Monday, January 27, 2020

Studying the role of leadership management

Studying the role of leadership management According to Bennis and Nanus (1985, p. 20), leadership is referred as the most studied and least understood topic of any in the social sciences. There are more than 100 definitions of leadership having been identified in literature (Rost, 1991), and Stogdill (1974) even suggests that the definitions of leadership are as many as people who have ever tried to define it. However, there is neither any unanimously accepted definition of leadership, nor any consensus on the best way to train leaders (Bolden, 2004). Gallie (1955, cited in Grint, 2004, p. 1) defines leadership as, Leadership appears to be, like power, an essentially contested concept', whereas Bennis and Nanus (1985, p. 20) describes leadership as the abominable snowman, whose footprints are everywhere but who is nowhere to be seen. To summarise, the meaning of leadership is complex and includes many dimensions and it addresses many other key business/corporate, organisational, socio-cultural and personal processes. In mode rn days, it is generally popularised among commentators that charisma, inspiration, trust and consensus have been increasingly associated with leadership, but the author tends to advise they are necessary conditions for successful leadership in most situations, and there are circumstances, where other determinants are needed. Various Schools of Thoughts about Modern-day Leadership In 21st century the concepts of leadership and its definition are becoming more diversified according to various schools of thoughts. Peters (1993, p.19), explains the modern-day leadership as, Crucial to the revolution now under way so crucial that we believe the words managing and management should be discarded. Drucker (1992, p.119), having a similar point as Peters, identifies modern-day leadership as, Mundane, unromantic and boring. Its essence is performance, though Bolden (2004) is not in the favour of differentiating the details of the leadership from the management. What is more, as noted in the Jack Welchs example, General Electric Company progresses many folds in few years and the basis of this success is a candid, lucid and set guideline for a linear and prolific organization (Slater, 2003). Last but not least, Peter Scholtes (1998) leadership concentrates on systems thinking, and his opinions include leading by objectives, merit pay, performance appraisals, motivation, etc. According to Collinson (2005), followership is the essence of leadership, which means that modern-day leadership styles should be according to the personality and characteristics of the followers. The author understands from these different views that in the 21st century leadership styles, there is no one monotonous leading style in the organizations. Charisma in Modern-day Leadership Charisma is an advantage that promotes modern-day leadership performances, but it is not essential (Carpenter, 2002). Max Weber (1947) firstly defines that charisma differing leaders from ordinary people refers to special gifted magnetic charm and appeal; it gives leaders the capacity to do extraordinary things, and in particular it gives the leader exceptional powers of influence to followers. Scholars further suggest that charismatic leaders often serve as a strong role model for values that they desire others to adopt, show competence in every aspect of leadership so others trust his or her decisions, articulate clear goals and strong values, communicate high expectations for followers and show confidence in their abilities to meet those expectations (Conger, 1989; House, 1977; Shamir et al., 1993). Charismatic leaders are having deep impact on followers value, attitude and behavior, and it is suggested charisma is an important leadership attribute that motivates followers (Ilies et al., 2006). Leaders with charismatic personalities can get things done through attracting the subordinates to achieve the organisational goals more effectively, as people feel encouraged to be more devoted to their work, as a result of their admiration and respect to their leaders (Mortensen, 2008). Bill Clinton and Steve Jobs are both typical charismatic leaders. With overwhelming personal charm and vision, they successfully create their era. However, Ciulla (2004) suggests that basis of the leadership is ethics like earned trust not the charm. Tyler (2008) also advises people are lead because of their trust to the leaders, not charisma. Furthermore, it is generally agreed that leadership is ability and a skill which could be learnt over time and with the experience and maturity (Mumford et al., 2000); leaders are made not born, and charisma could be developed (Adair, 2005). Yet, Howell and Shamir (2005) also figure out that characteristics of followers sometimes determine the e fficiency of charismatic leadership. There is no denying of the importance of charisma for the leaders in the present-day leadership styles. Charisma