Critically discuss how that person's leadership style has made them an Essay

Critically discuss how that person's leadership style has made them an effective or ineffective leader - Essay Example In Morgan Stanley, since she became CEO, she has achieved tremendous success such as growing the bank by over three hundred percent in just a few years. She also saw a very big deal between the Morgan Stanley banks to sell a stake to a Chinese government owned financial services firm. Unlike most other hugely successful women of her age and calibre, Wei Sun Christianson is a family woman and is married with two children (sons) and is able to juggle between family and work. This is the height of success especially for a woman and especially in a male dominated industry such as the financial and investment industry. In this regard, the big question is how has she managed to be this successful? Her leadership style seems to be a big factor which makes it possible for her to be so successful in what she does. Her leadership style involves the following; Keep people close Any good leader understands the importance of keeping people close and utilising the people resources available to the m (Darling and Leffel, 2010). Good leaders understand that people are everything and that success can only be found in keeping these people close in a team. But, Wei Sun Christianson seems to understand this better than everybody else. One striking thing about Wei is that she never loses contact with people she has met in life. Her contacts to date include people she met while she was still in college thirty years ago when she landed in the United States for college. For instance, according to Leow and Carew (2007), Wei has worked with Gao Xiqing, a colleague she met thirty years ago when she was in college. These contacts have been very useful in her success because some of the most successful deals she has achieved in her career were aided by these people she met so many years ago (Leow & Carew, 2007). Wei seems to clearly understand that people are a great resource, whether they are colleagues or employees working under her. In this regard, Wei does not just manage her relationsh ips with colleagues, but also with those working under her. She makes sure that she is able to tap the best out of everyone under her at work and uses this as her strength as well as the strength of the organisation. This deep understanding of how to utilise people resources in order to advance the firm is what separates Wei from other people. She seems to understand this in a very deep and powerful way and uses it as her stronghold. For instance, Wei understands that everybody needs to be respected and their time respected too (Hung, 2010). In this regard, those who know Wei say that despite her busy schedule, she is the best when it comes to managing her time and never cancels appointments. This ability to treat everyone with the respect they deserve regardless of their station in life is a great asset owned by Wei and has led to her being able to look forward and become what she is today. According to Darling and Leffel (2010), leadership styles are essential in team building wit hin the organisation and it is this team building which is most important for an organisation to succeed. This is one area which has therefore led to Wei being so good in what she does and giving her success. As Darling and Beebe (2007) postulate, communication is also another important aspect of leadership and as teams are build in the organisation, communication about the basic goals of the organisation is critical. Wei has built her success on this as she makes it possible and easy

Success Quotes Essay Example for Free

Success Quotes Essay The person who gets the farthest is generally the one who is willing to do and dare. The sure-thing boat never gets far from shore. -Dale Carnegie 1. Most successful men have not achieved their distinction by having some new talent or opportunity presented to them. They have developed the opportunity that was at hand. Bruce Barton 2. Would you like me to give you a formula for success? Its quite simple, really. Double your rate of failure. You are thinking of failure as the enemy of success. But it isnt at all. You can be discouraged by failure or you can learn from it, So go ahead and make mistakes. Make all you can. Because remember that? s where you will find success. Thomas J. Watson 3. The successful always has a number of projects planned, to which he looks forward. Anyone of them could change the course of his life overnight. -Mark Caine 4. There are three ingredients in the good life: learning, earning and yearning. Christopher Morley 5. There are three ingredients in the good life: learning, earning and yearning. 6. When a man feels throbbing within him the power to do what he undertakes as well as it can possibly be done, this is happiness, this is success. Orison Swett Marden 7. Pity the man who inherits a million and isnt a millionaire. Heres what would be pitiful,if your income grew and you didnt. The great successful men of the world have used their imagination? they think ahead and create their mental picture in all its details, filling in here, adding a little there, altering this a bit and that a bit, but steadily building steadily building. Robert Collier 8. Success doesnt come to you? you go to it. Marva Collins 9. The difference between a successful person and others is not a lack of strength, not a lack of knowledge, but rather in a lack of will. Vincent T. Lombardi

Implementation of New Procurement Methods in India

Implementation of New Procurement Methods in India The construction industry in India is complex, challenging and unique. Selecting appropriate procurement method is a critical feature. In India even today traditional procurement methods are used. The options of adapting new procurement methods are open but there are various challenges in implementing them. This study will identify the barriers and difficulties which restrict the implementation of new procurement methods in India. The literature review investigated characteristics of new procurement methods. It highlighted the nature and types of projects in India. It emphasizes on structures and trends in the Indian construction Industry. It gives an insight on procurement methods used in developed economies. The chapter on characterization focuses on issues specific to Indian construction Industry such as demographics, socio-economic concerns, economical advantages, rapid growth of the industry etc. It highlights the typical procurement methods used for different types of projects in India and the regulations and administration within the construction Industry. This study gives us the nature and character of the Indian Construction Industry. Further, the study analyzes various issues, and draws attention to challenges in implementing new procurement methods. In the light of the characterization, issues and challenges this study identifies and concludes with the barriers and difficulties which restrict the implementation of new procurement methods. The worldwide construction industry includes projects of dramatically different types, size and complexity and requires extensive professional and trade skills (Groak, 1994). A construction project can refer to any building activity that includes building, repair, erection, demolition, maintenance, land clearing, earth moving, excavating, trenching, digging, boring, drilling, blasting, concreting, installation etc. (Housing Grants, Construction and Regeneration Act, 1996). All these activities involve a considerable number of goods and services as well as large number of transactions to support a project. Most significantly, goods and services should be procured at the best possible cost to meet the needs in terms of quality, quantity, time and location (Weeley, 2010). However, construction industry is a significant contributor to a nations economy. Internationally, construction industry accounts for approximately 8-10 percent of gross domestic product GDP. Currently, in India construction industry accounts 8 percent of GDP. Furthermore, main construction sectors in India are Infrastructure, housing and commercial developments. In India by 2014 the second phase of infrastructure development will be started. This will provide additional boost to the construction industry. Owing to numerous projects the significance