Product Innovation of Coca-Cola

Background of the Organization

            The Coca-Cola Company is the largest manufacturer, distributor and marketer of nonalcoholic beverage concentrates and syrups in the world. Coca Cola products bearing the company’s trademark are now being sold in 200 countries around the world. The business of Coca Cola is nonalcoholic beverages – principally sparking beverages, but also a variety of still beverages. The company owns or license more than 450 brands, including diet and light beverages, waters, enhanced waters, juices and juice drinks, teas, coffees, and energy and sports drinks.

 

Innovation Focus – Product Innovation

            Product innovation is an important business process. It aids in sustaining growth and is a possible source of competitive advantage. According to  (1999) new products and services are the lifeblood of an enterprise that fuels business growth. Product innovation is a critical business process that drives growth in both revenues and profits

            Product innovation is an essential strategic approach for creating competitive advantages in the dynamic, global business environment. Globalization and the changes in social, political, economic, and technological arenas topped with turbulent market conditions have resulted in shorter product life cycles. These changes also created demands for better, cheaper, cleaner, safer and more effective products. The process of product innovation is about the development of new solutions that provide positive benefits to customers and stakeholders. Product innovation according to  (2005) is the fundamental management practice used for creating new products, reinvigorating existing products and solving product-related difficulties with customers and stakeholders.

 

            Product innovation is a core process within an organization associated with renewal – with refreshing what it offers and how it creates and delivers that offering. Innovation is essential in sustaining the prosperity of most organizations. Innovation is the prescription for reinvigorating the organization to compete more successfully in a demanding world. Product Innovation concentrates on improving the strategic position and product delivery capabilities of the organization through creativity and leadership. Product innovation includes several essential aspects:

1. Examining the needs for new products, processes, and services

2. Determining the appropriate direction and for new products

3. Establishing the appropriate game plan of the entire management system for developing and commercializing new products

4. Selecting new-product opportunities for investment

5. Enhancing the organizational capabilities to create successful new products

6. Creating the new product and executing the new-product development program

 

The primary objectives of product innovation are to create value, to obtain a competitive advantage, and to achieve long-term success through the development and commercialization of new products and services.

Coca Cola is a company with rich history and tradition that has build an iconic brand. The company prides itself with being a leading innovator in the soft drinks industry and being able to turn customer demands to products. Being in step with customer trends and being able to anticipate what lies ahead as well as marketing innovation has always been a hallmark of The Coca Cola Company, helping the brand evolve with time and keep in step with consumers’ changing lifestyles.

            In 2006, Coca Cola introduced another innovative product – the Coca Cola Zero (Coke Zero). Cokes zero is now a part of the Coca Cola core family with Classic Coke and Diet Coke. Complementing these, and meeting consumers’ desire for new ways to enjoy the great taste of Coke, the company also introduced brand extensions such as Coke with Citrus Zest and Diet Coke with Cherry.

 

Selected Product Innovations

            In this section, I will discuss some product innovations that Coca Cola introduced.

1. No-Calorie Drink (Coke Zero) – the introduction of Coke Zero was motivated by the increasing consumer demands for healthier products. Consumers are increasingly seeking more choices and order to keep up with the demands of the consumers and their lifestyles, Coca Cola launched Coke Zero. Coke Zero offers the same taste as Coca-Cola with no calories.

2. Calorie Burning Tea (Enviga) – as part of the company’s commitment to keep up with the changing lifestyles of the consumers, Coca Cola introduced a calorie-burning tea named Enviga in 2006. This product is intended to complement healthy lifestyles. By drinking three cans of Enviga each day, consumers can burn an extra 60-100 calories daily. This innovative product is added with a powerful antioxidant EGCG that speeds up metabolism and increase energy use, especially when combined with caffeine.

 

Reasons behind the Innovation

1. Changes in Customer Demands and Requirements (Lifestyles)

            Changing consumer concerns, attitudes, and lifestyles have tremendous impacts in Coca-Cola. In the United States and in Europe, consumers are becoming more concerned with a healthy lifestyle. The soft drinks sector is threatened by the increase in consumer awareness of health problems arising from obesity and inactivity. In order to satisfy the new consumer demands and requirements, Coca Cola is introducing new products that compliments healthy lifestyles.

2. Expansion of Noncarbonated Category and Bottled Water

            Noncarbonated drinks is a dynamic, fast-growing category. The growing demands for noncarbonated drinks is pushing soft drinks companies such as Coca-Cola to introduce noncarbonated drinks. The bottled water market is also expanding. The expansion and developments of these segments presents an opportunity for Coca-Cola. The company started its exploration of these segments and have been successful in creating new products.

3. First Mover Advantage

            One of the reasons why Coca-Cola engages in product innovation is to gain first mover advantage. By being the first to introduce a product category, Coca-Cola is able to define competitive rules, to gain reputation advantage, to gain superior access to channels and inputs, to influence industry standard and to develop skills advantage.

4. Fill the Gaps between the Markets and Coca Cola’s Products

            As customer demands and requirements change and as customers become more health conscious, a gap between the markets and Coca Cola’s products begin to surface. A new market has emerged composed of consumers who are health conscious and have a high demand for healthy products. Health reports emphasizing the possible negative health effects of Coca-Cola’s and other similar company’s products abound.

5. Growth in Emerging Markets

            Coca-Cola is attracted with new emerging markets such as China, Russia and Brazil. In order to successfully penetrate these markets, Coca Cola needs to have a first mover advantage and to introduce differentiated products.

6. To Strengthen Brand Image

            By introducing new products, Coca-Cola aims to strengthen its brand image as the home of quality beverages.

Internal Analysis

Current Growth Strategy

        To compete in the global beverage market, Coca-Cola employs a differentiation strategy to create value for its consumers. The mission statement of Coca Cola reflects its growth strategy “To refresh the world. To inspire moments of optimism”.

1. Grow Core Global Carbonated Soft Drink Brands – Coca-Cola is seeking to expand its core brands in each market through immediate consumption opportunities.

2. Grow Other Core Brands – Coca-Cola is seeking to expand its profitable noncarbonated products such as coffee, energy drinks and sports drinks.

3. Create Customer Value – Coca-Cola employs different strategies for it to understand the customers’ needs and wants. Understanding its customers can help Coca-Cola in focusing different products to different markets.

Product Strategy

            Coca-Cola practices a high degree of product adaptation and modification across every market it serves. Rapid product testing, and adaptation are the foundation of Coca-Cola’s product strategy. Coca-Cola performs product testing and development in each individual market. This is primarily because of the different market trends in every country. In order to compensate with the stagnating sales in the carbonated drinks category, Coca-Cola embarked on product development to widen its product offerings. With increase consumer interest in healthier drinks such as bottled water, fruit juice, energy drinks, ready-to-drink teas and coffees, the company has embarked on an ambitious program of product launches. Some of the recent popular product launches are:

1. Coke Zero – In 2005, Coke Zero was launched in North America. Coke Zero is a zero-calorie cola.

2. Coca-Cola with Lime – This was introduced in 2005 as a brand extension for Coca-Cola. Following the introduction of Coca-Cola with Lime is the launch of Diet Coke with Lime.

