Case Study Evaluation and Analysis using Leadership Theories and Concepts

Introduction Leadership is one of the most important factors that determine the overall performance of an organisation (Lussier & Achua, 2012). As argued by Hogg,Van Knippenberg and Rast (2012), how leaders in organisation’s delegated duties, make decisions and interact with other members either positively or negatively affects employee output and thus influences the attainment of the overall organisational objective. This paper presents an analysis of leadership at EEF, a membership organisation that is a counterpoint to the Trade Union movement and was founded with the aim of supporting employers in the United Kingdom. Among the key concepts addressed in this analysis are the key leadership theories can be applicable to this case and challenges encountered in the leadership process. The role of Leadership at EEF As an organisation that represents the interests of many employers around the United Kingdom, the leadership at EEF is obligated to ensure that it establishes the needs of its members and effectively addresses them. The role played by EEF’s leadership is exhibited by the fact that it addresses its members’ needs through providing them with advice, guidance and support that will enable them to efficiently and effectively manage their businesses. EEF’s leadership is also committed towards ensuring that the company is flexible enough to maintain its relevance in its service delivery by implementing the required changes. Some of the changes included the transformation of the company’s legal status from a federation to a limited company by guarantee in 2009 to ensure that that its status as a non-profit was protected. The other change that was implemented by the company’s leadership in the same year was converting it into a single integrated national ent ity from its original regionalised structure. This integration resulted into the appointment of another CEO who was expected to lead the company under its new banner of â€Å"One EEF†. All these changes were made by the company with the aim of addressing the ?7 million loss experience in 2009, which was the first it had ever experienced since it was founded. A regional team leader of the company’s sales team, Tom Jones, was also appointed to oversee the now consolidated team. These strategies that were implemented by the company’s top leadership to ensure that the company remains on track highlights one of the key roles of leadership in an organisation, which is decision making. Whereas the ?7 million loss that was suffered in 2009 might have highlighted flaws in the leadership of EEF that year, the immediate changes that were made show the commitment of the company’s leadership towards its good performance. Analysis of Tom Jones’ Leadership using Leadership TheoriesThe Trait Theory of LeadershipFrom the case, Jones was selected out of the other applicants who were originally in charge of the regional sales functions. Out of these was an applicant who had expected to be selected as the team leader because of his long-term experience with the company. The trait theory of leadership can be used in explaining this selection. According to the trait leadership theory, good leaders possess a variety of characteristics and personal traits that enable them execute their leadership responsibilities well. These include integrity, assertiveness, empathy, honesty, openness, likeability and decision making skills (Colbert et al., 2012). The applicant mentioned in the case who had served for long as the leader of a regional sales team could have possessed some of these traits, but not as many as Jones exhibited. Some of the traits exhibited by Jones – as highlighted in the case – included openness, honesty and good decision making skills.The Behavioural TheoryThis theory focuses the behaviour of leaders as they guide their followers towards attaining the overall organisational objective, and classifies leaders as democratic, autocratic or Laissez-faire (DeRue et al., 2011). Democratic leaders are characterised by the fact that they involve other team members in the decision making process. The suggestions that receive the most support from team members are adopted as final decisions. Whilst this approach is lauded for ensuring effective teamwork, it becomes challenging to reach a final decision when the suggestions provided are many and differ widely (Lussier & Achua, 2012). Autocratic leadership involves making of decisions without any prior consultation or involvement of team members. This approach has been regarded as being ineffective for teamwork dynamics and team agreement. It is however considered ideal in situations where decisions need to be urgentl y made (Bhatti et al., 2012). The Laissez-faire approach to leadership is carried out by allowing other team members to make most of the decisions with minimal interference from the leader. This approach is mostly applicable when team members are highly skilled and capable of independently making good decisions. However, leaders who prefer this approach might at times be mistaken for being lazy (Lussier & Achua, 2012). Jones’ leadership approach was characterised by openness, which contributed towards his adoption of a collaborative team building approach that involved sharing of information and ideas, which matches with the democratic approach. Jones also valued the experiences and ideas of other team members. By applying this leadership approach, the team was able to identify the major issues, which were later prioritised according to their urgency. Transactional vs. Transformational LeadershipLeadership can also be classified as either transactional or transformational. Tr ansactional leadership is based on the assumption that individuals are motivated by punishment and reward. It also assumes that the best way in which social systems can work is through the establishment of a clear chain of command (Carter et al., 2013). According to Bono, Hooper and Yoon (2012), transactional leaders work by clearly setting structures or rules by which their followers are required to abide, as well as rewards to be expected when they are adhered to. Whilst they are not usually mentioned, formal discipline systems and punishments are also well understood by their followers (Carter et al., 2013). This is as opposed to transformational leadership where leaders develop constructive visions for the organisation, sell them to their followers, find the way forward on how to implement the vision and lead the implementation of the vision (Wright et al., 2012). The diagram below depicts the differences between Transactional and transformational leadership. Table 1: Transactional vs. Transformational leadership (Adopted from Lussier and Achua (2012) Jones’ involvement of the team at EEF, formulation of necessary changes to transform the company and offering both personal and professional support to his team to enable them achieve these changes matches with the transformation approach to leadership. Among the changes that were identified as necessary for EEF were the establishment of new geographical sales areas and their respective sales representatives, implementing the necessary forecasting and reporting processes, and ensuring that the existing CRM systems are upgraded so as to attain consistency in the measurement key performance indicators. Jones embarked on achieving these changes by leading the change in the organisational culture by encouraging team members to be more ‘corporate minded’ and committed to problem solving. He also embarked on building corporation and trust within the team he was leading. These characteristics of Jones’ leadership further verify his transformational leadership appr oach. Leadership challenges from the Case There are several challenges that can be identified from the provided case on EEF. One of these was the loss that was incurred in the 2009 financial year, which triggered the transformation of EEF’s overall structure. The changes that were implemented further triggered challenges that are typical to any change process in organisations. The first was ensuring that he addressed the feelings of the applicants who lost on their applications as team leaders and creating a formidable team. Given that they all held same regional position before, it can be concluded that their capabilities were almost the same. Therefore, the most effective approach that could be used by Jones in addressing this was involving them in decision making through a highly democratic leadership style (DeRue et al., 2011). By knowing that their opinions are valued by their leader, they will be motivated and committed towards attaining the desired organisational objective (Lussier & Achua, 2012). The other challenge was in regards to the transformation of the organisation’s structure from being regionally based to a unit national structure. In order to attain this overall change, there are several change management models that could be used. One of these is the 8 step model of organisational change, which was proposed by Kotter (1996). It divides the whole change process into eight stages that are more manageable and all contribute towards the attainment of the desired outcome of change. These stages are explained in table 2 below. Whereas this approach to organisational change has been supported by a wide number of researchers, it has also received criticism. For instance, O’Keefe (2013) pointed out that the model assumes that change is a linear process and does not account for challenges or changes that might be encountered in the change process. Table 2: Kotter’s 8-stage model of organisational change (Kotter, 1996) Conclusion In conclusion, this paper has presented an in-depth analysis of leadership at EEF in regard to the changes implemented with the aim of recovering from its poor performance that was registered in 2009. In the analysis, leadership concepts and theories have been referred to and their applicability to the case has been explained. Among these are the trait and behavioural theories of leadership, transformational and transactional leadership models and Kotter’s 8 stage model of leadership. Even with the few mentioned challenges that were highlighted in the case, it has been shown that Tom Jones’ leadership approach was ideal for the EEF as it set out to implement the necessary changes in its functional and organisational structures. References Bhatti, N. et al. (2012) The impact of autocratic and democratic leadership style on job satisfaction. International Business Research, 5(2), pp.192-207. Bono, J.E., Hooper, A.C. & Yoon, D.J. (2012) Impact of rater personality on transformational and transactional leadership ratings. The Leadership Quarterly, 23(1), pp.132-45. Carter, M.Z., Armenakis, A.A., Feild, H.S. & Mossholder, K.W. (2013) Transformational leadership, relationship quality, and employee performance during continuous incremental organisational change. Journal of Organisational Behavior, 34(7), pp.942-58. Colbert, A.E., Judge, T.A., Choi, D. & Wang, G. (2012) Assessing the trait theory of leadership using self and observer ratings of personality: The mediating role of contributions to group success. The Leadership Quarterly, 23(4), pp.670-85. DeRue, D.S., Nahrgang, J.D., Wellman, N.E.D. & Humphrey, S.E. (2011) Trait and behavioral theories of leadership: An integration and meta?analytic test of their relative validity. Personnel Psychology, 64(1), pp.7-52. Hogg, M.A., Van Knippenberg, D. & Rast, D.E. (2012) Intergroup leadership in organisations: Leading across group and organisational boundaries. Academy of Management Review, 37(2), pp.232-55. Kotter, J.P. (1996) Leading change. Cambridge, MA: Harvard Business School Press. Lussier, R. & Achua, C. (2012) Leadership: Theory, application, & skill development. Mason: Cengage Learning. O’Keefe, K. (2013) Where Kotter’s 8 Steps Gets it Wrong. [Online] Available at: http://www.executiveboard.com/communications-blog/where-kotters-8-steps-gets-it-wrong[Accessed 18 December 2014]. Wright, B.E., Moynihan, D.P. & Pandey, S.K. (2012) Pulling the Levers: Transformational Leadership, Public Service, Motivation, and Mission Valence. Public Administration Review, 72(2), p.206–215.

