The Hurt Locker Leadership

Another OB theory that is examined in The Hurt Locker is Leadership. This theory is defined as the ability of an individual to influence, motivate, and enable others to contribute towards the effectiveness and success of organizations of which they are members. There are four perspectives on Leadership; these perspectives include Trait, Behavioral, Contingency and Transformational. The trait or competency perspective of leadership proposed that leaders are more likely to have certain personality, social, physical, or intellectual traits than non leaders. Trait perspective emphasis on leadership competencies, which are learned behaviors such as skill, abilities, and values. Successful leaders acquire competencies that include; * Drive and energy (includes achievement, motivation, ambition, tenacity, and initiative) * Leadership motivation (the desire to lead but not to seek power as an end in itself) * Honesty and integrity * Self-confidence (associated with emotional stability) * Cognitive ability * Knowledge of the business. Another component of Trait perspective is leadership agility, which is the ability to make wise and effective decisions amid complex changing conditions. The next leadership perspective is behavioral. This perspective proposes that effective leader behave in a certain desirable way. This behavior can be perceived as task-oriented, people oriented, neither, or both. A task-oriented style of leadership spells out duties and specific tasks, tells people what to do and how to do it, ensures employees follow rules, and encourages employees to reach peak performance. This style is also referred to as production-oriented and autocratic. On the other hand a people oriented or democratic style of leadership shows trust and respect, engages in two-way communication, listens, encourages, give recognition, and provides socio-emotional support to followers. The third style is call Laissez-faire or uninvolved leadership style, this is an employee-centered style in which the manager permits his or her employees to function within prescribed limits. A balanced leadership style is when the manager exhibits both task and people orientation. The third leadership perspective is Contingency; this is a perspective that proposes that effective leadership depends upon the degree of fit between the leader’s style and various factors in the particular situation. By nature, contingency theories are â€Å"if-then† theories; If the situation†¦. , Then†¦.. Depending upon the situation an appropriate leadership behavior will be used. There are three leadership theories that take a contingency perspective. First is Path-Goal Contingency theory. This theory proposes that leader effectiveness is based on an expectancy theory of motivation. This theory advises that the basic role of the leader is to clear the follower’s path to the goal. Research suggests that leaders can and should change their style to fit follower and workplace characteristics (contingencies). Leaders should use one of four behavior styles to help followers clarify the paths that lead them to work and personal goals. 4 behavior styles are; directive, supportive, participative and achievement-oriented. Second is Fiedler’s Contingency Theory, this theory suggests that high task and high people orientation is not best in all situations. Effective leadership depends on the match between the leader’s style and the degree of control he or she has in the situation. When control is high, situation is considered to be â€Å"favorable† and vice versa. Favorableness depends on three key factors or contingencies. Position power: the authority associated with the leader’s formal position in the organization. Leader-member relations: the quality of interpersonal relationships between a leader and the group members. Task structure: the degree of clarity, or ambiguity, in the work activities assigned to the group. The last theory is Leadership Substitutes Theory. This theory suggests that in some situations leaders can reduce the amount of leadership they exercise because it becomes unnecessary due to existing substitutes or neutralizers. Things that can substitute for leadership include; high skills of employees, team cohesiveness, formal controls. The fourth and last perspective is transformational. The theories mentioned so far have been, transactional leadership theories: a process of social exchange between followers and leaders that involves a number of reward based transactions. The transactional leader clarifies performance expectations, goals, and a path that will link achievement of the goals to rewards. Transformational leadership is leadership that inspires followers to share a vision, empowers them to achieve the vision, and provides the resources necessary for developing their personal potential. Transformational leaders serve as role models, support optimism, and mobilize commitment as well as focus on the followers needs for growth. Characteristics and Behaviors of Transformational Leaders Characteristics | Behaviors| Charisma (idealized influence): followers have complete faith in him/her| Articulates vision, mission| Inspirational motivation; inspires loyalty in the organization| Models the vision| Individualized consideration; gives personal attention to all members | Builds commitment to mission| Intellectual stimulation: enables followers to think about old problems in new ways| Demonstrates personal integrity | Evident of leadership is consist ently shown throughout The Hurt Locker from Staff Sergeant, Matt Thompson and First Class Sergeant, William James. At the beginning of the movie Matt Thompson lead the U. S Army Explosive Ordnance Disposal (EOD) in the Iraqi-American war. The trait perspective of leadership demonstrated by Matt Thompson includes Leadership motivation, honesty and integrity, and knowledge of the business. Matt seem to know what he is doing hence he is leading the team. He steps up when required; during the first scene of the movie Sergeant JT Sanborn, responsible for controlling the remote control vehicle is unable to execute his duties so Matt steps in and help out. Matt illustrates people oriented behavior because he tries to communicate with his partners. Matt Thompson is not confident enough and he doesn’t have that motivation and ambition, he tries to play it safe. During that scene Sanborn informs Matt that he is within the blast radius and Matt says â€Å"thanks for reminding me† in a sarcastic way which shows lack of confidence. Matt also lacks in leadership agility, as he was not able to make a wise and effective decision during a complex situation which cost him his life. First Class Sergeant, William James is Matt Thompson’s replacement. He is an extremely talented individual who shows outstanding leadership skills. After meeting Sanborn he gets emotional and tells him that he isn’t trying to replace Matt but just wants to do his best. This shows initiative and leadership motivation. James is very knowledgeable about his business which helps him to be self-confident. James has a balanced leadership style as he exhibits both task and people oriented behavior. James tells people what to do and how to do it, he ensures employees follow rules, and encourages employees to reach peak performance. As a Specialist, Owen Eldridge looks up to James. James recognizes this and tries his best to make sure Eldridge reaches his peak performance by telling him what to do and how to do it. During one of the scenes the bullet of a sniper rifle is jammed and James asks Eldridge to fix it. Unable to do so Eldridge asks James for help. James endangers himself to show Eldridge that he must spit on the bullet to remove to blood because the blood is causing the jam.