3. Enviga – In 2006, a delicious sparkling green tea containing green tea extracts, calcium and caffeine, Enviga was launched.

4. Gold Peak – In 2006, Gold Peak was launched in North America. Gold Peak is a premium ready-to-drink iced tea. With its fresh homemade taste, Gold Peak revives the timeless flavour of classic, authentic iced tea.

5. DASANI – This was launched in 2007. DASANI is a vitamin-enhanced  flavored water. The line, with zero calories per serving, comes in three varieties namely Refresh+Revive, Cleanse+Restore and Defend+Protect.

 

Internal Processes

Research and Development

            The company invests a lot of money on research and development in order to come up with innovative products. The continual improvement initiatives of the company aim to provide the company with competitive advantage. Product innovation is important in order to answer consumer’s search and desire for a variety of beverage varieties. Coca-Cola is pursuing a differentiation strategy by introducing innovative products that are sure to attract a wide variety of consumers. Recent additions to the company’s product range include Coke Zero, C2, Cherry Coke, Diet Cherry Coke, Vanilla Coke, Coca-Cola with Lime and Coca-Cola with Lemon.

            The research and development activities at Coca-Cola principally involve development of new products, increasing the quality of current product portfolio, improvement and modernization of production process and implementation of the latest technology. Coca-Cola is committed to maintaining its leadership position in research and development for the beverage industry.

Market Research

            Product innovation is imperative for a company such as Coca-Cola. New product ideas are generated through marketing research. Through marketing research consumer wants, needs, and requirements are identified and the trends in the industry are determined. The information that are gathered in the market research are then turned into new product ideas.

Production

            Coca-Cola’s core operations consist of company-owned concentrate and syrup production. The company basically produces syrups and concentrates and then sells them to authorized bottling and canning operations that package and distribute the final product. Separate contracts, or bottler’s agreements exist between Coca-Cola and each of its bottlers regarding the manufacture and sale of Coca-Cola products.

 

Existing Competencies

            The existing resources and competencies of Coca-Cola plays an important role in product innovation. First, financial resources are important in financing the new product innovation projects of the company. Human resources are also important in turning the new product plan into reality.

1. Size – Coca-Cola is a large company with an excellent distribution channels. These distribution channels are important in making sure that new products reach the consumers.

2. Brand Image – Established brand loyalty is important in making sure that the new products that Coca-Cola introduces will be supported by the consumers. Many consumers of carbonated beverages are extremely dedicated to a particular product, and rarely purchase other varieties. This stresses the importance of developing and maintaining a superior brand image.

3. Global Presence – Global presence is an important factor in the success of Coca-Cola’s product innovation.

4. Distribution – Superior distribution channel is a key success factor in product innovation as it enabled the company pt move the products from the manufacturer to the consumer efficiently.

5. Product Differentiation – Coca-Cola’s products are diverse in order to cater to different consumers. Healthy choices will be a source of competitive advantage for Coca-Cola. Being able to produce beverage that has unique and valuable characteristics for certain market segment like health conscious consumers is a potential source of competitive advantage for Coca-Cola.

 

Broader Context surrounding the Innovation

1. Industry

            The state of the industry is one of the important factors in determining the strategies that a company will employ.

Threat of New Entrants

            New entrants do not pose as serious threats to Coca-Cola. The soft-drink industry is primarily dominated by Coca-Cola and PepsiCo which have string brands and superior distribution channels. New entrants cannot compete directly with Coca-Cola.

Threat of Substitutes

            Coca-Cola products can be substituted by bottled water, sports drinks, coffee, and tea. The increasing emphasis on health and healthy living makes bottled water and sports drinks a desirable substitute to Coca-Cola’s products. Consumers are becoming more health conscious and they are looking for healthier substitutes. There are a growing number and varieties of water and sports drinks that appeal to different consumers’ tastes. These products are marketed and heavily advertised as healthier than soft drinks.

Bargaining Power of Suppliers

            Coca-Cola works with bottling equipment manufacturers and secondary packaging suppliers. Because Coca-Cola introduces new products frequently, tension between the company and its suppliers is building. Some bottlers are refusing to bottle new Coca-Cola products.

Bargaining Power of Buyers

            The significant buyers of Coca-Cola and other soft drinks are mainly large grocers, discount stores and restaurants. The soft drinks company distributes the beverages to these stores for resale to the consumer. The bargaining power of the buyers is high. Large grocers and discount stores buy large volumes of soft drinks allowing them to buy at lower prices.

Competitive Rivalry

            The competition that Coca-Cola faces from its rivals is the greatest challenge to the company. Coca-Cola, PepsiCo, and Cadbury Schweppes are the largest competitors in the soft drinks industry with global presence. PepsiCo is the main competitors for Coca-Cola and the rivalry between these two brands is more than a century-old.

2. Industry Life Cycle

            Industries according to  (2000) have life cycles. Industries, like products progress through their life cycles and as they do so the nature of competition and consumer demand changes. The soft drink industry is a mature industry that is experiencing change.

3. Competition

            Perhaps a big reason why Coca Cola continues to implement product innovation is because of the intense competition in the non-alcoholic beverage industry. In order to remain competitive and to maintain its leadership position, Coca Cola introduces innovative products that create value for the customers and shareholders.

            The nonalcoholic beverages segment of the commercial beverage industry is highly competitive. Coca Cola competes with major international beverage companies that, like Coca Cola operate in multiple geographic locations, as well as numerous firms that are primarily local in operation. In order to withstand competition form numerous rivals, Coca Cola uses its resources in creating new products.

4. Role of National and International Institutions

            As a company that operates in more than 200 locations around the world, national and international institutions such as government bodies have significant impact on Coca-Cola’s product innovation. Changes in laws and regulations relating to beverage and packaging could increase costs and reduce demand for the company’s products. Another area where national and international institutions influence the company is through health issues. Over the years, there have been a growing concern over health and the possible health risks that Coca Cola’s products carry. One main concern is the impact of Coke and similar products on Obesity particularly in Children. In order to address health issues, the company has developed products which complements healthy lifestyle. Innovative products such as Coca-Cola Zero and Enviga have been introduced.

 

 

 

 

 

 

      

 

             

 

Leadership and Influencing Practice

Leadership and Influencing Practice

 

            Leadership is a key issue in the development of groups, organizations and nations. The study of leadership plays a crucial role in the behavioural and management sciences. It receives a lot of attention and is intensively explored. Leaders primarily work through and with other people. They also help to establish the conditions that enable others to be effective. Leadership is a function more than a role. It can both refer to the process of leading, and to those entities that do the leading. Leadership has been a central, and sometimes controversial, topic in the study of organizations. In spite of claims to the contrary, there is substantial evidence that leadership is positively related to a variety of individual and organizational outcomes. As such, this paper aims to discuss and evaluate the concept of leadership in terms of the factors that influences it in complex health and social care organizations, including the partnership that works within and outside the organization. In addition, leadership roles and strategies would also be discussed in accordance to providing effective communication between healthcare staffs.