Pategonia’s Expansion Strategy Essay

1. Patagonia’s Current Strategy: Key Processes and Customer Perception In the context of our business model our number one key process is our Rules and Norms (a complete breakdown of Patagonia’s current business model and a to-be-proposed business model are available for review in Exhibit I). This ethos that started with the founding of Chouinard Equipment continued through the creation of Lost Arrow and indeed Patagonia. Our self-proclaimed â€Å"dirtbag† culture has resulted in some unorthodox business practices over the years. We pride ourselves on our efforts to reduce the social and environmental impact of the lifetime of the goods and services we produce. This is something that our competitors recognize but do not focus efforts on; for us it is of the utmost importance. I took this liberty to draft a Customer Value Proposition (CVP) for our current model: â€Å"We provide high quality, durable outdoor athletic clothing and accessories that are produced with a high standard for environmental and social impact. We make the products that we want to use.† To extrapolate on the latter portion of our CVP, we expect our employees to not only share in the environmental and social consciousness that Mr Chouinard has weaved into the culture of Patagonia but we expect employees to be users of our products as well. This gives us an incredible insight into the functionality and durability of our products. This is exemplified in our generous sabbaticals and midday surfing breaks at our corporate headquarters. Additional insight in this regard is provided by our investment in brand ambassadors, who also provide us with the core of our visual marketing in our catalogs, our website, and social media. In order of volume we move our products through three main channels: wholesale, retail, catalog/internet. In order of profitability the channels are arranged as such retail, catalog/internet[1], and wholesale. There is an additional product repair arm of Patagonia’s structure that at the moment is not profitable. Our commitment to the ethical fiber that binds the core of what Patagonia as a brand stands for results in a product that comes at a premium price, however we believe that the money you spend on Patagonia products is a contribution to our commitment for care when it comes to the environments and social spheres within which we operate. So far we have seen success as shown below. 2. Financial Review of Current Business Model The competition analysis in Exhibit III outlines our industries averages for financial health. It would seem that our â€Å"dirtbag† approach to business has boded well for us over the last ten years. While our total market share (annual sales) is far below the industry average over all the company is making money. Our gross profit margin is over 6% higher than the industry average and our pre-tax profit margin is right in line with the industry average. While Patagonia’s ROE and ROA are below the industry average it is not my much and our debt to equity ratio is far below the industry average. So while we holds more equity and assets on hand than our competitors we has enough liquid cash flow to finance operations without having to incur much debt. Our 12 month revenue growth is trending along with the industry however our 12 month net growth income is nearly 13% higher than our competitors. Thus while we are experiencing growth that is on par with the industry we are experiencing a downward turn in our operating and/or material costs. It should be noted that the information here is of companies who compete in our industry but not exclusively. Columbia is the competitor that competes most directly with our niche in the industry and on every account except for debt/equity our numbers are favorable and even in the case of debt/equity the difference is negligible. The standards for philanthropy and an ethical purview for production and material sourcing at Patagonia are much higher than the industry average. We donate 1% of gross sales to environmental initiatives and causes, and our COGS are higher than competitors as a result of our ethical stance. However, once again (as shown in Lost Arrow: Financials, Exhibit III) we have been operating in the black for the last decade. This may also be explained by our company ethic. We focus on a curbing of consumption and that focus has limited how much we are willing to spend on advertizing. Conversely our competition holds advertisement as a high priority when establishing sales and brand. This observation is not trivial and could more than account for the balance between our costs and those of our competitors. 3. Moving Forward As discussed the current model for Patagonia works. You can be a â€Å"dirtbag† and make make money. The question is how do we continue on with the goal of 10% growth per year for the next five years? Whatever we choose we must operate within that moral fiber that helped us to achieve who we are today. Following are two suggestions for how to move forward, one uses our current business model, the other proposes a change. Please reference Exhibit I for business model analysis and Exhibit II for strategy. Strategy: Current Business Model Tactic One: A Focus on Retail – Our best margins are derived from retail sales however this accounts for just one third of our sales volume. The best type of marketing asset we have are our retail employees. Our Dirtbag Ambassadors are out there skiing, snowboarding, climbing, camping, bouldering, and living the life that Patagonia wants to be an integral part of. We must expand our retail channel and focus on those areas where dirtbags convene. A quick review of the 26 stores in the United States can be found in Exhibit V. Portland, Seattle, St. Paul, Chicago, Atlanta, DC. Sure dirtbags live in cities but where are our stores in Telluride, Tahoe, Bend, Cheyenne, or Buffalo? An expansion of our retail stream increases profitability as well as the reach of our marketing, the Patagonia way. These are the places our competitors don’t wants stores for lack of traffic, but our stores are more than commerce they are community centers for dirtbags. Tactic Two: Research and Development – Our industry ethic has produced one of the best research and development laboratories in the industry. We can leverage this in two ways. First and foremost we must fund research to produce material with the ethical and physical integrity that also helps lower our gross margins. We have pioneered ethical durable material in the industry, now we must find a way to do so cheaper. Doing so would open up the market for those dirtbags who dont have as much money and would normally go to a competitor based on price point. Second we hold patents for these materials we could offer to sell material to other outdoor companies, or begin a joint venture. In either of these cases we must make sure that the material we produced is being utilized in an end product that is up to the standards of Patagonia. Strategy Two: A New Business Model There