Research Korner

CORPORATE SOCIAL RESPONSIBILITY

CORPORATE SOCIAL RESPONSIBILITY Introduction             In this paper, the author analyzes the topic that has received too much attention over the years. In this view, it has received many dispute, confusion and debate. The topic is corporate social responsibility.             Social responsibility first burst into popularity in the late 1960s. During that time, it was conceived to be controversial that others suspected it to be inconsistent with the free enterprise system itself. Yet despite this, social responsibility has become an obligation for businesses today. On the corporate scene, it has become a permanent fixture.             One thing that should be standard amongst researchers, management scientists and practitioners is to agree that corporate social responsibility is an extremely difficult concept to measure. Social responsibility is an important function that affects organizational performance and corporate standing in the community.  (1999) found that to ensure commitment to social concerns, many corporations have created a permanent, board-level committees to monitor social responsibility and ethical functions. These committees, often called “social responsibility” or “public policy” committees, serve two functions within an organization. They lend legitimacy to the consideration of a social and ethics agenda at the highest level of organizational decision making. And, they symbolically communicate to employees and external stakeholders of the organization their commitment to high social and ethical principles in conducting business.             These committees are much needed today as businesses are, according to  (1989),  being pushed, pulled, shoved, and criticized (and only occasionally applauded) from all sides on what is proper and correct for them to do in the area of social responsibility . Numerous business today still have only minimum awareness of what social responsibility is, what it means, or what they should do (if anything) about it. Many of the smaller and medium-sized businesses (and even a few of the larger businesses) do not have a major or separate functional area within their business enterprise assigned to handle such problems. They find it no simple matter to formulate and implement socially responsible actions and programs. In spite of these problems, all businesses today must become concerned and involved in this area. Business             The following is a definition of business from , an online free encyclopedia.             In, economics, business is the social science of managing people with the general purpose of generating revenue. The etymology of “business” refers to the state of being busy where one is doing something practical and profitable. The term “business” has at least three usages, depending on the scope – the general usage (which we mentioned above), the singular usage to refer to a particular company or corporation, and the generalized usage referred to a particular market sector. However, the precise definition of business is arguable as is business philosophy.             In spite of this broad coverage of businesses, much of the emphasis on being socially responsible is borne by "big" business and "selected" industries. Big business is highly visible for many reasons (well-known name, national advertising and distribution, multiple products) and is thus more often in the critical eye of the public, which in many instances equates bigness with "power" and "badness." Small and medium-sized businesses, nonnational businesses and businesses such as department stores may not receive as much critical scrutiny because they are not as highly visible, do not manufacture dangerous products, or emit large volumes of pollutants.             Even though much emphasis is being focused on the large businesses, sight cannot be lost of the fact that many of the same problems that exist for large businesses also exist for the small and medium-sized businesses. In many instances the rules and regulations impose hardships upon the smaller businesses because of their limited work force and financial resources; they may, therefore, require and in some instances deserve special consideration in certain situations. Society             Society may be defined as a grouping of people having certain common interests, manner of life, activities, purpose, values, traditions, or goals and objectives. A society can thus be composed of individuals or small groups of people such as found in a local PTA, or larger organizations such as found in a local or state government. These groups or societies can be working for the same or similar goals and objectives, have some overlapping goals and objectives, be in direct opposition to one another, or any combination thereof. Most of these groups serve their own self-interests and their power is widely decentralized. This society maximizes freedom of expression, action, and responsibility; this in turn results in a widely diversified set of loyalties to many different causes and organizations and minimizes the danger that any one leader of any one organization will be left uncontrolled. All of these advantages and disadvantages, along with its structure and composition, are in part some of the cause for the differences in viewpoint on what social responsibility is, what it should be, what it should encompass, and what it should accomplish. Social Responsibility              and  (1982) showed that the concept of social responsibility, or social responsiveness as some now prefer to call it, is a continually evolving concept and means different things to different people. The concept of social responsibility has been with us since the beginning of mankind and has slowly evolved to its present state.             In 1971, the Committee for Economic Development (CED) in the US published a book in which they treated the relationship between business and society as a social contract between the two groups, with business’ major obligation being the providing of those goods and services that society needs. This traditional contract between business and society has been changing because of the addition of new social value responsibilities placed upon business.              and  (1984) found that many people and groups feel that business has a moral obligation to correct the social problems that beset society; at the same time, many of these stakeholders feel that much of the business community has not and is not adequately dealing with many of these social problems of concern. This is agreement with  (1983), whom according to him, all these forces place pressure on business to respond to the emerging major social issues of the day.             Many businesses today, in order to respond effectively and efficiently to the major social issues and demands, must integrate into their corporate strategy corporate social policies. Why Get Involved in Social Responsibility?             There are many arguments that can be presented to justify why a company should and must get involved in and support social responsibility; however,  (1967) probably summarizes the reasons in two short points as well as most people do in a full page of arguments. Petit asserts that even though people such as , , and  have different views on the subject of social responsibility, they all agree on his two fundamental points: "(1) Industrial society faces serious human and social problems brought on largely by the rise of the large corporation, and (2) managers must conduct the affairs of the corporation in ways to solve or at least ameliorate these problems." This definition has at least two major implications associated with it. First, many of the social problems that are faced by industry today were brought on by the growth of business itself. Second, business must take a leading role in rectifying these problems may get worse and business itself may have trouble surviving in the future. Business must either police itself or society in general may alter business conditions through pressure and law changes in a manner that will not permit some businesses to survive. Major Arguments Supporting Social Responsibility             Today, in a greater extent that ever before, most people support companies becoming involved in social responsibility. Among the other major popular arguments for business supporting social responsibility activities are:             (1) It is in the best long-run interest of the business to become intimately involved in and to promote and improve the communities in which it does its business. (2) It can and should improve the corporate and local image of the company. (3) It is in the stockholders best interest. By making communities a better place to live, it can entice superior and happier workers to the company who in turn will put out better products and increase profits. (4) Social actions can be profitable to the company if handled with care and forethought. (5) It increases the visibility of the business firm and the business system and places them in a more favorable light and makes them a more viable institution with the general public. (6) It will help prevent possible unpalatable and even destructive government regulations. (7) Business is partially responsible for getting themselves in the mess they are in so they should help to get themselves out of it. (8) Ethical-moral and sociocultural norms require it. (9) It will help maintain and gain customers. (10) Investors prefer to invest in socially responsible firms. (11) Government agencies have miserably failed to solve many of the existing social problems. Business has the necessary talent, money, and know-how to solve these problems so they should be encourage to do so. (12) It is better to prevent the problems from occurring in the first place. And, (13) It is better to take some positive action than to take no action at all. Major Arguments Against Social Responsibility             Major arguments against a company becoming involved in social responsibility activities are:             (1) Society would be better off if it asked businesses only to maximize their efficiencies and thus lower costs. (2) It violates the policy of profit maximization, and as a result, stockholders will suffer. (3) It will increase the price of the end item, and as a result, purchasers of the end item will suffer. (4) Most corporate executives lack the knowledge, perception, skills, and patience to deal with and solve society’s problems. (5) Social actions cannot be measured, so why participate in them? (6) The trade balance against any country will suffer. Higher priced domestic goods will cause purchasers to buy foreign goods and local money will leave the country. (7) Businesses already have too much power. Increased activity in the social arena will only increase its power to remold society to their way of thinking. (8) Business is not directly accountable to the public; therefore, the public would have little or no control over where and how deeply a company became involved. (9) It decreases short-run profitability. (10) Stockholders are unhappy for numerous reasons. And, (11) Governments should pass the laws they want obeyed and enforce them and not expect business to go beyond the law in solving the problems of society.     