 

Factors that Influence Leadership in Healthcare and Social Care Organization

            The healthcare and social care teams are categorized into groups of health-care workers who have similar training. Their background would equip them to solve specific problems, such that their roles are segregated along their professional boundaries. The characteristic of this approach is that it is independent and involves limited inter-professional communication, rather than a collaborative goal setting. An interdisciplinary healthcare team is composed of healthcare workers from different professions who assume roles and carry out responsibilities that share common goals for the client. Roles overlap and are flexible over time (1994). The very survival of healthcare and social care institutions depends on the healthcare’s ability to apply their knowledge as professionals, being physicians, nurses, pharmacists, therapists, nutritionists, and social workers, together into effective cross-disciplinary teams (1999). The goal in healthcare and social care businesses is to produce much higher quality at lower costs through integrated, collaborative work. Interdisciplinary team members understand the education backgrounds of one another, know each other’s areas of expertise, and are aware of the roles assumed by each profession ( 1994). However, despite recognition of individual differences and expertise, healthcare and social care workers or staffs must still be able to governed, most especially in terms of times of conflict or drastic changes in policies or approach in terms of healthcare. In this regard, the concept of leadership becomes relevant and applicative.

            A number of factors affect or influence healthcare and social care organizations. These factors play in important role, as they determine the response of healthcare and social care workers in relation to their profession and clients. The primary factor that influences healthcare and social care institutions is the environment of healthcare and social care workers or teams that involve the social structure and the physical setting of an organization. It can be perceived that with an organized and effective environment, a more effective leadership can be achieved. This is in accordance to the relationship of the physical working environment to the performance of staffs, because the more conducive the working environment, the more motivation staffs develop. However, if the physical working condition of staffs is disorganized and untidy, then it follows also that their performance of their work would not be as outstanding. Another factor that influences healthcare and social care organizations is its organizational structure. Such includes the ratio of male to female staffs and the age of members. These entirely affect the leadership that is being developed in the organization for difference in age or gender may influence the relationship and communication that exist between staffs. A specific study found out that many organizations stereotype leadership as a masculine function, thus, people will not readily accept a woman in the higher status leadership position unless information regarding her competence is brought to their attention (2002). As such, leadership would be effective depending on the person who would take the responsibility to be a leader. The third factor to consider is the situation itself, which refers to the tasks that require the attention of healthcare and social care staffs. It has been reported that situations that call for leadership have qualities of simplicity, complexity, normality and abnormality, straightforwardness and ambiguity, and high and low stress, for these qualities dictate the approach to be adopted and used by healthcare and social care staffs (2000). In this regard, leadership is entirely influenced by the situations or tasks of staffs as this influences the behavior, approach, values, and strategy that must be done, in order to provide relevant and substantial solutions to problems or actions to responsibilities.

Another factor to consider includes the members that comprise the team. This is important to take note of the perception, attitude, and behavior of team members influence the effectiveness of leadership. Their perception and attitudes toward a specific leader affect leadership, as these traits develop respect and communication between staffs. In relation to this factor is the fifth one to consider, which refers to the partnerships and relationships that exist among healthcare and social care workers. As mentioned, the perceptions, values, and behavior of staffs determine the effectiveness of leadership. In this regard, the relationships and partnerships that are built among staffs also play an important role in relation to effective leadership. With this, the peer networks of staffs and the team building they must achieve must be given emphasis. In addition, the sixth factor the influences leadership includes the changes that take place in the organization, and include mergers, downsizing, and the policies or regulations implemented (2005). In this regard, the changes that the organization undergoes dictate how leadership would be used, depending on the impact of the change to staffs and to the organization itself. In times that drastic changes must be observed in the organization, drastic measures, including changes in leadership styles must be implemented. This is to help the staffs and the organization itself to cope with the changes or the organization. The seventh factor to consider involves the relationship that clients or the patients build with staffs of the healthcare and social care organization, which fuel or drive the mission of organizations. For leadership to become effective, the staffs must be able to develop effective communication and relationship with patients or clients in order to efficiently address their needs. In this regard, if staffs were able to know what they require then they would be able to effectively develop an approach that would include the active participation of healthcare and social care workers. Thus, building effective communication and relationships with patients and clients provide information and knowledge on the part of staffs, which enable them to develop means, including effective leadership. The last factor to consider is one of the most important factors that influence leadership, which is motivation on the part of the healthcare and social care workers. Motivation of staffs involves a number of factors that encompasses their personal life, working conditions, benefits and compensation, satisfaction, and fulfillment in the job. Motivation of healthcare and social care staffs affects leadership in organizations, as it determines the attitude and behavior staffs toward their work and their clients. If the organization provides good motivation to staffs then it follows that they would be able to respond effectively to leadership, thus, providing success and unity in the organization.

 

Factors Influencing Partnerships Within and Outside the Organization

             (2006) reports of six types of partnerships that exist inside and outside organizations, namely, partnership with direct reports, partnership with co-workers or colleagues, partnership with managers or leaders, partnership with customers, partnership with suppliers, and partnership with competitors. In analysis, partnership with direct reports refers to direct relationships with organizations, such that employees do not regard themselves as employees but partners of the organization. This enables organizations to derive productivity and loyalty from staffs, as they perceive themselves to be contributory to the performance of the organization, thus, making leadership more successful. Partnership with co-workers or colleagues refers to the effective relationships a staff builds with other staffs in the healthcare and social care organization. Having healthy relationships or partnerships with colleagues foster effective leadership, as effective partnerships involve building effective communication that is a key to successful leadership. Partnership with managers or leaders involves the development of the skills and knowledge of the leader in relation to the minute and general details concerning the organization. This involves the responsibility of the leaders, such as their expertise in addressing conflicts and problems that may come their way. Moreover, partnerships with customers is one of the outside partnerships that exist in healthcare and social care organizations, and this must be effective in order to bring success to the staffs and to the organization itself. Partnerships with suppliers must also be developed and given emphasis, as this provides the organizations with their needs in order to meet the demands of their clients. The last type of partnership refers to partnerships with competitors, as this can provide the organization with valuable and relevant information and knowledge that it could use for its development. In addition, competitors can become the future clients of the organization, thus, good communication and relationship must be built with them.

            From this, it can be understood that several types of partnerships exist inside and outside the healthcare and social care institutions, and thus, must be effectively and efficiently maintained in order to provide quality and good services to clients. In this regard, several factors that affect these six types of partnerships can be determined.