comes a time in a business’ life when you have to ask: While what we are doing has worked, how long will it work? To achieve the goal of 10% growth per year we may have to think outside of our wheelhouse and think about how committed we are to our ethical and social standards. As long as we continue to produce more clothing people will buy it. As it stands our customer base has expendable income. How can we convince them to only buy what we need? Through an expansion of our clothing repair services and clothing swap market. A case is made for the business model change in Exhibit I. Tactic One: Expansion of Repair and Retail – It is not our goal to abandon what has made Patagonia the company it is today, thus once again we will need to expand retail stores however we do so in a way that will facilitate clothing repair. Each store should have a mending workshop staffed and equipped to repair what comes their way. To really take advantage of this service we must willing to mend non-Patagonia clothing. This will do two things: it will reduce the overall number of unnecessary purchases in our market and it will introduce people to the Patagonia lifestyle through our retail store. These store can also facilitate a recycling program for those articles of gear that are beyond repair. Something as simple as an in store credit can get people who would otherwise go to Nike experience Patagonia C&A. Additionally the expanded retail presence will be an opportunity to create a network for clothing swaps Tactic Two: Expansion of Internal Repair – Expand the repair infrastructure behind retail presence. That is to say, as opposed to expanding retail and having repair work centers in-store, invest in larger repair facilities that stores can send garments to. In our current business model we are reaching critical mass with regard to how much clothing repair we can handle. If we strategically place lager facilities near our exiting stores we can handle this work load our selves. This also ensures that the materials and process of clothing repair is within the ethical conduct of our company without having to do audits of our outsourced partners. The clothing repair infrastructure for our market is basically nonexistent at this point and with research and development focused on this new business model we can create and dominate this market. This will once again involve repairing more than just Patagonia products but in the end that’s what this business model is about. To survive and grow into the next decade we must not just reduce the consumption of our customer base but we must reduce the consumption of our competitors as well. When a dirtbag holds on to a coat for another year he helps reduce Patagonia’s impact on the earth and its inhabitants. When Patagonia repairs a Columbia or North Face coat and it lasts for another year we have slowed the consumption of unethically produced clothes and possibly created another dirtbag. Exhibit I: Four Components of Business Model Framework (Johnson, Christensen, Kagerman) Customer value proposition (CVP): Current: Providing high quality durable outdoor athletic clothing and accessories (C&A) produced with a high standard for environmental and social impact. Proposed: In addition to production, engage the consumer in the environmental and social impact of their outdoor athletic C&A by involving them in the maintenance/repair/swap of C&A. Profit formula: Revenue model: Current: Standard industry mark up on goods sold. Proposed: Lower the price of goods sold and charge a small fee for repairs or continue with current price structure charge cost for repairs of Patagonia clothing/accessories, charge premium repair rates for non-Patagonia clothing and accessory repair. Cost structure: Current: COGS = 80% materials 20% parts with a wholesale margin of 45% and a retail margin of 65% Proposed: A modified cost structure that emphasizes retail sales and profits off of repairs Margin model: Current: Largest channel of sales in wholesale 44%, second retail 33%, and finally Catalog/internet 23% Proposed: Shift focus from wholesale to retail/catalog/internet sales, add additional emphasis on repair cost structure for maximum profitability Resource velocity: Current: In general keeping inventory exhausts resources, something which Patagonia wants to minimize. Thus production should match as close to demand as possible. Assets should be available, although they do not need to be incredibly liquid. Proposed: Same as current model. Key resources. Current: People: There is a certain type of person who works for Patagonia. Ideally a person who works at Patagonia is the ideal consumer of their goods. Brand: With a strong brand associated with high environmental and social standards combined with a strong dislike of standard advertising channels for the industry the reputation Patagonia’s brand has gained is remarkable (this is achieved through the people they employ as well). Technology: Their ethical commitment to responsible sourcing and production has resulted in some profitable patents of great C&A material. Proposed: The current Key Resources should not be lost but the Technology will shift to the new business model – a focus on materials , threads, and substances for repair. Additionally there would be a re-purposing of Facilities to reflect this model change as well. Key processes. Current: Rules and Norms: Patagonia’s Rules and Norms inform every aspect of their business and it is no different when it comes to their Key Processes. So while manufacturing, service, and training are all important, it all comes down to the Rules and Norms. Propsed: This would not change. When a new business model is needed. 1. The opportunity to address through disruptive innovation the needs of large groups of potential customers who are shut out of a market entirely because existing solutions are too expensive or complicated for them. The product repair market is just this. As it stands now such jackets tend to be luxury purchases as they hobbies they are designed for are not generally cheap ones to keep. 2. The opportunity to capitalize on a brand new technology by wrapping a new business model around it or the opportunity to leverage a tested technology by bringing it to a whole new market Patagonia isn’t capitalizing on a new technology when it comes to C&A per se but the market could motivate their R&D department to develop a technology that could be incorporated into the repair model. 3. The opportunity to bring a job-to-be done focus where one does not yet exist The expansion of clothing repair for Patagonia and other non-Patagonia C&A provides a real opportunity for an existing market that consumers may not know they need. It creates a job to be done (clothing repair as opposed to replacement). 4. The need to fend off low-end disrupters. Patagonia would be a low end disrupter in the repair market; repair is cheaper than replacement. 5. The need to respond to a shifting basis of competition. Patagonia would be shifting the basis of competition.

