best performances of teachings, processes and resources to their students. And, BPSU which is one of these institutions had already proven that they can absolutely give it. In the University’s actual operation, there are lots of offices and  departments that are responsible on producing, maintaining and keeping every student’s records. Two of these are the Registrar’s department and the Finance’s department. Along the Registrar’s department is where the student’s documents are piled. Student’s documents consisting of personal data and academic information from their previous schools and from BPSU itself which are produced due to the span of years of the student’s admission in the University, for instance, are the grades. Another department mentioned is the Finance’s department; this also conducts one of the main tasks required for tracking the admission of the  student every school year. That task is to keep files with regards to all of their finances, including all of the payments that are made, balances and other financial issues. These certain information of a student can also be found in the enrollment system that was used by the Registrar’s Office, it is how the Registrar has the authority to view the financial status of a student. Students must know every transaction that was made in the University especially when it has to do with their own concerns. They must always be informed of all the latest records that were kept and reported to  the offices responsible for their stay-in within the institution. On the registrar’s part, a student is not allowed to have an update or a look within their record every time they desired. Considering that the registrar is also busy for other major works assigned to him. Seemingly, it will just consume time and effort for finding a particular record in their repositories. A student can only be given the opportunity, which depends on the situation. Naturally, grades were available every end of the semester in a printed form, though, some of the instructors are considerate in informing a student of the grades as often as possible. While on the finance office part, the records kept are confidential. In order for a student to be informed of the balances remaining on their account, the student should ask the finance officer. But it’s not that simple, as the officer is not free to answer every student’s questions or uncertainties at anytime. At some point in a semester, the finance’s department issues the statement of account of each student that still has remaining balances that must be paid in order to be given a permit that is a requirement before taking an examination On pondering on these unwanted situations experienced by the  students, the thought of having a medium that will grant access to student’s account as often as they want sprung up. The medium is what we called a Students’ Portal. A portal or a web portal, also known as a links page, presents information from diverse sources in a unified way. Apart from the standard search engine feature, web portals offer other services such as e-mail, news, stock prices, information, databases and entertainment. Portals provide a way for enterprises to provide a consistent look and feel with access control and procedures for multiple applications and databases, which  otherwise would have been different entities altogether. Some related studies are researched and included on the documentation for further comprehension of the proposed system. †¢Orani Water District Intranet Based Public Information Kiosk This thesis is made by the IPiK Group, BSIT students of Colegio de San Juan de Letran – Bataan that aims to create an integrated public access information system to be used by employees and visitors of Orani Water District that will improve the current process of dissemination of information. Also, the developers target the replacement of old bulletin boards with digital ones. All the information contained and posted on a bulletin board will be encoded and displayed in a public access computer, with a web-based interface to access the information. The public access computer will be implemented in a client-server environment. A domain controller will be used to apply access control and policies to the public access computer. The officer-in-charge only has to encode the information on the system rather than printing it and then posting it on the bulletin board. The system will only be updated by an administrator. The company’s system administrator will handle the updates and backups. The backups will be made using MS SQL Server 2005’s automatic backup service. The backup files will be stored on a backup DVD-ROM. The system will not be available online, only through the intranet. It will be available only from 8 AM to 5 PM. The proposed system named as Letran-Abucay Students’ Portal has the same objective with the IPik Group thesis that is to render information for the users. The main users of the Orani Water District Intranet-based Public Information Kiosk are the customers, while for the Students’ Portal are apparently the students. What will be the difference of the two is that the  Students’ Portal will be a web-based application and is accessible using a web browser which is opposed to the public information kiosk that is a window-based application. †¢Bataan Information System This thesis is made by the STI-Bataan students under the advisory of Ms. Cristina de Leon, who is now a Letran IT Professor. It is about the designing and developing of a Bataan Information System in a multimedia form and to solve the problems encountered by the provincial government in promoting Bataan. The Information System will be easy to access and directed to the end-user and will support an interactive environment with a  user-friendly feature in promoting the province of Bataan. Information system is frequently used to refer to the interaction between people, processes, data and technology. In this sense, the term is used to refer not only to the information and communication technology (ICT) an organization uses, but also to the way in which people interact with this technology in support of business processes (Wikipedia) Giving information is how the two systems, which are the Bataan Information System and the proposed students’ portal, are similar. Both render numbers of information that are accessible by an authorized user in a  computerized process. †¢Campus Portals a Framework for Development Accommodating End-users’ Online Activities (an International Thesis) This thesis is about the development of a campus portal created for the University of Wollongong; thus was prepared by Tharitpong Fuangvut on 2005. A Campus Portal is an exciting recent phenomenon forming part of the new generation of online services for all stakeholders in institutions of higher education. Conceptually the general notion of a Portal should be to be distinguished from that of other Web- based applications and the traditional Intranet of the institution. The major objective of this research is to propose a development methodology specifically suitable for Campus Portal projects. While there are many accepted development methodologies for traditional and Web-based Information Systems, no clear body of knowledge on the development of Campus Portals has yet been recognized. Additionally, as this is a new area, the definitions, terms, concepts and important issues agreed to by academic researchers and practitioners, are still evolving. This research, therefore, needs to clarify and identify some important issues regarding Campus Portals  and their development, prior to composing the development methodology. In the second and third phases of the research, two studies were carried out, a preliminary study and a case study. These generated more understanding of the issues and extended the body of knowledge on Campus Portals, especially concerning their development. The preliminary study explored and investigated the online services and Campus Portals of 40 higher education institutions’ sites in Australia, New Zealand, the USA, the UK and Canada. The findings of the preliminary study show that there are no standard patterns in the function of  personalization and customization in Campus Portals. The case study was conducted in an Australian university among the major stakeholder groups, namely, the development team and the end-users (students and academic staff). Students were the primary focus of the end-user study, from which data was collected using a survey to build up usage patterns of their online activities. Statement of Goals Due to the data gatherings that the researcher had conducted many thoughts lead the proponent to know and study more of the certain dilemmas and inefficiencies that taking place within the process wherein  the people affected perhaps are not aware. Currently, students are given limits on viewing their own records kept by the University due to several uncertainties it will cost, uncertainties that include lack of time and extensive work of the people involved. Furthermore, the proponent had also studied prior concerns which will