of procurement will be very important. Considerably, a well procured construction project is completed in time with desirable quality and within estimated cost. Internationally, plentiful construction procurement methods are practiced. Worldwide effectively used, key procurement methods are Design and Build, Management Contracting, Construction Management, Build Operate Transfer, Public Private Partnerships, Strategic Partnership, Joint ventures etc. Generally, in developed economies procurement methods such as Design and Build, Construction Management and Management Contracting are widely used, due to the maturity of the industry. However, in India mainly traditional construction procurement methods are practiced. Construction industry consists of large number of scattered small firms. The professionals prefer to operate within their silos. As a result, they remain in their comfort zone of using traditional methods. Nowadays trends are changing particularly in infrastructure and large scale projects management. This is due to the increased number, size of projects and capital invested in the projects. Mainly the upcoming procurement methods are Build Operate and Transfer and Public Private Partnerships. However, these are restricted to only a few projects. Still a large number of projects are carried out in a traditional manner. Major obstacle to implement new procurement methods are large population (1.2 billion approximately) large inclusive demand, large demand spread across the country, many small projects, traditional outlook of construction professionals, segregated industry, numerous small firms, enormous unskilled work force. Other barriers include considerable number of regional languages, excess availability of skilled professionals in one part of the country and scarcity in the other parts, no standard terms of contracts, different legislation in different states, local suppliers, mon opoly of manufactures in a region etc. As a consequence it is increasingly important to explore the reasons why new procurement methods cannot be implemented in India. Some key interdependent and inter-linked issues to be investigated are economic issues, management issues, technical issues, legal issues and cultural issues. Research outcomes will be inferred by careful observation of challenges and study of difficulties for implementation of new procurement methods. 1.2 Research Aim The aim of the research is to identify the barriers and difficulties that restrict the implementation of new procurement methods in India. 1.3 Research Objectives The research objectives will include the following 1) To investigate the issues, namely economic issues, management issues, legal issues and cultural issues which act as barriers for the implementation of new procurement methods in India. 2) To investigate procurement methods such as Design and Build, Management Contracting and Construction Management and relate it to the traditional Indian procurement method, to understand the challenges of the implementation of new procurement methods in India. 3) Identifying the barriers which act as hindrances for implementation of new procurement methods in the Indian construction industry. 1.4 Scope of Study This study of identification of barriers and difficulties that restrict the implementation of new procurement methods is confined to the Indian construction industry. The data is collected from secondary sources. The main sources were U.N views on India, U.K Trade and Investment and other secondary data. It outlines various difficulties and barriers which are already present in the Indian construction industry which in turn affects the implementation of new procurement methods. This study restricts itself in identifying difficulties and barriers from the nature and character of the Indian Construction Industry. As moving into detail of all issues was not possible, it explores largely economic issues, management issues, legal issues and cultural issues and finds the barriers which prevent the implementation of new procurement methods. This study will also mainly look into procurement methods such as Design and Build, Management Contracting and Construction Management and compare it with the traditional Indian procurement method to find the challenges in implementation of new procurement methods. 1.5 Structure of Dissertation Chapter 1) This chapter gives an introduction to the topic and gives the idea about how the study will be carried out. It gives an idea of a fast developing Indian construction Industry and the need to adapt new procurement methods. It states the research aim, objectives and scope of study and also discusses the structure of the dissertation Chapter 2) This chapter reviews the literature associated with the study. It looks into new procurement methods, projects in India, Indian construction industry and important factors affecting the construction industry in India. Chapter 3) This chapter describes the research methodology adapted within the scope of the dissertation. Secondary data, semi-structured interviews with the experts and academicians were employed to address the objectives. Chapter 4) This chapter characterizes India. It describes the nature and the character of the Indian construction industry. It gives an insight into the Indian construction Industry and its approaches. Chapter 5) This chapter looks at the barriers and the difficulties that restrict implementation of new procurement methods in India. It identifies various issues and challenges in implementation of new procurement methods in India. It looks at the present construction Industry in India and its characterization and identifies the barriers and difficulties that restrict implementation of new procurement methods in India. Chapter 6) This chapter presents the conclusions and direction for further research in this area. CHAPTER 2:Â  LITERATURE REVIEW 2.0 Procurement Methods Introduction Around the world procurement methods are developed through the years as per needs. The selection of the most appropriate procurement method is critical for both the client and other project participants as it is an important factor that contributes to the overall clients satisfaction and project success. This selection will be dependent upon a number of factors such as cost, time and quality which are widely considered as being the most fundamental criteria for clients seeking to achieve their end product at the highest quality, at the lowest cost and in the shortest time (Hackett et al. 2007). The type of procurement method adopted mainly depends upon the type of project, type of ownership, nature of construction industry in that particular country and the maturity of the industry. The selection of the procurement path is much more than simply establishing a contractual relationship (Newcombe, 1992), inspite of the continuing search for maximum value for money. In the developed economies such as USA, UK, Australia, Sweden etc. procurement methods such as Design and Build, Management Contracting and Construction Management are used from a long time. This is because the construction industry is developed, the projects are needed to be delivered efficiently and the clients demand the delivery of projects within budget and in least possible time. In this dissertation the study is limited to procurement methods such as Design and Build, Management Contracting and Construction Management. 