Businesses Performing Social Responsibility Activities             The question is not really whether a company should become involved in social responsibility activity, but rather how deeply a company should become involved in social responsibility activity. Every company most certainly must obey all social responsibility-oriented laws and requirements. They must also have a minimum code of morals and ethics to which all of their employees must agree and adhere; otherwise, each employee will establish and operate under his or her own standards to the possible detriment of the company and society as a whole.             Finally, in the area of philanthropy, each company must examine its physical capabilities, desires, and economic resources to determine just how far they want to go and can go in this area. A Case Study             Improving organizational productivity is an issue that has been with us for some time and will continue to be important. All types of organizations need to be as productive as possible to best utilize their precious resources, to meet their customers needs, and to stay competitive with similar organizations. Productivity improvement is also important at a national level. As we continue to improve our national productivity, inflation is moderated, our standard of living improves, and jobs are created or retained.             There are two basic approaches to improving productivity within an organization. One can change technology or one can change how people work. The former is the realm of the engineer, the second is the realm of the behavioral scientist. Our approach is the latter. Although improving technology is, of course, important to long-range productivity growth, it is how people use this technology that makes it a worthwhile investment to the organization. Thus, our concern is how to structure work so that people can and will want to behave in a way that will maximize their productivity.             6ixXteen Electronics, Inc. is a company that manufactures electronic computer components. It has approximately 485 employees and is situated southwest of South Korea. It demonstrated a strong commitment to employees by providing support for social activities for employees, preventing layoffs, and encouraging supervisors to resolve performance problems rather than fire employees. In addition, trust and open communications among all levels of the organization were highly valued. In addition to this commitment to worker satisfaction, management was constantly searching for new ways to improve operations and increase productivity.             The company’s interest in improving its productivity was to further increase equilibrium in distribution of the monthly and quarterly productivity awards.             Project Unit. The large organization was divided into two. Team A to whom the current change will be implemented first, and, Team B to whom the traditional order is still in effect.             Team A duties included inspecting electronic components for loose wires, unacceptable levels of dirt, and unclear markings and labels; correcting problems by cementing and soldering electronic pieces; applying protective coatings to components; and taking the components to final inspection. If final inspection found any errors in the finished products, the unit also was responsible for correcting them.             These duties were very different from those performed in the assembly teams and created special problems for the measurement and evaluation of Team As productivity. First, the fact that different tasks were performed by Team A made it difficult to compare the productivity of Team A with the other teams. Second, Team A was not in control of many aspects of their own production. The component assembly process began with the assembly teams, who controlled the pace of their own work. When they worked harder, their output went up. Team A, however, served as an in-line inspection and repair group and could work only on the components finished by the assembly teams. Consequently, Team A's output levels depended on the flow of components from the assembly units. Simply working hard was not enough to ensure high output. This problem was complicated by management, who set a monthly output quota for each team. Team A often was prevented from achieving their output goal because they did not receive enough components from the assembly units. When this happened, they were unable to meet their goal, no matter how hard they worked. This prevented them from receiving recognition for their performance and substantially reduced their morale. The Team A supervisor knew that their productivity would eventually suffer because of this unfair situation.             Project Design. Designing the productivity measurement system was accomplished by the typical four steps: develop products, develop indicators, develop contingencies, and put the system together.             Development. Change of focus toward products was accomplished fairly quickly. Amongst the new goals by Team A are: (1) maintain a high level of production. (2) Make highest quality components possible. (3) Maintain high attendance. (4) Change hours to contracts accurately and completely. (5) Follow proper housekeeping and maintenance procedures. (6) Strive to cut production costs. And, (7) maintain team rapport.             Consequently, during product development, the facilitators questioned the Team A members about these products and urged the team to consider whether they could be measured. Because individuals typically made suggestions for cutting production costs only once or twice every year or two, it was argued that cutting production costs occurred too rarely to have a substantial impact on the system. It was further argued that maintaining rapport would show up in other products, that is, rapport affects production, quality, and attendance. However, the Team A incumbents were not persuaded by these arguments. They continued to assert that these were important objectives of the unit and should, therefore, be included in the system. The facilitators, on the other hand, still believed that the two products did not belong in the system.             This was the first time in the development process that there was a serious disagreement between the Team A members and the facilitators. The facilitators were in conflict about allowing the system to be totally the product of the ideas of Team A and needing the system to be valid. The Team A members, on the other hand, did not understand why the facilitators were "interfering" with their system. The conflict was resolved when the facilitators decided to postpone any further argument.             Lessons Learned with Personal Concerns. The first lesson was that the correct composition of the design team is very important in efficiently designing a high-quality productivity measurement system. In this project, the design team included all Team A incumbents. The high proportion of incumbents to supervisors encouraged incumbent participation but had the effect of diminishing the relative input from the Team A supervisor. Supervisory input is extremely important, because it provides a perspective that incumbents do not have.             The second lesson gained from this project was the clarification of the facilitators' role. The facilitators are responsible for three distinct tasks: leading or moderating the meetings; recording product, indicator, and contingency information; and watching and directing group dynamics.             A third lesson about personnel issues was that the facilitators need to be concerned about the conflicting priorities between project participants.             Lessons Learned with Product Development. Two major lessons emerged from the process of product development. First, the facilitators must keep the design team focused on products that represent the work of the whole group. Second, the fact that some products may be multidimensional must be kept in mind.   Future of Corporate Social Responsibility             Agree with it, disagree with it, like it, or dislike it, social responsibility and social responsiveness are here to stay and everyone must live with them. This does not mean that if there are parts of them with which one is not in full agreement that one should not try to do something to correct or modify them.             Government, business, and society are going to have to work together more closely in the future if reasonable standards and progress are to be made in this area.             If government continues in the direction in which it has trended over the past 50 years, it will only get more powerful, more oppressive, and more righteous than it already is. There is no argument that there were many social ills that needed to be rectified and still do need to be improved upon. Business certainly has some responsibility to society in helping resolve these problems, but as  , chairman of the board and chief executive officer of the Gulf Oil Corporation, implies, society also has some responsibilities to business. If government and society will work with business then everyone can fulfill their commitments and obligations.             Even more recently, a new system of value education has been introduced into the school system and has gained great influence in teacher training schools. It is called "values clarification" and rather than being taught as a separate course in most schools, it is a methodology of learning that is promoted in courses that prospective teachers take. Although it claims to be a theory of moral education, it has the reverse affect; it focuses on procedures and is indifferent to outcome -- this is part of its appeal. In this system, teachers try to 'flush out' or clarify students' own value systems; they should 'be concerned with the process of valuing and not particularly with the product.             Much of business also has been lax in the area of communicating social responsiveness on their part and educating the employees and the outside world on what is going on in this area. This can be improved through the use of house organs, annual reports and shareholders reports, special social responsiveness reports, speakers bureaus, and advertising and public relations firms.             In some areas, vast improvements have been made; in other areas it appears that the remedy has been worse, or at least created more or worse problems than it fixed. Only by continued and improved effort and cooperation on the part of government, business, and society can meaningful progress be made.   References Interesting News Credit:ivythesis.typepad.com

CORPORATE SOCIAL RESPONSIBILITY

CORPORATE SOCIAL RESPONSIBILITY Introduction In this paper, the author analyzes the topic that has received too much attenti...