Outline Essay Example | Topics and Well Written Essays - 250 words - 18

Outline - Essay Example ii. Sub-details: Some skills which require hands-on work may be harder to simulate during self-studying as compared to an actual laboratory or workshop, and may not properly teach the student how to do things properly (Elearning Resources; Kirtman 113) i. Sub-details: Some companies do not discriminate between people that graduated from either a traditional or online course, giving better chances of being hired for those with an online diploma (Radovic-Markovic 297). VI. Conclusion: For people who may not have enough time and money to go through traditional education, online education is a better option due to its many advantages. However, it might take a while before majority of the population gains to accept the validity of online learning. Still, the future of online education is still bright, especially with the increase of some members of the population that are open to the changes that studying online could bring to the learning

Worksheet Article Example | Topics and Well Written Essays - 250 words

Worksheet - Article Example (5 pts) If the journal is independent, simply type â€Å"independent†. 7. Review the â€Å"About us† and the â€Å"Mission Statement† (statement of purpose) of the journal publication mentioned in question 4. If you located a scholarly society (per question 6), also review their mission and membership. Then, provide three reasons based on this review as to how you deem the information published or presented by the journal to be scientifically valid, accurate, and reliable. (10 pts) 8. Now that you have established that the information in your article is scientifically reliable (meaning that you can trust that it provides safe, useful health information for you) return to your URL (question 2) and read your article again for content. Type a 200-word summary of the content of your article without plagiarizing or quoting the article. Write solely in your own words. (12 pts) Research has shown that the ‘rotten egg’ gas known as hydrogen sulfide, also known as H2S, has been detected in the fluid of knee joints. The study compared amounts of hydrogen sulfide in those with two types of arthritis against subjects without arthritis. It was found that subjects with rheumatoid arthritis have significantly higher concentrations of hydrogen sulfide in their knee joints than subjects without rheumatoid arthritis. The research has opened the possibility that hydrogen sulfide could be used as a medication for those with inflammatory diseases. Further research is being conducted to figure out how to deliver safe levels of hydrogen sulfide to patients. Because anti-inflammatory drugs have many negative side-effects, delivery of hydrogen sulfide to those with inflammatory diseases would be a more natural option because hydrogen sulfide occurs naturally in the body. Rheumatoid Arthritis, or RA, is the most significant inflammatory disease. Thousands are diagnosed with RA each year and many people

FINAL PAPER Essay Example | Topics and Well Written Essays - 750 words

FINAL PAPER - Essay Example The wings of the eagle are spread; as if the eagle is in flight or about to take flight. A pillow attached to a wooden stick juts out at the bottom of the painting. It seems that the eagle is carrying the pillow as it is about to fly. The pillow is divided into two halves because of the way it is hung on a piece of thread (Kleiner, 2014). The different elements of the painting do not form a whole but rather seem like disjointed elements in the entire painting. Rauschenberg has mainly used earthy tones in this painting. The use of bright colors in the painting is limited to just the upper central part and even those colors are not very bright. The predominant colors in the artwork are brown and black. The entire combine has a very rough feel to it. It reminds viewers of Dadaism where the objective was not to please the viewer but rather to bring attention to the art piece. Even in this case, the artwork does not appear aesthetically pleasing to the eye. It consists of different elements that do not make sense to the ordinary viewer. Only people with an art background would be likely to understand the significance of the artwork. This artwork tries to capture the essence of Rembrandts painting, The Rape of Ganymede. The dangling pillow is meant to be the buttocks of the child who was being carried out by the eagle. In terms of texture, Rauschenberg has introduced many different textures in the painting. These include the blobs of paint, the eagle and the dangling pillow. Each has a different texture to it and combined, they create a rough texture. It is the use of the different textures that makes the artwork so appealing. The textures tempt the viewers to consider the artwork closely and even touch it to understand the feel of it. In terms of color, the artwork gives off a very gloomy effect. The predominant colors used in the combine are brown and black. The rest of the colors are earthy colors. The

Popular culture 3 Assignment Example | Topics and Well Written Essays - 500 words - 1

Popular culture 3 - Assignment Example To me, the movie is unsuitable for children because if I were to watch it as a child, I would feel scared. There are a few scary scenes and ideologies. For instance, the action of the movie spans the theme of witchcraft. The baby was born out of witchcraft and the fact that Rosemary learns that his son was the spawn of Satan. According to me, such an event is unfortunate for all children considerably because their parents can choose to raise them in the manner that pleases them. It is perhaps for the fact that children do not have the ability of choosing what they want that makes parents misuse them. It makes me have a feeling that if I were to a child again, I would question my parents a lot about their relationship. The reason for such is the fact that the film portrays that the baby was not born out of love. The impression of its conception was rape, which is a confirmation that the baby was an outcast. Therefore, my queries would concern if my parents loved and cared for me while I was a baby. There are restrained relationships in the film, which enhance the theme of evil in its competition for virtues. The movie depicts much of the sociopolitical child-raising environments of the time. There is a considerable effect that the film creates concerning why parents want to have children (Schur 373). For instance, there is the impression that some of the parents wanted to have kids because of material gain. They therefore did not have much concern about the manner in which the babies would grow up. The desire for wealth using false means is one of the contributors to the successful depiction of witchcraft in the movie. A trick in the film resulted in Rosemary falling a victim of satanic forces through the influence of a former Satanist, Steven Marcato. In conclusion, the fiction in the plot of the movie serves as a way of suggesting that what children of the generation X grow to become depends

Critical analysis of the report Case Study Example | Topics and Well Written Essays - 1000 words