2.1 Design and Build Design-build is a method to deliver a project in which the design and construction services are contracted by a single entity known as the design-builder or design-build contractor. Design-build relies on a single point of responsibility contract and is used to minimize risks for the project owner and to reduce the delivery schedule by overlapping the design phase and construction phase of a project. Design and Build with its single point responsibility carries the clearest contractual remedies for the clients because the DB contractor will be responsible for all of the work on the project, regardless of the nature of the fault (John Murdoch and Will Hughes 2007). The Design-Build Institute of America (DBIA) takes the position that design-build can be led by a contractor, a designer, a developer or a joint venture, as long as a the design-build entity holds a single contract for both design and construction. The main contractor takes responsibility for both design and construction and will use either in-house designers or employ consultants to carry out the design. Most of the construction work will be carried out by specialist or sub-contractors. The contractor tenders against a client brief and will often follow an initial concept design prepared by consultants appointed to advise the client. The design will be developed by the contractor and the works will be completed, usually for a fixed price. Tendering is more expensive so it carries more risk for the contractor than the traditional approach. This is because the contractor has to develop an outline design and a detailed price. Tender lists will probably be shorter than for traditional contracts. However, the client commits to the cost of construction, as well as the cost of design, much earlier than with the traditional approach. Changes made by the client during design can be expensive, because they affect the whole of the Design-Build contract, rather than just the design team costs. This strategy is a low-risk option for clients who wish to minimize their exposure to the risks of overspend delays or design failure. However, the exposure to risk will increase where the design phase is rushed, where unreasonable time targets are set or where the tender documents are not fully completed. 2.1.1 Characteristics of Design and Build It provides single point of responsibility so that in event of a failure the contractor is solely responsible. There is no ambiguity between the designer and the contractor. The clients interests are safeguarded in this respect. When the client adopts Design and Build method he knows his total financial commitment early in a project. The client has direct contact with the contractor. This improves the lines of communication and enables the contractor to respond and adapt to the clients needs more promptly. In Design and Build contractor is responsible for design, planning and control. This gives him a better control over the activities and can concurrently carry out the activities which are not generally possible using traditional procurement methods. The contractor can purchase, obtain planning permission and arrange his finance simultaneously which helps him to give a better deal to the client. He can also benefit himself and the client by making use of proprietary modular designs which reduces design time and time required for approval. The contractor can start the work as soon as the approvals are obtained and sufficient information regarding the site operations is available. The design does not need to be finalized before some, at least, of the work may be commenced. The Design and Build proposals ensure economical tenders and alternate design concepts which can benefit the client. The nature of Design and Build procurement system promotes the creation of integrated design and construction team. In some countries using Design and Build system relaxes the architects code of practice, which encourages them to become full partners in design and build firms. The closer involvement of architects leads to more aesthetically pleasing buildings and leads to designs which have a greater appreciation. By using Design and Build method time and cost savings are achieved, which benefits the client. The total project completion period is also reduced. Design and Build reduces the employers financing charges, inflation has less effect and the building is operational sooner which commercially produces an early return on the capital invested. The Design and Build method facilitates novation of design with the consultants to the contractor which provides advantages to the client. The advantage of Design and Build is that the contractor has some control over the design and is able to introduce components, materials and systems which are beneficial and which he knows are more economical to construct. 2.1.2 Critique of Design and Build Design and Build is not suitable for complex projects. The traditional method of construction procurement dissociates the designers from the contractors interests, design-build does not. The contractor decides on the design issues as well as issues related to cost, profits and time exigencies, which may be the matter of concern in some situations. The client is required to commit to a concept design at an early stage and often before the detailed designs is completed. There is no design overview unless separate consultants are appointed. And there is no one appointed from clients side to manage the works or act as clients agent. If client changes the scope of the project, this can be expensive. Design-build does not make use of competitive bidding where prospective builders bid on the same design. In Design and Build the criteria to select contractor is subjective and difficult to evaluate and to justify later. 2.2 Management Contracting In management contracting the client appoints the designers and a management contractor separately and pays the contractor a fee for managing the construction works. Payment to the management contractor is done on the basis of cost of the works packages plus agreed fees. The main benefits of management contracting are the time required for design and construction is shorter. There is an early involvement of managing contractor during design phase, in which his expertise can be used. The management contractor has the responsibility to manage the project. The sub-contractors are appointed by the management contractor, thus reducing the day to day administrative responsibilities of the client. The management contractor has major role in directing the project. The lines of communications are improved. As there is a direct relation between the management contractor and the client changes and variations can be done in a project. The main advantage is that the project is completed in time as the management contractor manages the works. Because of this the client gets possession quickly and the return on investment starts. The client normally appoints the management contractor to take an active role in the project at an early stage and the client can benefit from the contractors expertise. The overall design is the responsibility of the clients consultants, but the management contractor is normally responsible for defining packages of work and then for managing the carrying out of those work packages through separate trades or works contracts. The management contractor can sometimes not be employed to undertake the work but is employed to manage the process. All the work is subcontracted to works contractors who are directly employed by the management contractor. The client usually needs to be given the opportunity to approve the terms and conditions of the trades or works contracts before the packages are subcontracted. The management contract will usually include both a pre-construction phase and the construction phase. The management contractor is responsible for the administration and operation of the works contractors. However, the management contractor is not liable for the consequences of any default by a works contractor so long as the management contractor has complied with the particular requirements of the management contract. 