Impacts of ESL On School’s Performance

IMPACT OF ESL ON SCHOOL PERFORMANCE         English as a Second Language or ESL has been realized in most countries as early as the 18th century although it has not been much promoted. The non English speaking countries including Japan, China and Korea and other Asian, African and the Caribbean nations have been engaging in ESL that they have included in their curriculum the necessity to learn the English language in their schools and universities. Even their government encourages this language. They knew that English opens up many opportunities in employment, business and international relations. English is an international language used in communication and industry it is a common practice in most formal organizations and business participation all over the world and this is the reason why ESL has become a necessity in most schools and universities. Some countries and organizations may even hire English translator for their engagement.       In the United States they also provided most of their immigrant students with ESL as a part or their medium of instruction especially provided for Chinese, Koreans, Japanese, Filipinos and other nationalities using the propensity score matching data from the Adolescent Health and Academic Achievement Study and the National Longitudinal Study to gauge the students about the effectiveness of ESL in their studies. Although there are certain requirements for foreign students about their level of proficiency this is to provide them with basic learning to prepare them when they go to college. Schools including University of Georgia, University of Texas and Pennsylvania State University, they found out that most Universities with immigrant students have a higher academic performance.       It is quite obvious that the ethnicity differences of foreign students affects their academic position but when they are in the class of different groups this serves as a challenge and so the impact may be very positive or very negative but with a good guidance coming from the school institution most immigrant will definitely attain a higher level of confidence in school while some students will likely to drop their studies. This shows in their performance; the English Language Proficiency Reports that most immigrant students especially from the Philippines has higher learning potentials than any other nationalities followed by Mexican and other nationalities. While relatively Chinese and Japanese immigrants has a lower proficiency in English learning but they are also encouraged to continue learning and that most of them has upgraded their knowledge in competence in as early in their first year of their study. There are Filipinos who can speak and read fluently, they can also understand certain English methodology and instruction that is not easy to learn.              This ESL proficiency needs has even created a greater impact in online community when most Chinese, Koreans and Japanese students who do not have a time to go to school enrolled in most online schools. This can be a free or paid online communities who teach the English language for nationalities who would like to learn English Language at the comfort of their own home. Most ESL online offers basic to intermediate and advance English proficiency tutorial and students can expect real time learning and teacher who can guide them to step by step online learning opportunities they are also given certification after they advance in their studies. The impact of learning may vary depending on student’s ability and interest in their studies.           The Department of Education in Northern Gauteng South Africa together with the top Universities including Teknikon Northern Gauteng, Pretoria University, TNG and Tshwane University of Technology promotes ESL and its importance in early 1990’s. Since then these universities employ ESL as a part of their medium of instruction. Students who often use their native language needs ESL and their strategy is to employ individual services of teachers who knows how to speak English like the teachers in British Colombia School and their objectives is to teach basic English that will enable students to practice simple English communication, exchange ideas, read and write in English slowly but surely and to enhance their vocabulary.       The Department of Education Expect that the impact of ESL inclusion will uplift the academic English proficiency of students specially in the academic tertiary class, it should give confidence to participant, ensure progression and continuity of learning especially from primary and secondary institution, provide basic English literacy. Not only to the students but this should also impact a great deal to faculty staff development, provide opportunities to update their curriculum and many other advantages that they can gain in using the ESL most importantly the economic advantages to guarantee educational opportunities to all students in all levels. As of today they still continue to improve most of their academic performance using ESL. References: http://www.ncbi.nlm.nih.gov/pmc/articles/PMC2898206/  http://libserv5.tut.ac.za:7780/pls/eres/wpg_docload.download_file?p_filename=F1711000176/makgalemele.pdf  http://www.real-english.com/reo/index.html  http://www.collectionscanada.gc.ca/obj/thesescanada/vol2/OKQ/TC-OKQ-2580.pdf        Interesting News Credit:ivythesis.typepad.com

Impacts of ESL On School’s Performance

IMPACT OF ESL ON SCHOOL PERFORMANCE English as a Second Language or ESL has been realized in most countries as early as the 1...