benefit everyone that are included on the process once implemented on the system: †¢Security of data that will ensure a protected system that traces and prevents unauthorized access; †¢Encoding of the final grades that is one of the tasks of the faculty every end of a semester; †¢Downloadable and printable documents such as the Grades Slip coming from the Registrar’s office and a variety of forms coming from the Dean’s office. †¢Availability of students’ list with final grades which will help the Dean to generate the Dean’s list. The following goals are made and collected by the proponent through the aim of resolving the concerns mentioned. The goals are as follow: General Goal To develop a Student’s Portal for Bataan Peninsula State University that will enable students to access their personal, academic and financial records. Specific Goal To implement an authentication of users through the  use of ID no and password, as to prevent intruders and to assure the safety of all the data transmitted over the network. To incorporate a module for encoding the final grades of students every semester that the faculty uses. To provide downloadable and printable forms those are being retrieved from the Dean’s, Registrar’s and Finance office. To include a module that will enable the Dean to view the academic status of the students that she can use as basis for retrieving the Dean’s list. Significance of the Study For the Students Students are the ones that have a great benefit on the students’  portal because it will provide them quick access of their taken subjects prior to the curriculum they had enrolled with the corresponding final grades for each. Also, the system ensures the confidentiality and the update of records for each semester as long as new grades are issued to help the students be informed of their academic performance in the University. Aside from grades and subjects that can be viewed, a student will also have the privilege to view some his or her financial data that was managed by the finance office. For the Dean’s office Using the students’ portal, the Dean is able to view the academic  status of the students that include detail such as the final grades and to gather the names of those that are included on the Dean’s list. And also, as the portal offers a module for downloadable forms that are coming from the office, the task for issuing these certain forms will be eliminated thus reducing the workload of the Dean. For the Registrar’s Office As the students will be provided of options on determining their academic records, whether to just view it on the portal or to still ask for a printed copy coming from the Registrar’s office, somehow there will be a lessening of task on the Registrar’s part. For the Finance Office The Finance office can gain benefit from the students’ portal since the students can already check over their financial records online reducing the printing of documents such as the statement of accounts if permitted. For the Future Researchers The future researchers can acquire fundamental knowledge from and be able to use this thesis documentation as basis of their own research study if it’s all about developing a students’ portal. For the Developer To the developer, this will also provide better comprehension of her proposed system that will lead her to the further understanding of the entire  study that surely they can use on preparation of a brighter future that awaits her as IT professional. Scope and Limitations This study will focus on creating a students’ portal for Bataan Peninsula State University which is web-based where student records are the prior concern and accessible online. Student records that include: †¢Student’s personal information †¢Curriculum checklist that comprises all the subjects taken and to be taken by the student based on the University’s curriculum and the final grades for each †¢Grades records that consist of all the grades of the student for all his  subjects that he can query through supplying of a school year or semester. †¢Financial information that comprises the tuition fee with miscellaneous fees and discount fee, if there’s any, of a student. †¢Subject offering that pertains to the schedule of each subject that a student had enrolled belongs. The student can use this link to plan for his schedule for the upcoming semester. †¢Class Schedule encloses all the subject schedules of a student. As part of the authentication that was implemented on the portal, the users must provide an authorized username and password. On the system  there will be four types of user’s account: the student the faculty, the dean, the registrar and the administrator. In the Student account, the authorized tasks that users can do are: †¢Viewing of their records in through selecting from the following links: myProfile; myGrades that contains sub links such as Semester Grades, Curriculum Checklist, Collection of Grades; myFinance, mySubjectOffering and mySchedule. †¢Viewing other student’s or faculty staff’s records through selecting mySearch link, sending and receiving of messages through myInbox which is a form of messaging. †¢And, printing and downloading of forms such as Grades slip,  curriculum checklist and forms issued by the Dean and Registrar(eg. Change of Grade Form) Second, in the Faculty account, the authorized tasks that users can do are: †¢Entering student’s final grades for a particular subject, section school year and semester through the use of myClassRecord. †¢Viewing other student’s or faculty staff’s records through mySearch. †¢Uploading of lessons for the students Third, in the Dean account, the authorized tasks that Dean can do are: †¢Viewing of the Dean’s list for the current and the previous school year and semester. †¢Searching students to review their academic performance from the first year of his admission up to the present. †¢Searching class schedules by entering the assigned beginning and ending time of a class, in order for the Dean to be informed of what particular class is was going on for a moment. †¢Viewing faculty subject loads and schedules. Fourth, in the Registrar account, the authorized tasks that Registrar can do are: †¢Viewing of student’s general weighted average. †¢Updating the grades of a student that obtained a INC remarks from the past school year. †¢And, selecting the students that will form the Dean’s List. Lastly, the Administrator account, the authorized tasks that Registrar can do are: †¢Conversion of tables of records from MS Foxpro format to MS SQL. †¢Setting the current school year and semester. †¢Uploading of downloadable forms. †¢And, reset users’ passwords. The following are the limitations of the Students’ Portal: †¢Only the â€Å"Other Information† part and the password are the only records in the student’s page that can be altered. †¢Only the administrator can convert the tables from MS Foxpro format to SQL/simply add records on the database, can set the school year and can upload forms. †¢Only final grades are to be encoded by the faculty. Faculty cannot  edit anymore the grades of the students that belong to the previous school year and semester. †¢Only the faculty user and student users can exchange messages. †¢Only the Registrar can update the INC remarks of students that completed the subject. †¢Lastly, only the registrar can form the dean’s list. Definition of Terms †¢Transaction – a transaction usually means a sequence of information exchange and related work. A transaction is a unit of work that you want to treat as â€Å"a whole†. It has to either happen in full, or not at all. †¢Records – In computer data processing, a record is a collection of data  items arranged for processing by a program. Multiple records are contained in a file or data set. The organization of data in the record is usually prescribed by the programming language that defines the record’s organization and/or by the application that processes it. †¢Portal – a term, generally synonymous with gateway, for a World Wide Web site that is or proposes to be a major starting site for users when they get connected to the Web or that users tend to visit as an anchor site. †¢Web Portal – also known as a links page, presents information from diverse sources in a unified way. Apart from the standard search  engine feature, web portals offer other services such as e-mail, news, stock prices, information, databases and entertainment. †¢Links – Using hypertext, a link is a selectable connection from one word, picture, or information object to another. In a multimedia environment such as the World Wide Web, such objects can include sound and motion video sequences. †¢Search Engine – designed to search for information on the World Wide Web. The search results are usually presented in a list of results and are commonly called hits. The information may consist of web pages, images, information and other types of files. †¢Database – is a collection of information that is organized so that it can easily be accessed, managed, and updated. In one view, databases can be classified according to types of content: bibliographic, full-text, numeric, and