Critical analysis of the report - Case Study Example 2. The research conducted (and what type of study) An ergonomic study was conducted by National Institute for Occupational Safety and Health (NIOSH) on the rangers of Yellow Stone Park. Several tests were used such as the Rhythmic Test, Tremor Test, and the Vibroactile Test, to determine the reason why the rangers are experiencing musculoskeletal disorders and to find a way to prevent this kind of disorder. The first test used was the Rhythmic test. This test is used to determine the reaction time and coordination on the right and left hands. The rhythmic tests required the participants to tap a circular pad (4–inch diameter) in time with a steady metronome beat (1.0 Hertz [Hz] slow test, 2.5 Hz fast test), either alternating palm side of hand to back of hand (supination/pronation) or tapping with the index finger. At the end of the test administration a numerical coordination index is calculated, which can be compared to the normal coordination index (CI) range provided with the test battery documentation (NIOSH Health Hazard Evaluation Report, Yellow Stone Park, 2001). With this data, the reaction time and hand coordination of the rangers can be easily compared to the normal reaction time index. The difference will determine the effect of the vibrations experienced while riding a snowmobile on hand coordination. The second test used was the Tremor Test. This test used the Tremor 3.0 software for data analysis. The data collected were: (1) Tremor intensity, often called amplitude or vibration power, calculated as the root–mean–square (RMS), measured in meters per second per second (m/s2) of acceleration in the 0.9 to 15 Hz band during the 8–second test; (2) Center frequency, which is the average frequency of acceleration in the test band, so that 50% of the energy that drives the tremor is produced at frequencies above the center frequency and 50% is produced below; (3) Tremor Index, calculated for each hand from five parameters (e. g., tremor intensity, center frequency, standard deviation of the center frequency, harmonic index, and standard deviation of the harmonic index.); and (4) Combined index for both hands (NIOSH Health Hazard Evaluation Report, Yellow Stone Park, 2001). This test measures the vibrations experienced by the rangers in riding the snowmobiles and the intensity of the vibration that will likely cause the musculoskeletal disorder. The third test used is the Vibroactile Sensitivity test. This test was selected to determine the effect of the hand–arm vibration produced by snowmobiles on vibration perception thresholds. The test device used was the Bruel & Kj?r Model 96–27 Vibrometry System. This fully automated system produces a mechanical stimulus (sinusoidal vibration) at a chosen frequency to the pulp of a finger tip; the participant indicates perception of the vibration by means of a hand–held button similar to that used in a hearing test. The software was configured to test vibration at four frequencies: 31.5 Hz, 125 Hz, 250 Hz, and 500 Hz. Participants placed their right arm on an ascending armrest with the palm lying open on a circular pad, allowing the fingers to hang freely above the vibrating post. The test finger was then placed on the vibrating post with the finger slightly curved and resting lightly on the post. Participants controlled the intensity of vibration with the hand–held button, tracking back and forth between levels of stimulus perception and

No Topic, Follow the attachment Assignment Example | Topics and Well Written Essays - 250 words

No Topic, Follow the attachment - Assignment Example Companies should work as a team not an organism. Organisms function independently from each other. If the barriers are broken down through communication future problems can be reduced and eliminated. 10. â€Å"Eliminate slogans, exhortations, and targets for the work force asking for zero defects and new levels of productivity. Such exhortations only create adversarial relationships, as the bulk of the causes of low quality and low productivity belong to the system and thus lie beyond the power of the work force†: Instead of requiring unrealistic goals, since all workers and the system are human creation, expectations should reflect a level of breakdown. Instead of quotas, employees should be encouraged to do their best. Rewards and punishments should be based on performance of the worker, not the system or machinery. For example, a broken machine should not impact the employees negatively. Machines wear down and break. Laying off employees or sending them home due to mechanical failure should be the last option. Companies always need to have cleaning, trash removal, or other mundane chores that employees can complete while their machinery is being fixed. If the factory w orkers feel that they are part of team instead of part of the machinery, work can be more productive in a comfortable environment. â€Å"Eliminate work standards (quotas) on the factory floor. Substitute leadership†: Instead of quotas, leaders should be on the factory floor encouraging good work habits. If a leader, manager, or foreman is visible, employees have an incentive to work harder. When seeing an employee talking on a cell phone, or being unproductive a leader can nip it in the bud right then. â€Å"Eliminate management by objective. Eliminate management by numbers, numerical goals. Substitute leadership†: Management that is not seen but heard through dictates, letters, or other means does not impact the employees as much as true leadership