Case Study Analysis: Pendle Textile

Case Study Analysis: Pendle Textile   Introduction             The rapid changes in the global market, the growing economic issues and problems and other issues, affect various business enterprise in the global market and textile business enterprise are never an exemption. to be able to cope with these kind of problems within the industry, various business enterprise try to find the most effective approaches to save the business enterprise and one of these is through the consideration of considering changes and continuous improvement.   Many companies nowadays are trying to enhance their products as well as services to attract clients and this aim is part of the business and marketing strategy. In their objectives to adjust with the changes happening in the global market, business enterprise tends to come up with a variety of strategic approaches and business plans for being competent.    In developing strategic and competitive approach and positioning of many business enterprises, different marketing and business strategies as well as projects are being developed and initiated. With the use of these strategies and approaches the business enterprise can create a pleasant relationship within and outside their business and support the employment of their employees and also enable the company to consider total quality management approach.             Primarily, the main goal of this paper is to conduct an analysis for the Pendle Textile business enterprise and provide strategic options that the business enterprise can use to stay competitive in the business. In order to analyze the company, Marketing tools will be used such as SWOT analysis, Five Forces Model and strategic options and planning will also be provides, specifically for considering change management. Overview of the Case             The case was about Pendle Textile which has been established in 1944. Based on the given case the company’s main products include industrial clothing, specifically work wear overalls, jackets, trousers, boiler suits and skirts. Their products are usually wore by employees in retail manufacturing such as supermarket employees and the transport companies. The company sales comes from two business segments; these include the garments which are being sold to linen hire industries and the design work segments             The company is facing various problems and issues and one of these is with regards to their human resource management, specifically the lack of training and managerial development to enhance the performance of the company.  In addition, the company is also facing problems in terms of their quantity and quality which do not meet at an optimum level. In addition, the company is also facing issues in terms of their competitors. The company has lack the courage to take the risks for change management due to resistance of employees.  In addition the company is also having problems on whether to take continuous improvement or not.             Task 1 SWOT ANALYSIS             It is a common fact that competition in the business world is very tough. Hence, the management of different organization are trying to find the best way in order to be successful and achieve their organizational goal. For example, business, nowadays, have to cut cost to the bone by downsizing, outsourcing, offshore IT development and management.  The growth and success of an industry now depends on its ability to innovate to execute new business strategy effectively. Many organizations see that changing the business strategy must become a part of the core competency of every part of the organization and its network of business partners (Thompson & Strickland, 2003). It is noted that management adheres to different changes because of some factors. Like any other organizations or industries, Procter & Gamble has also been able to initiate change in their business strategy. In order to address the company’s problems due to the changes in the industry, P&G tried to develop a new strategy that will basically allow the company to have competitive advantage. The company also wanted a strategy that will improve its ordering and billing systems as well as quality of services for the consumers. This part of the paper provides insightful details regarding the organizational factors that drive or triggers them to initiate Organization 2005 strategy. The organizational factors will be analyzed using SWOT (Strengths, weaknesses, market opportunities and threats. The strengths and weaknesses actually characterize the internal analysis of the company. Issues such as the reputation of the company, the type and quality of its product, manufacturing costs, the effectiveness of their sales team, profitability, innovativeness on research and development, market share and other issues of the company’s capabilities are recognized as strengths and weaknesses (Johnson & Schools, 1997). Task 1 SWOT ANALYSIS             It is a common knowledge which competition in the market enterprise very tough. In this regard, the business executives are trying to find the best manner to be able to be successful and obtain their business goal. Like for instance, market enterprise, nowadays, has to cut cost to the bone by consider outsourcing, off-shore development and business executives and downsizing.  The growth as well as the achievement of an industry now depends on its capacity to change and increase and boost to execute new market enterprise approaches efficiently, many firms see which changing the market enterprise approaches must become a part of the core competencies on every elements to heir firm and its network of market enterprise partners (Thompson & Strickland, 2003). It is noted which business executives adheres to distinctive changes because of some elements. Like any other organizations or industries, Pendle Textiles has also been able to initiate change in their market enterprise approaches. To be able to address the business firm’s problems in their current  situation, Pendle Textiles are trying to develop new approaches which will basically permit the business firm to gain competitive advantage. The business firm also wanted approaches which will develop its management systems as well as quality of products for their clients. This part of the paper provides insightful details regarding the enterprise elements which drive or triggers them to initiate Change management approach approaches. The business elements will be analyzed using SWOT (Strengths, weaknesses, market opportunities and threats. The company strengths and weaknesses actually characterize the internal analysis of the business firm. Issues such as the reputation of the business firm, the type and quality of its product, manufacturing costs, the efficiency of their sales team, profitability and marketability, quantity and volume, market share creativity and change management  on research and development, and other issues of the business firm’s capabilities are recognised as strengths and weaknesses (Johnson & Schools, 1997).  Business Strengths             As mentioned, the main objective of Pendle Textiles is to have management and marketing approaches which will enable them to grow in the mature market (. One of the business strengths which will trigger this change management approach is the capacity of the business executives of Pendle Textiles to develop a new approaches which will make them to outgrow or compete with the surprises of their rival companies and the capacity of the business executives to determine the essential elements of the market enterprise to be changed. In addition, strength of the business firm which will trigger them to pursue change management approach is the capacity to anticipate stakeholder’s needs that can be done by restructuring the business structure. Moreover, Pendle textiles can be considered as an industry that wants to outgrow their rival companies, in this regard, their strengths which will trigger or generates the initiation of Change management approach is the perseverance of the employees and staff to increase and boost the marketing and business approaches of Pendle textiles in the market place. The business firm also possessed a strong brand name in the industry which represents their value to their clients.. This strength emphasizes Pendle Textiles capacity to still attract clients even though they are facing different issues and problems mentioned in the case. Business Weakness             Although, Pendle textiles has their business strengths which trigger the initiation of Change management to solve the issues and problems in the case, that involved changes in their market enterprise approaches, the business firm also encompasses some weaknesses. One of the weaknesses which can be attributed with peddle is the incapacity to sustain market enterprise approaches change because of some business executive’s issues and problems. Based on the case, the incapacity of the business executives to anticipate issues and problems when it comes to product sales and also service because can also be considered as a weakness for the business firm. Although, the internal side of the business firm represents its strings as well as weaknesses, the opportunities and also threats on one side is external in nature. Opportunities may be recognised in rising markets, , growing economies or capitalizing on the rival companies’ flaws. Threats on one side, represents issues such as the surprise of rival companies, changing market trends, alliances formed by rival companies as well as the transforming demographics. All of these elements, are interrelated with the business firm’s strengths as well as weaknesses. Opportunities may be considered in the maximization of the business firm’s strengths. Though the business firm is already operating globally; nonetheless, the number of its international branches are only limited to a few countries. This then does not optimize the capacity of the business firm to effectively operate internationally even with its Change management approach In addition, as a diversified organization, the approaches may affect the launch of Change management to solve the issues and problems in the case, especially when the business executives have not been able to integrate the value of change management in their business.  Business Opportunities Because of the approaches which Pendle Textiles has implemented throughout the years, the business firm has many opportunities ahead that can be considered as elements which will trigger their initiation of Change management to solve the issues and problems in the case.  