2.2.1 Characteristics of Management Contracting Clients and contractors adapt this system once they gain experience, which suggests that it has merits. It is generally recognized that its adoption requires mutual trust. The management contractor is appointed much earlier. He is able to become a member of design team and contribute his expertise and mainly his management expertise. Management Contracting is an effective method for the client retaining control of the design whilst drawing on the experience of a construction specialist as part of the Professional Team. The Management Contractor is paid a fee for its services as well as enters into contract with the client for work packages, generally separate works contractors are appointed to carry out work packages under the management contractor. This type of arrangement tends to be used on complex projects where early input from a construction specialist is required. Decisions regarding appointment of subcontractors are made jointly by designers and management contractor thus making use of wider experience. Specialists contractors and subcontractors compete at second stage ensuring economical tenders which benefits the client. Lines of communication are shorter between management contractor and client than with the traditional procurement method. The client has direct control over the management contractor, who is the main contractor, so that the project is completed in a better way and in shorter time. The total project completion period is reduced by parallel working. A reduced project completion period produces a corresponding reduction in financing charges and interim payments to the contractors. Inflation has less effect. The client takes the delivery of the building more quickly and obtains returns on his investment more quickly. The main functions of the management contractor may include acting as principal contractor, cost planning and cost control, consenting for works contracts, coordinating and managing works contracts, coordinating commissioning, collating pre construction information and construction phase plan, monitoring key performances and managing the site. 2.2.2 Critique of Management Contracting The client is usually given an approximate estimate of the final project cost by the management contractor early in the project life but the client does not know the final project cost until the last sub contract is entered into. On other projects he is given a guaranteed maximum cost. The architect may have less time to develop the design because he is under greater pressure from the client and contractor. The design may suffer as a result. The client should provide a good design brief as the design will not be completed until the client has committed significant resources to the project. The strategy relies on quality committed team or it may just become a mere reporting system in some cases. Management contracting is not suitable for inexperienced clients. It is less suitable for clients wanting to pass the complete risk to the contractors. Specialist contractors frequently prefer to be in contract with client rather than the management contractor appointed by the client because interim payments are usually made promptly when paid directly. 2.3 Construction Management In construction management the client appoints a construction manager for a fee to manage, programme and coordinate the design and construction activities. The client does not allocate risk and responsibility to a single main contractor. Construction work is carried out by trade contractors through direct contracts with the client for various packages. The client takes the risk. The construction manager supervises the construction process and coordinates the design team. The construction manager has no contractual links with the design team and contractors. He only provides professional expertise without assuming financial risks. On appointment the construction manager takes over any preliminary scheduling and costing information and draw up detail programme accordingly. In this method the client should have administrative or project management staff with the ability to assess the recommendation of construction manager and take actions. Adapting construction management reduces the time required for the project. This occurs because the contract strategy, construction and design can overlap. A construction manager should have a good track record in cost forecasting and cost management, as the time can be reduced but the price certainty is not achieved unless the design and construction have advanced to the extent that all the work packages have been let. This method puts so much emphasis on the role of client, if the client is experienced, with the help of construction manager he can control the project effectively. The clients continue to use construction management to their advantage, for example, the cultivation of direct, long-term relationships with trade contractors helps to secure many of the benefits more often associated with partnering. Furthermore, by employing a construction manager who is able to focus on the interests of the project, rather than on its own risk management, the client can be confident that its project objectives will be shared by the rest of the team. Construction management is distinguished by the influence of the clients and construction managers management and leadership skills on the success of the project. By adapting construction management method the client can have greater influence over the project and can have more flexibility over the contractor selection and so on. 2.3.1 Characteristics of Construction Management Construction management offers relative time saving potential for overall project duration due to overlapping of various activities. The roles, risks and relationships are clear for all the participants during most of the situations. In some situations changes in design can be accommodated later than some other strategies, without paying a premium. In construction management method the client has direct contracts with the contractors and pays them directly. This helps the contractors as they are paid promptly and there is evidence that this results in lower prices because of improved cash flow certainty. The client has direct involvement in the project as compared to most of the traditional methods. As the client is directly involved he is enabled to make prompt decisions which can be implemented without delay. This also makes possible a prompt response by the client to unforeseen site problems and also makes possible a prompt response by the contractor to changes required by the client. In this type the construction manager acts as an agent of the contractor. This benefits the contractor in managing the works. This also excludes the client for keeping his own staff for overlooking the issues which are looked by the construction manager. The central role of the construction manager is managing the project and providing administrative support to the employer. In this there is no single point of responsibility related to the delivery of the project. 2.3.2 Critique of Construction Management In construction management price certainty is not achieved until the last works packages have been let. Budgeting primarily depends heavily on design team estimates. The client should be pro-active and must provide a quality design brief to the design team in order to complete the design. The strategy relies upon the client selecting a good quality and committed team. In construction management the client has to manage and administer many contracts as there is no single contractor, all the works contracts are directly between the works contractors and the client. The client has to manage coordinate with the design team appropriately or else there increased likelihood of design change. There is a high degree of client ownership of risks associated with design including impacts of late or incomplete and uncoordinated design. In construction management the client has exposure to performance risk and exposure to consequential loss associated with trade contractor default. In construction management method there is increased administration role for the client. Construction manager owes duty of care liability only. The client is at the center of management and requires decision making capabilities. The client has to rely on management capability of construction manager. 