Case study week 6 Essay Example | Topics and Well Written Essays - 250 words

Case study week 6 - Essay Example On the other hand, IFAC focuses on upholding global business standards and corporate ethical behavior to satisfy universal stakeholders. As an important component of economic success and public or private investment, credibility, transparency, and competency are fundamental value in the accounting practice. Specifically, this is ideal for ensuring reliability, quality services, and moral behavior to promote the ethical standards of the occupation. In addition, the development of quality service through the observation of the moral standards attracts investors (Brewer,  2015). The United States Securities and Exchange Commission (SEC) is mandated with proposing new regulations and invite the public to submit their opinion on how to make the accounting professional better and comply with the ethical standards. In executing their duties, regulatory bodies need to embrace transparency as a core value to enhance ethical behavior in accounting occupation. Public transparency in the regulatory practices is essential for standardizing ethical practices in accounting. There are uncountable regulatory agencies that exist in different international, national, regional, and local levels (Brewer,  2015). Due to the increase in global economies and the demand for accounting reports, ethical practices have become fundamental to the practice, fostering an intervention by agencies to manage and control the moral

Ocean Park Of Hong Kong

Ocean Park Of Hong Kong This report is about Ocean Park of Hong Kong one of the largest amusement ocean park in the Orient and even in the world. In this report we are going to cover such topic as strategy concepts of Ocean Park, external and internal environment of organisation and its corporate, business-level and international strategy. On base of data collected well give our recommendation and advice to CEO and Board of Ocean Park of Hong Kong about Parks strategy to the next 10 years (from 2005 to 2015). The main aim of this report is to provide in-depth strategic analysis to CEO and Board members. Thus, this work is focused on challenges, opportunities and threats of organisation, its culture and economic aspects, strengths and weaknesses of organisation, core competency of ocean park in order to help to improve it in anticipation of arrival of Hong Kong Disneyland. Strategy concepts and vocabulary -Mission (Strategic purpose, not specified) Ocean Park provides all guests with memorable experiences that combine entertainment and education, while inspiring life long learning and conservation advocacy. Our aim is to maintain a healthy financial status, while striving to deliver the highest standards of safety, animal care, products and guest service.http://www.oceanpark.com.hk/html/en/footer/corporate-information/vision.html -create all activities for perfect family holiday -increase involvements of visitors in environmental issues and lives of animals -Goals and objectives to fulfill its mission Boost the number of annual visitors from four million in 2004 to five million by 2010 To make a 0,5 per cent contribution to Hong Kongs gross domestic product (GDP) in 2010 (page 7) -Vision (More specified) http://www.oceanpark.com.hk/html/en/footer/corporate-information/vision.htmlOcean Park aspires to be a world leader in providing excellent guest experiences in a theme park environment connecting people with nature Become number one marine-based park for each family not only from Hong-Kong but also from mainland China. To be main attraction for all tourists, who visit Hong-Kong -What performance measures would you use to determine the success of Ocean Park? -It is the hometown favorite. It had been a long-time favorite of several generations ((its been operated for more 28 years). Many local people were sympathetic to Ocean Park. People who had visited the park as children were now bringing their own children to visit the park. Its reputation even extended into mainland China. It had become a fixture of Hong Kongs cultural heritage. (p.5) -The number of visitors in 2004 is 4 m of people (with daily maximum capacity 35,000 people). -Total revenue in 2004 was 536, 2 HK$ m comparing to 428,3 HK$ m in 2003, surplus for 2004 year was 95,7 HK$ m comparing to deficit 4,1 HK$ m in 2003. recognizability of new brand (Whiskers became a household name in Hong Kong) -Who are the various stakeholders in Ocean Park organization (how might they impact on its purpose and mission)? Stakeholders, who help to achieve parks purpose and mission: Hong Kong government, Home Affairs Bureau and the Tourism Board, employees of Ocean Park corporation, its visitors (customers). Interfere with achieving parks purpose and mission: Activist groups (certain environmental groups and animal rights activists) forbid of buying and transportation exotic animals to park, trade associations and unions (bus companies and taxi drivers) forbid in building a mass transit railway (MTR), competitors regain market share. External Environment -Conduct a PESTEL analysis for Ocean Park, identify the key driving forces for change facing Ocean Park; Rank key driving forces based on their predictability and potential impact on Ocean Park, then develop some scenarios and identify implications of these scenarios for Ocean Park. PESTEL: Political: Government support Improving relationship between Hong Kong and Mainland China Promotion of tourism the easiness of the restrictions and promotion of the free travel of China in 2003 that helped to inject a new life to the tourism industry of Hong Kong environmental law Economic: Growth and development of the global amusement park industry Disneylands arrival Increasing number of mainland visitors Increasing standards of living in midland China Raise and spend HK$5.55 billion Social: Major events and activities (peak seasons and holiday themes: Chinese New Year, Easter Holiday, Summer Holiday, Halloween and Christmas) Media, advertisement and publicity, required for these special events Change of demographic (Population growth rate, age distribution, size of families) Increasing the cost of labor and more guarantees for employees Negative affect