China Export Strategy

China's Export Strategy: What Can We Learn From It? Arvind Panagariya As much as by luck as by design, China stumbled onto an export and foreign investment strategy that has proved remarkably successful, helping the economy move quickly to a market-based system. experience serve as a model for other countries? But can the Chinese After three decades of inward-oriented trade and foreign investment policies, in 1979, China switched course and launched an â€Å"open-door† policy. During the 15 years that have elapsed since then, the country has ersistently, albeit gradually, liberalized its trade and foreign investment regime. This has been accompanied by a spectacular growth in GDP and During 1980-90, GDP grew annually at an impressive rate of Over the same period, exports grew at an annual rate of 11 foreign trade. 9. 5 percent. percent–more than twice as fast as world trade–and imports 9. 8 percent. More recently, in 1992 and 1993, GDP has shown annual growth rat es exceeding 13 percent. The annual growth in exports and imports during these two years has been 13 percent and 27 percent, respectively. What are the key trade and foreign investment policies that have led to this dramatic growth in China's foreign trade and GDP? And what lessons can we derive from China's experience for other economies in transition? (see box)? In the following, we examine the nature of reforms and why they worked well or poorly in particular cases. Though this study focuses on external economic policies, it is important to remember that the promotion of non-state enterprises has closely complemented China's outward-oriented – 2 strategy. These enterprises, owned collectively by local authorities in urban areas, townships or villages, enjoy a high degree of autonomy in their operations. Consequently, they have been most successful in taking advantage of the outward-oriented strategy. Promoting an â€Å"export culture† On the external front, three factors combined to give rise to China's success: adoption of an aggressive pro-export strategy by central authorities, active participation of local authorities and the presence of Hong Kong and Taiwanese investors looking for a source of cheap labor. With he beginning of the open-door policy, the central authorities began sending clear signals in favor of an export-oriented trade regime. A variety of instruments were employed to promote what may be called an â€Å"export culture†: geographical targeting, sectoral targeting, a liberal foreign investment regime, and liberal provision of export financing. Geographical targeting. China set up the so-called Special Economic Zones (SEZs) and Open Cities within which economic activities– manufacturing, banking, exporting and importing, and foreign investment-took place in a more liberal environment than is available in the rest of the economy. These zones helped to serve as focal points for investment from both domestic and foreign sources and to allow China to develop links with the world market, brought in part, by Hong Kong and Taiwanese entrepreneurs. Originally there were only a handful of such zones, all in Guangdong and Fujian provinces. Over time, many features of SEZs were extended to other cities. Two features of SEZs distinguish them from the rest of the country. First, the SEZs enjoy considerable administrative autonomy in the – 3 areas of investment, pricing, taxation, housing, and labor and land management policies. require virtually no Most foreign investments can be approved locally and central clearance. Second, the SEZs offer many The economic incentives to investors not available in the inland provinces. corporate income tax, normally 33 percent for foreign funded enterprises and 55 percent for state owned enterprises, is 15 percent for all enterprises in the SEZs. All imported inputs used in exports or sold within the Zones are In addition, tax holidays free of import duty and other indirect taxes. available to foreign funded enterprises are more generous in the SEZs than those available under the national tax legislation. Depending on the amount of investment, nature of the technology, and duration of the project, tax holidays of up to five years are available. The SEZs and open cities exhibited spectacular economic performance. In 1979, the three SEZs in Guangdong were small fishing villages with virtually no industrial activity. transformed into modern cities. By the end of 1980s, they had been In 1990, the SEZs and open cities accounted for 52% of total realized investment and more than half of total exports. During 1985-90, industrial output in Guangdong and Fujian grew at annual rates of 16% and 14. % compared with 6. 9% in the rest of the economy. Sectoral targeting. Side by side with geographical targeting, China has also engaged in sectoral targeting for exports. Targeted sectors, chosen at a broad level, have included light industrial products, textiles, and machinery and electronic goods. The most important instruments of targeting were production networks for exports (PNEs) and higher excha nge retention rights to targeted sectors. – 4 The Seventh Five Year Plan (1986-90) provided for the creation of PNEs. The idea was to bring the leading factories within the targeted ector into a network and support them through subsidies for technological upgrading, guaranteed supplies of raw materials and power, preferential access to transportation, attractive purchase prices for their goods, and higher exchange-retention rights than other enterprises in the same industry. The aim of the networks was to expand both the quailty and quantity of exports of the participating factories. The first industry group to benefit from this scheme was machinery and electronic goods. PNEs have also been created in light industrial products and textiles, and farm and sideline products. Rights to foreign exchange generated by exports are shared between the central and provincial governments. For targeted sectors, the allocation of retention rights was more favorable to the province and the foreign trade corporations (FTCs), which procure and export more than 80 percent of China's exports. In the case of light industries, arts & craft, and knitwear, foreign exchange was divided in the ratio of 20:80 between the center and province. Similarly, in machinery and electronic goods, for within-quota exports, the split between the center and provinces was 35:65. Though the retention rights have been revised recently, the bias in favor of FTCs has been retained. From the available data, it is difficult to judge the impact of sectoral targeting primarily because it was broad based. textiles and light industrial products in total exports The share of did expand significantly after 1985. But the effect on machinery sector is less clear. – 5 Overall, one thing which is clear, however, is that the export share of labor intensive sector has gone up in the latter half of 1980s. export shares of heavy and light industries were 47. % In 1982, 37. 6%, and respectively, in 1982. 52. 9%. By 1989, these shares had changed to 31. 9% and Liberal foreign investment regime. China's striking export performance is related to the size of foreign direct investment flows into the country (see table). Foreign investors have been lured to the Chinese market for three reasons. First, both policies and procedures have been designed to facilitate foreign investm ent. A 25 percent foreign investment gives an enterprise the At status of a joint venture and qualifies it for various tax incentives. he same time, foreign equity investment can rise all the way up to 100 percent. Restrictions on the choice of sectors are minimal; any preferences, sectoral or otherwise, take the form of extra incentives. As a result, joint ventures have been established in sectors ranging from hightechnology to consumer goods, services, and raw materials. lower or upper limit on the amount of foreign investment. There is no In large open cities such as Shanghai, foreign investment projects up to $30 million can be approved by local authorities. The limit in smaller open cities is $10 This autonomy has illion while that in unopened cities is $3 million. greatly simplified the approval procedures. Second, employment, wage and pricing policies for joint ventures are flexible. contractual Joint ventures are free to employ any required personnel on a basis. Employees ar e subject to warnings, wage cuts and – 6 dismissal. Except for a few product categories for which prices are set by the state, joint ventures are free to set their prices both domestically and abroad. Products or services for which prices are fixed are of two types. In the first category, prices are completely fixed (e. . , products such as grain, oil, and fuel; and services such as electricity and rent). In the second category, prices are allowed to fluctuate within prespecified bands usually ranging from 10 to 30 percent (e. g. , steel, cement, timber, coal and other major capital goods). Finally, China has given extra incentives to joint ventures. As already discussed, these incentives are particularly generous in the SEZs and open cities. Since 1986, additional preferential treatment has been The available to export-oriented or technologically advanced projects. ncentives include: o Exemption from state subsidies paid to employees to cover the benefits provided by the gov ernment of China; o Priority in obtaining Bank of China loans; o Tax exemption on profits remitted abroad; o Longer tax holidays from corporate income tax; o Extra tax benefits on profits reinvested in export-oriented or technologically advanced projects; and o Further reduced land-use fees, priority in obtaining utilities, transport, and communication facilities. Duty exemptions. China has also instituted an elaborate system of Under these schemes, uty exemptions on imported inputs used in exports. the concessional share of imports was 35 percent in 1988 and rose to 50 – 7 percent in 1991. played an The schemes, introduced in 1984 or later, seem to have role in expanding China's exports. Total exports important associated with concessional import arrangements account for 64 percent of China's manufactured exports. These exports doubled between 1988 and 1991. The domestic value added of these exports is, of course, lower than of other exports. Export financing. Ready access t o export credits is believed to ontribute favorably to export performance. The Bank of China, which is the primary bank dealing in foreign exchange, provides trade credits. Credit, offered in domestic currency, is available for working capital as well as fixed investment for the production of exports and import substitutes. main beneficiaries of these credits are FTCs. of total trade credits in 1991. The They accounted for 85 percent The Bank of China also offers loans in terms of foreign exchange, primarily to enterprises in which foreigners have invested, for working capital and fixed investment. Though contributing favorably to exports, the liberal credit policy has led to a rapid expansion of outstanding loans. The total volume of outstanding trade loans at the end of 1991 was more than three time that at the end of 1985. In part, this expansion was due to the growth of exports. But perhaps it also reflects a rising ratio of export credit to total exports. According to one calculation, this ratio was 150 percent in 1988. The Hong Kong connection A key element in China's success in the world markets so-called â€Å"Hong Kong connection†. as been the In the mid-1980s, Hong Kong entrepreneurs began shifting manufacturing facilities to China, attracted by lower labor – 8 costs as wages rose rapidly at home. This link with Hong Kong has not only brought much needed capital to China but also supplied new technology, modern management practices and critical links to the world market. Today more than half of China's exports to the rest of the world are handled by Hong Kong. Of the $45 billion in cumulative foreign investment commitments to China through 1992, 70 percent came from Hong Kong. This investment went mainly to export-oriented joint ventures. A large proportion of Guangdong's export production is supervised under contract by firms in Hong Kong. Processing activity for exports in Guangdong is also carried out largely in collaboration with partners in Hong Kong who supply materials. Many items, particularly in the toy and clothing sectors, which were previously exported by Hong Kong are now exported by Guangdong. Local policies China's economic system is highly decentralized now and the implementation of policy is largely under the control of provinces. Hence, in the fast-growing provinces, provincial and local officials have been deeply involved in the development process in general and export promotion in particular. The role of local authorities in facilitating foreign investment has been described earlier. In addition, there are a number of ways in which local authorities promote exports. First, the center gives mandatory targets or export quotas for only a limited number of items or in limited volumes. But in some provinces, for Moreover, example Jiangsu, the export-quota-system is far more elaborate. aking advantage of their monopsony power, FTCs are able to buy goods from enterprises at prices well below the corresponding domestic prices. Though – 9 the economic desirability of â€Å"exports at any cost† has been questioned, the FTCs have certainly been able to operate profitably on account of the monopsony power. Second, operating within the center's guidelines, provincial authorities have been expanding Direct Export Rights (DERs) to enterprises. Because the criteria for obtaining such rights are stringent, the DERs have not expanded as rapidly as would have been desirable, however. ith DERs account for only 5% of China's exports. Third, within the State's guidelines, provincial and city governments decide the allocation of raw materials imported by using locally retained foreign exchange earnings among enterprises, collectives and TVEs and across different sectors. Provinces and cities also provide indirect export Enterprises subsidies through the provision of critical inputs such as electric power to export oriented enterprises. higher bonuses for Further incentives are provided in the form of and employees on the basis of export managers erformance. Within the guidelines laid down by the State, provinces can confer rights to trade directly upon enterprises and enterprise groups. Finally, local authorities establish joint ventures between FTCs and enterprises to promote exports. establ ished 160 of these ventures. establish another 200 such ventures. The central lesson Perhaps the most important lesson, also consistent with the experience of other East Asian countries such as Korea, Taiwan Province of China, During the Seventh Plan, Wuxi City alone In the Eighth Plan, the city intended to 10 Singapore and now Thailand, is that the key to high GDP growth rates is export orientation and eventual success in the world market. The success in export expansion, in turn, depends on the policy package, which conveys a message in no uncertain terms that, rather than shelter import competing industries, the country will give priority to export oriented activities. China benefitted greatly from the clarity of signals sent by its policy reforms. Once the reform process began, there was rarely any doubt Despite occasional policy reversals, provincial and about its direction. ity governments, which implemented policies and enterprises, both state and nonstate, were convinced tha t the country was headed towards an export oriented regime. geographical In terms of static efficiency, virtually all policies-preferential treatment of foreign investment in targeting, general and in export sectors in particular, and discriminatory exchange retention rights–were highly distortionary. Yet, they combined to give a loud and clear signal that the government was determined to change the economy's orientation away from import substitution to export promotion. – 11 – Box Can India benefit from China's experience? Operationally, the Chinese model is not very applicable to the economies of Eastern Europe or the former Soviet Union. These countries have largely rejected the planning model, which has remained an integral part of the Chinese development strategy. The countries in Eastern Europe The have already evolved far closer to the market model than China. countries emerging out of the former Soviet Union, on the other hand, are still struggling with the problem of macroeconomic stabilization. The country for which the Chinese experience is most relevant is India. Both are highly populous and, by developing-country standards, large economies. They began their development process approximately at the same time and stressed self-reliance. Both relied increasingly heavily on import substitution policies and ended up with a highly capital intensive production structure. China changed course in 1979 while India continued (with modest liberalization) on the old course. In 1991, in many ways, India stood where China stood in 1979. China's in 1979. Import and The trade-to-GDP ratio was the same as controls were rampant and the investment domestic currency was overvalued. Despite these similarities, even in India's case, lessons from China are limited. In addition to the obvious differences in political systems which lead to very different political-economy processes in the two countries, there are three reasons for this. has been highly interventionist. been in China and elsewhere in First, the Chinese approach This approach can be successful–as it has East Asia–provided the government can – 12 implement â€Å"right† interventions judiciously. India's experience during the Second, India's last four decades in this respect has not been encouraging. conomy has already evolved far closer to a market economy than that of China. have For instance, export targets and foreign exchange contracts, which helped create a pro-exports ethos in China are neither arguably desirable nor feasible in India. greater role in India than in China. Similarly, private sector plays a far Finally, India has already carried out For example, in the a rea of many reforms that China is still contemplating. exchange rate, China has a multiple exchange rate system and its exchange market is not organized along the lines of market economies. India has chieved virtual current account convertibility and its foreign exchange market is organized along modern lines. Of the lessons that have general relevance to India, the following points would seem to be the most pertinent. o First, creating a liberal and flexible economic environment along the lines of SEZs in China would stimulate greater foreign investment. The country can begin with a small number of cities–e. g. , Bombay, Bangalore, Cochin, and Madras–and, as in China, local governments may be given full authority to approve foreign investment up to a certain limit. Most important, rules of entry and exit in the zones can be made more flexible. Because these zones will be introduced in limited areas with a high growth potential, political consensus may be easier, even if this requires new legislation. Eventual success in the open zones may open the way for Currently, India does have export political consensus on a wider scale. processing zones. But the geographical area over which such zones operate – 13 is far too limited to allow for the full play of liberal policies and make them focal points of investment activity. Second, provision of infrastructure facilities through active In participation of local authorities in the reform process is critical. the fast growing provinces in China, local authorities–especially mayors of the cities–have been deeply involved in the process of development. They try to ensure that investors get speedy clearance with respect to land use, supply of electricity, water and other facilities. In India, so far, it seems that the enthusiasm for reforms has not filtered to state governments and the center may well have to take a lead in this regard, offering both carrot and stick. All incentives and reforms at the central level can be rendered ineffective if the state and local authorities, which must provide land, power, communications facilities, and environmental clearance, do not cooperate. There is an urgent need to study caefully how such bottlenecks can be removed. o Third, there is a need for a shift in the production structure towards more labor intensive industries. The share of capital goods imports in total imports is rather small in India when compared with China and other fast-growing countries in East Asia. This, combined with the fact that India's import-to-GDP ratio is small, suggests that India is far more deeply into the production of capital goods than China and other comparator countries. In late 1970s and early 1980s, China also suffered from this problem and adopted policies to change the structure of production in favor of labor intensive goods. An important part of this strategy was targeting of a few – 14 sectors, especially for exports. this route. For India, it is perhaps unwise to follow Given the country's generally neutral and rules-based approach to reforms, it is perhaps best to rely on the standard trade policy tools, particularly the structure of tariffs. Recent reduction in tariffs on capital goods should help move the economy towards more labor intensive goods. What is needed is resistance to policies that reverse the impact of this policy change. In particular, there is need for labor-market reforms. The country will not be able to take advantage of low wages of skilled and unskilled labor unless potential investors are sure that they can operate factories around the year without fears of recurrent labor disputes. This fear has been behind the highly capital intensive technologies chosen by investors in recent years. Fourth, duty exemptions for assembly type operations combined with rapid processing of imported inputs and materials by customs authorities made a significant contribution to China's export growth. In India, duty exemptions for exporters exist but an improvement in their administration and simplification of procedures leading to speedy processing by customs will help boost exports. Also, for small exporters who rely on duty drawbacks, delay in getting the drawback as well as in obtaining inputs from abroad are common. An improvement in this direction is also desirable. Fifth, it is important to note that China was welcoming of foreign investment for both domestic and foreign markets. Most of the incentives– tax holidays, lower fees on land use, flexibility in the employment of labor etc. ,–were available to all foreign investors. ventures, some extra incentives were provided. For export-oriented joint The lesson here is that – 15 fears of tariff-jumping type of foreign investment should not lead to erection of barriers. Instead, if the regime is to be tilted in favor of export-oriented foreign investments, it should be done through positive incentives. Imposition of barriers to foreign investment will only add noise to signals of openness that India has been sending. A final point concerns the importance of a â€Å"Hong Kong† connection. In India's case, there are no geographic neighbors that are as economically dynamic as Hong Kong or Taiwan, Province of China. But through cultural ties, the most India can do is to attract investments from Indians in Hong Kong and Non Resident Indians (NRIs) elsewhere in the world. While this is obviously worth doing, India has to rely on a more diversified base of foreign investors. It may be argued that to meet the East Asian challenge, investors in the United States and Europe will be increasingly looking for sources of cheap labor. With its vast pool of cheap unskilled to middleMoreover, level skilled labor, India clearly fulfills this requirement. India's economic and political institutions are also familiar to western investors. What is needed is more open policies, transparency, and infrastructure. If this can be accomplished, India may well become the primary export base for the United States and European Community in the 21st century. Arvind Panagariya an Indian national, was a Principal Economist in the Bank's Trade Policy Division and is a Professor of Economics at the University of Maryland. He earned his PhD from Princeton. – 16 Direct foreign investment into China (billion dollars) Commitment 1988 1989 1990 1991 1992 (first half) Cumulative, end 1991 5. 3 5. 6 6. 6 12. 0 14. 5 48. 9 Actual n. a. 3. 4 3. 5 4. 4 3. 4 20. 3 ——————————————————————- Sources: China Statistics Yearbook 1990, 1991, Ministry of Foreign Economic Relations and Trade, China.