2.4 Indian Construction Industry and Economy Indian economy has been growing from last two decades at an unprecedented rate. This is mainly because of industrialization and service sector growth. The main reason for Indias growth is its huge internal demand. In recent years particularly after the global recession in 2008 the Indian economy has shown signs of slowing down. In 2011-12 due to the current global economic scenario India found itself in the heart of managing growth and stabilizing prices. The Indian economy is grown by 6.9 per cent in 2011-12, after having grown at the rate of 8.4 per cent in each of the two preceding years. This indicates a slowdown compared not just to the previous two years but 2003 to 2011 (except 2008-09). At the same time, sight must not be lost of the fact that, by any cross country comparison, India remains among the front-runners. The Gross Domestic Product (nominal) of India is $ 1.848 trillion (Indiabudget, 2011). The Gross Domestic Product (Purchasing power parity) of India is $ 4.457 trillion (Indiabudget, 2011). The annual expenditure budget of India is Rs.1490925.29 Crores (Indiabudget, 2011). Over the years, more than half of the expenditure budget is spent on civil engineering, construction and related activities. The construction industry sets in motion the process of economical growth in the country, investment in this sector contributes 6.5% of Gross Domestic Product (GDP) growth. The construction industry in India is large and scattered. Today in India there is a massive demand in housing and infrastructure. The construction industry is the second largest industry of the country after agriculture. It makes a significant contribution to the national economy and provides employment to large number of people. The use of various new technologies and deployment of project management strategies have started to gain importance. In its path of advancement, the industry has to overcome a number of challenges. However, the industry is still faced with some major challenges, including housing, disaster resistant construction, water management and mass transportation. Recent experiences of several new mega-projects and large demand are clear indicators that the industry is poised for a bright future. It is the second homecoming of the construction profession to the forefront amongst all professions in the country. Every Re.1 investment in the construction industry causes an Rs.0.80 increment in GDP as against Rs.0.20 and Rs.0.14 in the fields of agriculture and manufacturing industry, respectively. Statistics over the period have shown that compared to other sectors, this sector of economic activity generally creates 4.7 times increase in incomes and 7.76 times increase in employment generation potentiality (Economicsurvey, 2011). Despite of the challenges in the construction industry there will be a continuous rise of the construction sector in the country, with over 4 Crore persons employed in it. 2.5 Projects in India The construction industry in India is large and diverse. In India majority of the projects are procured locally and are small in size. In recent years there is a demand for large projects such as large housing schemes, rural and urban and infrastructure projects but still there are large numbers of small projects. The projects include residential complexes, shopping centers, industrial development projects, urban roads, rural roads, water supply systems, sewerage systems and infrastructure projects such as highways, power stations, rapid mass transport systems, airports up gradation and new and ports. These projects are not concentrated in one part of the country, they are spread over the length and the breadth of the country. Except some few high profile and prestigious projects majority of the projects are due to local needs and demands. In India the metropolitan cities are experiencing a rapid growth of 25-30% in residential construction activity every year and the other non-major cities are experiencing 15-25%. The top 15 cities in India account for 18% of the total construction activity in India with Mumbai and Bangalore leading the pack. In India cities are classified as Tier I, Tier II, Tier III and Tier IV cities. Tier I cities consist of Bangalore, Chennai, Delhi, Hyderabad, Kolkata and Mumbai. Tier II cities consist of comparatively smaller cities as Ahmedabad, Jaipur, Kanpur, Pune, Surat etc. Tier III cities consists of even smaller cities and large towns such as Indore, Cochin, Jamshedpur etc. Tier IV consist of smaller towns. Approximately there are 35 cities in India with a po

Henry V - Film :: essays research papers

The film uses various techniques to present a particular view of the war against France. What is that interpretation and how does the film convey it?Although the Branagh version of Shakespeare's Henry V remains very close to the text, with only a few lines left out of the film, the movie portrays a very clear and distinct message about war and Branagh's opinion on the matter. Henry V is fundamentally a play about war, and it would have been very easy for Branagh to make his version of the play into a film that glorified war. Instead, Branagh took the opportunity to make a statement about what he felt was the true essence of wars - both medieval and modern.It is clear through Henry V that Branagh thinks that wars are a waste of precious human life, and in the end are fruitless, causing more loss than gain. From the very first battle at Harfleur Branagh's low opinion of war is shown. When we first see the fighting, it is dusk and the sky is further darkened by smoke, instantly creating a morbid feeling. Combined with the muddy and wet terrain, the cheerless soldiers and the overbearing size of the castle which they hope to achieve, it is clear not only that the English army must fight against all the odds to win, but that even the conditions are detrimental to the English cause.The scene where Bardolph, Nym and Pistol are backing away from the battle to save themselves is an important inclusion to the film. Had Branagh intended the film to be a glorification of war, this small scene could have easily been removed. However, he chose to keep it in his film because it actually assists the message which he attempts to convey. This scene, although still clearly comical, as Shakespeare intended it to be, it implies that not all soldiers are valiant and brave and that war is so terrible that s oldiers are willing to desert their friends and fellow countrymen because of the hideous nature of war.After the battle of Harfluer is won by the English and they begin to make their way towards Agincourt, Branagh seizes the opportunity to show the viewer the 'victorious' army. Although he could have shown them to be joyful with their win, Branagh instead shows the war-weary, bloody, wet and muddy soldiers. It is raining and so the already miserable soldiers, wearing torn and ragged clothing are forced to bow their heads as they slowly make their way down the road in a way reminiscent of a death march, the sombre mood of the scene assisted by the music. Henry V - Film :: essays research papers The film uses various techniques to present a particular view of the war against France. What is that interpretation and how does the film convey it?Although the Branagh version of Shakespeare's Henry V remains very close to the text, with only a few lines left out of the film, the movie portrays a very clear and distinct message about war and Branagh's opinion on the matter. Henry V is fundamentally a play about war, and it would have been very easy for Branagh to make his version of the play into a film that glorified war. Instead, Branagh took the opportunity to make a statement about what he felt was the true essence of wars - both medieval and modern.It is clear through Henry V that Branagh thinks that wars are a waste of precious human life, and in the end are fruitless, causing more loss than gain. From the very first battle at Harfleur Branagh's low opinion of war is shown. When we first see the fighting, it is dusk and the sky is further darkened by smoke, instantly creating a morbid feeling. Combined with the muddy and wet terrain, the cheerless soldiers and the overbearing size of the castle which they hope to achieve, it is clear not only that the English army must fight against all the odds to win, but that even the conditions are detrimental to the English cause.The scene where Bardolph, Nym and Pistol are backing away from the battle to save themselves is an important inclusion to the film. Had Branagh intended the film to be a glorification of war, this small scene could have easily been removed. However, he chose to keep it in his film because it actually assists the message which he attempts to convey. This scene, although still clearly comical, as Shakespeare intended it to be, it implies that not all soldiers are valiant and brave and that war is so terrible that s oldiers are willing to desert their friends and fellow countrymen because of the hideous nature of war.After the battle of Harfluer is won by the English and they begin to make their way towards Agincourt, Branagh seizes the opportunity to show the viewer the 'victorious' army. Although he could have shown them to be joyful with their win, Branagh instead shows the war-weary, bloody, wet and muddy soldiers. It is raining and so the already miserable soldiers, wearing torn and ragged clothing are forced to bow their heads as they slowly make their way down the road in a way reminiscent of a death march, the sombre mood of the scene assisted by the music.