• Position and Reputation – One of the motivating factors that affect alliance or partnerships is the position or the reputation of a leader, or in wider scope, the organization. In theory, the greater number of alliances, the better the organization’s or the person’s reputation (2002), and thus, becomes relevant in assessing the reputation of a leader.
• Shared Vision – (2007) pointed out that the development and refinement of a shared vision toward a task or work is the key to the success of any partnership. In the healthcare and social care setting, the staffs must have a common goal, and that must involve the prioritization of the needs of its clients, in line with the policies of the health and social institution.
• Organizational Culture – Organizational culture often reflects the personality of its leaders ( 1998), as this refers to the attitude, beliefs, and behavior of the whole organization or group of individuals that dictate their response or action towards specific situations. The most successful partnerships recognize and value their differences and find ways to integrate them into a workable overarching partnership culture ( 2007).
•  Focus on Needs – The decision to establish partnerships should begin with the belief that important needs can be best fulfilled through those partnerships, thus, it is necessary first to determine the specific partnership that is the best way to accomplish an important task, then find a partner or partners who might be the best to help (2007).
• Agreements or Policies – Partnerships can be influenced or affected by the existing policies or agreements, which may limit the extent of that specific partnership to grow and develop. On the other hand, existing policies and agreements reinforce and bind partnerships, thus, providing opportunities for staffs to focus on their goals in the organization.
• Resources – Successful partnerships develop multiple and steady sources of support, including human and financial resources ( 2007). In this regard, proper allocation and control of such resources must be done in order to foster effective partnerships.
• Trust – Partnerships require a high level of trust, as this enables collaboration and contribution ( 2002). In this regard, the reputation of staffs or the organization itself is being built through the trust one provides, and in this sense, strengthens and establishes the mission of the healthcare and social organization. Being crucial in the industry, healthcare and social institutions must be able to build trust with many individuals, as lives are being depended upon their abilities and skills.
• Communication – As stated earlier, communication is one of the key factors in effective and successful leadership. However, good communication is also a key factor that affects partnerships in all organizations, most especially in healthcare and social institutions. Without effective and good communication, healthcare and social care workers would not be able to efficiently provide services to clients, thus, customer service would not be deemed possible. Good and effective communication through a variety of means, and in this generation, verbal and non-verbal communication is not only used, but technology and the Internet is also utilized to send and receive messages and information.

 

Leadership Roles and Strategies: Bringing about Effective Communication

            The cardiac cath lab Jim Shahi unit and the cardiac care unit of the Royal Berkshire Hospital Foundation encountered a change in their approach in patient care after the change in policy. As stated in the previous discussions, the changes that take place in the organization serve to influence the operations and the leadership in the organization, thus, somehow becomes the causes of conflict or problems in healthcare and social care institutions. With this, new leadership skills are needed to overcome this dilemma, such that the change in situation and approach of the concerned healthcare workers due to the change in policy calls for effective communication that would express a common vision and would persuade others to work toward a common goal (1998).

 (2005) reports of five specific roles of leaders. Primarily, it is to understand and interpret the environment in which the enterprise operates. Understanding the interpreting the environment must be taken note of in effective leadership to improve the patient’s care, treatment and experience (Addicott and Atun, 2003). This role must be taken first by the leader to effectively assess the approach appropriate for the environment or the situation. Second leadership role is to develop winning strategies, where in this case involves the use of a new type of leadership, that is, transformational leadership. The essence of transformational leadership is to produce organizational change through its emphasis on new values, and a vision of the future, which transcends the status quo ( 2001). A variety of strategies is being used by leaders in healthcare and social care organizations, depending on the situation and environment. The third leadership role is to execute the winning strategies brilliantly and effectively, and this can be done by taking note of important elements in its execution, including the strategy’s alignment to the organization’s overall mission, vision and objectives, the concept of performance management, and the visualization of its effects. In relation to this  (2002) claimed that leaders have the ability to view the future. They are equipped with compelling abilities to visualize where things will naturally end or lead to. The fourth leadership role is to monitor the results and make strategic adjustments. A good leader must be able to effectively and efficiently assess and evaluate the used strategies and make adjustments based on its effects on the system. In the healthcare and social care institutions, this must be given attention because the system involves the proper care for patients, and their lives are at risk. Last leadership role is building organizational capabilities, which involves the goal of an effective leader to develop and to improve the skills and knowledge of its followers. Implementation of the teams’ shared; mutually agreed-upon goals during treatments often yield results greater than could be accomplished by separate profession-specific approaches (1993). With this, it can be perceived that building organizational capabilities involves developing teamwork and cooperation among the team members of the healthcare and social care institutions.

Such roles would not be useful without the implementation of strategies that the leaders can use in order to build effective leadership and communication among the organization. In relation to the change of approach and policy in the Royal Berkshire Hospital Foundation, it has been mentioned that the transformational type of leadership must be used. The change in the type of leadership is one good strategy of healthcare and social organizations to be able to cope with such changes. In addition, in relation to the type of leadership to adopt,  (2000) suggests that leaders who achieve the best results do not rely on a single leadership style, but use a number of styles depending upon the situation. He emphasized six types of leadership, namely, authoritative, affiliative, democratic, coaching, pacesetting, and coercive. Each leadership style has its advantages and proper application in certain situations and its implementation greatly affects the flexibility, responsibility, clarity, commitment, and performance of the employees. In discussion, the Coercive Leadership style demands compliance from the team, but is most effective if used to change the immediate direction of an organization or in time of crisis when decisive action is needed. The Authoritative Leadership style motivates and mobilizes staff toward shared vision and states the goal, but generally gives the team plenty of leeway to devise own means. The Affiliative Leadership style shows empathy towards people and their emotions, builds team harmony, improves communication, repair broken trust, and boosts morale, but can also harm the climate of the team if not used with other leadership styles. The Democratic Leadership style gives importance to consensus, but in having endless meetings, making a decision can be prolonged in providing solutions. The Coaching Leadership style understands strengths and weaknesses of the team and helps tie them into personal and teaching goals for future development, but its drawback could be the employees’ resistance to learning or the leader’s lack of expertise. The last leadership style is the Pacesetting Leadership, where the leader is fanatical about extremely high performance level at all times, and leads the team through his or her performance. The leader also prefers the line work to managing, which harms the team’s climate as the employees feel overwhelmed by the demand for excellence. A good leader can integrate these types of leadership in order to facilitate good communication and teamwork in the organization.

Another leadership strategy that can be utilized as a solution to this situation is the use of Information Technology that can produce benefits in clinical care and associated administrative functions. It has been reported that health care and social care organizations found out that electronic medical records or EMR improved the delivery of care because more complete medical documentation was available to support the diagnosis of healthcare professionals. The use of Information Technology also resulted to cost savings due to the reductions in costs associated with medication errors, communication, and documentation of clinical care and test results, staffing and paper storage, and information processing ( 2004). As such, good leadership must be applied and used because it would be involved the education and training of healthcare and social care staffs who would be exposed to using new Information Technology. In relation to this is the use of leadership in providing additional trainings and seminars for healthcare and social care workers. In this regard, the workers would be briefed effectively, thus, facilitating communication between the cardiac care unit and the cardiac cath lab unit. Proper and effective communication between the two units can be facilitated and achieved with the guidance and leadership of team leaders.