One of the organizational opportunities which Pendle possess is in terms of the growing interest of the business executives with their marketing facilities. The new market enterprise approaches (Change management to solve the issues and problems in the case) requires the use of information technology, especially in acquiring and managing data. This interest on new management system will enable peddle to meet its goal as it implements change management to solve the issues and problems in the case. The integration of the market enterprise units of peddle can also be considered as an opportunity for the implementation of the new approaches. Moreover, the business firm has the resources to support the market enterprise approaches, that includes management system support for better marketing activities are that is included in the market enterprise approaches. Business Threats             Even if Pendle Textiles have various strengths to pursue Change management to solve the issues and problems in the case, the business firm has also some threats that may affect its implementation. This includes the experience of peddle when it comes to having low sales volume. In addition, it has been mentioned in the case the Pendle Textiles are experiencing product decline due to the emergence of rival companies that have faster creativity and change management abilities and effective business executive’s approaches.  As the business firm is starting to alter the entire market enterprise approaches, other threats or conflicts may not be met even after its initiation of Change management to solve the issues and problems in the case. The business strengths, weakness, opportunities and threats which has been mentioned for Pendle, can be considered as essential elements on identifying the needs of initiating Change management approach within Pendle Textiles. The strengths which have been mentioned in the above analysis can be said to be good elements which will help the business firm have a successful implementation for Change management to solve the issues and problems in the case. On one side, the weaknesses which has emphasized can be noted to be a major obstacle for Pendle Textiles to pursue it their change business executives approach through the Change management to solve the issues and problems in the case.             The opportunities serves as a guiding forces for Pendle Textiles to continuously consider and deem on the benefits of pursuing Change management approach in spite of their weaknesses in some elements, while the threats can also be considered as a guiding elements to be given attention by the business executives of Pendle Textiles to ensure which their initiation of Change management approach will guarantee success and will be able to meet their organizational objective of staying in the stiff competition. Situational Analysis of the Textile industry             It can be considered that business enterprises are group of business industries which market its goods and products closely substituted from each other.  In a classification made by Porter (1980), some business enterprise have a tendency to become more cost-effective and competent than the rivals, thus an existing business enterprise such as the textile business industries like peddle should always remember that their business industries like peddle will only survive by implementing efficient marketing and management approach that would enhance the competence of the business.  Using Porter’s Five Forces Framework and context, the analysis of the business industries like peddle sector of the Pendle Textile will be analyzed. New Market Entrants             Part of the Porter’s Five Forces Framework and context is the threat of entrance of new business enterprise.  Primarily the objective of each business industries like peddle is to have a competent edge and stance in the textile market business and to be an enterprise that would always be competent in the market place. It can be said that due to the appearance of these new market entrants which may threatened the competent edge and stance of a business enterprise, the existing industries must be able to ensure that they will be able to sustain their competent edge and stance an advantage in the market place, by adapting to changes or strategic change. The existing industries must be able have the appropriate and efficient marketing and management approach to outgrow these new market entrants.  Thus, it can be said that textile business belongs to a higher entry obstruction due to the existence of competent industries like in the market. Supplier Textile             It is said that the state and situations and the present arrangement in the diverse business enterprise in the market greatly recognizes the extent in which effective competition can be achieved. In this regard, the bargaining textile of a supplier can be considered as major threat for the profit of the industries, like Pendle Textile, and other textile industries in the market.   With this, the management of each business industries like peddle is trying to have a good contract and arrangement with its supplier. Herein, industries make it sure that their business is also benefited in the said contract while the suppliers enjoy the said arrangement.  It can be said that textile market business has a high level of competition in the textile market supply market.  For instance, to be able to avoid direct competition with the other textile industries, some business enterprise has been able to establish and safeguard its local textile market competent edge and stance, which is done by signing long-term contracts with diverse suppliers from local and international business enterprise. Competitive Rivalry             Most existing business enterprise in the market can be said to still enjoying their competent edge and stance in textile market. Herein, it shows that some industries like other textile companies still dominate the textile market by providing their clients quality goods and products. This means that textile market can be considered on top of the competition among other business enterprise. In the case of Pendle, the textile industry still enjoys their competent advantages and edge and stance in the global market and still trying to sustain and maintain their competent advantage among its rivals. Buyer Power Part of the five forces mode is the context of the bargaining power of Buyers. In this regard, the management of diverse industries ensures that their clients in all aspects will be satisfied for the quality textile that they provide. Specifically, industries have focused their marketing approach on the demands and needs of the buyer for a textile market business industries like peddle that satisfies them and largely edge and stance their products in this segment. Most industries also use their corporate responsibility by displaying good public image to make the business enterprise more appealing to their clients.  The competent objective these industries is to do significantly a better job of providing what clients are seeking for and, thereby making their business to gain competent advantage and out compete other textile industries within the  Global clients (Thompson & Strickland, 2003).  Threats of substitutes             Threats and substitutes is another essential and significant aspect of the five forces framework and context, although industries and business enterprise are aware that there were threats for substitute textile products and goods because the Global client’s greater demands, particularly now that technologically advanced materials are used to gain competent advantage, diverse industries still have the assurance that their quality products and goods as well as the satisfaction that their clients are getting, this will hinder any substitutes to outgrow their rival industries. Analysis of Issues Due to the existence of various competitors that provide quality textile goods and products, existing industries from various business enterprise, Pendle textile is in need of strategic change to make sure that they will be able to compete well in the business arena (Hoag, 2002). The strategic change is in line with the perceived development of new products and goods for the global market and for providing quality textile products. Like any other business industries, diverse business enterprise especially in industries like Pendle Textile or goes through a number of entrepreneurial issues, like in terms of providing quality products to their clients and in terms of considering change management. On the business level for instance, these industries are in need of enforcing quality standards that clients look for in a textile industry. These business enterprises at some point lack the ability to deliver uniform and quality customer goods and products. The communication and coordination within the textile industry are also essential and significant issues for industries such as Pendle Textile. It appears that these essential and significant aspects are limited in some of these industries operating in the market, making it difficult for the textile marketers to handle its subsidiaries. In terms of efficient marketing and management approach development, the textile marketer is also struggling with its marketing and productivity strategies. In particular, some business enterprise also operates on unstable grounds as it fails to meet the needs of its diverse markets. In addition, the textile industry is yet to implement effective strategies appropriate for cost reduction and textile utilization. It is also difficult for the textile industry to assess the outcomes and progress of its business plans as no reliable feedback is being used. Elements that Pursues Strategic Change Industries, business enterprise and working companies may implement strategic change in their business strategies due to the internal and external elements (Swenson, 1997; Yee 1998).  The external and internal elements or drivers are considered as the elements and aspects that that force strategic change for diverse business enterprises in the market (Yee, 1998). Herein, strategic change may be done at diverse level in the structure of any business industries like peddle (Swenson, 1997) and that change can be considered as limited or universal (Reigeluth, 1994) in nature.  