images. †¢Client-server – describes the relationship between two computer programs in which one program, the client, makes a service request from another program, the server, which fulfills the request. †¢Web-based – refers to those applications or services that are resident on a server that is accessible using a Web browser and is therefore accessible from anywhere in the world via the Web. †¢Technology – the usage and knowledge of tools, techniques, and crafts, or is systems or methods of organization, or is a material product (such as clothing) of these things. The word technology comes from the Greek technologia techne ‘craft’ and -logia, the study of something, or the branch of knowledge of a discipline. The term can either be applied generally or to specific areas: examples include â€Å"construction technology†, â€Å"medical technology†, or â€Å"state-of-the-art technology†. †¢Application – program or group of programs designed for end users. Software can be divided into two general classes: systems software  and applications software †¢ Methodology Microsoft Solutions Framework (MSF) provides a set of models, principles, and guidelines for designing and developing enterprise solutions in a way that ensures that all elements of a project, such as people, processes and tools, can be successfully managed. MSF also provides proven practices for planning, designing, developing, and deploying successful enterprise solutions. The researcher had intended to use MSF for her methodologies especially because they are in use of Microsoft solution tools such as the Microsoft. NET Framework and the Microsoft SQL Server. MSF has five phases these are the: Envisioning, Planning, Developing, Stabilizing and Deploying. Envisioning Phase – This phase broadly describes the goals and constraints of the study. During this phase, the reseacher gathered necessary information and resources for developing a students’ portal. One of the activities that were conducted is an interview with BPSU’s database administrator to further determine what are the things and transactions necessary to put on the portal to satisfy the needs of the University and the predicted users. Some of the approved transactions are the viewing of student’s profile including the  personal, academic and financial information; encoding of final grades and forming of the Dean’s list. Risk assessment regarding the developing of the system is also accomplished. On the process, the impact of the consequence is learned by determining the likelihood of its occurrence and the severity of the outcome relative to established project objectives. The envisioning phase culminates in the vision approved milestone. This milestone is the first point at which the project team and customer agree on the overall direction for the project, including what the product will and will not include. Planning Phase – This phase determines what to develop and how to develop it. The process of information is modified, gathered and undergoes three design processes namely conceptual, logical and physical perspective. During this phase, the researcher planned how to develop the Bataan Peninsula State University students’ portal on the way its functionality can achieve the requirements of the educational institution. For conceptual design process, the expectations of the users or beneficiary of the study must be achieved like the proposal that students by using the portal can easily view their own records. For the logical design process, this meet the developer’s steps and requirements on how to develop the said system, like in an instance the system software solution will be developed using Microsoft Visual Studio and SQL Server Management studio. This solution is able to interact and communicate with other transaction processes, applications and data source. Lastly for the Physical design process, with the developer’s perspective, the development of the system will be a great help and ease not only for the students but also for the offices of the University that handles student’s information keeping considering the volumes of users  and transactions. There would be a web-based implementation of a portal which will be used as the primary means for dissemination of the student’s profiles and information. The planning phase culminates in the Project plan approved milestone. This milestone is the point at which the project team, the customer, and key project stakeholders agree on the feature set and the design of the application. The Project plan approved milestone is essentially the contract with the customer to proceed with the project. Developing Phase – During this phase, the solution is developed and optimized until it is  deemed ready for production use. On this phase, the student’s portal is developed. The researcher experienced several revisions on the design, the basic functionalities and on the core transaction in order to follow the needs of the identified users. The development phase culminates in the Scope Complete milestone. At this milestone, all features are complete, and the product is ready for external testing and stabilization. This milestone is the opportunity for customers and end users, operations and support personnel, and key project stakeholders to evaluate the product and identify any remaining  issues they need to address before it ships. Stabilizing Phase – This phase conducts testing of the complete solution. During this phase, the researcher focuses on resolving and prioritizing bugs and preparing the solution for release. The stabilization phase culminates with the release of the product. The Release milestone occurs when the team has addressed all outstanding issues and shipped the product or placed it in service. At the Release milestone, responsibility for ongoing management and support of the product officially transfers from the project team to the operations and support organization. Deploying phase – the developer deploys the core technology and site components, stabilizes the deployment, transitions the project to operations and support, and obtains final customer approval of the project. After the deployment, the developer conducts a project review and a customer satisfaction survey. During this phase, the developer tested the usability of the students’ portal and determined whether it has achieved the requirements of the University that are identified during the envisioning stage by letting some selected persons from the proposed users/customers. The deployment complete milestone culminates the deploying phase.

How Does Movement Contribute to the Development of the Child

How does movement contribute to the development of the child? The capacity to move according to will is what distinguishes man and animals from the vegetable world. Movement is an essential part of life and it helps to create the means for subjecting motion impulses to the will. The more developed a child is, the more obedient are his instrument of motion to his will. Nature teaches the child how to move about. The movement of the child while growing is different in each stage of his development. The children have different need for moving. These changes in attitude come by themselves and are independent of any educational influence.The proportions of the body of a child changes while his growth and it is necessary to observe their spontaneous movements in order to help them grow into their full potential. Even the way they take a rest between their continual movements differ from age to age. In Montessori schools the children are provided with small rugs or little tables, according to their need for working on the ground or seated. By a habit of work, a child learns to move his hands and arms o strengthen his muscles more than he does through ordinary gymnastics. The work is refreshing and not tiring to a child, because of the interest he takes in all his movements.Work is a natural exercise, since the child will have some object for his movements. In Montessori schools, the objects that are used for practical life of a child have no scientific purpose. The number of these objects depends on the resources of the school and the time the child spends in the school each day. If the school has a garden, weeding the plants, gathering the ripe fruits etc can be an interesting work for the child. Likewise, setting the table, serving the meals, eating properly, washing the cups and plates, polishing the shoes, tidying the classroom etc also will contribute to the practical exercise for the child.The teacher should open up the way for the children to do the work and sh ould never discourage them through lack of confidence. The capacity for work of a child should not be estimated according to his age, he should be given a chance to prove himself. Importance should be given to educate a child in movement, practical activities are simply external incentive to educational process, they provides a motive and urge the child to organize his movements. It is important to educate a child in movement and we should know that practical activities provide a motive to the child to organise his movements.