 

 

 

 

 

 

 

 

 

 

Thesis Scope and Limitations

Scope and Limitations

The study would be limited to the analysis of the Intranet utilization of the company Mosscare Housing LTD. This would utilize a researcher made questionnaire that would be provided to the employees of the said company. The employees that would be given the said instrument would amount to twenty-five (25) respondents.

 

The external and internal environments analysis of HP-Compaq merger integration

The External and Internal Environments Analysis of HP-Compaq Merger Integration

 

PEST Analysis

            Political. The international IT and electronics industries have been characterized with intensive competition. Electronics and IT companies are constantly reviewing their achievements as well as the competitors’ in order to come up with better business strategies in an effort to best all other existing industry rivals. With the merger and acquisition strategy between HP and Compaq, members of the IT and electronics industry all over the world were threatened with the intensified effort that could result from the integration. Others were surprised because mergers and acquisition strategies may also result to negative implications on the part of the merging companies particularly when differences in the context of strategies, culture and goals fail to be fully integrated.

 

            Economic. For HP and Compaq, the merger will increase the competitiveness of the previously independent companies in order to outdo the achievements of highly aggressive competitors. Both HP and Compaq sought means to add value to their existing products and services in order to increase the level of satisfaction among their clients and customers which were made possible through the merger. Once satisfaction levels among clients and customers are met, HP-Compaq expect better economic competitiveness within the international IT and electronics industry. 

 

            Social. The existing companies have been on guard when it comes to new market trends, new market opportunities, new customer bases, and technological infrastructure available for utilization. The merger between HP and Compaq will most likely result to better social activities as sponsored by the merged companies. Social and civic activities that were previously independently supported by HP and Compaq will be carried out in new perspective due mostly to the fact that the merger could expose unexpected factors that could make the new company unstable.

           

Technological. One of the primary reasons for the merger of HP and Compaq are the companies’ drive towards innovation and development in their products and services. The merger enabled relatively stronger research and development efforts for the benefit of the new company since it is now characterized with more intensive concerns to come up with IT products and services that will cater to existing as well as new clients and customers thereby increasing the companies’ consumer bases. At present the electronics products of HP have been observed to undergone evolution with the support facilities which were made available by Compaq.

 

Five Forces Analysis

            Suppliers. The merger resulted to review and assessment of the existing suppliers of both HP and Compaq since the integration strategy implied the relatively fewer contracts between companies that provide similar services and raw materials to HP and Compaq. However, the integration likewise resulted to innovation in technology which necessitated new contracts with suppliers that can provide the new services and raw materials needed by HP-Compaq as a single corporation.

 

            Buyers. With the promised added value on the products and services of the HP-Compaq merger, clients and customers of the company could expect new and better product lines and service offers as one of the primary objectives of the integration strategy. Buyer power will be intensified in this respect since the HP-Compaq will be offering new electronics products and services in order to set new market trends in the international IT and electronics industry. .

 

            Competitors. Competitors of HP and Compaq were somehow divided when it comes to the overall implications of the merger to the international IT and electronics industry. There are those who believe that the merger will result to the continuous weakening of both companies compared to their other stronger competitors in the international IT and electronics industries. While some believe otherwise due to the increased capability of HP and Compaq as a single operating company to build up and strengthen the market positions in the future years that will come.

 

Substitutes.  Substitute products and services are increasing within the international IT and electronics industry which contributed to the integration decision between HP and Compaq. With the conglomerate efforts between the new HP-Compaq corporation, it is expected the substitute products and services that competes with the provisions and offers of HP-Compaq will be lessen due to better production and manufacturing processes and technological infrastructures that can not be afforded by small rival companies. 

 

New Entrants. New entrant in the electronics and IT industries are confronted with relatively more difficult entry to the international market due primarily to highly aggressive competition between and among large corporations. It is common knowledge that business operations and facilities that characterize both the international IT and Electronics industries are very expensive and sophisticated. Such factors serve as strong barriers of entry to the industries where HP-Compaq belongs.

 

SWOT Analysis

            Strengths. The merger between HP and Compaq will increase the companies’ competitiveness when it comes to the possible new product lines and services that they will offer as a single company to the clients and customers. The integration strategy likewise resulted fewer market competition within the context of large international corporations that also belong to the international IT and electronics industry. Costs will be reduced as expenditures in business operations such as manufacturing and production are now handled and managed as a single proprietorship. The research and development arm of HP and Compaq can now work together as single company with similar technological and economic goals.

 

            Weaknesses. The integration strategy between HP and Compaq, on the other hand, resulted to the need to lay off thousands of employees since their services will be no longer needed particularly those who have similar functions. Cultural integration within the workplace is also a serious issue since HP and Compaq are composed of different individuals and employees who are used to different working environments as well as career expectations. The Human resource department will be confronted with problems and issues regarding the new members of the company’s workforce. Technical operations will also experience drawbacks from the changes that will transpire within the business processes of the company.

 

            Opportunities. The issues and problems that may result from the merger in terms of workforce differences can be perceived as an avenue fro improvement when it comes to workplace culture of the company. The management should be able to device means to exhaust diverse knowledge and skills that characterize the members of the company’s labor force. Operations should likewise be restructured and reengineered in order to come up with better manufacturing and production processes that take into account efficiency and product quality.

 

            Threats. The failure of the merger strategy is also possible if HP and Compaq are not able to resolve issues caused by differing workplace cultures. The vulnerability of the merged company is likewise exposed since it is only a couple of years since the merger contract was signed. There is still so much to do for the full implementation of the merger strategy and existing competitors will aggressively take the opportunity of the changes that transpired within the new HP-Compaq company. Both internal and external factors may contribute to the challenges and difficulties that HP-Compaq will experience in the future in the effort to succeed in the international market competition.      

 

 

References:

 

 

Future of Car Industry Essay

Future of Car industry

 

Introduction

The car or automotive business today is profoundly influenced by globalisation and information technology. It can be noted that most car and parts manufacturers are merging, outsourcing of component design is emergent, brands are changing and the giant car or automotive industries are expanding deeper into providing financial services to their clients. Most successful car or automotive industry firms have become totally global as car dealership holding giants have been able to acquire the best dealers in major markets as well as national chains have taken over the used car business. Clients become more dependent on the convenience of the Internet for information before purchasing cars and automotives.

In addition, car or automotive manufacturers are utilising the latest in the information technology methods to manage their supply chains and replenish their inventories (Research and Markets 2004, p.1).  The onset of globalisation and IT, in turn, pose great competitive competitions for the car or automotive industry. According to KPMG International (2006) these demand a more expansive and accessible strategy while cutting costs and improving synergies through alliances with foreign partners. In addition, global market position demands the right strategic partner, assessment of the market as well as management of the cultural impact.  Deciding what part of the market give emphasis, knowing where to improve profitability and understanding the related chances are all part of the new reality for car industry today.