of Outbreak of Severe Acute Respiratory Syndrome (SARS) outcome Technological: Development of the amusement machinery industry Increasing popularity of new technologies for consumers (internet, mobile, digital camera) Amortization of park equipment Developing of new transport system (for example, a mass transit railway (MTR)) Research and development activities (creating of new park amusement) Environmental: Opposition from certain environmental groups about the importation of wild animals to Ocean Park Expenses on maintenance of exotic animals Protests of animal rights activists against relocation of animals Climate change (rain season in spring, hot in summer, typhoons in summer) Legal: Approval of Town Planning Board for hotel, Legislative Council for MTR station. Restrictions on mergers Employment laws Key driving forces and their ranking : 1)Global changing in tourism for Hong-Kong and Asia-Pacific region (development of tourism in region) 2)Raise and spend HK$5.55 billion from private and government loans to revamp parks well-worn product line (approval of development plan) 3)Disneylands arrival worldwide success of main competitor-Disneyland, coming to Hong Kong (Disneys success or failure) Binary table of scenarios for Ocean Parks key drivers (in decreasing order of their impact on park): Development of tourism in region Approval of development plan Disneys failure Scenario + + + Successful scenario + + + + Middle scenario + + + + + Failure scenario -Define Ocean Parks industry and conduct a five forces analysis: Which are the dominant forces in the industry? How may the five forces change? What are the underlying dynamics which are driving these five forces, and how may the five forces change? What are the impacts on key competitors and on Ocean Park? What can be done to influence the impact of the five forces? Five forces analysis for amusement park industry: 1) Threat of New Entry In terms of the amusement park industry, the entry barrier is high due to the need to invest large amount of financial resources (for park equipment, human resources maintenance), a lot of time required for parks planning, construction, development and launching, a lot of licenses and legalization required (safety, sanitary, security etc.). In addition to the amusement park required land for a full scale development. This factor is important because Hong Kong has a high land price real estate market. Re-write in own words!!!!! 2) Threat of Rivalry: It is important to consider that with lack of differentiation, visitors choice will greatly over the price and service, thus causes pressure for the intense price and service competition. Due to high threat of rivalry, Ocean Park is implementing different plans and activities such as redevelopment and introduction of new attractions in order to catch the attention of the visitors and differentiate themselves from rivals. There are no rivals with exactly the same range of products. Disneys arrival is only expected. Re-write in own words!!!!! 3) Threat of Substitution: (where this information from I like this point!)) The main threat of substitution is Hong Kong Disneyland Wetland Park, a new international theme park and an educational park (Appendix 2) Apart from this, there are other forms of substitution. From the education side, Hong Kong residents can switch to go to Cultural Centre, Mai Po Wetland, Hong Kong Zoological and Botanical Garden. For entertainment purpose, they can visit the Karaoke, Cinema, Game Centre, or have a day trip to China. 4) Bargaining power of buyers (visitors): (where this information from I like this point!) -Tourists Tourists have a low bargaining power as long as must see image successfully built-up and the Park cannot be replaced by other substitutes. Therefore, Ocean Park focuses to build up this image especially in Asia. Local residents The buying power of local resident is high since they have many choices as mentioned above. The switching cost is relatively low. Also, Hong Kong people like new experience and their loyalty to the product are generally low. The Park, therefore, launched difference programs like Big Five events with difference theme each year to bring new excitement and experience to them. Besides, special discount in low season and year pass intent to attract 5) The power of suppliers. Suppliers have quite high power. Thus, construction elements of amusement rides are huge and complicated, thats why park is highly tied with supplier. Otherwise, this market is developed and the choice of suppliers is become greater now. While constructing buildings (hotels, etc) with particular contractor park cant easily change to another contractor because of high switching cost). The situation with the exotic animals is such as Ocean Park can buy in particular country only. Which are the dominant forces in the industry? The dominant forces in the industry are: rivalry, buyers and substitutes. How may the five forces change? Looking forward, the five forces will change in this way: -Rivalry will increase with Disneys arrival; -Buyer power will increase slightly; -Substitute threat will also increase; -Entry threat decrease dramatically; -Supplier power will also decrease. (Exhibit 2.5 p.72) What are the underlying dynamics which are driving these five forces? Aftermath of economic crises and increasing in number of suppliers will decrease supplier power. Disneys arrival decrease entry threat in entertainment park industry. Developing of new technologies will affect rising of substitutes. Also competitors with new technologies will gain (in this aspect Disney has an advantage) Disneys arrival increase demands in diversification of Ocean Parks products. Ticket price advantages (185 HK$ for adult ticket at Ocean Park compared to 295HK$ for the same ticket at Disney). The main rival (Disney) is also same market oriented (families with children). What are the impacts on key competitors and on Ocean Park? Five forces much more affect Wetland park Ocean Parks key competitor, located at the northern part of Tin Shui Wai, in Yuen Long than Ocean Park itself, because Wetland parks products are less differentiated. It has a 10,000m2 visitor centre, Wetland Interactive World, and a 60-hectare Wetland