For textile industries, financial or manufacturing business enterprise, the internal elements that enable them to pursue strategic change or renewal include the revision to corporate efficient marketing and management approach objectives, evolving business needs, business enterprise restructuring and business approach change and other elements in the internal environment of the business industries like Pendle. At one side, external elements that enable business enterprise to pursue strategic change include the development and enhancement of new quality control approach, particularly the economic aspects which influence the value for money and cost-efficiency of the relationship as well as the need for modern textile products Strategic change can be considered as a specific business operation in realizing the objectives and mission of an business industries like peddle even as strategic change is the sensible or physical steps of employing a strategic transformation. Suggested Alternative Strategies             Upon implementing strategic change, business enterprises must be able to determine the most appropriate efficient marketing and management approach to be applied. In textile industries such as Pendle Textile, the main objective of the strategic change is to enhance their means of distributing its textile products and goods. This efficient marketing and management approach will help overcome competition as well as increase profit margins. For this purpose, there are two possible alternatives. The textile industry could either push through with its plan to enhance their products by considering continuous quality improvement or the textile industry could just enhance its current distribution channels. In the first alternative, textile industries may develop their own total quality management approach where product designs or framework and contexts as well as the goods and products it offers will be given enough production time to ensure quality. In this textile industry site, clients can view the features of the products and see whether this meets the standards (David, 2002). Herein, the textile industry may also use the pricing strategic wherein special offers like discounts or product packages may also be displayed as part of their marketing approach.             On the other hand, the second strategic change alternative is focused on the existing distribution channels of the textile industry. Aside from major direct textile marketers of the textile industry, textile industries must have contact with mass merchants like supermarkets and fashion stores. Both of these textile marketers have a textile industry where products are displayed for clients. In this case, rather than creating an entirely new textile industry site, textile industries may contract either distribution channel to display its products on their sites. Business Level Strategies. Textile product delivery is an interactive and dynamic process that from the client's point of view is much more than a passive exchange of money for a particular textile products characteristics of goods and product often require clients to be actively involved in helping to create the textile product value -- either by serving themselves or by cooperating and often working collaboratively with textile product sales personnel. In high-contact systems clients can influence the time of demand, the exact nature of the textile product, and the quality of textile product (Bejou & Palmer, 1998). If clients somehow become better clients -- that is, more knowledgeable, participative, or productive -- the quality of the textile product experience will likely be enhanced for the customer and the business (Bowers, Martin & Luker, 1990). In this regard, the textile industry needs to strengthen relationship with suppliers and increase market share. This effort will result to parallel business interests that will contribute to the textile industry as well as the suppliers’ business objectives. Contract agreements and other business transactions should present advantages and benefits for both parties. Efficient delivery of products and goods through premeditated and tactical supply chain management initiatives should be prioritized. Elements affecting the Success of Strategic Change             There are diverse elements that affect the success of strategic change in an business enterprise. One of these is the context of business organizational culture. Accordingly, with an enhanced business organizational culture, and change, both the management and the employees are extremely involved in a constant joint effort to enhance the quality of the business industries’ textile products and goods at every level through strategic change. This then involves an effect similar to that of a chain reaction in which, the main goal of the business to enhance its goods and products will eventually enhance their clients’ satisfaction and minimize the business industries’ total costs. Another factor includes the leadership ability of the management (Appelbaum, St. Pierre & Galvas, 1998). The role of the leaders for instance, is significant in developing entrepreneurial efficiency to successfully implement strategic changes. As mentioned by Bohn (2002), efficient leaders have the ability to view the future. They are equipped with compelling abilities to visualize where things will naturally end or lead to. Unlike other people, individuals with leadership abilities see things that are not noticeable or obvious to others. In addition, leaders have the ability to build and establish confidence to others (Bohn, 2002). It can also be said that the resources, capabilities and business environment of an business enterprise or business industries like peddle can all contribute to the efficacy or success of implementing strategic change. The textile industry should then design a project plan for this efficient marketing and management approach. Essential and significant resources that will serve as the efficient marketing and management approach’s framework should be prepared. It is also suggested that the textile industry develop a monitoring system, which will regularly evaluate the efficient marketing and management approach’s progress. This will be helpful for detecting problems ahead of time as well as in implementing efficient marketing and management approach changes or enhancements.  For the issue of the lack of quality and quantity of the products the best alternative that Pendle Textile may use is the initiation of Total Quality Management.  The context of the TQM is product-oriented which will be suitable for Pendle Textile’s goal. In addition, if the business enterprise will utilize this, all members of a quality management (control) will have the capability to thoroughly and scientifically manage the improvement of the peddle textile through the ongoing participation of all employees in problem solving approaches across functional and hierarchical boundaries. Herein, if Pendle’s management will consider this, it will incorporates the concepts of product quality, quality assurance, process control and quality improvement. Accordingly, it is the control of all strategic change processes of peddle textile to better satisfy clients needs in the most economical way. Furthermore, the consideration of quality is based on internal or self-control, which is embedded in each work systems unit (technology and people). In this regard, pushing problem solving as well as decision-making down in the peddle textile that will enable all the employees of Pendle Textile to do the work to both measure as well a stake corrective action to be able to deliver a quality product or service that meets the demands of their clients (Schlenker, 1998). In addition, the context of considering total quality in Pendle is infinitely variable and adaptable (Hashmi, 2004). Conclusion             Pendle Textile is truly considered as one of the established brand in textile industries.  Nevertheless, it is undeniable that business enterprise is always entitled of having problems as well as issues.  Thus, each business enterprise must always have an alternative plans to be able to solve such problems.    In order for Pendle Textile to continuously grow in the business environment and, it is essential and significant that they will be able to learn from their mistakes and be open-minded about having strategic changes in the industry.  The business enterprise must be able to let each employee be a part of the business enterprise so that the employees in return will tend to give their best for business enterprise’s success.             In general, the success of any business firms, attributes to how well the management carries all its responsibilities and how well the mission, vision and goal are being set along with the corporate strategy imposed within an industry like the Pendle Textile. Reference Appelbaum, SH, St. Pierre, N & Glavas, W (1998), “Strategic organizational change: the role of leadership, learning, motivation and productivity”. Management Decision, vol. 36, no. 5, pp. 289–301. Bejou, D & Palmer, A (1998), ‘Service failure and loyalty: an exploratory empirical study of airline customers’, Journal of Services Marketing, vol. 12, no. 1, pp. 7-22. Bohn, J (2002), ‘The design and development of an instrument to assess organizational efficacy’, Proceedings of the Academy of Human Resource Development, March. Bowers, MR, Martin, CL & Luker, A 1990, “Trading places: Employees as customers, customers as employees”, Journal of Services Marketing, vol. 4 (Spring), pp. 55-69. Cunningham, JB (1993), Action Research and Organizational Development, Praeger Publishers, Westport, CT, London. David, HR (2002), Strategic Management: Concepts and Cases (Eighth Edition). Prentice-Hall, Inc. New Jersey: pp. 137-138. Hashmi, K. (2004). Introduction and Implementation of Total Quality Management (TQM). Six Sigma LLC. Hoag, B. et al. (2002). Obstacles to effective organizational change: the underlying reasons. Leadership & Organization Development Journal, 23 (1), 5-15. Porter, ME, (1980), Competitive Strategy: Techniques for Analyzing Industries and Competitors, Free Press, New York. Reigeluth, CM (1994), ‘The imperative for systemic change.’ In C.M. Reigeluth & R.J. Garfinkle (Eds), Systemic Change in Education, Englewood Cliffs, NJ. Schlenker, J.A. (1998). Total Quality Management: An Overview. HRZone. Strong, D, Yang, M, Lee, W, and Wang, RY (1997). Data quality in context”. Communications of the ACM, vol 40 issue 5, pp 103-110. Swenson, DX (1997), Change Drivers. Available. Online, Updated Aug 31, 1977. Accessed [01/09/2008]. Thompson, AA and Strickland, AJ (2003). Strategic Management Concepts and Cases. 13th Edition: McGraw Hill/Irwin: New York. Yee, JA (1998), ‘Forces motivating institutional reform.’ ERIC Digest. ED 421179. Wilkins, AL & Dyer, WG, Jr. 1988, ‘Toward culturally sensitive theories of culture Change,’ Academy of Management Review, vol. 13 pp 522-533             Interesting News Credit:ivythesis.typepad.com