Engineer

Concentrated Knowledgeâ„ ¢ for the Busy Executive Vol. 24, No. 8 (2 parts) Part 1, August 2002 †¢ Order # 24-19 FILE: LEADERSHIP  ® Realizing the Power of Emotional Intelligence PRIMAL LEADERSHIP THE SUMMARY IN BRIEF Great leaders move us. They ignite our passion and inspire the best in us. When we try to explain why they are so effective, we speak of strategy, vision, or powerful ideas. But the reality is much more primal: Great leadership works through the emotions. Humankind’s original leaders earned their place because their leadership was emotionally compelling. In the modern organization this primordial emotional task remains.Leaders must drive the collective emotions in a positive direction and clear the smog created by toxic emotions whether it is on the shop floor or in the boardroom. When leaders drive emotions positively they bring out everyone’s best. When they drive emotions negatively they spawn dissonance, undermining the emotional foundations t hat let people shine. The key to making primal leadership work to everyone’s advantage lies in the leadership competencies of emotional intelligence; how leaders handle themselves and their relationships. Leaders who exercise primal leadership drive the emotions of those they lead in the right direction.By Daniel Goleman, Richard Boyatzis and Annie McKee CONTENTS The Vital Emotional Component of Leadership Page 2 Why Good Leaders Must Read Emotions Pages 2, 3 The Four Dimensions Of Emotional Intelligence Pages 3, 4 The Leadership Repertoire Pages 4, 5 What You’ll Learn In This Summary In this summary, you will learn the secrets of primal leadership by: ? Understanding what primal leadership is and why, when practiced correctly, it creates resonance in your organization. ? Understanding the neuroanatomy that underlies primal leadership and what emotional intelligence competencies you need to succeed. Understanding the six leadership styles you can use — from visi onary to coaching to pacesetting — to inspire others, and when to use each one. ? Understanding who you are and what you need to change to become a primal leader, and then develop a plan to make those changes. ? Learning how to build emotionally intelligent organizations. Published by Soundview Executive Book Summaries, 10 LaCrue Avenue, Concordville, Pennsylvania 19331 USA  ©2002 Soundview Executive Book Summaries †¢ All rights reserved. Reproduction in whole or part is prohibited. Developing Emotionally Intelligent Leaders Pages 5, 6 The Motivation to ChangePages 6, 7 Building Emotionally Intelligent Organizations Pages 7, 8 Reality and the Ideal Vision Page 8 Creating Sustainable Change Page 8 PRIMAL LEADERSHIP by Daniel Goleman, Richard Boyatzis and Annie McKee — THE COMPLETE SUMMARY The Vital Emotional Component of Leadership Gifted leadership occurs where heart and head — feeling and thought — meet. These are the two things that allow a leade r to soar. All leaders need enough intellect to handle the tasks and challenges at hand. However, intellect alone won’t make a leader. Leaders execute a vision by motivating, guiding, inspiring, listening, persuading and creating resonance.As a result, the manner in which leaders act — not just what they do, but how they do it — is a fundamental key to effective leadership. The reason lies in the design of the human brain. Laughter and the Open Loop A study at Yale University showed that among working groups, cheerfulness and warmth spread most easily. Laughter, in particular, demonstrates the power of the open loop in operation. Unlike other emotional signals which can be feigned, laughter is largely involuntary. In a neurological sense, laughing represents the shortest distance between two people because it instantly interlocks limbic systems.This immediate, involuntary reaction might be called a limbic lock. Laughter in the workplace signals trust, comfort, a nd a shared sense of the world. a management team that did not get along, the poorer the company’s market return.  ¦ The Open Loop The brain is an open loop. We rely on connections with other people for our emotional stability. Scientists describe the open-loop system as â€Å"interpersonal limbic regulation,† whereby one person transmits signals that can alter hormone levels, cardiovascular function, sleep rhythms and even immune function inside the body of another.Other people can change our very physiology and our emotions. The continual interplay of limbic open loops among members of a group creates a kind of emotional soup, with everyone adding his or her flavor to the mix. Negative emotions — especially chronic anger, anxiety or a sense of futility — powerfully disrupt work, hijacking attentions from the tasks at hand. On the other hand, when people feel good, they work at their best. Feeling good lubricates mental efficiency, making people better at understanding information and making complex judgments.Insurance agents with a glass-ishalf-full attitude, for example, make more sales, in part because they are able to withstand rejection better than their more pessimistic peers. A study on 62 CEOs and their top management shows just how important mood is. The CEOs and their management team members were assessed on how upbeat — energetic, enthusiastic and determined — they were. They were also asked how much conflict the top team experienced. The study found that the more positive the overall moods of people in the top management team, the more cooperative they worked together and the better the company’s business results.The longer a company was run by Why Good Leaders Must Read Emotions Dissonance, in its original musical sense, describes an unpleasant, harsh sound. Dissonant leadership produces groups that feel emotionally discordant, in which people have a sense of being continually off-key. Ranging fr om abusive tyrants to manipulative sociopaths, dissonant leaders are out of touch and create wretched workplaces (continued on page 3) The authors: Daniel Goleman is Codirector of the Consortium for Research on Emotional Intelligence in Organizations at Rutgers University.Richard Boyatzis is Professor and Chairman of the Department of Organizational Behavior at the Weatherhead School of Management at Case Western Reserve University. Annie McKee, who is a member of the faculty of the University of Pennsylvania Graduate School of Education, consults to business leaders worldwide. Copyright © 2002 by Daniel Goleman. Summarized by permission of the publisher, Harvard Business School Press, 60 Harvard Way, Boston, MA 02472 (for print and electronic rights) and Audio Renaissance, 175 Fifth Avenue, New York, NY 10010 (for audio rights). 306 pages. $26. 95. 0-57851-486-X.Published by Soundview Executive Book Summaries (ISSN 0747-2196), 10 LaCrue Avenue, Concordville, PA 19331 USA, a divis ion of Concentrated Knowledge Corporation. Publisher, George Y. Clement. V. P. Publications, Maureen L. Solon. Editor-in-Chief, Christopher G. Murray. Published monthly. Subscriptions: $195 per year in U. S. , Canada & Mexico, and $275 to all other countries. Periodicals postage paid at Concordville, PA and additional offices. Postmaster: Send address changes to Soundview, 10 LaCrue Avenue, Concordville, PA 19331. Copyright  © 2002 by Soundview Executive Book Summaries.Available formats: Summaries are available in print, audio and electronic formats. To subscribe, call us at 1-800-521-1227 (1-610-558-9495 outside U. S. & Canada) Multiple-subscription discounts and Corporate Site Licenses are also available. . 2 Soundview Executive Book Summaries  ® Primal Leadership — SUMMARY Why Good Leaders Must Read Emotions (continued from page 2) Leadership and the Brain’s Design New findings in brain research show that the neural systems responsible for the intellect and for the emotions are separate, but have intimately interwoven connections.This brain circuitry provides the neural basis of primal leadership. Although our business culture places great value in an intellect devoid of emotion, our emotions are more powerful than our intellect. In emergencies, the limbic brain — our emotional center — commandeers the rest of our brain. There is a good reason for this. Emotions are crucial for survival, being the brain’s way of alerting us to something urgent and offering an immediate plan for action — fight, flee, freeze. The thinking brain evolved from the limbic brain, and continues to take orders from it when it perceives a threat.The trigger point is the amygdala, a limbic brain structure that scans what’s happening to us moment by moment, always on the alert for an emergency. It commandeers other parts of the brain, including the rational centers in the cortex, for immediate action if it perceives an emergency. Tod ay we face complex social realities with a brain designed for surviving physical emergencies. And so we find ourselves hijacked — swept away by anxiety or anger better suited for handling bodily threats than office politics.Fortunately, emotional impulses pass through other parts of the brain, from the amygdala through the prefrontal area. There an emotional impulse can be vetoed. The dialogue between neurons in the emotional center and the prefrontal area operate through a neurological superhighway. The