Leadership and power Essay

We have described power as the capacity to cause change and influence as the degree of actual change in a target’s behaviors. Ho Ching’s power as a leader has been recognized by many, but would you describe Ho Ching as an influential leader? Why? Yes Ho Ching would be an influential leader because she has the capabilities to persuade others to follow her lead 2.Based on the excerpt from Ho Ching’s speech, what type of tactics does she use to influence the behavior of others? Ho Ching use coercive power to direct her followers 3. Ho Ching has been named one of the most powerful leaders in Asia. What are her major sources of power? Her major resource of power came mainly on her connections mostly her husband Review the Leader Motives in Ch. 5 of Leadership: Enhancing the Lessons of Experience. How would you characterize Ho Ching’s motives? Her motives were to build a better relationship with India and help Singapore grow. Review Highlight 5.3 in Leadership: Enhancing the Lessons of Experience. What role, if any, do managerial differences based on gender play here? There are managerial differences based on gender Females tend to act with the organization’s broad interests in attempt mind, consider how others felt about the influence, involve others in planning, and focus on both the task and interpersonal aspects of the situation. Male managers, on the other hand, were more likely to act out of self-interest, show less consideration for how others might feel about the influence attempt, work alone in developing their strategy, and focus primarily on the task alone. Malemanagers, on the other hand, were more likely to act out of self-interest, show less consideration for how others might feel about the influence attempt, work alone in developing their strategy, and focus primarily on the task alone. Female managers were less likely than male managers to compromise or negotiate during their influence attempts. The female managers were actually more likely to persist in trying to persuade their superiors, even to the point of open opposition. Although their managerial styles were different neither group was more effective than the other.

Discuss the view presented by Nasim and Sushil (2011) that managing Essay - 1

Discuss the view presented by Nasim and Sushil (2011) that managing change invariably involves managing paradoxes and in partic - Essay Example However, the most critical aspect of the adoption of such change is its management. The management of change in organizational culture poses multiple challenges for any organization. There are various scholars who have embarked on describing different concepts related to organizational culture. Sushil and Nasim highlighted that managing organizational culture involves the management of paradoxes, and more specifically the paradox of continuity and change. This paper will develop a critical argument from the idea posited by these two scholars. It has become evident that change is inevitable. Organizations face the urgency of adopting change, although the course of change presents new complexities. Apparently, only a third of all ventures aimed at fostering change are likely to succeed. The failure of two thirds of all projects seeking to foster change emphasizes the urgency of new strategies for managing change. However, different scholars have posited opinions on whether managing cha nge is a possibility (Collin, 2004:560). One school of thought opines that through management, it is possible to exert a form of control on organizational culture. A different group of scholars has highlighted that organizational culture change can only occur under certain conditions that act as preconditions for the change. The third school of thought is pessimistic concerning the potential of controlling cultural change through management. For these scholars, managing cultural change in an organization is an unlikely venture. Nasim and Sushil (2011:186) highlighted the numerous paradoxes that have been used by different scholars to describe organizational change. The term paradoxes in this context denote the contradictions surrounding organizational change. One of the described paradoxes is the arising debate on whether cultural change in an organization takes place in an orderly preplanned manner or just emerges depending on the prevailing environmental conditions. The planned vi ew of cultural change introduces the ideology that cultural change occurs in episodes that involve a shift from a fixed state to the next. However, this ideology has received a challenge from the perceived dynamism of change as defined by prevailing conditions. Other scholars view change as an incremental process that takes place under the orchestration of the executives in an organization. On the other hand, other scholars describe cultural change as a radical event (Currie and Brown, 2003:572). An additional paradox revolves around the focus of cultural change. Whereas some theorists view cultural change as a narrowed focus either on the context or process, there is the argument that cultural change occurs in a holistic approach that views all aspects comprehensively. In addition, there is a prevalent ideology that organizational culture change takes place on a macro scale. However, a counter opinion highlights that the organizational change occurs on a micro scale, which highligh ts a focus on individual perceptions. There is a surging debate on whether organizations should adopt an epistemological approach in reorganizing the management practices or whether they should shift focus to exploitation and exploration (Nasim, and Sushil, 2011:188). Beer and Nohria described the contradictions between the theoretical archetypes E and A that seek to explore the reasons behind organizational ch