The Development and Use of the Six Markets Model Essay Example for Free

The Development and Use of the Six Markets Model Essay Introduction The idea that business organisations have a range of stakeholders other than shareholders is obvious. Yet stakeholder theory has not guided mainstream marketing practice to any great extent (Polonsky, 1995). To use the theory/practice distinction provided by Argyris and Schon (1978), it is a theory espoused rather more than a theory practiced in action. Research by Freeman and Reed (1983) traced the origins of the stakeholder concept to the Stanford Research Institute. They suggest a SRI internal document of 1963 is the earliest example of the term’s usage. This document included customers, shareowners, employees, suppliers, lenders and society in its list of stakeholders. The stakeholder concept has attracted considerable interest in the strategic management literature, especially since the publication of an influential text (Freeman, 1984) that contained a deceptively simple but broad definition of stakeholders (p. 46), namely: â€Å". . . all of those groups and individuals that can affect, or are affected by, the accomplishment of organizational purpose†. An important dialogue on stakeholder theory has emerged over the past decade, especially in articles and contributions to the Academy of Management Review, starting with a critique from Donaldson and Preston (1995) that argued that three associated strands of theory might converge within a justifiable stakeholder theory, namely descriptive accuracy, instrumental power and normative validity. Stakeholder theory is clearly an important issue in strategy (e.g. Carroll, 1989; Donaldson and Preston, 1995; Harrison and St John, 1996; Useem, 1996; Campbell, 1997; Harrison and Freeman, 1999). However, within the strategy field there is not a great deal of agreement on the scope of stakeholder theory (Harrison and Freeman, 1999). In particular, there is still a debate regarding which constituent groups an organisation should consider as stakeholders. For example, Argenti (1997) suggested an infinite number of potential groups while Freeman (1984) has argued that there is excessive breadth in identification of stakeholders. Recently Polonsky et al. (2003) concluded that there are â€Å"no universally accepted definitions of stakeholder theory or even what constitutes a  stakeholder† (p. 351). However, they see two rival perspectives: one where stakeholder intent means â€Å"improving corporate performance†, and another where it means â€Å"maximising social welfare and minimising the level of harm produced within the exchange process† (p. 351). While these aims may never be entirely reconciled in practice (Gioia, 1999), the dominant assumption that the pursuit of â€Å"profit† is for the shareholders effectively denies legitimacy to other claims to the meaning of profit as a â€Å"shared benefit†, or as aâ€Å"shared good† (Smithee and Lee, 2004). Relationship-based approaches to marketing offer a reformist stakeholder agenda with an emphasis on stakeholder collaboration beyond the immediacy of market transactions. According to different authors, this involves creating exchanges of mutually beneficial value (Christopher et al., 2002), interactions within networks of relationships (Gummesson, 1999), or mutual commitment and trust that may or may not be achievable (Morgan and Hunt, 1994). Relating is connecting, and at its simplest level, a relationship is a state of being connected. A critical question arises: â€Å"With whom are you connected, and why?†. These questions require judgments about particular relationships – and strategic value choices. This article explores the development, extension and use of the â€Å"six markets† stakeholder model (Christopher et al., 1991) and proposes a framework for analyzing stakeholder relationships and planning stakeholder strategy. The article is structured as follows. First, we review the role of stakeholders in relationship marketing. Second, we discuss the development and refinement of the six markets model, and describe how the model has been operationalised and refined as a result of testing and experience in use with managers. Next, we discuss the development of a stakeholder relationship planning model that enables strategies to be developed for each stakeholder group. Finally, we discuss the managerial and research issues associated with stakeholder theory in marketing and review some future research opportunities. Our objective is to explain how a conceptual stakeholder model has practical application in marketing management and in this way make a contribution  towards eliminating the current gap between stakeholder theories and marketing practice. Relationship marketing and the role of stakeholders Marketing interest in relationship based strategic approaches has increased strongly over the last decade in line with expanding global markets, the ongoing deregulation of many industries and the application of new information and communication technologies. Notwithstanding, practitioners and academics alike can overlook the fact that business and industrial relationships are of many kinds (Wilkinson and Young, 1994), and that an understanding of the value generating processes is required (Anderson and Narus, 1999; Donaldson and O’Toole, 2002; Gro ¨nroos, 1997; Payne and Holt, 1999; Ravald and Gro ¨nroos, 1996; Tzokas and Saren, 1999; Wilson and Jantrania, 1994). Understanding the role of long-term relationships with both customer and other stakeholder groups has been largely neglected in the mainstream marketing literature but is acknowledged in the relationship marketing literature (e.g. Gro ¨nroos, 1994; Gummesson, 1995; Hennig-Thurau and Hansen, 2000; Ha °kansson, 1982; Mo ¨ller, 1992, 1994; Parvatiyar and Sheth, 1997; Sheth and Parvatiyar, 1995). Kotler (1992) has on occasion called for a broadening of marketing interests to take into account the relationships between an organisation and its publics. However, it is the relationship marketing literature in particular that has stressed the importance of stakeholder relationships (e.g. Christopher et al., 1991; Morgan and Hunt, 1994; Doyle, 1995; Gummesson, 1995; Buttle, 1999). Gummesson (2002b) has provided a comparison of four of the better known approaches to classifying multiple stakeholders, including Christopher et al. (1991), Kotler (1992),Morgan and Hunt (1994), and also Gummesson (1994). While the first three of these models are concerned with the relationships that an organisation has with its more traditional stakeholders, the approach of Gummesson (1994) goes beyond the focus of this article in that it includes criminal network relationships, para-social relationships and supranational mega-alliances. The Christopher et al. (1991) framework has six stakeholder market domains, each of which comprises a number of  Ã¢â‚¬Å"sub-markets†, while that of Kotler (1992) identifies ten specific constituents. Morgan and Hunt (1994) suggest ten relationship exchanges with four partnership groups. Other models include the SCOPE model (Buttle, 1999) and a framework by Doyle (1995). The conceptual model and the related planning framework described in this article are the result of recursive research and development over a number of years. Our initial conceptual work on the model was later supplemented with learning from field-based interactions with marketing managers and other executives in order to further refine it and to develop the conceptual planning framework reported here. This follows what Gummesson (2002a) terms â€Å"interactive research†. This research approach emphasizes that interaction and communication play a crucial part in research and that testing concepts, ideas and results through interaction with different target groups is an integral part of the theory development and indeed the whole research process (Gummesson, 2002a, pp. 344-6). Managers’ observations and suggestions were found to be invaluable in developing and refining the model, supporting Gioia and Pitre’s (1990) proposals that multiple perspectives yield a more comprehensive view of organizational phenomena and where assumptions about the processes under enquiry can be modified by further consultation with informants. Research objectives and approach The objective of the research was to develop and refine the six markets model through testing its applicability in a wide range of organisational contexts. More specifically, we wished to develop a categorization scheme that enabled key constituent stakeholder groups within each market domain to be identified and classified and to develop a stakeholder planning framework. This was motivated, in part, by managers in these companies who expressed the need for both a classification scheme and a planning framework. We have utilized a range of approaches over a number of years in our research to test and refine the six markets model and the planning framework and to  gain field-based insights, including: 1) Piloting and testing the six markets model with an initial group of 15 UKorganisations. The organisations in this sample were drawn from a range of sectors including manufacturing (two), financial services including banking and insurance (six), other services including retailing (six), professional services (two) and one not-for-profit industry association (the Royal Aeronautical Society). All were very large firms within their sector with the exception of the two professional services firms and the not-for-profit organization. 2) Using the model in substantive case studies on UK organisations in the following sectors: retailing (two), manufacturing (two), a global airline and a major conservation charity. 