Case Study Analysis: Pendle Textile

Case Study Analysis: Pendle Textile Introduction The rapid changes in the global market, the growing economic issues ...

COMPARISON OF LEADERSHIP STYLES OF UNITED STATES AND JAPAN

CHAPTER I INTRODUCTION   What makes an efficient, effective, and good leader? Or simply, who is a world-class leader? These similar questions pose the greatest challenge to all leaders – regardless of the area of specialization. Today, the rapidity and continuous flow of business transactions and emerging trends in the corporate world requires the most functional and applicable attributes of leaders. Aside from the required outstanding scholastic credentials, very satisfactory personal characteristics and exceptional work knowledge, the style of leadership is one of the most essential factors that contribute to the overall stature of the organization – profit or non-profit in nature.    The advancement of ideas and innovations has been swift, as different organizations have to promote ideas that can meet the demands of the more knowledgeable and sophisticated market. To meet these challenges and achieve a competitive edge, there is a need to formulate and implement strategies based on innovation, technology and the development of intellectual capital. Few companies, even those at the leading edge of international business, have all the management processes, culture and tools in place to create and harness knowledge in a systematic way. Further, the continuous and dynamic competition in the global business arena has been exceedingly stiff and complex. With this consideration, the organization must be able to utilize a strategy and management system that will enhance the performance of the business so as to outgrow its rivals ( 2000;2003). One of the contemporary management concerns in the business world today is the concept of leadership.   Background of the Research             There has been a significant body of literature written by business and academic researchers, policymakers and experts that specifically discusses the concept of leadership. Accordingly, leadership is noted to be one of the well-documented topics in different nations.  (1990a) stated that there are various authors who provide definition encompassing the concept of leadership. This variety of definition is a product of many scholars’ dedication in undertaking their research on the context of leadership. The definition of leadership that would be widely accepted by the majority of theorists and researchers might say that leadership is a process of social influence in which one person is able to enlist the aid and support of others in the accomplishment of a common task (1997). The major points of this definition are that leadership is a group activity, is based on social influence, and revolves around a common task. Other definitions will be presented in the following discussions wherein the examination of key attributes and application will be conducted. Although this specification seems relatively simple, the reality of leadership is very complex. Intrapersonal factors (i.e., thoughts and emotions) interact with interpersonal processes (i.e., attraction, communication, influence) to have effects on a dynamic external environment. Each of these aspects brings complexity to the leadership process. It is then the purpose of this research to attempt to make that complexity a bit more manageable, thus increasing the ability to understand what effective leadership is particularly in relation to style of the United States and Japan.             The United States and Japan is apparently among the world’s most powerful democracies and richest economies. Understanding the leadership styles employed in these countries might be relevant in overcoming the complex and broad ranging challenges and arguments brought about by misunderstandings, disregard or stereotype images from variety of cultures and histories. Also, it will serve as a model in which other countries may imitate especially on the entrepreneurial and economic dealings. Both countries are undisputed when it comes to maximized employment of all domestic resources for the purposes of development not only within their geographic boundaries but across the world. The remarkable performance of both countries in the global marketplace is attributed to the efficient management and control of authorized figures who lead specified areas. With this fact, the concept of leadership – the act of leading – is not overlooked. Thus, this research predominantly attempts to provide theoretical distinction or comparison of the leadership style of both countries. According to (2001), the notions and context about organizational leadership and management are frequently exported to different nations regardless of the values that these ideas have been developed.  Some authors agreed that while the emergence of leadership approaches is widely acceptable to be a common in different cultures, the manner that these styles have been operationalised are commonly observed as culturally specified.  There are some arguments that exist regarding the context of leadership styles across different cultures, especially in Western and Eastern setting. In order to determine the differences as well as similarities of Western and Eastern cultures, this study will be conducted with particular emphasis on newest developments on the subject. Therefore, the primary goal of this research undertaking is to compare the leadership styles of United States and Japan.   Research Aims and Objectives             The insights regarding the leadership styles used in different nations have been considered as one of the most important aspects in management. Because of the differences in cultures and aspects, most countries implement a distinctive and unique leadership styles. Thus, the main objective of this research study is to compare the leadership styles in two different nations, in particular the United States, which represents the West and Japan, which represents the East as well. Specifically, the study intends to accomplish the following deliberate objectives: Ø To conduct literature review on the basic context of leadership and leadership styles; Ø To provide background study regarding the leadership styles implemented in United States; Ø To provide background study regarding the leadership styles implemented in Japan; Ø To compare the leadership styles of United States and Japan; and Ø To analyze the applicability of identified leadership styles in the contemporary setting and instance.   Related Literature             The wide range of literatures related to leadership as well as business management, marketing plus various phenomena affecting its totality are extensive. Given with this fact, this chapter goes over the related literatures conducted on the area of study. By embarking on such pursuit, the research may be guided accordingly by firstly discovering where the research is coming from, what and how much have been studied regarding the topic and what it is yet to tackle. Besides providing background to the study, this section provides the necessary backbone and support in order for the research to stand credible.             By surveying the past publications and researches related to the study, a historical perspective may take place. The researcher also gained an idea on how such venture has been explored in the past.  In this manner, this study may be able to reflect, compare itself, learn from setbacks, and produce a stronger and more efficient study. The related literatures also provide the research a rich source of data, both new and old, that will enhance and enrich the study (and the direction it will plan to undertake) even more. References from this segment of the paper are a product of broad traditional and modern researching and information retrieval.     Definition of Leadership For decades, the issue on leadership has been undertaken in various studies and related discussion (1991;1985;  1989;  1985; 1988). In fact, the study on leadership dates back in 1921 (1999). Basically, the term leadership comprises the capacity and talent to inspire and influence the thinking, attitudes, and behavior of other people. Among the many definition of leadership provided in worldwide publications,  (1997) is seemingly acceptable in the global setting. But then again, it is always recognized that the dynamic changes of the modern times influences almost all areas of living. So, the said definition may no longer appropriate in the line of thinking and in relation to the existing trends that continuously proliferates in the global marketplace. (2002) defined leadership as the process of inspiring other people to comprehend and agree on what needs to be done and how to accomplish them effectively. In addition, leadership is also defined as the process of facilitating collective and individual efforts to fulfill shared objectives.             Alternatively,  (1992) stated the creation of culture is the main essence of leadership and that both culture and leadership are two sides of a single coin. Relating leadership to management, Schein believed that leaders tend to establish and change culture, while administrators and managers live within the culture. While related definitions differ from one another, the particular attributes speak of the essential role the leaders have to play in leading people and most importantly managing cultural diversity regardless of place and manner of application. Although this specification seems relatively simple, the reality of leadership and its related aspects is very complex. To coincide with the complexity of leadership process, an assortment of leadership styles is used by leaders in different settings and line of objectives. The leadership styles sometimes can make an organizational change be successful or be a total failure.             Leadership is an important aspect of management. As stated by a few authors (1993; 1992), management requires full leader participation and involvement instead of designating individual groups who will shoulder all the responsibilities. The involvement of leaders serves a number of purposes. For instance, this helps in preventing the resistance of employees to changes brought about by the implementation of quality systems. The enthusiasm and determination of the leaders to make the project work can positively influence other company staff. Leadership as administration is based on the ways that the cultures of the people are made and the ideas on how the companies are able to manage their human resources have helped with the ways that they can continue to improve not only with their services to their employers but also their services to the company (2001). Furthermore, this also helps in creating a sense of commitment and loyalty (1991).             The ever-changing trends in the business communities worldwide permit every organization to use the most suited leadership styles. In organizational setting, there are several leadership styles that are utilized by the every corporate personnel or authority (e.g. supervisor, manager, etc.). Leadership style is the pattern of behavior used by a leader in attempting to influence group members and make decision regarding the mission, strategy, and operations of group activities (2000). The presence of leadership in management is also one effective factor in addressing technical and non-technical issues regarding the workplace. It is important however that the appropriate leadership style is used. Truly, there are many types of leadership styles that can be utilized within an organization; however such styles are dependent to the strategic implementations of the organization’s mission and vision.   Types of Leadership Styles             The presence of leadership in management is also one effective factor in addressing organizational technical and non-technical issues (1998). It is important however that the appropriate leadership style is used. The following discussion is the styles in leadership that managers implement in the organization.   Transformational Leadership Style Historically, the concept of transformational leadership was introduced by way back 1978 particularly on his treatment of political leadership (1998, 1990). At present, this leadership theory was used in various applications such as organizational psychology. Bass noted that transformational leadership is an expansion of transactional leadership. Transactional leadership emphasizes the transaction or exchange that takes place among leaders, colleagues, and followers (1998). This exchange is based on the leader discussing with others what is required and specifying the conditions and rewards these others will receive if they fulfill those requirements. In transformational leadership, strong personal identification of the leader is involved. Furthermore, the relationship in this leadership style is more than the fulfillment of self-interest or provision of rewards ( 1988). The transformational leadership approach consist four dimensions that serves as prime features: Charismatic Leadership (Idealized Influence, CL or IL), Inspirational Motivation (IL), Intellectual Stimulation (IS), and Individualized Consideration (IC) (1998). These are the components that bring out all potential applications and results of the approach when used.             