emotional intelligence competencies hinge on the smooth operation of this circuitry. Biologically speaking, then, the art of primal leadership interweaves our intellect and emotions. ? — although they have no idea how destructive they are, or simply don’t care.Meanwhile, the collective distress they trigger becomes the group’s preoccupation, deflecting attention away from their mission. Emotionally Intelligent Resonance Resonant leaders, on the other hand , are attuned to their people’s feelings and move them in a positive emotional direction. Resonance comes naturally to emotionally intelligent leaders. Their passion and enthusiastic energy resounds throughout the group. When there are serious concerns, emotionally intelligent (EI) leaders use empathy to attune to the emotional registry of the people they lead.For example, if something has happened that everyone feels angry about (such as the closing of a division) or sad about (such as a co-worker’s serious illness) the EI leader not only empathizes with those emotions, but also expresses them for the group. The leader leaves people feeling understood and cared for. Under the guidance of an EI leader, people feel a mutual comfort level. They share ideas, learn from one another, make decisions collaboratively, and get things done. Perhaps most important, connecting with others at an emotional level makes work more meaningful.  ¦ The Four Dimensions Of Emotional Intel ligenceThere are four domains to emotional intelligence: selfawareness, self-management, social awareness and relationships management. Within the four domains are 18 competencies. These competencies are the vehicles of primal leadership. Even the most outstanding leader will not have all competencies. Effective leaders, though, exhibit at least one competency from each of the domains. The four domains and their competencies are listed below: Self-awareness ? Emotional self-awareness: Reading one’s own emotions and recognizing their impact and using â€Å"gut sense† to guide decisions. Accurate self-assessment: Knowing one’s strengths and limits. ? Self-confidence: A sound sense of one’s self-worth and capabilities. Transparency: Displaying honesty, integrity and trustworthiness. ? Adaptability: Flexibility in adapting to changing situations or overcoming obstacles. ? Achievement: The drive to improve performance to meet inner standards of excellence. ? I nitiative: Readiness to act and seize opportunities. ? Optimism: Seeing the upside in events. Social Awareness ? Self-management ? Emotional self-control: Keeping disruptive emotions and impulses under control.Empathy: Sensing others’ emotions, understanding their perspective, and taking active interest in their concerns. ? Organizational awareness: Reading the currents, decision networks, and politics at the organizational level. (continued on page 4) Soundview Executive Book Summaries  ® 3 Primal Leadership — SUMMARY The Four Dimensions of Emotional Intelligence (continued from page 3) ? Service: Recognizing and meeting follower, client or customer needs. Relationship Management ? Inspirational leadership: Guiding and motivating with a compelling vision. ? Influence: Wielding a range of tactics for persuasion. Developing others: Bolstering others’ abilities through feedback and guidance. ? Change catalyst: Initiating, managing and leading in new directions. ? Building bonds: Cultivating and maintaining relationship webs. ? Teamwork and collaboration: Cooperation and team-building.  ¦ The Leadership Repertoire The best, most effective leaders act according to one or more of six distinct approaches to leadership. Four of the styles — visionary, coaching, affiliative and democratic — create the kind of resonance that boosts performance. The other two — pacesetting and commanding — should be applied with caution. nd fostering friendly interactions. When leaders are being affiliative, they focus on the emotional needs of workers, using empathy. Many leaders who use the affiliative approach combine it with the visionary approach. Visionary leaders state a mission, set standards, and let people know whether their work is furthering group goals. Ally that with the caring approach of the affiliative leader and you have a potent combination. 4. Democratic. A democratic leader builds on a triad of EI abilities: teamw ork and collaboration, conflict management and influence. Democratic leaders are great listeners and true collaborators.They know how to quell conflict and create harmony. Empathy also plays a role. A democratic approach works best when as a leader, you are unsure what direction to take and need ideas from able employees. For example, IBM’s Louis Gerstner, an outsider to the computer industry when he became CEO of the ailing giant, relied on seasoned colleagues for advice. 5. Pacesetting. Pacesetting as a leadership style must be applied sparingly, restricted to settings where it truly works. Common wisdom holds that pacesetting is admirable. The leader holds and exemplifies high standards for performance.He is obsessive about doing things better and faster, quickly pinpointing poor performers. Unfortunately, applied excessively, pacesetting can backfire and lead to low morale as workers think they are being pushed too hard or that the leader doesn’t (continued on page 5) The Six Styles of Leadership 1. Visionary. The visionary leader articulates where a group is going, but not how it gets there — setting people free to innovate, experiment and take calculated risks. Inspirational leadership is the emotional intelligence competence that most strongly undergirds the visionary style.Transparency, another EI competency, is also crucial. If a leader’s vision is disingenuous, people sense it. The EI competency that matters most to visionary leadership, however, is empathy. The ability to sense what others feel and understand their perspectives helps leader articulate a truly inspirational vision. 2. Coaching. The coaching style is really the art of the one-on-one. Coaches help people identify their unique strengths and weaknesses, tying those to their personal and career aspirations. Effective coaching exemplifies the EI competency of developing others, which lets a leader act as a counselor.It works hand in hand with two other competenc ies: emotional awareness and empathy. 3. Affiliative. The affiliative style of leadership represents the collaborative competency in action. An affiliative leader is most concerned with promoting harmony 4 A Visionary Leader When Shawana Leroy became director of a social agency, there were clearly problems. Her predecessor had mired the agency in rules that the talented staff the agency had attracted because of its mission found draining. Despite increased needs for the agency’s services, the pace of work was slow. Leroy met one-on-one with staff and found out that they shared her ision. She got people talking about their hopes for the future and tapped into the compassion and dedication they felt. She voiced their shared values whenever she could. She guided them in looking at whether how they did things furthered the mission, and together they eliminated rules that made no sense. Meanwhile, she modeled the principles of the new organization she wanted to create: one that wa s transparent and honest; one that focused on rigor and results. Then Leroy and her team tackled the changes. The agency’s emotional climate changed to reflect her passion and commitment; she set the tone as a visionary leader.Soundview Executive Book Summaries  ® Primal Leadership — SUMMARY The Leadership Repertoire (continued from page 4) The Case of Too Much Pacesetting The superb technical skills of Sam, an R&D biochemist at a large pharmaceutical company, made him an early star. When he was appointed to head a team to develop a new product, Sam continued to shine, and his teammates were as competent and self-motivated as their leader. Sam, however, began setting the pace by working late and offering himself as a model of how to do first-class scientific work under tremendous deadline pressure.His team completed the task in record time. But when Sam was selected to head R&D, he began to slip. Not trusting the capabilities of his subordinates, he refused to delega te power, becoming instead a micro-manager obsessed with details. He took over for others he perceived as slacking, rather than trust that they could improve with guidance. To everyone’s relief, including his own, he returned to his old job. trust them to get their job done. The emotional intelligence foundation of a pacesetter is the drive to achieve through improved performance and the initiative to seize opportunities.But a pacesetter who lacks empathy can easily be blinded to the pain of those who achieve what the leader demands. Pacesetting works best when combined with the passion of the visionary style and the team building of the affiliate style. 