is the capability to project the vision and thoughts regarding what the future prospects will hold upon others to bring a positive transform or change. In the light of this discussion, author understands that charisma is increasingly associated with modern-day leadership, and with the concern of other factors like the element of trust and follower, leadership in the modern-day organisations becomes more effective. The Inspirational Approach in Modern-day Leadership Inspirational leaders could positively motivate and influence people to get the best out of themselves, and accordingly pursue a far better performance of the organization (Wilson, 2010). Wilson and Rice (2004) also state that inspirational leaders are able to encourage, grow, and build up confidence of followers, through which modern organizations could benefit higher performance, even facing adversity. Robbins et al. (2010) suggest that charismatic leadership is the most common style of inspirational approach to leadership. The most striking element of the charismatic leadership is the ability to inspire astonishing performance from the followers and the team. It is also revealed that inspiration is a tactic to influence others and is associated with the research conducted by Yukl and Falbe (1990). The concept is that the leader makes a request or proposal that arouses enthusiasm by appealing to peoples values, ideals and aspirations or by increasing their confidence that they can do it. However, leaders are starting to inspire and motivate followers to perform, once trust is built up (Zeffane, 2010). Scholars claims that there are factors stimulating inspira tion, like a vision, which tells followers what they are expected to achieve and which they could always hold on (Scott, 2010). Other factors include involvement of everyone (Bilchik, 2001; Wilson, 2010), and the courage to admit personal weakness (Goffee and Jones, 2000) and so forth. Yukl and Falbe (1990) also conclude that leaders are most likely to use inspirational appeal and pressure when trying to influence subordinates, rather than their boss, or colleagues. In short, people are inspired to enthusiastically perform as well as they could, and ultimately succeed in achieving better organisational performance. Consensus and Modern-day Leadership With more and more emphasis on democracy, modern-day leadership is being increasingly associated with the consensus element in the decision making in the business organizations. Early experiments and research of Lewin et al. (1939) indicates that people are performing better, if they have been involved in the decision-making process. They also suggest leadership style to a large degree determine the performance of the group and they have categorized leadership into three styles: authoritarian, democratic and laissez faire leadership, among which democratic leadership is generally regarded as the more effective style. Consensus plays a very important role in democratic leadership, as members are encouraged to participate in the decision-making process and involved in the final decision and the agreement (Knight et al., 1999). Hence, with the support to the decision, people are better motivated and likely to perform better that they have been expected to (Brilhart and Galanes, 1989). M oreover, consensus in leadership stimulates team cohesiveness, with which members cooperate more with each other (Sanders and Schyns, 2006). It is also stated effective strategic leaders understand the necessity to involve team members in consensus decision making (Brilhart and Galanes, 1989). Besides, Felfe and Heinitz (2010) conclude that consensus not only largely predicts members commitments and their satisfaction, but also enhance organisational performance and leadership. Yet, Frisch (2008) argues a team cant make effective decisions if its members dont trust one another or if they fail to listen to one another. Therefore, before adopting consensus decision-making process, it is important that trust has been built up among members. It should not be neglected the decision-making ability of members in consensus process, as well as the fact that there are times authoritarian leaders work more effectively, especially facing risks and opportunities, as at least authoritarian leader ship is far less time-consuming (Lewin et al., 1939), and not everyone has the ability to tell and seize opportunities. Steve Jobs to some degree is an authoritarian leader, as no matter what other say and do, he insists that Apple should do its software and hardware all by itself even in such an open world day, as they know themselves best. It appears that Steve Jobs and his way is the path to the success of Apple. It would still appear consensus in modern-day leadership helps to sustain decisions, and to succeed a strategic leader needs to build the consensus. Trust Element in Modern-day Leadership As previously discussed, trust is shown as the basis of no matter charismatic, consensus or inspirational