Future of Car industries

            There are actually macro challenges that face automotive industry in the next years, globalisation, product differentiation, product development, green marketing supply chain restructuring, and marketing and distribution (Boos Allen and Hamilton 1999). Car or automotive manufacturers as well as their will continue to be challenges by different environment aspects, tough global competition, and more demanding clients. In addition, shortages of capital as well as skilled human resources and time pressures to do more, quality, and yet faster exacerbate their challenges (Formidable Changes 2000, p.13). As car industries vie for market share as well as added manufacturing capacity to be able to establish where they hope to sell, they lose the economic returns to themselves and worsen and intensify the overcapacity problem on a larger scale. In addition,, emerging market clients increasingly demand the same levels of quality as well as technology as clients in mature markets making the local content rules and supply chain economics dictate that suppliers build and generate their own manufacturing close to assembly facilities. The context of world car  with one common design, customised at low cost to local tastes and requirements, and is elegant and appealing still challenges most car or automotive manufacturers today (Boos Allen and Hamilton 1999, p.4; Formidable Changes 2000, p.13). Secondly, the industry must offer differentiated products that suffice customers’ fickle wants and requires in a particular locale at a point in time. The challenge is to be able to understand car client’s preferences and respond accordingly thru a method and system that would address both buyers’ functional as well as expressive attributes and make them appreciate and value the product. Thirdly, product development challenge lies along two dimensions for the car industries in the future.  First is to learn how to distinguish the parts of the car where car clients are indifferent from those that are visible and important to creating and preserving brand identity. Second is to reduce the cost development so as to be able to make product differentiation more affordable (Boos Allen and Hamilton 1999). The use of derivatives from existing platforms results in shorter time periods required to develop new products and allows producers to more quickly adjust to shifts in car clients preferences (Andrews 1999, p.19). Furthermore, car or automotive players have been preoccupied with reducing their overall levels of vertical integration, both to ensure that purchased parts are world-class and to reduce their fixed costs of assets and labor as well as reducing the number of industries that supply directly to the car or automotive company and delegating some of the routine tasks of purchasing, production scheduling, and inventory management to their “Tier One” suppliers. In addition car industries should consider supplier consolidation which is a potential solution but suppliers must develop relevant new capabilities in order to transform themselves from assemblers or integrators into system solution providers. This also entails surpassing the car or automotive company customer into the ultimate customer in order to understand their wants and requires for an automotive system, such as suspension, braking, or seating and their perceptions of value. Lastly, two main method and systems in creating and capturing customer value which require radical changes have emerged in the industry. One is extensive participation in the stream of post-assembly transactions relating to a vehicle, beginning with the initial retail sale and ending at the recycle center. The other is building and exploiting more durable relationships with customers over their vehicle-buying lifetime (Boos Allen and Hamilton 1999, pp. 4-7).  To keep and maintain the value, car or automotive makers should become more capable marketers and take control of the purchase experience thru direct contact with the customers

 

Reference

Andrews, D 1999, Automobile Industry Outlook, Auto Asia, v viewed February 17, 2010, <http://www.auto-asia.com/finance/autooutlook.pdf>.

 

Automotive 2006, KPMG International, Sweden, viewed February 17, 2010 <http://www.kpmg.com/Industries/IM/AUTO/>.

Booz Allen and            Hamilton, Inc., Challenges Facing the Global Automotive Industry 1999, viewed February 17, 2010 <http://www.boozallen.com/media/file/56733.pdf>.

Formidable Challenges for Auto Industry’ 2000, USA Today, August, p. 13.

Research and Markets: The Automobile Industry Almanac 2005; Globalization is   in Evidence Throughout the Automobile Industry’, 2004, Business Wire,  viewed February 17, 2010     

 

 

 

Financial Report Assignment Essay Instructions

Postgraduate Diploma in Healthcare Services Management

Healthcare Finance

Assignment 2

 

Question

Eden Hospital has operated for many years. Abstracts from the financial statements of

Eden for the last two years ended 31 December are set out below. The Board of

Directors are concerning about the performance of the Hospital.

From the information given above, you are required to prepare a report for the board of

directors of Eden Hospital assessing the performance for 2007. In your report, you

should comment on the following analysis:

Profitability

· Return on capital employed

· Return on total assets

· Operating profits as percentage of sales

Liquidity

· Current ratio

· Quick ratio/Acid-test ratio

· Debtors collection

Solvency

· Debt-to-equity ratio

You should also state any limitations on your analysis.

This assignment is a financial report. the details of the assignment attached for your information. Could you help in this assignment. Including showing the calculation. The assignment is about 2500words with 10 reference.

Child Depression Inventory

Child Depression Inventory

Introduction

            Depression does not only occur on adults, there have been many studies that show that children also are prone to depression. Depression is associated with different mood disorders that can cause children to be lonely, alarming, irritating, heart wrenching as well as devastating (Fristad 2004, p. ix). Due to the said reason, there have been many diagnostic tools that have been introduced in order to assess as well as measure the pediatric depression. This paper will tackle to Child Depression Inventory as a tool for assessing the behavior of children with regards to depression, together with its advantages and disadvantages.

Child Depression Inventory

            Child Depression Inventory of CDI has been reported as the most thoroughly researched as well as widely used measure of depression in children (cited in Barkley 1987, p. 88). It is a symptom-oriented instrument that is use in assessing depression in children between the ages of 7 and 17 years old (Frey 2003), other authors stated that the CDI is highly proposed for children who are between the ages of 8 and 13 (cited in Barkley 1987, p. 88), while other said that the said test is used for children ages between 6 to 17 years (Kovacs 2008).. The CDI is a 27-item self-report questionnaire that is designed as a downward extension of the Beck Depression Inventory or the BDI (cited in Barkley 1987, p. 88). The CDI requires and will take 10-15 minutes in order to be completed (Barkley 1987, p. 88).

            In 1992, Maria Kovacs published CDI for the first time. Later on, it was developed due to fact that depression among young children are, more often than not, hard to diagnose. Another thing is that depression has been regarded as an adult disorder, not until the 1970s, past studies concluded that the nervous systems of children were not adequately mature to manifest the changes of neurochemical in the brain function that is related to depression (Frey 2003). The said test is being used by the clinicians and counselors in order to help: evaluate the self-reported symptoms of depression like the feeling of unimportance and loss of concentration in activities of a child; maintain diagnosis and treatment planning; and perform a clinical research (Frey 2003).

            The CDI can also be administered to the patient repeatedly to measure different changes in their depression condition in different time, which will help to assess the results of the treatment and behavior for their depressive disorders (Frey 2003).

Child Depression Inventory Process

            Like what have stated in the first part of the paper, CDI is a self-rated measuring tool for depression. It means that the child or the adolescent who is being evaluated will be going to record their answers to the questions that are stated on the test sheet, it is different from other depression measurement tool that uses different verbal answers to the questions that are used to analyze and then recorded by the respective examiner (Frey 2003). It is somewhat related to the BDI and the Weinberg Screening Affective Scale or WSAS that are considered as self-rated instruments that are used for assessing the depression in children (Frey 2003).