3) Using the framework as a planning tool in a two major international banks (one a l arge British commercial and retail bank, the other a large French investment bank), chosen as they had challenging and complex stakeholder issues across many countries. A total of eight workshops was used to analyse stakeholder markets in four countries for the first bank and six workshops in three countries for the second bank. 4) Working on projects with over 80 further organisations to evolve and test the planning framework. This involved working with groups of mid-career managers in the UK and Australia. Given the predominantly service-based economies of the developed countries in which this research was undertaken, those organisations that were selected included a high proportion from the services sector. While the earlier research primarily included large organizations in their sectors, this work also included a selection of medium-sized and smaller organisations. Overall, 65 per cent of the organisations were from the services sector, 20 per cent from manufacturing and 15 per cent from the not-for-profit sector. A wide diversity of organisations was used, including financial services companies, retailing and other services, manufacturing companies, a mobile telephony company, a major hotel chain, an insurance broker, a consulting firm, an airport authority, a university, a conference centre, a holiday company, a foreign languages teaching institute and a hospice. Our shared learning approach also draws on action research concepts suggested by Rapoport (1970) which aim at contributing to the practical concerns of people in a challenging situation – such as stakeholder management – and to  the goals of research by collaboration within a mutually acceptable framework. The revised six markets model (Christopher et al., 2002) is shown in Figure 1. The intent behind the model is to emphasise relationships between the organisation and all its stakeholder constituents in each of six â€Å"markets†. The key assumption is that organisations can only optimise relationships with customers if they understand and manage relationships with other relevant stakeholders. This model addresses the concern raised by Dill (1975) that some groups or parties may be involved in multiple role relationships. Any one constituent group, firm or individual may be classified within one or more of these market domains. For example, customers may play a role within the customer market (where the interaction is between a firm and its customers) and in the referral market (where the interaction is between an existing customer and a prospective customer). The six markets model provides a structure for managers in organisations to undertake a diagnostic review of the key market domains and stakeholders that may be important to them. As a result of this diagnosis, they will be able to identify a number of key constituents within the market domains that are strategically critical, or where unexpected opportunities emerge. Using and testing the model These six key market domains represent groups that can have a significant impact on an organisation’s marketplace effectiveness. Each â€Å"market† is made up of a number key groups, segments, or participants. To test the applicability of the model we followed four steps: (1) identify key participants, or segments, within each of the market domains; (2) review expectations and needs of key participants; (3) review current and proposed level of emphasis in each market; and (4) formulate an appropriate relationship strategy. In this section we consider the first two steps. We worked with groups of  managers to address these steps. Typically, the group comprised three to six mid-career managers from a range of functional backgrounds. The process started with the examination and analysis of each market domain to identify the key groups of participants or market segments within each of them. We explored the expectations and needs of each of the identified stakeholder groups through a combination of approaches, including interviews and questionnaires and a review of key issues with senior management. In applying the revised six markets model above we found all stakeholders we identified could be conveniently categorised into one of the six market domains. Initially the identification of the constituent groups within each market domain, for a given organization, was approached on a case-by-case basis. However, as our experience in using the model grew, the need for a more specific categorisation became apparent. This was prompted, in part, by research such as Lovelock’s (1995) work on classifying supplementary services. Developing and refining categorisation schemes for stakeholders was important because, as Emshoff and Freeman (1979) have noted, functionally based organizations typically place too much resource emphasis on highly visible stakeholders such as their customers, and too little emphasis on other special interest groups whose management falls outside specific functional boundaries. Identification of all relevant stakeholder groups should enhance their visibility and lead to their greater prominence within the organization – thus the company is more likely address them as part of an integrated stakeholder strat egy. Through the work in the companies referred to above, a categorisation scheme was developed and refined over time that assisted the identification of typical groups within each market domain. In summary, this categorisation of market domains identified the following constituents: 1) Customer markets are made up of buyers (e.g. a wholesaler), intermediaries and final consumers. Each intermediary or member of the supply chain can then be further sub-divided according to the most relevant segmentation approach. 2) Referral markets comprise two main categories – customer and non-customer referral sources. The customer category includes advocacy referrals (or  advocate-initiated customer referrals) and customer-base development (or company-initiated customer referrals). The wide range of non-customer referrals are divided into general referrals, reciprocal referrals, incentive-based referrals and staff referrals. 3) Supplier and alliance markets – suppliers provide physical resources to the business and can be classified into strategic suppliers, key suppliers, approved suppliers and nominated suppliers. Alliance partners supply competencies and capabilities that are typically knowledge-based rather than product-based, and Sheth’s (1994) classification of alliance, partnering transaction and co-operative relationships is especially useful here. 4) Influence markets have the most diverse range of constituent groups, including financial and investor groups, unions, industry bodies, regulatory bodies, business press and media, user and evaluator groups, environmental groups, political and government agencies, and competitors. 5) Recruitment markets comprise all potential employees together with the third parties that serve as access channels. They can be segmented by function, job role, geography and level of seniority. Channels include executive search companies, employment agencies, job centres, off-line and on-line advertising, and using an organisation’s own staff to suggest potential applicants. 6) Internal markets follow the segmentation used for potential employees in the recruitment market, i.e. by function, job role, geography and level of seniority. Special emphasis needs to be placed on behavioural characteristics for customer-facing employees. From this testing of the six market categories, we concluded that they are a workable reference frame to consider a broader range of constituent stakeholders, whether individuals, groups, or others whose interests have relevance to the enterprise. Further development of the model Having identified relevant stakeholders, the third step outlined above involved a review of the current and proposed level of emphasis on each market domain. Not all stakeholder markets require the same degree of attention and emphasis, and Gummesson (1994) has argued that managers need  to prioritise and establish the appropriate mix of relationships needed for the company’s success. To identify the present level of emphasis and the future desired emphasis on each of the market domains and their constituent parts, we developed a stakeholder network map (Payne, 1995). This was used to identify an organisation’s present emphasis on each market, the desired emphasis at a future point in time, and the gap between these two positions. This network map configures each of the major market domains, including customer markets (which are sub-divided into existing and new customers), on a series of axes and enables a group of managers within a firm to make an assessment as to the current and desired levels of emphasis on each market domain by means of a jury of executive opinion – usually developed from inputs from one or more groups of senior managers within the organisation being examined. Although this work resulted in some initial variation of views amongst managers regarding present and desired emphasis, as a result of more detailed discussion the outcome was generally a strong degree of consensus amongst these managers. The stakeholder network map has seven axes – two for customers (existing and new) and one for each of the other five relationship markets discussed earlier. The scale of 1 (low) to 10 (high) reflects the degree of emphasis (costs and effects) placed on each relationship market. The division of customers into â€Å"new† and â€Å"existing† reflects the two critical tasks within the customer domain, those of customer attraction and customer retention. Figure 2 shows a network map for the Royal Society for the Protection of Birds (RSPB), a major British conservation charity. It shows the current emphasis (at the time of analysis) and the proposed new emphasis. At this point in time the RSPB might have considered a number of issues, such as: 1) placing greater attention on retaining existing members; 2) a reinforcement of customer care and service quality issues with internal staff; and 3) a stronger focus on influence markets (Payne, 2000). The analysis shown in Figure 2 represents the first level of diagnostic  review of the overall emphasis at the market domain level, in order to make an initial judgement as to the existing and desired relevant emphasis. A second level of analysis explores each market domain in much greater detail and enables analysis at the sub-segment or group level within the domains. For example, in the analysis of the referral market for a major international accounting firm we identified present and future desired emphasis on a number of groups within the referral market domain, including their clients, banks, joint venture candidates, their international practice and their audit practice. We have used the stakeholder network mapping technique in our research with many organisations. Although simple in concept, it has proved a robust means of considering the network of stakeholder relationships that organisations need to address. The diagrammatic representation has been especially useful in helping executives visualise the importance of various stakeholders. Further, the time dimension for the proposed relationship strategy, usually within a two- to three-year planning horizon, has been useful in determining the changes required in stakeholder emphasis. This addresses the concern of Dill (1975) regarding the need to take the time dimension into account.