Nationalism After the War of 1812 Essay

After the war of 1812, a surge of nationalism spread everywhere throughout America. Having unofficially won the war without even an official army, the people of America became very proud of themselves and how their great country established such a feat. The nationalism grew until John Marshall, an aggressive Chief Justice, further strengthened and expanded it. He was a devout Federalist appointed by John Adams years before his most famous case of Marbury vs. Madison in 1803. Being a Federalist he was a great rival to Thomas Jefferson. He served until 1835 and was the forth Supreme Court Justice. His only legal schooling was six weeks attending lectures at the College of William and Mary, however when he took the bench in 1801, he changed the Judicial Branch as we know it. In fact, he made the branch the most powerful section of the government at that time. Read more: How do checks and balances guard against tyranny essay His most significant early case was the famous Marbury v. Madison in 1803, which established the right of the court to declare the actions of local, state or federal governments invalid if they violate the Constitution. This process of declaring actions void was called Judicial Review and it made the Court equally as powerful as the legislative and executive branches of government. Another important case was Martin vs. Hunter’s Lessee in 1816. The ruling by Marshall declared that the power of the Supreme Court extended to the State Courts. The court now had the right to directly review other courts decisions. Yet another case, Cohens vs. Virginia strengthened this right and extended the reach of the court all the way to the citizens of the U.S. and states. Marshall’s court became more and more powerful until it got the right to review almost all lower court decisions. The famous Fletcher vs. Peck case ruled (in 1810) that the Supreme Court had the right to void State laws. The details behind the case were as follows: The Georgia legislature had issued extensive land grants in a deal with the Yazoo Land Company. It seemed suspicious so the company was taken to court. A subsequent legislative session repealed the grants because of the  corruption that had accompanied the original grant. The Supreme Court, with Marshall presiding, decided that the original action by the Georgia Assembly had constituted a valid contract, which could not be broken regardless of the corruption. This was the very first time that a State law was voided because it went against the Constitution. Then, after the war of 1812 Marshall issued more decisions that strengthened the federal government and Federalist ideas. In the McCulloch vs. Maryland case, Marshall ruled that the state did not have the right to tax or regulate banks. This also encouraged economic expansion and development. In the Dartmouth vs. Woodward case it was declared that the states had no right to alter or impair contracts unilaterally. It also promoted business development. The last important case was Gibbons vs. Ogden, which further strengthened federal power by ruling that the Constitution had specifically given Congress the power to regulate commerce. Under John Marshall, the Supreme Court gained enough power to surpass the power of the other branches of the government. He also declared many laws and rulings that America still follows and lives under even today. Either way, he changed the Judicial branch forever, especially at that time and the world has never seen a more intelligent man presiding.

Explain How a Working Relationship is Different From a Personal Relationship Essay

Outline What is Meant by Agreed Ways of working relationship Outcome 1 understand working relationships in social care settings 1.1 explain how a working relationship is different from a personal relationship There are many different personal relationships that we have within our lives and we act differently to each of those it may be from a family relationship or a work friendship. It is the same with our working relationship with the individuals that we meet, some over step boundaries and turn into friendships. In a working relationship you are in a relationship with someone because it is your job, where as a family or friend relationship is built upon a different reason. In our job we may also have relations between other professionals or work colleagues which is necessary as it is part of the job and in the interests to the people we care for. 1.2 describe different working relationships in social care setting In the role of the health and social care worker are many different working relationships. Worker Answers What are the four main working relationships: colleagues manager other professionals such as doctors or paramedics individuals we care for Individual’s family and friends. For each you develop a different type of working relationship and some will be more formal than others. You may not greet a visiting doctor the same way you may address a close friend, we must ensure that we maintain a professional manner at all times. Outcome 2 Understand the importance of working in ways that are agreed with the employer 2.1 Describe why it is important to adhere to the agreed scope of the job It  is important to stick to the scope of the job As this is what has been outlined for you to do and is the best form of working for yourself and others around you. The scope gives you information on what will be expected from you and your roles and responsibilities if you do not adhere to these then accidents may happen and further action can also be taken. Usually when an employer advertises a job the description will be there of what is expected: The responsibilities of the role Location of work Who supervises and who you may need to go to Any staff you may be responsible for It is also giving you the safest way you will be working which will not put anyone at harm or danger. 2.2 outline what is meant by agreed ways of working Our employer identifies what we are to do in our job description but sets out how it is done in the policies and procedures that you are given before starting work. Most companies have these policies in place: Equal opportunities – this sets out how the organisation ensures there is no discrimination in the Most companies have these policies in place: Equal opportunities – this sets out how the organisation ensures there is no discrimination in the work place Bullying and harassment – sets out how it is dealt with for the staff being bullied or bullying others Confidentiality – the steps that are taken when people’s information is not kept confidential and on a need to know basis Data protection – how information is handled and stored Supervision 0 how staff are given professional support and supervision Procedures also outline how to deal with disciplinary issues, allegations of abuse, managing risk, deal with grievance or death, respond to emergencies that we have in which supports us on how we work effectively and correctly which allows us to give the best level of care we can give to individuals. 2.3 explain the importance of full and up to date details of agreed ways of working Sometimes we may have changes within the policies or in the law which will always need to be changed immediately so we adhere to the correct ways of working. If we do not change or follow the new changes then further action can be taken or even be breaking the law, this can put yourself,  residents, colleagues and also the home at risk. Outcome 3 Understand the importance of working in partnership with others 3.1 explain why it is important to work in partnership with others Being able to do our job effectively we work with many different people that come together to deliver the best quality service we can provide, these partnerships matter in delivering good quality social care. This is because there are so many aspects involved in delivering a good quality of service that no one person or organisation can deliver alone. 3.2 explain ways of working that can help improve partnership working There are many steps we can take to ensure that any partnership is able to work effectively Communication – this is one of the most essential steps we take, in failing with effective communication can cause friction and instant dislike which may create an unhealthy relationship. We need to ensure we keep good communication so we pass on vital information which may contribute towards the care towards the individuals’. * Respect and value work of others – when others or you do not feel appreciated for the work they do it can make others down and Respect and value work of others – when others or you do not feel appreciated for the work they do it can make others down and fed up which may affect the way they work. Just by valuing and appreciating the things people do for others will make the work place a lot more happier and keep relationships from turning negative, each person brings different knowledge and skills which are helpful and useful for the smooth running of delivering a good level of care. * Making clear decisions – all involved should feel confident enough that the decisions being made within the team are following the agreed process. There should be Making clear decisions – all involved should feel confident enough that the decisions being made within the team are following the agreed process. There should be concern if not all involved feel some decisions are being taken outside the team and that not everyone is being involved. If there is an agreed procedure for making decisions it is usually best to use it to keep peace and relations positive. 3.3 identify skills and approaches needed for resolving conflicts A conflict can sometimes be quite aggressive in order to resolve these we must use a different range of skills and approaches to help maintain it from escalating. We can use good listening skills, communication skills, holdinginformation, also being diplomatic and analysing the situation. Our approach needs to be tactful and calm also good body language showing we are open and ready to help resolve the issue. 3.4 explain how and when to access support and advice about: Partnership working Resolving conflicts Works Cited Angipie. â€Å"Develop Work Relationships.† WikiHow, 6 Dec. 2016, www.wikihow.com/Develop-Work-Relationships. GSA and the Courts: a Working Relationship. Washington, D.C., The Administration, 1991. â€Å"Personal Relationships.† Personal Relationships, vol. 23, no. 1, 2016, doi:10.1111/pere.2016.23.issue-1. Stelck, Lisa, and Cheryl Newman. The Working Relationship: Management Strategies for Contemporary Couples. New York, Villard Books, 1986. â€Å"Workplace Relationships.† Wikipedia, Wikimedia Foundation, en.wikipedia.org/wiki/Workplace_relationships.