Between Art and Architecture in The Landscape Essay

Between Art and Architecture in The Landscape - Essay Example The paper tells that expressions that are in architecture are distinguished by the works of various architects, movements of different time frames and approaches to creating the buildings. There are distinguishing characteristics associated with the different architectural structures and landscapes, specifically which are based on the approaches which the architects take. A feature which is considers in terms of architecture is based on the artistic influences that are portrayed in each of the buildings. While architectural pieces may be considered as artistic, there are several artistic structures that do not represent architecture. Identifying and defining the differentiation as well as the approaches of various artists and the aesthetics of architecture then creates a defined meaning of what is associated with various movements. Even with the use of experimentation of mediums and the expectation of using art as architecture, are still specialized aspects that show there are altern atives that are created from both mediums. This is developing controversial aspects to the artists and architects as well as how the use of both mediums is able to develop distinctions between both categories. Identifying the spatial differences, crafting alterations and the approaches and ideologies which are taken by different architects is also able to create a different approach to how the architects and artists remain as distinct categories that are able to develop alternative movements and experimentation based on the individual mediums. Defining Contemporary Art and Architecture The concept of art and architecture has traditionally been associated with two different mediums based on the aesthetics and functionality of the pieces. Architecture implies a building or other area which is used for lifestyle needs or which is based on creating what is known as a spatial practice. The artistic works imply an expression an aesthetically valuable approach that is able to convey a mess age or meaning that is more critical in nature. The combination of both is known as a critical spatial practice and is now regarded as intertwining between both mediums. This consists of site specific art and public art, urban interventions, conceptual designs and collaborative groups which are developing hybrid approaches to the artistic and architectural endeavors within a spatial area. The changing meaning of art and architecture is one which has altered specifically because of implications based on the developments between each medium (Rendell, 2006: 3). The similarities and differences with contemporary art and architecture as well as the blurred lines which have been created have furthered into changing characteristics of what identifies art and architecture. The identification is one which is no longer based on the functionality and images that are approached as well as the use of space or context that comes from either art or architecture. The combination of both has led int o a different visual reasoning of the work. Conceptual ideas as well as figurative approaches are both being used with art and architecture to show a shift in the perspectives of what both mediums relate to. The change is one which is no longer identifying and defining the rules and regulations which were approached in terms of visual designs and the systems which were before required for art and architecture. Instead, there is a direct link to the visual landscape that crosses in terms of art and architecture as the same approach to structure (Goldschmidt, 2003: 158). Social and Cultural Changes in Architecture The movement into art and architecture as interchangeable and as a hybrid concept has not only

Leader ship 4 Essay Example | Topics and Well Written Essays - 750 words

Leader ship 4 - Essay Example Given the responsibility charged to our leaders, morality and ethics are two aspects that they should really observe. They act as an example, and it is from the leaders that the society will derive their actions and intentions. However, most leaders especially from the financial fields are usually obsessed with financial gains than any other achievement. It is always about profit making even if it means subjecting the workers to bad and unhealthy working conditions such as what happened in the Manchester during the Industrial revolution. However, leaders like these have always responded to this point by quoting purpose; that the purpose of business is to make a profit. What really drive leaders to put social responsibility and ethics second to profit is usually greed and selfness. They seek self-fulfillment that is always hard since wants are insatiable. Successful leaders like Shackleton ensured that profit is used for social security and promotion of ethics in the society (Mackay & Mackay n.p). Proper leaders would otherwise seek to do something more to the society, and if money comes, so be it. The team members should take the responsibility of making ethical moves when a leader behaves unethically. This does not entail whistle blowing, but they should approach the matter more subtly as they seek to make the leader understand. Otherwise, moral responsibility of the team members should not be compromised, as well as their right to make things right (Mackay & Mackay n.p). Adequate measures should be taken, in accordance to the law, if the leader fails to obey the subtle call made, by the team members, to review his or her habits. This could be seeking the intervention of a more senior authority or the law which is usually the utmost leader in our societies. As a leader, serving a team is usually a challenge. A team involves a group of people who have come together in order to

Government Contracting Company Assignment Example | Topics and Well Written Essays - 500 words - 2

Government Contracting Company - Assignment Example There are very many methods that can be used in cost estimation, such method may be relevant depending on the projects. Some methods may favors given projects while others may not be encouraged to be used in particular projects. The best cost estimating method may also depend on the available data or any resources such as the financial resource. The methods are: Scatter graph is method of estimating fixed and variable costs. It provides a visual picture of the total costs at different activity levels. Its demerit is that hard to visualize the cost equation line through the data points, especially when the data is differs. It also requires multiple data points and requires five It’s a statistical method used to calculate both the fixed and variable data. Its advantages are it is very accurate. The disadvantage is that it requires a lot of calculation which may be very tiresome. It uses the highest and lowest activity levels of a data to estimate the portion of a mixed cost that is variable and the portion that is fixed. It disadvantage is that it may be misleading if the activity levels are not representative of the normal activity. For example when there are many outliers. The advantage is that it is very easy and do not require a lot of calculations. Various costs estimating method requires various resource, Government as a bigger organization is in a position to require enough resources. For example Government may easily require finance and the required data. The Government contract requires a lot of accountability due to the public interest therefore the best and accurate cost estimation method need to be considered.

Economics Assignment Example | Topics and Well Written Essays - 1000 words - 1

Economics - Assignment Example Marginal revenue and Average revenue are constant and equal to price. The optimal level of output is given by Q* where, average variable cost, AVC is minimum. Thus for the competitive firm, the maximising profit condition is AR=P=MR=MC. b) The term monopoly means single to sell and the person who sells is called a monopolist. Monopolists are called â€Å"price setter† and there is restriction to entry of innumerable firms in the market. The monopoly market is a one seller market and many buyers. Indian Railways example of monopoly. The main objective of a monopolist firm is to maximize its profit. The monopolist’s profit maximization point is illustrated in the Figure 2: Here in short run, SRMC is the short run marginal cost and SRAC is short run average cost curves respectively. The monopoly equates MR=MC to find the optimal output Qm. at price Pm. In case of the cost conditions, if price (P) is less that the average cost, then the firm is experiencing loss and will shut down. In case of Long run equilibrium, monopolist requires LRMC=SRMC=MR and P≠¥LRAC. d) Monopolistic competition falls between the two extreme economies of Perfect competition and Monopoly. The main characteristics of the monopolistic market is price differentiation , non-price competition as the products are differentiated among themselves, large number of firms in the market and freedom of entry and exit and freedom of the consumers. The monopolistic market faces a serious problem of decrease in the market revenue through price differentiation. The major problem in the monopolistic competition is the introduction of product heterogeneity which makes difficult for the consumers to differentiate among competitive groups. Under monopolistic market is not clear to draw line. 3. A Price Discriminating Monopolist is better than a pure monopolist. Price Discrimination especially of third degree is always desirable from a social welfare point of view as it results in more

Knowledge vs. Power Essay Example | Topics and Well Written Essays - 1750 words

Knowledge vs. Power - Essay Example A person with more possession of information or data is therefore at a more advantageous position with respect to the other. If a child thinks with a straight and simple mind a knowledgeable person first reminds him of his teacher. Off course when we first attended school it was the teacher who had taken control over the entire classroom and we always listened to what he said and looked up to him for guidance. The only reason that we give the teacher so much importance is that we need to learn from him and knows much more than we do. In a classroom, therefore, the teacher is the most powerful. However the teacher is liable to the principle of the school and this person has more power than the teacher. Well, immediately we may ask, â€Å"does the principle know more than the teacher?† that would be a difficult question to answer if it concerns a particular subject in which the teacher has specialized. However, in terms of the rules and functioning of the school, as well as administration skill, the principle lies at an advantageous position. The famous English author of â€Å"Guardian†, Joseph Addison says, â€Å"Knowledge is, indeed, that which, next to virtue, truly and essentially raises one man above another†. From the previous example, it is clear that possession of knowledge raises the bar of one person with respect to another. Off course it does not mean the physical raising of a person with respect to the other’s position. It is the intellectual upliftment or the increase in dominance and positional advantage. In a single word, we may say that knowledge raises the power of a man compared to the others. The association of power and knowledge is most of the times restricted to the territorial boundary. This is perhaps because, we cannot single out one person who is the most knowledgeable in every field and similarly we cannot select a single person who has