            Each of the questions that are included in the CDI is made up of three different possible responses. The children or adolescent who are being evaluated will select the answer that can describe him or her condition over the preceding two weeks (Frey 2003; cited in Barkley 1998, p. 88).

            The CDI is intended to formulate and construct a quantitative measurement of different warning signs of depression such as: moods conflict; dejected self-evaluation; turmoil in behavior to other people; capability for pleasure and satisfaction; and vegetative symptoms that is consist of low energy or e, oversleeping, having difficulties with different activities that require effort and energy, as well as other symptoms of submissiveness or immobility (Frey 2003). It is also used in order to distinguish as well as appraise the different symptoms of a major depressive disorder or dysthymic disorder in children as well as adolescents. It can also help to differentiate the difference between those children who are suffering from those said disorders and those children who are suffering from other mental conditions (Frey 2003).

            The system of the scoring will be based on the three-point scale or zero to 2, of the increasing strictness. The score for all of the given items will be summed or accumulated in order to provide the total score. The accumulated score will be interpreted in order to relate or reflect to the rigorousness of the depression (cited in Barkley 1987, p. 88).

Critical Evaluation of the Children Depression Inventory

            There have been many tests that had already developed in order to cater to the different demands of different mental and behavioral disorder of children with regards to the depression. The CDI is one of them, and it has been widely used since it’s first published.

Advantages of CDI

            CDI is considered as a test that uses printed instruments as a tool for assessing the emotional assessment of children. The most important advantage of the printed instrument is that it offer predetermined nature and linked and connected possibility of the objective standards. Another thing is that, it offers accessibility for the empirical investigation of dependability and legality (House 2002, p. 93).

            In terms of reliability, there have been reviews by several investigators that show that the internal efficiency and consistency of CDI have ranged from .80 to .94, while the stability had been estimated to range from .50 to .87 for the psychiatric patients, and .38 to .84 for those non-psychiatric subjects (Barkley 1987, p. 88). Also the test-retest reliability of the different correlation had appeared to be satisfactory (Center for Psychological Studies n.d.).

            There are also different research studies that have supported the CDI as an significant test that can be used both for descriptive and prognostic uses for distinguishing different indications of depression in children as well as adolescents.  Studies of discriminant strength found out that important dissimilarities of Negative Mood factor scores (p < .05) but no important dissimilarities for total CDI scores between a model of 134 children and adolescents with different depressive disorders. 

            Another thing is that CDI’s content is valid for the Major Depressive Disorder. The said fact had been found out from the investigation that compares the CDI scores with the various measures of depression. The correlations have been generally varies from .40 to .90. The said result also shows the important connection of the CDI to the adolescent-completed indices of parent-child disagreement (cited in Barkley 1987, p. 89).

             Another important advantage of the test is that it enables to distinguish and differentiate clinical from the non-referred control samples such as: depressed from non-depressed psychiatric patients; psychiatric from non-psychiatric remedial patients; as well as severely suicidal psychiatric inpatients from other psychiatric inpatients (cited in Barkley 1987, p. 89). 

Disadvantage of CDI

            Although there have been many advantages that are associated with the CDI, it also has its own share of flaws and disadvantages. Like any other self-report measures that are used in children, CDI also shares the same weakness, and that is the fact that children do not have the equal level of capability like the adults in order for them to appreciate and comprehend as well as report their strong internal emotions.  In addition to that, children also has the equal capability like the adults to alter or amend their answers on the CDI, to imitate what they think are the preferred answers rather than what they really feel. The said phenomenon is called the faking good or faking bad. It is based and depends on the bias of the modified answers (Frey 2003).

            With the connection to the unequal ability of the children to understand and appreciate the test, another important issue is the reading and comprehension capability of the children. It tackles to the ability of the children to express and verbalize their different feelings and emotions. Due to the fact that each and every individual is unique, the CDI might not be appropriate in every case of child and adolescent depression because there are some who has impaired reading ability (Chrissy & Company 2007). Due to the fact that there are some children who are not yet that good in reading and understanding, the said factor might affect the credibility and efficiency of the result of the study.

            CDI is also somewhat demanding, due to the fact that, the result of the said test can only be assessed and appraised by a trained professional psychologist or psychiatrist and not by parents, tutors or school nurse (Frey 2003). The said test also recommends retesting for those children who have gained a positive score on the CDI, within a 2 to 4 week interval between the test and the retest. The complete investigative assessment by a licensed mental health professional also follows, after the fist said process. The assessment is consisted of several interviews with the child or adolescent, together with the parents and other people who are connected to him or her (Frey 2003). 

        

References

 

Barkley, R 1987, Defiant Children: A Clinician’s Manual for Parent Training, Guilford Press

 

Children’s Depression Inventory (CID), Center for Psychological Studies, viewed 7 March 2008, < http://www.cps.nova.edu/~cpphelp/CDI.html >

 

Chrissy & Company 2007, Child Depression Inventory: Assessment Tool for Adolescent Depression, Associated Content, viewed 7 March 2008, <http://www.associat edcontent.com/article/293151/child_depression_inventory_assessment.html>

 

Frey, R 2003, Child Depression Inventory, Gale Encyclopedia of Mental Disorder, findarticles.com, viewed 7 March 2008, <http://findarticles.com/p/articles/mi_gx5197/is_2003/ai _n19119252 >

 

Fristad, M & Goldberg Arnold, J 2004, Raising a Moody Child: How to Cope with Depression and Bipolar, Guilford Press

 

Goldman, A, Hain, R & Liben, S 2006, Oxford Textbook of Palliative Care for Children, Oxford University Press

 

 

House, A 2002, The First Session with Children and Adolescents: Conducting a Mental Health Evaluation, Guilford Press

 

Kovacs, M 2008, The Children’s Depression Inventory, Pearson, viewed 7 March 2008, < http://www.pearsonassessments.com/tests/cdi.htm >

 

Appendices

 

Appendix A The Internal Structure of the Child Depression Inventory in Russian and UK Schoolchildren

 