6. Commanding. The command leader demands immediate compliance with orders, but doesn’t bother to explain the reasons. If subordinates fail to follow orders, these leaders resort to threats. They also seek tight control and monitoring. Of all the leadership styles, the commanding approach is the least effective. Consid er what the style does to an organization’s climate.Given that emotional contagion spreads most readily from the top down, an intimidating, cold leader contaminates everyone’s mood. Such a leader erodes people’s spirits and the pride and satisfaction they take in their work. The commanding style works on limited circumstances, and only when used judiciously. For example, in a genuine emergency, such as an approaching hurricane or a hostile take-over attempt, a take-control style can help everyone through the crisis. An effective execution of the commanding style draws on three emotional intelligence competencies: influence, achievement and initiative.In addition, self-awareness, emotional self-control and empathy are crucial to keep the commanding style from going off track.  ¦ Developing Emotionally Intelligent Leaders The key to learning that lasts lies in the brain. Remember that emotional intelligence involves circuitry between the prefrontal lobes and the limbic system. Skills based in the limbic system are best learned through motivation, extended practice and feedback. The limbic system is a slow learner, especially when trying to relearn deeply ingrained habits. This matters immensely when trying to improve leadership skills.These skills often come down to habits learned early in life. Reeducating the emotional brain for leadership learning requires plenty of practice and repetition. That’s because neural connections used over and over (continued on page 6) Boyatzis’s Theory of Self-Directed Learning Practicing the new behavior, building new neural pathways through to mastery 1. My ideal self: Who do I want to be? 2. My real self: Who am I? 5. Developing trusting relationships that help, support and encourage each step in the process 4. Experimenting with new behavior, thoughts and feelingsMy strengths: Where my ideal and real self overlap My gaps: Where my ideal and real self differ 3. My learning agenda: Building on my strengths while reducing gaps Soundview Executive Book Summaries  ® 5 Primal Leadership — SUMMARY How One Leader Changed When Nick, a star salesman, took over as head of an insurance agency in a new city, he knew he needed help. The agency was in the bottom quartile. He hired leadership consultants, who determined what type of leader Nick was. He fit the pacesetting mold, with elements of the commanding style. As pressure mounted, the atmosphere grew increasingly tense.Nick was encouraged to focus on his salespeople’s performance rather than his own. This required he use the coaching and visionary styles. Fortunately, some of the traits that made him a great salesman — empathy, self-management and inspiration — transferred well. He seized the opportunity to work one-on-one and stifled his impulse to jump in when he got impatient with someone’s work. Eighteen months later, the agency had moved from the bottom to the top and Nick became one o f the youngest managers to win a national award for growth. The Motivation to Change The first discovery — the ideal self — is where change begins.Connecting with one’s passion, energy, and excitement about life is the key to uncovering your ideal self. Doing so requires a reach deep inside. You, Fifteen Years from Now Think about where you would be sitting and reading this summary if it were fifteen years from now and you were living your ideal life. What kinds of people are around you? What does your environment look and feel like? What would you be doing during a typical day? Don’t worry about the feasibility. Just let the image develop and place yourself in the picture. Write down your vision, or share it with a trusted friend.After doing this exercise, you may feel a release of energy and optimism. Envisioning your ideal future can be a powerful way to connect with the real possibilities for change in our lives. Next, determine what your guiding prin ciples are. What are your core values in the areas of life that are important to you, such as family, relationships, work, spirituality and health. Write down everything you want to experience before you die. Doing so will open you up to new possibilities. Developing Emotionally Intelligent Leaders (continued from page 5) become stronger while those not used weaken. Self-Directed LearningTo work, leadership development must be self-directed. You must want to develop or strengthen an aspect of who you are or who you want to be. This requires first getting a strong image of your ideal self, and an accurate picture of your real self. Self-directed learning involves five discoveries, each representing a discontinuity. The goal is to use each discovery as a tool for making the changes needed to become an emotionally intelligent leader. People who successfully change move through the following stages: ? The first discovery: My ideal self — Who do I want to be? ? The second discover y: My real self — Who am I?What are my strengths and gaps? ? The third discovery: My learning agenda — How can I build on my strengths while reducing my gaps? ? The fourth discovery: Experimenting with and practicing new thoughts, behaviors and feelings to the point of mastery. ? The fifth discovery: Developing supportive and trusting relationships that make change possible.  ¦ Look at Your Real Self Once you see your ideal self, you need to look at your real self — the second discovery. Then, and only then, can you understand your strengths. Taking stock of your real self starts with an inventory of your talents and passions — the person you actually are.This can be painful if the slow, invisible creep of compromise and complacency has caused your ideal self to slip away. How do you get to the truth of your real self? You must break through the information quarantine around you. Actively seek out negative feedback. You can do this using a 360-degree ev aluation — collecting information from your boss, your peers and your subordinates. Multiple views render a more complete picture because each sees a different aspect of you. Once you have a full picture of yourself, you can examine your strengths and gaps. Do this by creating a personal balance sheet, listing both.Don’t focus solely on the gaps. Metamorphosis: Sustaining Leadership Change It’s now time to develop a practical plan to learn leadership skills, which is the third discovery. Focus on improvements you are passionate about, building on your strengths while filling the gaps. Craft specific, manageable learning goals that are tied to the goals that motivate you. When goal-setting, consider that: (continued on page 7) 6 Soundview Executive Book Summaries  ® Primal Leadership — SUMMARY Are You a Boiling Frog? If you drop a frog into boiling water, it will instinctively jump out.But if you place the frog in a pot of cold water and gradually increa se the temperature, the frog won’t notice the water’s getting hotter. It will sit there until the water boils. The fate of that poached frog isn’t so unlike some leaders who settle into a routine or let small conveniences solidify into large habits — and allow inertia to set in. Building Emotionally Intelligent Organizations When it comes to leadership, changing a single leader is only the beginning. The rest of the job is to develop a critical mass of resonant leaders and thereby transform how people work together.Parallel Transformations The most effective leadership development works hand in hand with parallel transformations in the organizations that those leaders guide. Groups only begin to change when they understand how they work, especially if there is discordance. They must understand what the underlying group norms are, and then develop the ideal vision for the group. The Motivation to Change (continued from page 6) ? Goals should build strength s. ? Goals must be your own, not someone else’s. ? Plans must be flexible and feasible, with manageable steps. ? Plans must fit your learning style.The Power of Group Decision-Making Group decision-making is superior to that of the brightest individual in the group — unless the group lacks harmony or the ability to cooperate. Even groups with brilliant individuals will make bad decisions in such an environment. In short, groups are smarter than individuals when (and only when) they exhibit the qualities of emotional intelligence. Leaders ignore the power of the Groups are smarter than group at great individuals when cost. You can’t (and only when) assume that the force of your they exhibit the qualities leadership alone of emotional intelligence. s enough to drive people’s behavior. Don’t make the common mistake of ignoring resonance-building leadership styles and steam-rolling over the team using the commanding and pacesetting styles exclusively. To lead a team effectively, you must address the group reality. Leaders who have a keen sense of the group’s pivotal norms and who are adept at maximizing positive emotions can create highly emotionally intelligent teams. The Experimenting Stage The fourth discovery requires you to reconfigure your brain as you practice new behaviors to the point of mastery.You can only do this by bringing bad habits into awareness and consciously practicing a better way. Rehearse the behavior at every opportunity until it becomes automatic. Improving an emotional intelligence competency takes months because the emotional centers of the brain are involved. The more often a behavioral sequence repeats, the stronger the underlying brain circuits become, as you rewire your brain. Like a professional musician, you must practice and practice until the behavior becomes automatic. A powerful technique you can use is the mental rehearsal. Envision yourself repeating the behavior you want to master ov er and over again.This, coupled with using the behavior as often as possible, will trigger the neural connections necessary for genuine change to occur. Supportive and Trusting Relationships Finally, begin applying the fifth discovery — the power of supportive relationships. For anyone who has gone through leadership development that works, the importance of the people along the way is obvious. Having supportive people around when you want to change can make a big difference. Positive groups help people make positive changes, especially when the relationships are filled with candor, trust and psychological safety.For leaders, that safety may be crucial for learning to occur. Leaders often feel unsafe in the spotlight, and avoid risk-taking change. Where can you find these relationships? One approach is to find a mentor. Another is to hire an executive coach.  ¦ Maximizing the Group’s Emotional Intelligence A group’s emotional intelligence requires the same cap abilities that an emotionally intelligent individual does — self-awareness, self-management, social awareness and relationship management. A group expresses its self-awareness by being mindful of shared moods as well as the emotions of its members.Emotions are contagious, and a team leader needs to understand how to keep a bad mood from spreading. For example, imagine a meeting held in an out-of-the (continued on page 8) Soundview Executive Book Summaries  ® 7 Primal Leadership — SUMMARY Building Emotionally Intelligent Organizations (continued from page 7) way location and a team member arriving late exclaiming that the meeting location is very inconvenient for him. If the member’s anger is allowed to fester, it will infect the whole team. But if instead, the leader acknowledges the sacrifice the member is making and thanks him, the anger dissipates.The leader who wants to create an emotionally intelligent team can start by helping the team raise its collecti ve self-awareness. This is the true work of the team leader. Initiate the process by looking at what’s really going on in the group. Uncover the team’s less-productive norms and work with the team to change them.  ¦ Shoney’s Transformation The Shoney’s restaurant chain had a close-knit group of executives at the top — people who knew each other well, shared history and beliefs, and generally thought they knew how to run their business.In reality, they were an old-boy’s network of white male senior executives with an underlying culture that left people of color behind. All that changed when the company paid $132 million to settle a class-action lawsuit by employees and applicants who alleged discrimination. A cadre of new leaders have changed the company’s culture and broadened opportunities so much that ten years later, the company was listed as one of the top 50 companies for minorities by Fortune magazine. The change occurred beca use the lawsuit was a wake-up call regarding the reality of the company’s dissonant culture.The new leaders identified an ideal vision that would guide hiring practices, and the organization embraced that vision. Reality and the Ideal Vision Just as was the case with teams, a leader who wants to change an organization must first understand its reality. Change begins when emotionally intelligent leaders actively question the emotional reality and cultural norms underlying the organization’s daily activities and behavior. To create resonance and results, the leader has to pay attention to people’s emotions. Even toxic organizations can change. Creating Sustainable ChangeHow does a leader create sustainable resonance in an organization? Every large organization has pockets of resonance and dissonance. The overall ratio determines the organization’s emotional climate and performance. To shift the ratio toward resonance, cultivate a dispersed cadre of emotiona lly intelligent leaders. To do that, leadership training must be the strategic priority and be managed at the highest level. Commitment must come from the top. That’s because new leadership means a new mindset and new behaviors, and in order for these to stick, the organization’s culture, systems and processes all need to change.Let’s say that as a leader, you get it. You’ve set the stage by assessing the culture, examining the reality and the ideal. You’ve created resonance around the idea of change, and you’ve identified the people who will take top leadership roles. The next step is to design a process that lets those leaders uncover their own dreams and personal ideals, examine their strengths and their gaps, and use their daily work as a learning laboratory. That process must also be self-directed and include the following elements: ?A tie-in to the organization’s culture. ? Seminars emphasizing individual change. ? Learning abou t emotional competencies. ? Creative learning experiences. ? Relationships that support learning, such as executive coaching.  ¦ Dynamic Inquiry A process called dynamic inquiry can help you discover an organization’s emotional reality — what people care about, what is helping A leader who wants them, their group, to change an organization and the organization to succeed, and must first understand what’s getting in its reality. the way.The process uses focused conversations and open-ended questions intended to get to feelings. Themes become apparent from these conversations, which are then taken to small groups for more discussion. The conversations that ensue about what’s right and what’s not create momentum. People feel inspired and empowered, willing to work together to address their collective concerns. Once they do, you will be able to help the organization define its ideal vision — one that is in sync with individual hopes and dreams .  ¦ 8 Soundview Executive Book Summaries  ®

Boeing’s e-enabled advantage Essay Example for Free

Boeing’s e-enabled advantage Essay The Boeing Company is a major aerospace and defense corporation, originally founded by William E. Boeing in 1916 in Seattle, Washington. In 2004, it became one of the United State’s largest manufacturers with nearly 160, 000 employees and a net income of $1. 87 billion. It was the world’s largest aerospace company and for decades, had dominated the world’s commercial aviation market. THEIR STRATEGY Their main strategy was to streamline their core processes and to diversify. In streamlining their core processes, Boeing adopted simpler procedures for configuring aircraft to specifications, scheduling, ordering parts and managing inventory. They also diversified and entered into other markets, becoming more agile geographically and becoming less dependent on the highly cycled commercial jetliner market. They also integrated defense systems, Capital Corporation and the commercial airlines. HOW I. T. FACTORED INTO THAT In launching the aforementioned integration and innovative technologies, Boeing needed high end Information Technology expertise. That helped them launch a couple of websites including MyBoeingFleet. com. They also launched the Boeing Connexion and the Airplane Health Management (AHM). They went further and took great strides to understand both the airlines and the airline customers and integrate their business processes with Information Technology. This helped them provide broader services and is the main source of the e-enabled technology mentioned in the case study. This helped them plan and prioritize current and future processes effectively. THE MARKET Their market initially was the United States military which drove their technology but later grew to include commercial airliners. Their commercial airline market rapidly grew to 60% of the market world over and they appeared to have reached the pinnacle of the corporate might. As this happened, the only direction Boeing seemed to be headed was downward due to the emergence of big competitors. THEIR COMPETITION In the commercial airliner, Airbus seemed to be their biggest competition but because of all the technologies they integrated into their business, it was competing in segmented markets against industry giants like Oracle, IBM and Accenture as well as Garmin International and Aero Exchange International but their visionary leadership and their willingness to invest in technology sees them come out on top. THEIR WEAKNESS One of the main weaknesses of Boeing was their inablitiy to meet delivery schedules for airlines. Some airplanes they manufactured were also said to be inefficient but that did not stop them from producing more of those aircrafts which led to the belief that they are out of touch with their customers. Also, their frequent change of leadership could be considered a weakness as that makes them frequently go back to the drawing board to re-strategize. Boeing’s e-enabled advantage. (2016, Aug 07).