Intel Case Study Essay Example for Free

Intel Case Study Essay Exhibit 6 shows the comparative intellectual property consideration. 2. DRAM was standard, and all competitors faced the same fixed cost, chip price depended on the learning curve and how aggressively competitors expanded capacity, thus manufacturing was not the Intel’s strength at that time, the Japanese companies were ahead of US companies in many different ways, such as mass production which reduced the cost, the high yield percentage 70%-80% in their fabs compared to 50%-60% for US, and that’s because they had disciplined approach to manufacturing, and they concerned with defects and control methods, and down in the learning curve. . Through integration in different industries Japanese companies built its competitive advantage, their DRAMs were used heavily by industries like, electronics, computers and telecommunications. Besides, these companies supported the Japanese equipment manufacturers to improve the DRAM manufacturing machinery to increase yields, which in return decrease cost of the DRAM, and better quality for their products, which were also competing the US. As a conclusion, Intel focus was toward building better design, better performance and capacity for the DRAM, and did not concentrate on building the competitive advantage. PC industry and added value (Q2-3-4-6) IBM had the largest added value, and this is because they adopted an open standard that made the IBM-PC nonproprietary, which catalyzed a massive structural shift in the computer industry, where it became horizontal. By adopting this strategy, IBM hoped that software developers to write new programs for the IBM PC, and one of the key contributor to the growth of the PC industry is the availability of packaged software and that the market being less fragmented. Intel initiated â€Å"project crush†- in 1980 – where it secured the 8088 to go into IBM’s first PC. Market less fragmented. IBM success in the market in 1983- 1985 catpulated Intel to the market lead in microprocessors. Intel built the reliability of this product. Intel created its value: Intel initiated sales campaign called â€Å"checkmate† after cutting the number of licensees to four, this step reinforced Intel’s position as the industry standard. By second source strategy, Intel recognized that they are giving away their technology to other companies, and they are losing a lot of profit, so they made the bold decision to be the sole-source manufacturer, and cut with AMD, and became the sole producers of CPUs and kept full control of the pricing. That is when they produced the 386 that was adopted by Compaq, users were willing to pay for the premium for additional performance. Intel protected its intellectual property rights; it was well ahead of its competition in intellectual property. It had trade secrets in design and production as well as patent, these resulted in substantial negotiating power in its cross-licensing agreements. See exhibit 6 Intel captured value Awareness campaign were conducted to target end users through â€Å"Red X† and then by â€Å"Intel Inside† campaigns, and co-op fund advertisement. They used the OEM to advertise for their products. At this point Intel built its brand and became widely adopted. Intel achieved its added value as a profit, by adopting the strategy of new products in short supply, where it was able to sell at the premium price, as production capacity increased and cost declined, the price would quickly scaled down to stimulate consumption in the mass market, as exhibit 7 shows for the 3 generation Pentium processors, the prices declined with time, and within less than a year, Intel was able to produce new generation with premium price, and decline the price for the previous generation. Another way of achieving the profit of the added value is investment in software development to leverage the advantage of the high performance processors. And that was achieved by development of complementors, although Intel had a relationship with Microsoft, but it was enough, since it required Microsoft years to develop the software, were Intel is moving faster, by adopting the strategy of complementors, Intel build its capital. Intel strategy was to invest in companies that fit strategically into Intel’s business strategy as well as offered a financial return. Threats and Actions PC computing was the center of computing during the 1990s, but the internet took over the next decade. Cellphones are sold more than PCs, and that is because they can access the Net. Network and communication became more important to people, whether it is in the home, small business or enterprise. Intel response to the changes in the environment by investing a lot of money in four areas, client platforms, server platforms, cellular and wireless, and communication and networking. Despite the fact that Intel took several steps toward making a position for it in the mobile and internet market, the threat of being behind the competitors in technology is high. Intel used to sell performance, but now it should innovate at the architectural level, to be the building supplier for to the worldwide internet and communication technology. One of the steps that may put Intel on the map is to start joint ventures to secure the position in the whole world economy. Investing in other communication industry to integrate Intel products.