leadership. The importance of trust in modern organizations is widely recognized (Clegg et al., 2002), and it is increasingly important for leaders to arouse trust and faith to motivate the followers in modern organizations (Robbins et al., 2010). Martin (1998) defines trust leadership as, Leadership that is born and kept alive by the follower trust is trust leadership. According to him, followers attitudes are created by the leaders in the modern-day organisations. This allows the followers to trust the leader and trust is at the root of the leadership. Leadership is meant very little without the trust and vice versa. George Washington, Abraham Lincoln, Martin Luther King Jr. are some of the examples from the recent history who have innate abilities to influence the followers by appealing to their values and earning the trust. These values include trust, respect, equality and freedom and are present in the modern-day followers, too. The values practiced in the past can be duplicated and practiced today and applied to the workplaces (Martin, 1998). Attitudes determine responses, so effective leaders understand that employees attitudes are very important in achieving goals of the company. To build the trust, leaders influence employees by tapping into their values and thus a positive behavior and attitude is encouraged in both the leader and the follower. Thus, as Matthews (2010) suggests that trust is the basis to heighten and achieve productivity and profitability in modern-day businesses in addition to aligning the organisational values with the employees values. Vadell (2008) also describes the trust as the leading concept in the organisational commitment, which could be exemplified by his research about United States Air Force Officers commitment and intention to leave the military. On the other hand, leaders trust in subordinates benefits themselves in delegating power to subordinates (Leana, 1986), by which subordinates would be further motivated. Likewise, Greenberg (2009) indicates innovation more than often comes from taking risks, while trust is key determinant to inspire people to take risks; for example, Google employees are trusted to have one day a week to do whatever interests them, which gives birth to innovations like Gmail. The author understands that in the modern-day organisations and leadership styles, mutual trust between leaders and subordinates helps develop the commitment among the followers and this commitment element establish the truthfulness of the charismatic leadership style. Increasing Association of Charisma, Trust, Inspiration and Consensus with the Modern-day Leadership Theories Literature reveals charisma, trust, inspiration and consensus are all important factors of transformational leadership, which elevate followers well-being (Gillespie and Mann, 2004; Khatri, 2005; Nielsen and Munir, 2009; Liu et al., 2010; Felfe and Heinitz, 2010). Bass (1985) suggests that transformational leadership theory results into growth and empowerment of the followers, and Howell (1988) believes transformational leadership style develops dependency among the followers on the leader. This means that followers motivation, self respect and esteem all are dependent on the positive feedback and recognition from the leader. Richard Branson could well exemplify modern-day transformational leadership. In Virgin empire the individual personality of Branson is stamped all through the organization, and his values and goals derive and infuse every corner of the corporation. Charismatic transformational leaders like Branson are capable to achieve their impact by the creation of followers who personally identify with this style as well as with the work group they are with (Yukl, 1989). Conger and Kanungo (1998) suggest that the personal attachment and identification with the leaders is because of leaders charismatic style and approach and is based on referent power. Similarly, Shamir et al. (1993) suggest that role model behaviour is one main method with which leaders influence the followers. The older leadership styles such as contingency models of Fiedler (1967), Vroom and Yetton (1973) and Yukl (1989) have main focus on the identification of the leadership styles which predicts effective results depending on situational contingencies. But these theories could not advise for a continuous changing environment and circumstances. One of concepts recognised by most scholars as accurately reflecting what it is to be a leader is leadership is a trait (Rost, 1991). Stogdill (1974) studied some leadership qualities in traits that appeared more often than others, like sense of responsibility, self-confidence and emphasis on task competition. However, Shaw (1976) and Fraser (1978) identifies that leaders usually attain above average scores for the traits like motivation, ability and sociability. Rost (1991) suggests that according to the trait theory people are either born or not born with the leadership qualities that help them