In general, transformational leadership consists of a leader who inspires followers to share a communal vision, encourages people to achieve the vision, and provides necessary resources for the development of personal potential. A leader who uses this leadership paradigm serves as a role model, supports optimism, musters commitment, and focuses on the followers’ call for eventual growth ( 1996; 1988, 1994, 1994, 2002).   Transactional Leadership Style             Transactional leadership, the counterpart of the transformational style, is more on controlling people and giving out orders. This style has two main categories. One is called the management-by-exception where leaders tend to make use of their authority to reward or penalize people under them. Managers or leaders who use this category of transactional leadership tend to focus on asserting power, pointing out errors and disciplining subordinates with poor performance ( 1985). Contingent reward leadership is the other category of this leadership style. In this style, the focus is on the communication of work standards and the provision of rewards if these standards are followed. Leaders applying this style ensure that the subordinates know what is expected of them and the consequences should they fail to meet these expectations. Naturally, rewards are given for good performance while punishments are given for poor performance ( 1999). In general, the qualities of transformational leadership style are opposite to transactional style of leadership.   Servant Leadership Style Servant leadership is among the most popular leadership approach that was coined and defined by (1970). Originally, the attributes of servant leadership was rooted in the history thousand years ago, at least during the time of Jesus. The servant leadership most distinguished feature is the leader’s role as steward of the organization’s resources from human, finance, and others. It supports leaders to serve others while staying focused on achieving results in line with the values and integrity of the organization. Servant leadership possess six components namely valuing people, developing people, building community, displaying authenticity, providing leadership, and sharing leadership (1999). These elements of servant leadership indicate specific behaviors in terms of applicability. Generally, leaders who use the servant leadership approach are servants of its followers. Particular interests of followers are given attention before his/her self. Also, a servant leader centers personal progress and empowerment of supporters as well as facilitates the achievement of shared vision among people (2002; 1999;1998; 1977). Today, various critics of this leadership paradigm judge it as ‘yet another fad to line consultant’s pockets’ but its proponents justify such argument with the timeless applications and principles used by several successful organizations (e.g. businesses).   Other Types of Leadership Styles Aside from the three aforementioned leadership styles, there are other styles that are rooted on various political and social principles. Among them are: aristocratic (monarchy), autocratic/paternalistic (dictatorial), democratic or participative, laissez-faire, and/or combination of both. From the viewpoint of systems theory, leadership might be considered as a subsystem of systems administration. It could also be considered as a concept which becomes a part of the conceptual framework of administration theory. Leadership styles are definitely an important part of administrative theory. Traditionally, the dimensions of leadership theory have been two in number, authoritarian and democratic. A third has been called laissez-faire. Authoritarian leadership is that which is associated with the bureaucratic organizational structure. Authority comes downward from the leader. He initiates decisions. He is the super-ordinate and does not consult with the subordinates. The exact opposite dimension is the laissez-faire, or free-rein, type. This type is one in which the individual member is independent of the group and the leader. He makes his own decisions. He acts outside of the organizational structure. The most favored dimension for some administrators is democratic leadership. This type is seen in a participative type of organization. Authority stems from the group. Group members participate in the decision-making process. According to Stogdill (1974), there are numerous types of leadership styles which have been implemented in various organizations. These leadership styles are summarizes as follows: (1) "authoritative (dominator)," (2) "persuasive (crowd arouser)," (3) "democratic (group developer)," (4) "intellectual (eminent man)," (5) "executive (administrator)," and (6) "representative (spokesman)." The first three styles are extreme in nature, the more modern type of leadership style being that of situational leadership contingency management. These styles of leadership are most likely applied in the known forms of governments around the world. Thus, discussion further may mislead the concept of leadership this research undertaking is trying to pursue.             The above discussions prove the variety of possible fields in the organization that each technique works. Individual level of significance, although, is defined. But with the presentation of facts and argument, it is safe to claim that the universality of the models is their common denominator. Several literatures probed the issue of universal application (2002; 2002; 2002). Similarly, the call for exceptional standards on ethics is common to both. In this aspect, the leadership strategies, styles and model that are successful apply in respective organizations are replicated and applied by other firms. In effect, the influence of the leader in global leadership transformation is included in the extensive responsibility they share to the international business setting. As leaders, they make international changes to which broad and multi-cultural entities respond to.   Leadership in United States             In the United             States, most scholars have been able to define the context of leadership by determining the function of leaders in a company and classifying leadership into various styles. For instance, the definition of American scholar (2002) describes the leadership style of the US. It is also noted as the process of assisting the subordinates and facilitating cumulative efforts to achieve a common goal. In the US, the leadership style that has been commonly described by most scholars is the participative type of leadership. Accordingly, the American leaders are able to use this style, specifically in making decisions.   (2001) emphasise 5 types of participation approaches, including the so-called quality circle, self-directed work teams, quality of work life program, scalon gain sharing plans and quality circle. These classifications have provided American organisations a model to encourage staff participation. In this research, the potentialities of the aforementioned leadership styles will also be probed. Leadership in Japan             Japan has been noted for being an innovative leader and participative leaders. In this country, most companies adhere to the transformational type of leadership. Transformational leaders motivate others to do more than they originally intended and often even more than they thought possible. Such leaders set more challenging expectations and typically achieve higher performances. Transformational leadership is an expansion of transactional leadership. Transactional leadership emphasizes the transaction or exchange that takes place among leaders, colleagues, and followers (1992). This exchange is based on the leader discussing with others what is required and specifying the conditions and rewards these others will receive if they fulfill the requirements. Accordingly, the leadership style used in Japan is noted to be effective. This is because Japanese leadership style has enable the organization to achieve higher levels of employee motivation, commitment, delegation in terms of decision making and intrinsic job satisfaction (1982 ,2006). In addition, authors like (1981 ,2006) also agreed that Japanese is known to be a collectivistic culture which means that industries would highlights collective decision making as well as accumulative obligation.  (1981) utilized a communicative concept to given meaning to Japanese leadership style. Herein, Japanese leaders have been able to act as efficient communicators in their respective companies. In addition, Japanese leaders make efforts in maintaining harmony in their companies.   Appropriateness of the Methodology             In order to complete the objectives of the study, the qualitative research approach will be applied. Qualitative research methods in comparison with quantitative research methods are more diverse. (1997) stated that this kind of research process was “designed to help researchers understand people and the social and cultural contexts within which they live”. According to  (2000), the qualitative research approach is most appropriate when conducting descriptive and exploratory study in order to quantify data that seem immeasurable, such as feelings, beliefs, and thoughts. Meanwhile, qualitative research is defined by  (2003) as “a subjective approach which includes examining and reflecting on perceptions in order to gain an understanding of social and human activities”             In using the qualitative research approach, data is collected by such methods as watching, asking questions, and examining documents. The research variables, on the other hand, were first analyzed to provide descriptions of the factors that were relevant to the topic. The variables of the study were researched qualitatively whereas the data, situations, or facts collected were explained or correlated with other information. In sum, in this study qualitative research methods were used because the researcher attempted to construct theories that would explain the relationship of one variable to another. With this method, non-standard elements such as behavior, attitudes, opinions, and beliefs were analyzed.             Data analysis was done step by step. Every piece of information was read carefully, and the text was sub-divided into meaningful units. Information was condensed to formulate answers to the researcher’s questions. Once the data was collected and collated, the final task was the interpretation of the results. The study emphasizes that a great deal of caution was exercised in drawing conclusions from the data. Research using qualitative methods can be considered valid. In the broadest sense, validity addresses the quality of the data and the appropriateness of the methods used in carrying out the research. Although reliability and validity apply mostly to research results and conclusions, these issues were considered when the research was designed, (i.e. in the earliest stages of the process). The validity and reliability of the study, and the methodology used, were based on studies already published. Thus, it is recommended that further researches focusing in quantitative approaches are needed.             This methodology is considered appropriate in this research undertaking because it facilitates more open regulation and refinement of research ideas as the inquiry proceeds. Also, the researcher does not attempt to manipulate the research setting, as in an experimental study, but rather seeks to understand naturally occurring phenomena in their naturally occurring states. Inductive reasoning, as opposed to deductive reasoning, is common in qualitative research, along with content or holistic analysis in place of statistical analysis ( 1995). Lastly, the consideration of time constraint and other phenomenological advantages is among the most beneficial characteristics of this method. Interesting News Credit:ivythesis.typepad.com

COMPARISON OF LEADERSHIP STYLES OF UNITED STATES AND JAPAN

CHAPTER I INTRODUCTION What makes an efficient, effective, and good leader? Or simply, who is a world-class leader? These similar ...