McDonalds change process in supply chain management

McDonalds change process in supply chain management Our project is based upon the organization McDonalds and their change process in supply chain management in order to succeed in Indian market. We first look to the background of our company and the need of change them we see its strengths and weaknesses. We will also see its major competitors and how they are doing. After this part is covered we will see the important stakeholders in our organization and the way they have helped the organization to execute the change process. Then we have applied the Force Field Model and 3 step model of Kotters to support our topic. And in the end we use 8 Step Model to show the necessary change our organization needs in order to be competitive. Introduction In todays world McDonalds is a tantamount in fast food industry. McDonalds is well known and renowned with a good brand image around whole globe. It has 120 restaurants that provide fast food all over the globe serving around fifty-four million customers every day and has its headquarters in US. The McDonalds serves its customers with burgers and other fast food variety products. It also serves other food products like French fries, Big Mac, Quarter Pounder, Chicken Nuggets and Egg McMuffin. It has a viewpoint of providing one world with one burger. It does maintain a very high standard in price and quality issues. Its name is the biggest in the world in fast food industry. The reason why I have selected McDonalds for change management process is because they are such vast and huge and do maintain a high standard that requires a very good supply chain management. Thus the change process of supply chain management will help them Hazard Analysis Critical Control Point (HACCP) which is a systematic approach of saving them from food wastage. Controlling this can help them maintain good food and quality with pricing issue in the India. Task 1(a) Discuss the background to change that exists in todays economy that motivated your organisation to consider Change. In todays world all fast food industries want to have good service providing hygienic food with affordable price at good quality. In order to maintain this circumstance all fast food industry wants to have a very good inventory management. During the past few decades because of globalization, information technology and outsourcing have changed the way in which we look and maintain inventory. Traditionally the companies would focus on supply network inputs and outputs of the process. But because of globalization supply change management has been drastically been changed with concepts of Just in time, lead management and Agile manufacturing which has helped to reduce communication costs and transaction costs. Hence McDonalds went for similar concept of using functions of supply change management. With McDonalds having such a vast reach globally needed to maintain its supply chain management and quality issues. By doing so they saved their costs considerably. Todays supply chain management also contains concepts of customer relation management, Procurement, Product development and commercialization, Manufacturing flow management/support and many more which help the company maintaining good supply chain management in order to work efficiently. Thus by following all these concepts of supply chain management McDonalds felt that they would grow at a faster rate with saving a lots of cash and getting more effective and efficient in Indian Market. In order to maintain successful supply chain management maintaining change would help them grow bigger and better. By following the method SCM and its quality management function of it has given them earn great profits in Indian Market. Task 1(b) Theoretically Evaluate the strengths and weaknesses of bureaucratic organizations Strengths of McDonalds: McDonalds has many advantages this is simply because it is the one of the oldest fast food industry which has a good reputation all over the world. Also the brand name of McDonalds is very good this is because of its specifications in providing fast food items. With McDonalds providing burgers, French fries, etc. and many more items which are well known and loved by the customers all over the world. It does also posses good staff and very good management team which is their strength. It also offers its customer with choice, at reasonable price and superb service. Also it is spread over all geographic locations of the world with a reputation of maintaining good quality and price. It does provide meals to its customers in different parts of globe according to the taste of the local people with its burgers and fries. Their innovation helps them in maintaining good customer relations and retaining them. Each and every McDonalds restaurant has duplication and systemization of products. They also serve only branded items like Dannon yogurt, Craft cheese, Nestle chocolate and many more. McDonalds does provide a very good standard all over the world and it is been choose by the customers as their first priority to eat in a fast food restaurant. As it maintains a good standard all over the world it does enjoy in implementing changes very effectively. McDonalds has been ranked number one by Fortune magazine in years like 2005, 2008 and many more. Packards children hospital centre has mentioned that Children aged between 3 and 5 years choose to have food at McDonalds. They are also successful in adapting local cultures in different countries they have their restaurants. Their business operates around 87% of franchises and they are the number franchised company. Weakness of McDonalds: Although being the most well known an trusted fast food industry their experiment of starting pizza failed and they were not able to compete with other fast food pizza operating chains. Since then they have never tried to compete for pizzas. Every year there is a high employee turnover because of training given to their employees. Also they have made no entries into organic food categories. There core products are out of line and do not match the healthier lifestyles for adults and teenagers because it focuses mainly on burgers and fast food items. As McDonalds is 87% been managed by their Franchises and hence there is always a problem of quality control. As all franchise do not keep the quality maintained by the McDonalds. Also their relations with their investors are not been very good this is because of fluctuating operating and net profits over time. Every year there is a vast change in their income and thus its relations with its investors is not that good. As most of its restaurants are owned and managed by other man and woman there is big difference in standardization of products and price at which products are been served. Task 1 c) Theoretically compare alternative forms of organizational development. There are many more companies that are doing very good business in fast food industry. They are as follows KFC, Pizza Hut, Burger King etc. from all these companies McDonald faces toughest competition from KFC as their main focus is on fried Chicken items itself. KFC is worlds most popular chicken restaurant in the world. It has specialized extra crispy, grilled chicken, spicy wings, recipe strips and home- made chicken sandwiches. KFC owner Colonel started a concept of finger liking goods with 11 herbs and spices to start Kentucky Fried Chicken. KFC was introduced in UK in the year 1965 first US quick chain restaurant to be get started in UK. It operates around more than 700 KFC restaurants around UK and Ireland. KFC spends around 202 million pounds for its famous coating. Every day around 12 million customer around 109 countries of the globe are been served by KFC. It has around 5200 restaurants in US alone and operates more than 16,200 restaurants around the world. Recently it has reached a mark off 2.4 billion sales per year and has made increased profits around 25% in recent years. McDonalds other competitor in fast food industry is Pizza Hut which was started by Frank and Dan Carney in 1950s. As the name suggest Pizza hut specializes in making pizzas all over the world currently operating around 10,000 and more restaurants in about more than 90 countries. It has around 6500 online ordering locations from which customers can get their pizza. Their pan pizza is been loved by all pizza eaters all over the world. And they offer yummy pizza with cheese which is been loved by all. Although McDonalds had tries to enter its shoes when they had started a similar concept to start giving Pizzas in their own restaurants but they failed as they were not able to maintain it the way Pizza hut does. Task 2(a) Identify the key Stakeholders in your organisation and Develop systems to involve those stakeholders in the introduction of change. In McDonalds business the key stakeholders are customers, business partners, employees and opinion leaders. Customers are the persons who buy McDonalds food items they range from very young to extremely old individuals. Business partners include both suppliers and other franchises. Employees are the persons working in KFC and are a key part of the business as all duties of execution are in their hand. Opinion leaders are those groups of people that generate ideas for the business. They are media person, health professionals, environmental groups and other government. In India more than 50,000 Crore of food is been wasted every year because of lack of storage facilities and also because of transportation. With McDonalds aim to provide quality products to Indian people served at McDonalds they introduced the concept of Cold Chain which was been revised from supply chain management which was decision of stakeholders of McDonalds operating its restaurants in India. SCM is flow of materials from suppliers and all their upstream suppliers at all level, transformation of products into semi-finished goods and distribution of these goods to customers and their downstream at all levels. It operates around 20 quality checks in order to provide good quality of products to its customers in Cold Chain process of Supply chain management. In India all these stakeholders played an important role in managing supply chain management. McDonalds was always been looking to sourcing its major business requirements from suppliers and farmers. They always looked forward to maintain a good relationship with the local businesses which resulted and ensured its success is mirrored by its suppliers in India. They looked to those important stakeholders like suppliers who were keen in providing customers with high quality products to customers. With McDonalds looking for local business partners for its business in order to provide food is a very good opportunity for these local businesses to increase its businesses. Task 2(b) Analyse and evaluate these systems which you had used to involve the key stakeholder in change process. In our system of SCM at McDonalds in Indian market the involvement of key Stakeholders like suppliers and customers is very important from making decision how to manage the inventory and how do the supplies for products need to be arranged and what kind of menu should be placed according to the taste of the Indian public. In order to implement the change in the SCM process McDonalds selected the Cold Chain process for Indian Market and there was a keen part played by all the stakeholders on each and every process. Main steps that are been involved in Cold Chain are procurement, warehousing, transportation and retailing. The process of cold chain was very effective and essential for specially a market like India because it integrates food products from its suppliers and are been stored and transported in a standard manner in order to maintain products freshness and keep up the nutrition value of it. In Cold chain suppliers play an important role with the help of advanced technology in order to maintain good state of food. The supply chain management from its suppliers to warehouse and finally from the distribution channel to its stores was been maintained in by the concept of Cold Chain. It considers all steps of SCM and keeps the food items at a controlled temperature. The food items that are been served at restaurants in Indian McDonalds on daily basis were to be kept under the temperature between -18Â °Censisu to 4Â °Censius. Almost every product in the warehouse and during transportation should be kept under these temperatures for quality issues. If the quality of these food products is not been maintained them it would damage the reputation of the company. And hence strict rules and very skilled people are been employed in order to carry all these tasks. Hence McDonalds stakeholders from supplier, distributors, employees and franchises made a good decision in order for the goods to be stored and transported properly and with a good standard. Also the necessary temperatures were maintained to provide the customers with a good food. Technology helped the business in order to maintain proper functioning of all stages of qualitative SCM. Thus, Cold Chain function of SCM (supply change management) helped the Stakeholders at McDonalds India to provide a system that would help them to generate profits by maintaining a good quality of products been served at their restaurants. Task 3(a) Identify number of appropriate models for change that suites your organisation. FORCE FIELD ANALYSIS (DRIVING FORCES/ RESTIRTCING FORCES) on McDonalds: McDonalds supply chain process of Cold Chain was been followed in order to maintain change which would help them to be successful in Indian Continent. But in order to achieve it there are a number of driving forces that conflicting with restraining forces that go against it. For McDonalds to achieve success the driving force was adopting Cold Chain process of SCM that would help them gain success and conflicting with them was to maintain good quality that was tough to achieve in India. But to change the way in which they operate their business they had to maintain quality with supply chain management. This was been achieved by following these key steps: Investigate the balance of power involved in an issue: The change process was to outsource its suppliers in India and also to maintain good food quality for its restaurants. This was been achieved by the process of Cold Chain in which standard temperatures were been maintained in order to achieve quality food products by the use of effective technology. Identify the key stakeholders on the issue: The key stakeholders in our business are the customers, business partners, employees and opinion leaders. Customers are the people who are going to consume our products they range from young individuals to old age group. Business partners are the business partners and Franchises. Employees are those people that are going to work in our esteemed organization to maintain all its standards. And opinion leaders are government, media etc. Identify opponents and allies: The major opponents of McDonalds are US fast food industry such as KFC, Pizza Hut, and Burger King. Amongst all these they face toughest competition from KFC as their main target is providing customers with Fried Crispy Chicken. And pizza hut specializing in providing Crispy pizzas. Both KFC and Pizza Hut have more than 10,000 restaurants around more than 90 countries in the world. As per the allies of McDonalds they have many Franchises in counties they operate their business. Identify how to influence the target groups: According to McDonalds approach they approach to local suppliers in each country they operate their business and maintain a good relationship with them. Their main focus is to outsource all parts of their products in the countries they operate. While outsourcing all its products and maintain good relationship with them suppliers they can easily enter the market with changing their Menu according to the taste of the local people and thus enjoying profits. THE 3 STEP MODEL on McDonalds: By the use of Lewins 3 Step Model we are going to see the change process that McDonalds followed in order to enter the Indian Market successfully. McDonalds approach to achieve quality management in India through supply chain management process function of Cold Chain. By successful implementation of Cold Chain and key decisions made by stakeholders in outsourcing supplies were some key decisions that helped them achieve success in Indian market. Stage 1: Unfreeze The first step to achieve change in Indian market was to study the Indian market and the lifestyle that was been followed by the people living in there. The first key step by McDonalds to start its business in India with change in way they operate was to outsource their supplies to local suppliers. They did so because local Indians knew the taste and choice of people which helped the McDonalds to prepare menu accordingly. The supply change was a key factor in Indian market because every year around 50,000 Crore worth of food was been wasted. To change this factor effectively it was very important in the way that McDonalds would set its Supply chain management. As they had a world -wide tag of being quality providing fast food company. And if this was not been handheld properly it would affect them diversely. In order to come out of this they followed a simple function of supply chain management called as Cold Chain which helped them to maintain procurement, warehousing, transportation and retailing of their food products effectively. The change had to be supported by the technology in order to maintain products under normal temperature. In India to maintain such a level of quality was very difficult but McDonalds was successful for finding such suppliers who would provide their customers with the best product with best quality. Stage 2: Transition Once the supply chain managements function Cold Chain was been adopted it was very necessary for McDonalds to approach the right suppliers that would provide them with good quality products and also maintain a very strong relationship with them in the upcoming future. Also they needed to check that the state of their warehouse was in a perfect condition in order for them to store their food products. Drip and sprinkler irrigation in raised farm beds with fertilizer mixing plant. It was not only the condition of warehouse in which the products were kept but it was to maintain those food products at the right temperature so that they are not been destroyed or been damaged. Pre-cooling room and a large cold room for post harvest handling. If so happened then it would cost them great losses. After the food products were been properly stored at the warehouse the next stage was to safely take them back to stores when they were required. Once they were been off from warehouse and been getting transported in refrigerated trucks would help them to keep the right temperature. It was to be maintained properly so that they were not been spoiled during transportation. And also they had to make sure that they were been stocked properly in the stores at right temperature so that they could be of good quality. With good use of technology all these was been achieved by the McDonalds when they started their business in Indian Market. Although the change in supply chain management was totally different of the way in which McDonalds would do their business in other parts of the world. To get everything right at the first did took them time but they were successful in maintaining it. The most important factor for McDonalds was to get right people to be employed in their stores that could handle all type of customers and that would be able to solve and reply to customers efficiently. But at the end it was McDonalds that was able to achieve all that it wanted by taking SCMs Cold Chain concept for its business organizations. Stage 3: Refreeze With McDonalds able to achieve success with its Cold Chain management process was done step by step. In beginning they were did well but as time went on they were able to better all their departments of supply chain management. They then were able to get good deals with suppliers and were able to force them to get food products as they were so big that suppliers could not effort to lose them. As McDonalds went buzzing with its Indian Menu that was made according to Indian people taste. They were able to get better people wanting to work with them and seek a better future with them. Thus it was able to achieve considerable increase after their initial success helped them to control quality and all hygiene factors that were important to their image which was been placed in minds of every individual all over the world. Technology to maintain and keep up all aspects of their business was also a critical success factor. Task 3(b) How would you go ahead in implementing one or more model(s) in your chosen organisation and what improvements do you expect to achieve by implementing your chosen model(s). For our organization I would prefer 8 Step change Model for the following reasons: Step One: Create Urgency The McDonalds wanted to change the way they operated their supply chain management in India because they saw India as a good market for their fast food industry and with a good supply change management they could earn massive profits with local taste. Indian market was been seen as a mass market an in order to achieve success in India they needed to pull out a good combination of market mix and supply chain to succeed. Step Two: Form a Powerful Coalition Before making the inroads into Indian market there was a good research made about the Indian market and likes of the people. McDonalds wanted to grow its reach all over the world and in order to succeed in India they did require a good relationship with local suppliers from the beginning to launch fast food restaurants in India. Although this was not easy and they had to spent a lot of money and resources to understand the taste of Indian people and their lifestyle. But with a contract with suppliers to help them from beginning and outsource all products helped them make good inroads. Step Three: Create a Vision for Change With the Vision to outsource all its products in India and to have good channel with agricultural farmers was a key step bringing a change to their business in Indian market. This vision to change their supply chain management through a process of Cold Chain in which all food products should be kept under -18 degree census to 4 degree census was their main Vision operating change to their business. Step Four: Communicate the Vision With the vision of having a good relationship with suppliers who are looking forward to provide good food products to its customers and maintaining standard temperatures for their food products on daily basis was their day to day strategy. With providing good supply chain meant there would be no waste of food products and close relationship with suppliers would help them to understand local tastes so that they could make Menus as per the taste of local crowds. Especially in Indian market where every year around 50,000 Crore of food is been wasted this was a good plan to start communicating with. Step Five: Remove Obstacles After the successful implementation of its processed function of Cold Chain McDonalds was able to maintain food products at a standard temperature at which they would not be spoiled and good relationship with suppliers would maintain good day to day operation of their business. Although maintaining those suppliers for longer period and also maintaining a good skilled employed that would understand at what temperatures the food products should be preserved was very important. But they were successful in executing both functions properly by maintaining good relations with suppliers and recruiting and providing training to employees that could carry day to day operations of business properly and moving with great guns. Step Six: Create Short-term Wins Although the way that McDonalds had targeted Indian market for its fast food chain was long term but its short term goals like selecting right suppliers and employing and training skilled people for its day to day operations when they would began their fast food restaurants was very important. With its short term plan to cut out on food waste while transporting and employing right people with good skills gave the company great boosting success with its intro in Indian market. The help they got from suppliers to understand taste of local people in introducing Menus according to local tastes was important. And a long term goal to succeed in all departments. Step Seven: Build on the Change The McDonalds should keep on developing their business by introducing more restaurants and developing relations with more suppliers in order to be the fast food giant in Indian Market and put KFC, Pizza Hut and some local fast food chains like Dominos pizza and many more. E advanced technologies should be placed at workforce to provide its employees with latest machines to serve the customers on the till. They should keep in touch of the taste of the local people as the environment changes with the changing taste of people and their lifestyle. And should always try to provide customers with good deals that they would be satisfied and maintain their loyalty towards the McDonalds in India. Step Eight: Anchor the Changes in Corporate Culture Although McDonalds has expanded its business in more than 109 countries but it still follows its basic burgers and French fries to its customers all over the world. They might have different Menus in different countries to support the taste of the people but they have always kept their basic food items and also culture all over the globe to be the number fast food company.