The Airline Industry Airbus

The Airline Industry Airbus Abstract The airline industry has witnessed increased competition in the last few decades brought about by realignment of the key players in the sector. Airbus relies on a unique business model that aims in providing cost effectiveness through engineer to order systems while Boeing places more emphasis on the interests of the customers during production.Advertising We will write a custom essay sample on The Airline Industry: Airbus specifically for you for only $16.05 $11/page Learn More Both companies are always investing heavily in technological developments with the aim of producing cost effective jets. There exist comparisons between the production strategies of the two manufacturers while concerted measures are required to address the inherent risks in the business. Innovation and utilisation of advanced technology remains the major driver of product development in the aircraft industry. Introduction The airline industry has witnessed increased competit ion in the last few decades brought about by realignments of the key players in the sector. While Boeing and Airbus are the dominant players in the field, other smaller entities have surfaced with innovative business strategies aimed at carving a niche ion the production of high speed jet liners. Innovation and incorporation of the latest technology has resulted in spirited competition between the two giants with Airbus narrowing the gap on its rival in the last ten years. The success in the airlines production business is sustained through adoption of unique and customer focused production development strategy. This essay will provide a summary and a comparison of the product development strategy for airbus and Boeing, other competitors in jet liners production and various ways in which Airbus can spread the major risks facing its ventures. Boeing and Airbus product development strategy Boeing Company has continually led its competitors in the production of commercial jet liners ca pable of ferrying hundreds of passengers at a time. While Airbus has continually challenged its grip at the helm, the innovativeness and consideration of consumers interests in the production phase has made to hold on to the market leader position. The two companies share similarities in that their production is inherently reliant on the most recent and advanced technology aimed at fulfilling the customised demand of their customers. Boeing has dominated the business in the America region while the Asian and European airlines usually rely on jets assembled by airbus.Advertising Looking for essay on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Airbus relies on a unique business model that aims in spreading its core activities in different countries across the globe thus ensuring the integration of all related services during the production. In fact, the 160 locations distributed across the globe are complement ed by combination of research and development centers and manufacturing bases strategically situated in Spain, Germany, UK and France. Moreover, the company operates several subsidiaries in china and recently in Japan and North America. Airbus greatly relies on a unique engineer-order strategy that has continually boosted the synchronisation of the supply in relation to the demand systems (Airbus, 2010). More importantly, the manufacturer has embraced a consortium-oriented approach in relation to its product development. This is achieved through its reliance on the high degree of integration of the production process largely in the single-aisle and the popular wide-body commercial jets. The integration process has resulted in airbus producing the largest airplane (A380) with the capacity to carry slightly below 800 passengers at a time that was to provide intense competition to Boeing 787 dream liner (Airbus In addition to the production systems, Airbus has established several distr ibution centers for its spare parts in the Far East with the sole intention of fulfilling the needs of the Chinese commercial fleet market. The strategic move adopted by Airbus that depicted a constellation of beneficiaries in the fleet business has endeared them to chin and several governments in the globe, hence creating a competitive edge over its main rivals. On the other hand, Boeing Company came up with an innovative strategy with the sole intention of introducing jet liners with unique and new features from the available models in the world. The company adopted a longer-range product strategy that will enhance the production of large aircraft with capabilities of achieving higher speeds and carrying more than 500 passengers. Boeing production strategy is inherently focused on developing aircraft according to the needs and demands of the customers. In fact, their research and development team has dedicated their efforts in developing a faster and larger aircraft that would enh ance time savings during travels and reduce overall transportation costs for the airlines. According to Boeing (2010), the company continuously engages in communication with its customers with regard to the type and nature of flights that could prove useful in the long term.Advertising We will write a custom essay sample on The Airline Industry: Airbus specifically for you for only $16.05 $11/page Learn More The customers’ desires of larger and faster aircrafts resulted in the initiation of development efforts towards aircraft that proved satisfactory to the customers. With more emphasis on custonmer preferences, Boeing has incorporated several features such as higher speeds, environmental benefits occasioned by quieter landings and largely by takeoffs in their development efforts. More importantly, the incorporation of longer range and planes with the ability to offer comfort while cruising at higher altitudes brought new excitement in commercial av iation. Boeing production strategy is therefore reliant on distance and capacity to enhance cost effectiveness in the airlines industry (Campos, 2001). How does Airbus strategy compare with Boeings? Airbus and Boeing are ideal examples of a comprehensive competitive case especially in the manufacture and marketing of their products. For the last three decades, the two rival rivals have engaged in stiff competition with airbus wrestling Boeing as the market leader (Irwin Pavcnik, 2004). Despite the fact that both rivals utilise different strategies in their production, similarities are inherent especially in their business models. Both companies are always investing heavily in technological developments with the aim of producing cost effective jets, thereby resulting in production of more variants while taking shorter time to introduce them in the markets. For instance, airbus integrates Windchill solutions to optimise its overall performance in operations and maintenance (Parametri c Technology Corporation, 2010). On the other hand, Boeing utilises team center solutions to improve on the life cycle management of its products. Although the companies have recorded different success with the software in the past several years, both still acknowledge the merits occasioned by their appropriate utilisation (Irwin Pavcnik, 2004). With regard to previous setbacks in aircraft development brought about by incompatibilities in the software, airbus has embraced latest technological solutions that