Emigration Essay Example for Free

Emigration Essay Emigration refers to the process of an individual or a group of people living their place of origin or residence country to live in another country. The concept of emigration is very much similar to immigration except for the native country. It is usually used to describe the act and phenomenon that characterizes human movement between establishment states or boundaries. The act of emigration usually occurs for various reasons; some people might decide to emigrate for political, economic as well as social reasons and others for such personal reasons like the desire to find a spouse while visiting another country and in the process emigrating to settle with them in other cases, old couples may decide to move from cold climates in order to settle in warm climates so as to spend the rest of their lives (Terra D. , 2000). This paper is about the benefits and disadvantages of emigration as a process. It also tackles the issues that have been debated on increasing the number of legal emigrants to the United States. Even though the emigration phenomenon has many ups, often, there are a few downs that come with its. Thus, it is important for both the individual and the states concerned to consider these aspects, before the emigration process is complete. In the U. S there has been a recent political heat generated by both the legal and illegal emigrants to America. Various factors like the war on drugs, terrorism, as well as the national deficit have entirely added the momentum to the debate on emigration. It is projects that by 2015, the total population of emigrants in the U. S would be at about 420 million people. The population of the Hispanics who emigrated from Mexico could be at 100 million, which make about 57 percent of the total number of emigrants to U. S. The U. S offers individuals a chance that often change many lives. For example, a large number of intelligence and ambitious persons, who are seemingly dissatisfied with the state of affairs in the mother countries often, bring these skills to America. The net effect by this is that the country of origin usually loses its most skilled personnel through the brain drain process. This will hinder the development progress of the country. On the other hand the country of destination often benefit from this process as it gets to get the best-trained and skilled personnel (Terra D. , 2000). In fact English and other European citizens who risked a great deal of their lives to sail across the sea founded the U. S. The products processed the skilled individuals can help improve the lives o the people in the mother countries who may not hence have had the technology to provide them in spite of the human resource. Emigration also increases the diversity of a country and its population and at the same time expands the culture of the destination country. The multi-ethnic religion languages and cultures is in America is mothered by other nation; the aspect of diversity offers a more tolerant population which is superficially than the indigenous population. It often presents new ideas perspectives music and food, the world of entertainment is often awash with new ideas and different customs among others that were originally not present. The emigrants in most cases take up the low paying jobs that are labor intensive but which must be done all the same and are usually shunned by the indigenous population. Similarly the additional cheap labor that is provided for by the emigrants aids the flexibility of business resulting in affordable prices better quality products as well as higher profits. One of the factors that affect the cost of doing business is labor thus, when most firms are faced with the crisis of doing low skill jobs like cleaning rooms they are bound to raise wages as high as possible so as to meet the demand or eliminate them altogether. Even though the prospect of higher wages sounds good for the employees it often means higher prices or that the business must operate within lower profit margins would translate to lower stock prices and thus less investment in dollar inflow. However the option of eliminating the positions altogether is not a viable one. As for one the business denies individuals the opportunity to employment on positions it can offer and that the service offered will also be of low quality. For instance the quality of food served would be compromised if dishes cannot be properly cleaned. These issues can best be solved if the base of the labor pool is expanded through the legal emigration process being increased (http://www. balancedpolitics. org/immigration. htm). The emigration phenomenon presents individuals who are struggling in their places of origin the chance for a better life. The history of America is built on individuals who emigrated to U. S and in the process sought opportunity, political as well as religious freedom among other various factors. For instance people should pose in the midst of the debate and ask themselves very pertinent questions like whether emigration are of any significance for America and also understand the issue from the perspective of the emigrant for example imagine you were the emigrant who was faced with starvation, detention without trial or risked hanging for practicing a faith that you so much believed in. r worse still you would not afford other basic human rights like expression the right for free education, medical care among others. Faced with this kind of dilemma anyone would opt for any alternative that is able to offer him or her a better chance to live. The United States is built or the backbone or such individuals who have sacrificed much to achieve this. There are equally very pertinent issues that have been rais ed by the opponents of the emigration process. For example the inflow of may emigrants posses the risk of many opportunities for terrorists drug dealers as well as other criminals to gain access to the country legally. As was demonstrated in the 9/11 tragedy most of the perpetrators legally emigrated to US thus, any chance that would increase the opportunities for entering the country only enhances the possibility of having many terrorists and drug dealers. Once they gain entry they have the freedom to wreck have however still the illegal emigrants pose more threat than the legal ones, as there are no proper records to help trace them (http://www. alancedpolitics. org/immigration. htm). There is also the perception that the emigrant particularly the poorer ones often are a burden on the tax payers in terms of healthcare education welfare among others as they consume more than they are able to give. A majority of emigrants to the United States often starts in the job market at very low wages unless they receive additional training. Apparently the tax system makes the provision of keeping low-income earners exempt from being taxed. This often translates to the case where the level of government resources needed for social security welfare healthcare and other activities like unemployment compensation among others will heavily be increased on the groups on a large that either pays very little or no taxes at all The other issue that is often raised in this debate is that the National identity of the Americans as well the language is slowly disappearing when for instance the debate on the issue of emigrants hotel up, there were numerous protests anti American slurs and Spanish version of the American anthem. This does not auger well for national cohesion, as people would be pulling apart in classes like race, tribes, and religion among others. The other problem that is presented by the emigrants is that less skilled American citizens will continue to earn less and at the same opportunities for this group will diminish as they are in competition with the emigrants. Thus, if the government pumps in more people seeking job opportunities, the amount of opportunities for work decreases. In addition the laws of economic supply as well as demand would certainly push the wages paid to the workers down further than they would be. However with a committed government policy and economic growth some of these fears can be eliminated. In effect the act by the government to decrease or altogether eliminate the chance of legal emigration to the U. S will only serve to create a strong desire for more people to entry the country illegally, Which will eventually result in less assimilation and at the same time fewer taxpaying as well as law abiding citizens in America (Fitzgerald D. , Waldinger R. , 2004 ). Many people have emigrated from their countries to America as the prospect of having a real chance of bettering their lives their children or family. Majorities of the people who have emigrated to American have often been characterized as those who would do all in their capacity just to gain access whether legally or not. This has forced illegal emigrants to often hide. As such they will not formally attend America schools, file tax returns like the rest of the citizens or any other typical activities that Americans undertake. Besides if they are able to break the law by gaining entry in to the country illegally there is no guarantee that this act will stop once they come to America. Consequently the legal emigrants and in particular those that plan to permanently settle in the U.  S are and must pay taxes and will most likely go to school to learn like the rests of the American population. Similarly since they are legally in America, they are less likely to hide and will easily assimilate with the rest of the prospect of losing national identity, language and culture. Finally they can also engage and earn the right to vote and at the same time participate in the political process which basically means they are able to develop a decision making stake in shaping the future of America. Therefore emigration as a process has much to offer for both the country of origin and the designate one.