The Esssence of Rebirth and Death in Literature Essay -- essays resear

The Essence of Rebirth and Death in Literature   Ã‚  Ã‚  Ã‚  Ã‚  Literature has always been a powerful way for people to express their ideas, opinions, and feelings. Authors often use literature to depict aspects of society that can affect a man or woman’s life. In the stories, â€Å"The Horse Dealer’s Daughter,† Life in the Iron Mills, â€Å"Barbie Doll,† and The Awakening the women of the stories do not seem to adapt to societal expectations. The inadequacy of the women of these stories to meet the view of society has lead to either a rebirth or ultimately a drive to suicide.   Ã‚  Ã‚  Ã‚  Ã‚  In D.H. Lawrence’s â€Å"The Horse Dealer’s Daughter,† rebirth is a central theme of the story. Lawrence uses his main character, Mabel, to take part in this transformation. Mabel’s role in society is defined by the death of her mother, her father’s occupation, as the title suggests, and how her life is altered by the death of her father. She finds herself alone, her household in ruins, and all her money gone. She is constantly being pressured by her siblings to come to terms with what she will be doing with the rest of her life. Her brothers are eager to make sure she or someone else takes responsibility for her life.   Ã‚  Ã‚  Ã‚  Ã‚  Mabel feels the pressure of having to prove herself. She is impassive and almost paralyzed with fear about her future. It is because of her unappeasable life that she seeks a way to find fulfillment. The only way she feels she can pursue this is to be reunited with her beloved mother. When she goes to the graveyard where her mother is buried she carries with her shears, a sponge, and scrubbing brushes to clean the headstone and in a sense prepares herself for her own death. While she is at the grave sight Dr. Ferguson passes by. He is moved by the way she takes responsibility for her mother’s plot. At this point he realizes how in touch she is with the nonliving world. One analyst says, â€Å"His quick (alive) eyes sees her tending the grave as if spellbound, and he is touched by her conjunction with the world of death† (Meyers 347). At the same time Mabel with her life in ruins, her parents gone, her brothers close to striking out on their own, and all her financial resources gone, decides it would be better to be with her mother by taking her life. She plans to do this by drowning herself.   Ã‚  Ã‚   ... ...er’s Daughter† and Life in the Iron Mills, both Mabel and Deb experience a rebirth that challenged society to accept them as they accepted themselves. In the two other works which I have discussed â€Å"Barbie Doll† and The Awakening both the girl and Edna disobey society by committing the ultimate act of suicide to free themselves of the burden of society. In all the works, the main female characters denounced society’s expectations in order to gain personal pleasure. Works Cited Davis, Rebecca Harding. Life in the Iron Mills and Other Stories. New York: The Feminist Press at The City University of New York, 1985. Green, Suzanne D. â€Å"The Awakening.† Novels for Students. 56-66. Hughes, Sheila Hassell. â€Å"Between the Bodies of Knowledge there is a Great Gulf Fixed: A Liberationist Reading of Class and Gender in Life in the Iron Mills.† 1997. http://muse.jhu.edu/journals/american_ quarterly/v049/49.1hughes.html. November 15,1999. Lawrence, D.H. â€Å"The Horse Dealer’s Daughter.† Meyers, Jeffrey. â€Å"D.H. Lawrence and Tradition: ‘The Horse Dealer’s Daughter’.† Studies in Short Fiction. Ed. Gayle R. Swanson. Newberry, South Carolina: Newberry College, 1989. 346-351. Piercy, Marge. â€Å"Barbie Doll.†

Graduation Speech: Regrets :: Graduation Speech, Commencement Address

Let me begin by saying that I am very honored to be addressing the County High School Class of 2012 as students of this institution for the last time. We've spent these last four years creating some serious memories: four years of chieftain power, leaking roofs, questionable Homecoming skits, and musical principals. Four years of good teachers, bad teachers, new teachers, old teachers. Four years of youth, music, growing up and breaking free. Four rubber chickens, four yearbooks, four ASB presidents and four chubby bunnies. But consider this question for a moment: what is your single biggest regret from the past four years? If you could go back in time and change one thing, what would it be? I asked Ms. Parks to pose this question to two classes full of Seniors and I have here some responses. For those of you who answered, thank you very much for your honest and thoughtfulness. Now some of us, in pondering our biggest regret, probably think immediately of a relationship we've had. Here are some examples: "I regret having the same boyfriend throughout high school." "I regret putting so much time and emotion into one person, when that one person should have been me." A very common subject of regret was decisions people made concerning academics: "I regret screwing around during my first years of high school because I had to make it up and almost didn't graduate." "I never studied or did all my work in classes, and slacked off when I have the potential of a 4.0 GPA." There's a note at the bottom of this one, it says, "Oh, well, I've got another chance." On a somewhat similar note, behavioral regret made a strong showing among our class: "My biggest regret is waking up and not knowing what I did the night before." "Letting Robbie Ford eat crab cakes on Prom night." "100 hours of disciplinary community service." "I made so many stupid mistakes, disrespecting my friends and family. Thinking drugs were the thing to do. I was stupid!" Occasionally, we have had to deal with watching our friends struggle. By the time we summon the courage to take action or offer help, it is often too late. "I regret standing by and doing nothing while people I cared about destroyed themselves." "My biggest regret -- not forgiving someone before they passed away." "I regret not telling my best friend how much he meant to me, and before I knew it, it was too late because he killed himself.

Music as Substance and Form in Grace Notes :: Grace Notes

Music as Substance and Form in Grace Notes In the novel Grace Notes by Bernard MacLaverty, Catherine's growth as an artist through the story provides both substance and form to the story. Early on in Catherine's life, she was taught and influenced by the people close to her. Miss Bingham was her first formal teacher. She taught Catherine things she seemed to have known beforehand: "Miss Bingham says it's all inside her head and all she has to do is draw it out" (99). Miss Bingham also gave Catherine her first manuscript jotter, taking her on her way to becoming a composer. Catherine's family was also a big influence. Granny Boyd taught Catherine songs they would sing in "the rounds of the kitchen" (145). In contrast to Miss Bingham and Granny Boyd, it seems as if her father wanted to have more control over her music interest. When listening to the Lambeg drums, her father called it "Sheer bloody bigotry" (258), yet Catherine thought it interesting with the complex rhythms. The strongest influences on Catherine, as with most children, come at an early age, and for Catherine this all happens in her home town. There are also outside influences on Catherine's development as an artist. Catherine first saw Huang Xiao Gang at a composition workshop at the university. Huang talked about "pre-hearing and inner hearing" (33), and other ways of thinking of music in very non-western methods. Catherine remembers the 'pre-hearing' and 'inner hearing' quite a few times later, when she has ideas about music. Catherine also learns while visiting the composer Anatoli Melnichuck in Kiev. She does not actually learn directly from Melnichuck, but learns about things when she is there. When she visits the Refectory church she hears the bells in the bell tower, making a reverberating "Tintinnabulation" (124). Catherine as well hears the monks in the church singing. The singing came without warning, "it was not sacred singing - there was a lightness to it" (125). The singing there at the Refectory church reminded her of Granny Boyd singing 'The Bell Doth Toll'. The outside influences in Catherine's life gave s ome contrast and some interesting aspects to her music. The influences and teachings in her life all come together to create Vernicle, which is played for the BBC at the end of the novel. Her music comes in two parts, like "the bilateral symmetry of a scallop shell" (273).

Can We Talk

CAN WE TALK? RESEARCHER TALKS ABOUT THE ROLE OF COMMUNICATION IN HAPPY MARRIAGES JOSEPH BUTLER COM 200 INTERPERSONAL COMMUNICATION PAUL HUBBLE September 11, 2012 Yes I can relate to the article on the importance of self- disclosure in relationships, without revealing this sensitive information about one’s inner desires or should I say one’s personal feelings there will be limited knowledge of that person’s private feelings in the relationship.Terri Orbuch, a research scientist at the Institute for Social Research at the University of Michigan wrote; â€Å"In 1987, a review in the journal of sex and Marital Therapy found that higher rates of self- disclosure were tied with higher rates of marital satisfaction. Expression of love and support was also linked to happy marriages. † Tribune News Service [Washington] 17Jan 2011. My spouse had this very hard way of expressing her inner feelings to me. We lived each day wandering or trying to figure out what to say to one another at times.Also we would live and sleep together as strangers without knowing what or if a problem exist in the relationship. It is hard to live with someone and not know that person in the relationship, intimately or sexually. Yes, I agree that self- disclosure is important to satisfaction in relationship. Yes, there are certain similarities in gender concerning the role played by each in a relationship. Terri Orbuch who wrote;† Affective Affirmation†Ã¢â‚¬â€Basically, behavior that makes your partner feel loved, cared for or special—plays a role in happy marriages and that men need it more than women. † Tribune News Service [Washington] 17 Jan 2011.Doris Wild Helmering, Happy Marriages, part two wrote; â€Å"People who have good marriages are not critical of each other. The spouses realize that their partners have flaws and no one is perfect. When they see shortcomings in their spouse, they smile and think, â€Å"So what†, or â€Å"W ho cares? † With flaws that they are not able to easily discount, they ask their spouse for help. † [St. Louis,Mo. ] 02 Oct. My spouse and I find a common ground, if one think there is a problem let the other know so that we do not have to live with the problem. No, I do not think I fit into the generalization regarding ender. I live open minded and flexible in my relationship with a spouse.Reference Doris, W. H. (1995, Oct 02), Happy Marriages, part- two. St. Louis Post- Dispatch (pre- 1997 Full text), pp. 04-04, E. Retrieved from http://search. proquest. com/docview/305087665? accountid=32521Schoen Shoenberg, N. (2011Jan 17), Can We Talk? Researcher talks about the role of communication in happy marriages. McClatchy – Tribune News Service,pp. n/a. Retrieved from http://search. proquest. com/docview/840600645? accountid=32521Schoen