enhance the synchronisation of its operations. Windchill and team center solutions has brought on board innovation and improved productivity through seamlessly linking people and product processes with invaluable knowledge throughout the life cycle (Leea et al, 2008).Advertising Looking for essay on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Who else is competing for the high-speed jet liner? After many years of dominance by Boeing and lately by airbus, the jetliner business is gaining momentum amid increased competition and investment in production by Chinese manufacturers. In addition to the Chinese manufacturer, Embraer has emerged as a formidable force in the jet industry and has continually increased its market share. The Brazilian based outfit is popularly credited in the production of not only commercial and executive aircraft but also military and in the provision of comprehensive aeronautical services to airlines especially in large parts of South America. Although the company do not have the financial and infrastructural capability to destabilise the duo-poly enjoyed by the two main rivals, the Brazilian conglomerate has created itself a niche in the narrow-body category. In fact, the Embraer E-jets series have gained wide acceptance hence substantially improving its presence in the globe, although it faces st iff competition from Bombardier Aerospace in the manufacturing of jets especially in the regional market. The duopoly exhibited by the two giants will come under check once china unveils its fleet of home-grown jetliners. The collaboration between several US companies with the Chinese government aims to set up the requisite infrastructure that will eventually herald the initiation of manufacture of C919. Although the first batch of the aircraft is expected not earlier than 2016, major realignments in the aviation have started shaping with many companies placing orders for the aircrafts. The tough regulations put in place for investors and partners in the venture are likely to cause loss of business for both rivals owing to the fact that china is expected to be the single largest country to experience exponential growth in air traffic and infrastructure in the next 20 years (MacPherson Pritchard, 2003). The determination of the Chinese government and the heavy investments in the pro ject is believed to enhance the successful completion of the project that will eventually set pace for china to emerge as the leading manufacture of jet liners with capacity of slightly more than 150 passengers. Although the collapse of Soviet Union destabilised the economic power of Russia and aircraft manufacturers, llyushin and Tupolev still produce large jets despite commanding a slice of the market share. Through their jets with capacities of between 200 to 400 passengers, the manufacturers still produce aircrafts mainly for countries in Europe although majority of the designs have since ceased production owing to a constellation of market forces (Irwin Pavcnik, 2004). Plans are underway to create a major aircraft manufacture in Russia through consolidation of the fragmented aircraft manufacturer. Its worth noting that there is urgent to consolidate the ineffective aircraft manufacturers while investing colossal amounts of money in order to offer any meaningful competition to Airbus and Boeing in the long term. Spreading of inherent risks in Airbus ventures Like any other venture, Airbus has suffered diverse challenges and setbacks in its production and largely its marketing strategy of their fleet owing to wide reengaging factors in the business environment. Delays in production and design coupled with economic factors have proved the major factors that have continually the smooth running of operations. The weakening of the dollar and the failure to acquire requisite materials needed to ensure the aircraft conform to the projected designs has led to increased frustrations to both the management team and the buyers. In order to address the challenges, Airbus must take concerted efforts towards mitigating its production and marketing from external shocks. Risk sharing through spreading of components of production in different continents will cushion the company from external shocks experienced in a specific country. The spread of the various components su ch as assembly, design and largely fabrication has ensured the airline stays profitable and also cushions it from unwarranted economic sanctions. In fact, its embracement of a common pooling of various investors based in different countries has resulted in the popularity of its jet-liners in Europe and china. Outsourcing some of its con-core services and maintenance services can diminish the risks particularly in terms of assembly costs. Contracting of India and Chinese firms to maintain the jet-liners plying the Far East routes will enhance savings in terms of time and money for the airlines and the manufacturer. More importantly, the internationalisation of its core operations such as assembling helps it concentrate in mass production of specific categories of its fleet (Airbus, 2010). For instance, the final assembly point in china has rapidly enhanced the production of A320 family fleets. Risks sharing cushioned the company the hard effects of the global meltdown. Decentralisati on of its core operations will also improve the overall manufacturing process thereby meeting the consumer specifications while maintaining limited noise externally and also on the cabins. It is worth noting that the engineer to order system employed by Airbus has enhanced its ability to cushion itself from unexpected shocks since it allows high level of process integration across the various categories of jets (Irwin Pavcnik, 2004). Conclusion The divergent approaches adopted by the manufacturers in the production system have occasioned development of different variants of aircrafts that has caused realignment of customers. More importantly, Airbus has strengthened its expansion programs and upgraded its technological solutions thereby ensuring synchronisation of its core operations. To remain cost effective and competitive in the aircraft industry, the manufacturers must whole heartedly embrace technology, take into consideration customers’ preferences and decentralise maj ority of the core operations to remain afloat in turbulent economic times. Reference list Airbus. (2010). Corporate information: people and organization. Web. Boeing. (2010). Commercial airplanes. Web. Campos, L. (2001). On the competition between Airbus and Boeing. Air Space Europe, 3(1-2), 11-14. GLG Expert Contributor. (2007). Airbus Failure and Boeings Success with Project Life Cycle Management Software. New York: Management GLG Management. Web. Irwin, D. Pavcnik, N. (2004). Airbus versus Boeing revisited: international competition in the aircraft market. Journal of International Economics, 64(2), 223-245. Leea, S., Maa, S., Thimma, S. Verstraeten, J. (2008). Product lifecycle management in aviation maintenance, repair and overhaul. Computers in Industry, 59(2-3), 296-303. MacPherson, A. Pritchard, D. (2003). The international decentralisation of US commercial aircraft production: implications for US employment and trade. Futures, 35(3), 221-238. Parametric Technology Corpor ation. (2010). Airbus Strengthens Its Strategic Partnership with PTC with Deployment of Windchill ®. Web.