succeed in the leading roles. Inherited qualities for example the personality and cognitive ability are basis of the effective leadership. Author feels that sometimes traits are built or developed within the leaders. Richard Branson was not very sociable in his school life, but he has made himself the face of Virgin Group by participating in the shocking promotional and publicity stunts to g ain attention. Therefore, personality and traits are core part of modern-day leadership, but accordance to needs and wants of the business become the more rife drivers of the behavior. Modern-day leadership styles are more associated with the mix of charisma and trust to inspire the followers. Influence of Cultural Differences on Modern-day Leadership In modern days, more and more researches are focused on leaders/leadership in the context of globalization, that is global leaders/leadership (Mendenhall et al., 2008). It is also indicated despite of being a good leader in home country, one of the biggest challenges facing modern global leaders is how to lead people cross-culturally (Thomas, 2008; Deresky, 2011), as one leadership style may be effective in one culture, but fails in another (Scandura and Dorfman, 2004). DeGrosky (2011) reveals that leadership theory and practice have a great impact and are influenced by the differences among the cultures. However, the basic or fundamental principles of the leadership are same in all cultures even if leaders execute those functions in diverse ways from culture to culture. People influence others through leadership. Peoples values, attitudes, beliefs and behaviours vary largely by culture (Hofstede, 1998; Walumbwa et al., 2007; Thomas, 2008), so efficiency of leadership influence diffe rs by cultures, too. In some cultures, people could be influenced successfully by applying coherent persuasion teamwork and consultation, while other cultures may be influenced successfully by using general approaches like socialising, gifting and exerting pressure (DeGrosky, 2011). For example, as Americans have an individualistic cultural style (Hofstede, 1983), in this cultural context, leadership looks more at individual leaders and personality traits, style, behavior, as well as charisma, and it is encouraged to highlight individual success; While in China, with a highly collectivism context, it is more reasonable to praise a team/group, instead of individuals. The case of the Floundering Expatriate also indicates that different leadership style is required by different cultural context. In modern-day leadership, peoples views of effectual leadership change from customary and individualistic toward collective and collaborative styles. The Global Leadership and Organisational Be havior Effectiveness project in 2004 indentifies there are universally accepted leadership characteristics worldwide. Positive leader attributes include trustworthiness, justice, confidence, honesty and so forth, while loner, non-cooperation, ruthlessness and asociality etc. are negative attributes (House et al., 2004). Conclusion Concept of modern-day leadership differs from one school of thought to other like modern-day leadership styles include simple linear, visionary, pure arts and science, systems thinking and military style, etc. However, in modern-day leadership there is no single leading style among the leaders and in the organisations. Type of the organization and followers characteristics also play an important role in deciding for the leadership style now. But the key point is that modern-day leadership is increasingly associated with charisma, inspiration, trust and consensus, as well as other determinants like followers characteristics and cultural differences. However, charisma is criticised in a positive as well as in a negative manner by different school of thoughts. When charismatic leadership style is based on the core values like paying respect and attention to the ideas of subordinates, then this brings a positive synergism for the impact of charismatic leadership style in the success of t he business processes and operations. Trust between leaders and the followers is the basis for success of charismatic leadership style. Strategic leaders and policy makers with inspirational abilities and consensus development attitudes can develop trust between them and the followers/employees. In short, charisma, inspiration and trust are linked with each other and collectively help develop commitment among the followers. Reference List Adair, J. (2005) The Inspirational Leader: How to Motivate, Encourage and Achieve Success. Philadelphia: Kogan Page. Bass, B.M. (1985) Leadership and Performance beyond Expectation. New York: Free Press. Bennis, W. and Nanus, B. (1985) Leaders: the Strategies for Taking Charge. New York: Harper and Row. Bilchik, G.S. (2001) Leaders who inspire, Health Forum Journal, Vol. 44, No. 2, pp. 10-15. Bolden, R. (2004) What is Leadership? [Online]. Exeter: Centre for Leadership Studies, Business School, University of Exeter. Retrieved from: http://centres.exeter.ac.uk/cls/documents/what_is_leadership.pdf [Accessed 17 December 2010]. Brilhart, J. K. and Galanes, G. J. (1989) Effective Group Discussion. 