Amsterdam Company Essay

Question 2 Presented below is information related to Rembrandt Inc.’s inventory. (per unit)SkisBootsParkas Historical Cost273.79152.7576.37 Selling Price312.70208.95106.27 Cost to distribute27.3811.533.60 Current replacement cost292.52151.3173.49 Normal profit margin46.1141.7930.62 Determine the following: Question 3 Matlock Company uses a perpetual inventory system. Its beginning inventory consists of 67 units that cost $40 each. During June, the company purchased 202 units at $40 each, returned 8 units for credit, and sold 168 units at $67 each. Journalize the June transactions. Question 4 Amsterdam Company uses a periodic inventory system. For April, when the company sold 700 units, the following information is available. Compute the April 30 inventory and the April cost of goods sold using the average cost method. Question 5 Amsterdam Company uses a periodic inventory system. For April, when the company sold 600 units, the following information is available. Compute the April 30 inventory and the April cost of goods sold using the FIFO method. Question 6 (FIFO, LIFO, Average Cost Inventory) Esplanade Company was formed on December 1, 2011. The following information is available from Esplanade’s inventory records for Product BAP. PurchasesUnitsUnit Cost January 1, 2012(beginning inventory)7628.00 January 5, 20121,5249.00 January 25, 20121,65110.00 February 16, 20121,06111.00 March 26, 201276212.00 A physical inventory on March 31, 2012, shows 2,032 units on hand. Prepare schedules to compute the ending inventory at March 31, 2012, under each of the following inventory methods. Assume Esplanade Company uses the periodic inventory method. Question 7 Floyd Corporation has the following four items in its ending inventory. Determine the final lower of cost or market inventory value for each item. Question 8 Kumar Inc. uses a perpetual inventory system. At January 1, 2013, inventory was $320,786 at both cost and market value. At December 31, 2013, the inventory was $428,714 at cost and $403,231 at market value. Prepare the necessary December 31 entry under: Question 9 Boyne Inc. had beginning inventory of $15,000 at cost and $25,000 at retail. Net purchases were $150,000 at cost and $212,500 at retail. Net markups were $12,500; net markdowns were $8,750; and sales were $196,250. Compute ending inventory at cost using the conventional retail method. Question 10 (Gross Profit Method) Astaire Company uses the gross profit method to estimate inventory for monthly reporting purposes. Presented below is information for the month of  May. Question 11 Previn Brothers Inc. purchased land at a price of $30,400. Closing costs were $1,820. An old building was removed at a cost of $14,850. What amount should be recorded as the cost of the land? Question 12 Garcia Corporation purchased a truck by issuing an $108,000, 4-year, zero-interest-bearing note to Equinox Inc. The market rate of interest for obligations of this nature is 10%. Prepare the journal entry to record the purchase of this truck. Question 13 Mohave Inc. purchased land, building, and equipment from Laguna Corporation for a cash payment of $352,800. The estimated fair values of the assets are land $67,200, building $246,400, and equipment $89,600. At what amounts should each of the three assets be recorded? Question 14 Fielder Company obtained land by issuing 2,000 shares of its $12 par value common stock. The land was recently appraised at $103,700. The common stock is actively traded at $50 per share. Prepare the journal entry to record the acquisition of the land. Question 15 Navajo Corporation traded a used truck (cost $23,600, accumulated depreciation $21,240) for a small computer worth $4,366. Navajo also paid $1,180 in the transaction. Prepare the journal entry to record the exchange. Question 16 Mehta Company traded a used welding machine (cost $10,080, accumulated depreciation $3,360) for office equipment with an estimated fair value of $5,600. Mehta also paid $3,360 cash in the transaction. Prepare the journal entry to record the exchange. Question 17 Depreciation is normally computed on the basis of the nearest A). full month and to the nearest dollar. B). day and to the nearest cent. C). day and to the nearest dollar. D). full month and to the nearest cent. Question 18 Fernandez Corporation purchased a truck at the beginning of 2012 for $54,180. The truck is estimated to have a salvage value of $2,580 and a useful life of 206,400 miles. It was driven 29,670 miles in 2012 and 39,990 miles in 2013. Compute depreciation expense for 2012 and 2013. Question 19 Lockhard Company purchased machinery on January 1, 2012, for $79,200. The machinery is estimated to have a salvage value of $7,920 after a useful life of 8 years. (a) Compute 2012 depreciation expense using the double-declining balance method. (b) Compute 2012 depreciation expense using the double-declining balance method assuming the machinery was purchased on October 1, 2012. Question 20 Jurassic Company owns machinery that cost $1,145,700 and has accumulated depreciation of $458,280. The expected future net cash flows from the use of the asset are expected to be $636,500. The fair value of the equipment is $509,200. Prepare the journal entry, if any, to record the impairment loss. Question 21 Everly Corporation acquires a coal mine at a cost of $501,600. Intangible development costs total $125,400. After extraction has occurred, Everly must restore the property (estimated fair value of the obligation is $100,320), after which it can be sold for $200,640. Everly estimates that 5,016 tons of coal can be extracted. If 878 tons are extracted the first year, prepare the journal entry to record depletion. Question 22 Francis Corporation purchased an asset at a cost of $58,200 on March 1, 2012. The asset has a useful life of 8 years and a salvage value of $5,820. For tax purposes, the MACRS class life is 5 years. Compute tax depreciation for each year 2012–2017. Question 23 Celine Dion Corporation purchases a patent from Salmon Company on January 1, 2012, for $50,820. The patent has a remaining legal life of 16 years. Celine Dion feels the patent will be useful for 10 years. Prepare Celine Dion’s journal entries to record the purchase of the patent and 2012 amortization. Question 24 Karen Austin Corporation has capitalized software costs of $768,500, and sales of this product the first year totaled $390,630. Karen Austin anticipates earning $911,470 in additional future revenues from this product, which is estimated to have an economic life of 4 years. Compute the amount of software cost amortization for the first year. (a) Compute the amount of software cost amortization for the first year using the percent of revenue approach. (b) Compute the amount of software cost amortization for the first year using the straight-line approach. Question 25 Jeff Beck is a farmer who owns land which borders on the right-of-way of the Northern Railroad. On August 10, 2012, due to the admitted negligence of the Railroad, hay on the farm was set on fire and burned. Beck had had a dispute with the Railroad for several years concerning the ownership of a small parcel of land. The representative of the Railroad has offered to assign any rights which the Railroad may have in the land to Beck in exchange for a release of his right to reimbursement for the loss he has sustained from the fire. Beck appears inclined to accept the Railroad’s offer. The Railroad’s 2012 financial statements should include the following related to the incident: A). recognition of a loss only. B). creation of a liability only. C). disclosure in note form only. D). recognition of a loss and creation of a liability for the value of the land. Question 26 Roley Corporation uses a periodic inventory system and the gross method of accounting for purchase discounts. On July 1, Roley purchased $66,000 of inventory, terms 2/10, n/30, FOB shipping point. Roley paid freight costs of $1,210. On July 3, Roley returned damaged goods and received credit of $6,600. On July 10, Roley paid for the goods. Prepare all necessary journal entries for Roley. Question 27 Takemoto Corporation borrowed $93,000 on November 1, 2012, by signing a $95,093, 3-month, zero-interest-bearing note. Prepare Takemoto’s November 1, 2012, entry; the December 31, 2012, annual adjusting entry; and the February 1, 2013, entry. (For multiple debit/credit en tries, list amounts from largest to smallest, e.g. 10, 8, 6. Round all answers to 0 decimal places, e.g. 11,150.) Question 28 Whiteside Corporation issues $629,000 of 9% bonds, due in 14 years, with interest payable semiannually. At the time of issue, the annual market rate for such bonds is 10%. Compute the issue price of the bonds.(Use the present value tables in the text. Question 29 Indiana Jones Company enters into a 6-year lease of equipment on January 1, 2012, which requires 6 annual payments of $37,560 each, beginning January 1, 2012. In addition, the lessee guarantees a residual value of $20,870 at lease-end. The equipment has a useful life of 6 years. Assume that for Lost Ark Company, the lessor, collectibility is reasonably predictable, there are no important uncertainties concerning costs, and the carrying amount of the machinery is $191,722. Prepare Lost Ark’s January 1, 2012, journal entries. Question 30 On January 1, 2012, Irwin Animation sold a truck to Peete Finance for $26,050 and immediately leased it back. The truck was carried on Irwin’s books at $20,800. The term of the lease is 5 years, and title transfers to Irwin at lease-end. The lease requires five equal rental payments of $7,048 at the end of each year. The appropriate rate of interest is 11%, and the truck has a useful life of 5 years with no salvage value. Prepare Irwin’s 2012 journal entries.