Factors Structure for Total Russian Sample                           
Factor 1: Pessimism/Sense of Failure                       16.9%    
 CDI 3: I do everything wrong                                .74    
 CDI 13: I cannot make up my mind about things               .65    
 CDI 20: I feel alone all the time                          .58     
 CDI 23: I do very badly in subjects I used to be good in   .51     
 CDI 24: I can never be as good as other kids               .44     
 CDI 19: I worry about aches                                .37     
Factor 2: Sadness                                          9.2%     
 CDI 26: I never do what I am told                          .75     
 CDI 6: I am sure that terrible things will happen to me    .67     
 CDI 25: Nobody really loves me                             .66      
 CDI 16: I have trouble sleeping every night                .56     
 CDI 10: I feel like crying every day                       .47     
 CDI 9: I want to kill myself                               .39     
Factor 3: Irritability/Oppositional Behavior               7.4%     
 CDI 17: I am tired all the time                            .67     
 CDI 11: Things bother me all the time                      .63     
 CDI 27: I get into fights all the time                     .62     
 CDI 5: I am bad all the time                               .53     
 CDI 4: Nothing is fun at all                               .51     
Factor 4: Negative Self-Image                              6.2%     
 CDI 14: I look ugly                                        .69      
 CDI 7: I hate myself                                       .65     
 CDI 2: Nothing will ever work out for me                   .58     
 CDI 22: I do not have any friends                          .58     
Factor 5: Lethargy/Struggle with School                    5.1%     
 CDI 21: I never have fun at school                         .57     
 CDI 18: Most days I do not feel like eating                .55     
 CDI 15: I have to push myself all                          .48     
  the time to do my schoolwork                                      
 CDI 12: I do not want to be with people at all             .47     
 CDI 1: I am sad all the time                               .35     
Factor Structure for Total UK Sample                                 
Factor 1: Sadness/Somatic Worries                          22.9%    
 CDI 1: I am sad all the time                                .69    
 CDI 10: I feel like crying every day                        .66    
 CDI 20: I feel alone all the time                           .63    
 CDI 6: I am sure that terrible things will happen to me     .62    
 CDI 19: I worry about aches and pains all the time          .54    
 CDI 17: I am tired all the time                             .45    
 CDI 16: I have trouble sleeping every night                 .41    
Factor 2: Lethargy/Struggle with School                    6.7%     
 CDI 23: I do very badly in subjects I used to be good in    .69    
 CDI 3: I do everything wrong                                .67    
 CDI 11: Things bother me all the time                       .53    
 CDI 12: I do not want to be with people at all              .51    
 CDI 13: I cannot make up my mind about things               .43    
 CDI 2: Nothing will ever work out for me                    .41    
 CDI 15: I have to push myself all the time to do my         .39    
         schoolwork                                                 
Factor 3: Isolation                                         5.9%    
 CDI 25: Nobody really loves me                              .70    
 CDI 21: I never have fun at school                          .60    
 CDI 24: I can never be as good as other kids                .58    
 CDI 22: I do not have any friends                           .52    
 CDI 18: Most days I do not feel like eating                 .40    
Factor 4: Oppositional Behavior                             5.7%    
 CDI 26: I never do what I am told                           .58    
 CDI 5: I am bad all the time                                .57    
 CDI 9: I want to kill myself                                .54    
 CDI 27: I get into fights all the time                      .43    
Factor 5: Negative Self-Image                               4.9%    
 CDI 14: I look ugly                                         .73    
 CDI 8: All bad things are my fault                          .64    
 CDI 4: Nothing is fun at all                                .46    
 CDI 7: I hate myself                                        .39    
Factor Structure for Total Boys Sample                              
Factor 1: Negative Self-Image/Pessimism                          17.0%                                                                   
 CDI 25: Nobody really loves me                                    .68                                                                   
 CDI 24: I can never be as good as other kids                      .60                                                                   
 CDI 18: Most days I do not not feel like eating                   .60                                                                   
 CDI 9: I want to kill myself                                      .59                                                                    
 CDI 6: I am sure that terrible things will happen to me           .48                                                                   
 CDI 21: I never have fun at school                                .47                                                                    
 CDI 7: I hate myself                                              .42                                                                   
 CDI 11: Things bother me all the time                             .41                                                                    
 CDI 14: I look ugly                                               .39                                                                   
Factor 2: Isolation/Sadness                                       9.1%                                                                   
 CDI 10: I feel like crying every day                              .83                                                                   
 CDI 16: I have trouble sleeping every night                       .66                                                                   
 CDI 20: I feel alone all the time                                 .66                                                                   
Factor 3: Lethargy                                                7.7%                                                                   
 CDI 15: I have to push myself all the time to do my schoolwork    .71                                                                    
 CDI 13: I cannot make up my mind about things                     .67                                                                   
 CDI 2: Nothing will ever work out for me                          .57                                                                    
 CDI 5: I am bad all the time                                      .53                                                                   
Factor 4: Oppositional Behavior                                   6.9%                                                                    
 CDI 27: I get into fights all the time                            .73                                                                   
 CDI 22: I do not have any friends                                 .68                                                                   
 CDI 26: I never do what I am told                                 .57                                                                   
 CDI 3: I do everything wrong                                      .41                                                                   
Factor 5: Self Blame                                              5.6%                                                                   
 CDI 12: I do not want to be with people at all                    .70                                                                   
 CDI 23: I do very badly in subjects I used to be good in          .60                                                                   
 CDI 8: All bad things are my fault                                .56                                                                   
 CDI 1: I am sad all the time                                      .56                                                                    
Factor 6: Somatic Worries                                         5.2%                                                                   
 CDI 17: I am tired all the time                                   .70                                                                    
 CDI 4: Nothing is fun at all                                      .50                                                                   
 CDI 19: I worry about aches and pains all the time                .48                                                                    
Factor Structure for Total Girls Sample                             
Factor 1: Sadness/Lonelines          22.7%                          
 CDI 10: I feel like crying every      .84                           
  day                                                               
 CDI 1: I am sad all the time          .74                          
 CDI 11: Things bother me all the      .56                          
  time                                                               
 CDI 20: I feel alone all the time     .52                          
 CDI 19: I worry about aches and       .51                          
  pains all the time                                                
 CDI 13: I cannot make up my mind      .44                          
  about things                                                      
 CDI 5: I am bad all the time          .43                          
Factor 2: Lethargy/Isolation          8.2%                           
 CDI 25: Nobody really loves me        .66                          
 CDI 21: I never have fun at school    .61                          
 CDI 22: I do not have any friends     .60                          
 CDI 24: I can never be as good as     .57                          
  other kids                                                        
 CDI 16: I have trouble sleeping       .57                          
  every night                                                       
 CDI 6: I am sure that terrible        .42                          
  things will happen to me to do                                    
  my schoolwork                                                     
 CDI 18: Most days I do not feel       .39                           
  like eating                                                       
 CDI 9: I want to kill myself          .37                          
 CDI 4: Nothing is fun at all          .33                          
Factor 3: Oppositional Behavior       6.7%                          
 CDI 27: I get into fights all the     .74                          
  time                                                              
 CDI 26: I never do what I am told     .70                          
 CDI 3: I do everything wrong          .67                          
 CDI 23: I do very badly in subject    .59                          
  I used to be good in                                              
 CDI 8: All bad things are my fault    .58                           
 CDI 12: I do not want to be with      .46                          
  people at all                                                     
 CDI 17: I am tired all the time       .35                          
Factor 4: Negative Self-Image         5.5%                          
 CDI 14: I look ugly                   .76                          
 CDI 7: I hate myself                  .73                          
 CDI 2: Nothing will ever work Out     .51                          
 for me   

 

Source: (Charman, T & Pervova, I 2001, ‘The Internal Structure of the Child Depression Inventory in Russian and UK Schoolchildren’, Journal of Youth and Adolescence, vol. 30, no. 1, pp. 41 – 50)