6th ed. Dubuque: William C. Brown. Carpenter, L. (2002) Inspirational leadership, Management Services, Vol. 46, No. 10, pp. 34-36. Ciulla, J.B. (2004) Ethics, the Heart of Leadership. 2nd ed. Westport: Praeger. Clegg, C., Unsworth, K., Epitropaki, O. and Parker, G. (2002) Implicating trust in the innovation process, Journal of Organizational and Occupational Psychology, Vol. 75, No. 4, pp. 409-422. Conger, J. A. (1989) The Charismatic Leader: Behind the Mystique of Exceptional Leadership. 1st ed. San Francisco: Jossey-Bass. Conger, J. A. and Kanungo, R. N. (1998) The empowerment process: Integrating theory and practice, Academy of Management Review, Vol.13, No. 3, pp. 471-482. Collinson, D. (2005) Dialectics of leadership, Human Relations, Vol. 58, No. 11, pp. 1419-1442. DeGrosky, M. (2011) Cultural Context Leadership [Online]. Wildfire Magazine. Retrieved from: http://wildfiremag.com/command/cultural-context-leadership-200907/ [Accessed 30 December 2011]. Deresky, H. (2011) International Management: Managing across Borders and Cultures. 7th Edition. Boston, London: Pearson. Drucker, P. F. (1992) Managing for the Future: The 1990s and Beyond. New York: E.P. Dutton. Felfe, J. and Heinitz, K. (2010) The impact of consensus and agreement of leadership perceptions on commitment, Organizational Citizenship Behaviour, and customer satisfaction, European Journal of Work and Organizational Psychology, Vol. 19, No. 3, pp. 279-303. Fiedler, F. (1967) A Theory of Leadership Effectiveness. New York: McGraw-Hill. Fraser, C. (1978) Small Groups: Structure and Leadership. In H. Tajfel and C. Fraser (eds.), Introducing Social Psychology, Harmondsworth: Penguin. Pp. 176-200. Frisch, B. (2008) When teams cant decide, Harvard Business Review, Vol. 86, No. 11, pp. 121-126. Goffee, R. and Jones, G. (2000) Why should anyone be led by you?, Harvard Business Review, Vol. 78, No. 5, pp. 62-70. Greenberg, D. (2009) Inspirational leadership, Leadership Excellence, Vol. 26, No. 12, pp. 9-10. Gillespie, N.A. and Mann, L. (2004) Transformational leadership and shared values: the building blocks of trust, Journal of Managerial Psychology, Vol. 19, No. 6, pp. 588-607. Grint, K. (2004) What is leadership? From hydra to hybrid. Paper presented at the EIASM Workshop on Leadership Research, SaÃÆ' ¯d Business School and Templeton College, Oxford, December. Hofstede, G. (1983) Dimensions of National Cultures in Fifty Countries and Three Regions. In J.B. Deregowski, S. Dziurawiec and R.C. Annis (eds.) Explications in Cross-cultural Psychology. Lisse: Swets Zeitlinger. pp. 335-355. Hofstede, G. (1998) A case for comparing apples with oranges-International differences in values, International Journal of Comparative Sociology, Vol. 39, No. 1, pp. 16-31. House, R. J. (1977) A 1976 Theory of Charismatic Leadership. In J. G. Hunt and L. L. Larson (Eds.), Leadership, the Cutting Edge: A Symposium Held at Southern Illinois University, Carbondale, October 27-28, 1976. Carbondale: Southern Illinois University Press.   pp. 68-81. House, R.J., Hanges, P. J., Javidan, M. Dorfman, P.W. and Gupta, V. (eds.), (2004) Culture, Leadership and Organisations: The GLOBE Study of 62 Societies. Thousand Okas: Sage. Howell, J. M. (1988) Two Faces of Charisma: Socialised and Personalised Leadership in Organisations. In J. A. Conger and R.N. Kanungo (eds), Charismatic Leadership. San Francisco: Hossey Bass. Pp. 213-266. Howell, J.M. and Shamir, B. (2005) The role of followers in the charismatic leadership process: Relationships and their consequences, Academy of Management Review, Vol. 30, No. 1, pp. 96-112. Ilies, R., Judge, T. A. and Wagner, D. T. (2006). Making sense of motivational leadership: The trail from transformational leaders to motivated followers, Journal of Leadership and Organizational Studies, Vol. 3, No. 1, pp. 1-22. Leana, C.R. (1986) Predictors and consequences of delegation, Academy of Management Journal, Vol. 29, No. 4, pp.754-774. Lewin, K., Lippitt, R. and White, R. (1939) Patterns of aggressive behavior in experimentally created social climates, Journal of Social Psychology, Vol. 10, No. 1, pp. 271-299. Liu, J., Sui, O.L. and Shi, K. (2010) Transformational Leadership and Employee Well-Being: The Mediating Role of Trust in the Leader and Self-Efficacy, Applied Psychology: An International Review, Vol. 59, No. 3, pp. 454-479. Khatri, N. (2005) An alternative model of transformational leadership, Vision, Vol. 9, No. 2, pp.19-26. Knight, D., Pearce, C.L., Smith, K.G., Olian, J.D., Sims, H.P., Smith, K.A. and Flood, P. (1999) Top management team diversity, group processes and strategic consensus, Strategic Management Journal, Vol. 20, No.5, pp. 445-465. Martin, M.M. (1998) Trust Leadership, Journal of Leadership Studies, Vol. 5, No. 3, pp. 41-49. Matthews, D.J. (2010) Trust me: Credible