HYPNOTHERAPY Essay Example | Topics and Well Written Essays - 2000 words

HYPNOTHERAPY - Essay Example Thus, in this way monotony to the visual sense can be achieved by hypnotist. When depriving a subject of a habitual pleasure such as smoking, following suggestion could be given to compensate for the deprivation: â€Å"Cigarette smoking will fill you with disgust. From this moment on and always in the future, any tobacco smoke entering your mouth or nostrils, will taste and smell like burning rubber. You should refuse to accept the cigarette†. To generate emotion in the subject, the hypnotist must steer the subject towards nervous apprehension. The hypnotist should alter the voice, move closer to the subject and apply in a carefully articulated monotone with a slow, monotonous rhythm. The hypnotist should make sure that what aromas or smells are present in the room at the beginning of a session, do not suddenly fade to produce an obvious sensory change. In addition, one should make certain that no new or unfamiliar smell enters the room to alter the established pattern of olfactory impressions. This is the way to apply monotony to the sense of smell. Whilst being hypnotised, the subjects eyelids may be inclined to flutter or twitch. This indicates that he is still consciously aware of the existence of his eyelids, and of the need to control them if the eyes are to remain closed. The hypnotist should thank the difficult subject reassuringly, and should try to give him the feeling that something positive has been achieved. Thus, the hypnotist can protect his image against the possibility of failing to hypnotise the difficult subjects. A hypnotist should tell that he I going to place his/her hand on the left shoulder of one member of a group of hypnotised subjects, until then the subject has to remain asleep ignoring all the suggestions. Then, when the individual feel that it is his turn now, then the subject will immediately start responding to all the suggestions made by hypnotist. For mass hypnosis, forego the

International Marketing Plan for Allianz Case Study

International Marketing Plan for Allianz - Case Study Example The company has acquired about 60 million customers to whom it provides property and casualty insurance services, health insurance, life insurance asset management and banking services. Allianz started to go international in the late 19th century when the company opened a branch office in London. Allianz now also has branches in Paris, Italy, Great Britain, Netherlands, Brazil, Spain, and USA. Allianz hopes to expand into Eastern Europe and establish branches either in Hungary or turkey. Since international marketing plans revolve around certain factors, the company will have to complete a thorough analysis of the countries in question, so as to determine the feasibility and viability of international services in these countries. This report will also discuss the viability of establishing branches in the Turkish or Hungarian market place. The Company is aiming to establish the organization in a global market. In order to do this an effective international marketing plan would have to be developed. The goal of this international marketing plan is the provision of specific directions for the company's marketing activities. Research will be carried out in various areas like segmentation, marketing, pricing strategy, targeting and positioning, promotional strategy, control and implementation, in order to achieve set goals. This marketing plan will also detail what the company can achieve with such an international marketing strategy and hoe this plan will help in realizing company objectives. When an organization has decided that it is beneficial to go international and start operations in another country, "it is necessary to define company policies on international marketing and the company's objectives for creating promotional campaigns that are efficient. As long as Allianz continues to offer superior services that are efficient, then the company will be better than a domestic company. As the global market continues to grow bigger and population increase continues, the company must engage in effective international marketing, in order to acquire and maintain more clients." (An in depth analysis of Insurance Industry) Interest in Hungary and Turkey Numerous variables function within an international company such as this, which deals in a global market. These variables can influence the company's strategy either directly or indirectly. Being well implanted in various parts of the world Allianz seeks to invest other markets in Europe. Marketing strategy At Allianz, the goal of business is the acquisition of clients and maintaining these clients as customers. The company's international marketing strategy should reflect this, as the company continues to build its reputation. The strategies that would be used for this international marketing will be a push/promotional strategy and pull/selling strategy. The push/promotional strategy will use the company's trade promotion activities and sales force to create consumer demand internationally. The pull/selling strategy involves expenses on promotions for consumers and advertising in order to build up consumer demand for services SWOT analysis The sections highlighted below constitute the most relevant issues for Allianz, and the success of the company. Strengths The company's strengths include: a brand new international approach, staff

Information Technology Service Yakka Tech Pty Ltd Essay

Information Technology Service Yakka Tech Pty Ltd - Essay Example It seems that despite having substantial employee strength, it is not being able to meet the standards as per the demands of its customers. The customer service department has been underperforming which is the present cause of concern for the company. The company has been stagnating and the number of customer complaints has been rising dramatically. This case provides a perfect situation for the identification of management loopholes. Accordingly, suitable recommendations have been proposed for rectifying the situation. The underperformance of employees can be dealt with by applying various theories of management. Employee motivation has a key role to play in this regard. The company has also been facing the problem of employee turnover. A similar issue was raised in Cadbury’s where the turnover rates remained high because of unfavorable conditions and malpractices in the areas of human resource management. However, the situation was brought under control by restructuring the HR strategies. An ideal working environment was provided along with sick pays, holidays and other benefits for the employees (Pinnington, Macklin & Campbel, 2007, p.39). This is a critical human resource issue which requires careful understanding of the causes why the employees have been leaving the organization. It is important to make an in-depth analysis of the reasons for employee dissatisfaction, insecurity and lack of commitment (Taylor, 2002, p.60). High turnover rates result in significant costs to the company in the form of recruitment, training and productivity loss (Reichheld & Teal, 2001, p.96). Research reveals that the organizational hassles often affect the quality of work. The kind of supervision, operational hassles or disagreement about of how something requires being done may be reflected through low productivity and poor performance (Basch & Fisher, 1998, p.6). The situation in Yakka Tech is also similar where the operational hassles results on lack of coordination of resources eventually lowering the level of performance.