leadership delivers results, Chief Learning Officer, Vol. 9, No. 2, pp. 28-31. Mendenhall, M.E., Osland, J.S., Bird, A., Oddou, G.R. and Maznevski, M.L. (2008) Global Leadership. New York: Routledge. Mortensen, K. (2008) Charisma power, Leadership Excellence, Vol. 25, No. 10, p.18. Mumford, M.D., Marks, M.A., Connelly, M.S., Zaccaro, S.J. and Palmon, R.R. (2000) Development of leadership skills: Experience and timing, The Leadership Quarterly, Vol. 11, No. 1, pp. 87-114. Nielsen, K. and Munir, F. (2009) How do transformational leaders influence followers affective well-being? Exploring the mediating role of self-efficacy, Work and Stress, Vol. 23, No. 4, pp. 313-329. Peters, T. J. (1993) In Search of Excellence: Lessons from Americas Best-Run Companies. New York: Quality Paperback Book Club. Robbins, S.P., Judge, T.A. and Campbell, T.T. (2010) Organisational Behavior. Essex: Pearson Education. Rost, J.C. (1991) Leadership for the Twenty-First Century. Westport: Praeger. Scandura, T. and Dorfman, P. (2004) Leadership research in an international and cross-cultural context, The Leadership Quarterly, Vol. 15, No. 2, pp. 277-307. Scholtes, P.R. (1998) The Leaders Handbook: Making Things Happen, Getting Things Done. New York: McGraw-Hill. Scott, M. (2010) Leading with heart, Smart Business St. Louis, Vol. 3, No. 2, pp. 10-14. Sanders, K. and Schyns, B. (2006) Leadership and solidarity behaviour: Consensus in perception of employees within teams, Personnel Review, Vol. 35, No. 5, pp. 538-556. Shamir, B., House, R.J. and Arthur, M. B. (1993) The motivational effects of charismatic leadership: A self-concept-based theory, Organisational Science, Vol. 4, No. 4, pp. 577-594. Shaw, M. (1976) Group Dynamics: the Psychology of Small Group Behavior. 2nd Edition. New York: McGraw-Hill. Slater, R. (2003) Jack Welch on Leadership. New York: McGraw-Hill. Stogdill, R.M. (1974) Handbook of Leadership: A Survey of Theory and Research. New York: Free Press. Thomas, D.C. (2008) Cross-Cultural Management Essential Concepts. 2nd Edition. Los Angeles: Sage. Tyler, D.A. (2008) Trust in behaviour, not Charisma. Third Sector. 30 July, p. 25. Vadell, J. (2008) The Role of Trust in Leadership: U.S. Air Force Officers Commitment and Intention to Leave the Military. PhD Thesis, Capella University. Vroom, V.H. and Yetton, P.N. (1973) Leadership and Decision Making. Pittsburgh: University of Pittsburgh press. Walumbwa, F. O., Lawler, J. and Avolio, B.J. (2007) Leadership, individual differences, and work-related attitudes: A cross-culture investigation, Applied Psychology: An International Review, Vol. 56, No. 2, pp. 212-230. Weber, M. (1947) The Theory of Social and Economic Organization. New York: Free Press. Wilson, J.S. (2010) Wanted: Inspirational leaders. Business Week. 3 October, p. 7. Wilson, M.S. and Rice, S.S. (2004) Wired to inspire: Leading organisations through adversity, Leadership in Action, Vol. 24, No. 2, pp. 3-7. Yukl, G. (1989) Managerial leadership: A review of theory and research, Journal of Management, Vol. 15, No. 2, pp. 251-289. Yukl, G. and Falbe, C.M. (1990) Influence tactics and objectives in upward, downward, and lateral influence attempts, Journal of Applied Psychology, Vol. 75, No. 2, pp. 132-140. Zeffane, R. (2010) Towards a two-factor theory of interpersonal trust: A focus on trust in leadership, International Journal of Commerce and Management, Vol. 20, No. 3, pp. 246-257.

Sunday, January 19, 2020

William Morris Essay example -- Visual Arts Paintings Art

William Morris William Morris, English poet, artist, socialist reformer, and innovator in the Arts and Crafts Movement. He was born in Walthamstow, then a village, and moved to a grand residence there called Water House at the age of 14 - this has since become the William Morris Gallery. He studied at Oxford with the intention of becoming a clergyman, but while there he met Edward Coley Burne-Jones, also studying for the church, and they both began to turn towards art. They were persuaded by Rossetti to give up the studies and become artists. Morris did a year in architectural practice of G. E. Street, and then turned to painting. However, he soon found that his metier was design. The cooperative attempt to decorate his new house (the Red House, built by Philip Webb) at Bexleyheath, south east of London, lead to the setting up of the firm Morris, Marshall, Faulkner and Co. The partners were Morris, Burne-Jones, Rossetti, Ford Madox Brown, Philip Webb, Charles Faulkner, and Peter Paul Marshall, a surveyor. The firm was set up as a 'company of Fine Art Workmen', designing and producing (or at least supervising the production of) furniture, wallpaper, murals, tapestry work, stained glass windows, metalwork, tapestries, and smaller works such as tiles and embroidery. It started in 8 Lion Square, London, where there was sufficient space for workshops, showrooms, and a kiln in the basement for tile production. The firm later became simply Morris and Co. when Morris - always bless...

Saturday, January 11, 2020

Researching Variable Naming Rules Visual Essay

You can’t use a space, period (.), exclamation mark (!), or the characters @, &, $, # in the name. You must use a letter as the first character. You can’t use any names that are the same as the functions, statements, and methods. The name can’t exceed 255 characters in length. You can’t repeat names within the same level of scope. Python There are some reserved words which you cannot use Other characters can be letters, numbers or _ Case Sensitive Must begin with a letter (a – z, A – B) or underscore (_) Can be any (reasonable) length Java Cannot begin with a number Must begin with a letter (a – z, A – B) or underscore (_) Can be any (reasonable) length Uppercase characters are distinct from lowercase characters. Similarities & Differences Similarities in the languages are that their variables should be made up of Alphanumeric characters. Another similarity is they should refrain from using most symbols. A third similarity is each has reserved words that the language uses for its own purposes. A difference is that they are not all case sensitive. Another difference is not all of them use the same reserved words for functions and methods. A third difference is Java and Python are platform independent while visual basic is not.

Friday, January 3, 2020

Pepsi - 2172 Words

Environmental Factors Paper University of Phoenix Christy Holley Environmental Factors for PepsiCo PepsiCo, one of the leading beverage and snack companies in the United States and abroad, is affected by both global and domestic environmental factors. These factors, along with changes in technology, all impact and shape the organization and affect marketing decisions. The article â€Å"PepsiCo Pops for China,† written by Ruthie Ackerman and published by Forbes.com, reviews Pepsi’s decision to invest billions into the Chinese market audience. This paper will review the article, identify environmental factors that shape the organization and impact marketing decisions, and discuss how technology plays a role in those decisions. Alternatives†¦show more content†¦Comparing Views Social responsibility and ethics Ackerman (2008). seems to believe that PepsiCo’s move to invest heavily in the Chinese market can appear to be â€Å"bullish,† yet â€Å"optimistic.† The author points out negatives concerning the venture, such as the value of the dollar in the market, economic downturns and sinking financial profit reports. However, perception of the author’s view of the company’s social responsibility is high, since she states that investing in China will create new employment opportunities due to expansion of R D facilities, manufacturing capacity and sales force. â€Å"Thousands of new jobs are expected to be created in China because of the investments† (Ackerman, 2008, para. 11). Ethically speaking , providing employment to the unemployed, especially in poor regions, will increase quality of life for the Chinese, while at the same time, increasing revenue as more people are able to afford to purchase Pepsi products. Not o nly that, Ackerman states that the company is â€Å"business driven,† which typically suggests a business model where a company takes ethics into mind. Since Pepsi has been able to invest in global markets, created jobs and improved quality of life standards in the past, the company shows that it holds to an ethical guideline by striving to repeat success in new global markets. Another view of Pepsi’s socialShow MoreRelatedThe Pepsi Of Pepsi Cola1373 Words   |  6 PagesPepsi is one of the most well-known beverage brands in the world. The Pepsi Bottling Group is a part of the larger multi-billion-dollar company PepsiCo. PepsiCo currently is the largest food and beverage manufacturer in the United States and one of the world s biggest companies. They offer a plethora of carbonated drinks, waters, coffee, teas, energy drinks, and sports drinks to consumers. Notably Pepsi is known for distributing; Pepsi-Cola, Mountain Dew, Sierra Mist, Lipton teas, Starbucks, AmpRead M orePepsi Of Pepsi And Pepsi2213 Words   |  9 PagesPepsi is one of the world s most iconic and recognised brands globally. Always innovating and adapting its strategy to compete with Coca-Cola, they offer a young image to the public by reworking their design to meet with the current consumer needs. Whether it s through celebrity endorsements or design trends, Pepsi have always aimed to create a relationship with the consumer through humour. To quote their selling point, Now is what you make it. Today the brand includes three products- PepsiRead MorePepsi Of Pepsi Cola Company Essay1121 Words   |  5 PagesPepsi-Cola started as â€Å"Brads Drink† in his drugstore in New Bern, North Carolina in 1893. Caleb â€Å"Doc† Davis Bradham decided to create a mix of sugar, water, caramel, lemon oil, nutmeg, and other natural additives. Officially it became Pepsi-Cola five years later due to its word of mouth popularity. In 1902 The Pepsi-Cola Company was formed due to grea t demand of the product and popularity among customers. Mr. Bradham decide to devote all his time to the product and it proceeded to become a full-fledgedRead MorePepsi Analysis : Pepsi Cola1328 Words   |  6 PagesAbstract Pepsi-cola aimed to tap into the pulse of the prevailing counterculture movement of the 1970s. The company recruited a unique blend of artists and engineers under the banner of Experiments in Art and Technology. The Pepsi Pavilion project served as a experiment and a landmark that integrated social interactions, electronic media, performance art, and futuristic concepts that created mind-altering realities. The Pepsi Pavilion in Osaka, Japan was built for display and therefore had significantRead MoreASSIGNMENT ON PEPSI1457 Words   |  6 Pagesdifferent brands names. INTRODUCTION Pepsi is an American multinational food and beverage corporation headquartered in purchase , New york , United States , with interests in the manufacturing , marketing and distribution of grain-based snack foods , beverages , and other products . Pepsi Co. was formed in 1965 with the merger of the pepsi - cola company and Frito – Lay ,pepsi co has since expanded from its namesake product pepsi to a broader range of food and beverage brands , theRead MorePepsi Vs Pepsi Advertisement Essay1963 Words   |  8 Pages Two of the largest soda manufacturers in the United States are Pepsi and Coca-Cola. Pepsi offers a soda commercial aired on television appealing to young women. The Coca-Cola Company produces a commercial for environmentalists aired on television. The Pepsi commercial persuasively appeal to pathos by using humor, and the Coca-Cola also successfully appeal to pathos by invoking a caring emotion in the audience. Furthermore the Pepsi ad uses a strong mirror effect using celebrity endorsement whileRead MorePepsi Analysis : Pepsi Cola Essay1481 Words   |  6 PagesPepsi competes head-to-head against Coca-Cola in one of the biggest rivalry in United States, the Cola Wars. Although the rivalry did not officially start until 1975, the two companies had been butting heads since the beginning of their respective origins. Although most people in their lifetimes only notice the Pepsi Globe, the Pepsi logo went through drastic changes going from a red signature, to a patriotic bottle cap, to finally a simplistic, Pepsi Globe. Each major logo change reflects eitherRead MoreBrand and Pepsi3309 Words   |  14 Pages------------------------------------------------- 1.0 Introduction Pepsi was first introduced as Brad s Drink in New Bern, North Carolina, United States, in 1898 by Caleb Bradham, who made it at his home where the drink was sold. It was later labeled Pepsi Cola, named after the digestive enzyme pepsin and kola nuts used in the recipe. Bradham sought to create a fountain drink that was delicious and would aid in digestion and boost energy. In 1903, Bradham moved the bottling of Pepsi-Cola from his drugstore to a rented warehouseRead MorePEPSI PESTEL2483 Words   |  10 Pagesï » ¿ Porter’s Five Forces Model of PEPSI Porter’s five forces model is a framework for the industry analysis and development of business strategy. Three (3) of Porter’s five (5) forces refers to rivalry from external/outside sources such as micro environment, macro environment and rest are internal threats. It draws ahead Industrial Organization economics to develop five forces that conclude the competitive intensity and consequently attractiveness of a market place or industry. AttractivenessRead MorePepsi Project Report13786 Words   |  56 PagesA SUMMER TRAINING PROJECT REPORT ON â€Å"ANALYSIS OF ANTI PEPSI BEHAVIOUR OF RETAIL OUTLETS† SUBMITED TOWARDS PARTIAL FULFILMENT OF POST GRADUATE DIPLOMA IN MANAGEMENT SUBMITTED BY- PRADEEP PANKAJ SINGH PGDM(2008-10) ENROLMENT NO-2029742128. FACULTY GUIDE INDUSTRY GUIDE MR. VISHAL AGGARWAL MR. RAVEND BIJLANI ASSOCIATE PROFESSOR