Reserve. (http://www.wetlandpark.com/en/aboutus/overview.asp). Arrival of other competitor Disney and its substitutes doesnt affect much Ocean Park because it has its its own niche. What can be done to influence the impact of the five forces? More differentiation of new products, directed mainly to Chinese native culture will affect rivalry, substitutes and buyers. Unique high-quality products and services also will influence buyers. For seeking suppliers big impact will have Internet and special web-sites with best quality of service, characteristics, recommendations and prices. Conduct a strategic group/space analysis for Ocean Park There are 2 key competitors for Ocean Park: First one is mentioned above Hong Kong Wetland Park. It is a conservation, education and tourism facility, consisted of large visitor centre, Wetland Interactive World and a Wetland Reserve. This park provided visitors with opportunities to observe wildlife, awareness and understanding the values of wetlands throughout the East Asian Region and beyond, wetlands conservation. So, its mainly about wetlands. The Hong Kong Wetland Park is also going to be a world-class ecotourism facility to serve both local residents and overseas tourists.(ttp://www.wetlandpark.com/en/aboutus/mission.asp) Compare to Disneyland and Ocean Park, Hong Kong Wetland Park has different facilities and product range (such as themed exhibition galleries, a theatre, a souvenir shop, an indoor play area), provide different services and thus, like Disney and Ocean Park, has its own niche. The range of facilities provided is the narrowest among 3 parks. Thus, Wetland Park cant meet demand of those visitors, who are looking for excitements and extreme pleasure, which can be found on a rides at 2 other parks. Who are the main visitors? Is it local or global? Is it has the lowest range of facilities than Ocean Park and Disney? Much lower prices. The second one arriving in a nearest future The Hong Kong Disneyland. After 28 years of operating as a near monopoly, Ocean Park would soon have to compete with one of the biggest names in the entertainment and theme park industry. Moreover, Disneyland targets the same group of parks customers families with children. It has well-known brand and reputation. Its the world leader in terms of entertainment. Several of Disneys characters (Mickey Mouse, Donald Duck and Winnie the Pooh) were household names all over the world, including in Hong Kong. Thus, Ocean Parks mascot, Whiskeys, appear lackluster by comparison. Image, which Disney company holds almost for a century (The Walt Disney Company was founded in 1923) and Disneyland itself (first park was opened in 1955) for half a century (compared to 28 years of Ocean park) helps to attract visitors not only from Hong Kong and midland China, but also from different part of the globe, especially those who are from the USA and Europe. Among other advantages of Disneyland are: location: it could be reached in just 10 minutes from Hong Kongs airport and less than 30 minutes from downtown Hong Kong. -at least 5.6 million people were expected to visit the Hong Kong Disneyland during its first year of operation (compared to 4 million of Ocean Park expected visitors). -the price claimed to be the least expensive among the five Disney amusement parks throughout the world. -the area of Disneyland is 310 acres compared to 215 acres of Ocean Park. -5 times greater investment than for Ocean Park. -Expected economic effectiveness is 3 billion more. -world-renowned innovation -high customer service standards Strategic groups within the entertainment and theme park industry in Hong Kong Broad Ocean Park Geographical Scope Global Product range Disneyland Narrow Wetland Park Local Conduct a market segment analysis for Ocean Park: How is the market segmented? How could it be segmented? Where would you position Ocean Parks products and services? Where would you position the competitors products? Ocean Park is a part of entertainment and theme industry. Its market is families with children. Disneyland future competitor applies to the same market. Despite this, Ocean Park has its own niche visitor from midland China. Internal Environment -What resources and capabilities does Ocean Park have? Resources (what a firm has): 1)Tangible: -financial suppliers of money (private and government loans) expected HK$5,6 billion investment; HK$145 billion economic effectiveness; surplus from operations in 2004 was HK$182,2 million on revenues of HK$536,2 million ; -physical Sea World, marine life and real animals:35 rides and attractions; 3 hotels; favorable and convenient location on the southern side of Hong Kong Island; wide range of new activities, such as the Abyss Turbo Drop thrill ride, seasonal and special events, popular water-related activities, interactive activities with animals, edutainment programs, successful Sea Jelly Spectacular and so on. 2)Intangible: long-time reputation of park with government, customers, -new brand sea lion named Whiskers; -cultural heritage of Hong Kong -great number of repeated visitors 3)Human: -37,100 employees, their skills and knowledge; -Thomas Mehrmann, new CEO of Ocean Park, and his previous experience at US-based Six Flags Corporation; Natural and wild life focus (Interactive activities with animals) Recreation and education Capabilities (what a firm can do) -New products, facilities and services development capability continually adding new features and attractions (such as: a new roller coaster, a subzero Ice Palace, 7.6 million liter aquarium with an underwater restaurant, extra 33 animals species, the number of rides doubled to 70), so, become a nearest future one of the best marine-based theme park with strong connection with nature; -Keeping park attractions fresh, novel and exciting, while minimizing costs; research and development, marketing and sales capabilities: plan to refurbish and rename Ocean Parks 2 major areas (the Lowland and the Highland), new hotels to be developed, including a five-star boutique, spa-type hotel this redevelopment plan would be completed in 2012!! recommendation part too!!, plan to open offices in the major urban areas of Guangzhou, Beijing and Shanghai to enhance promotional activities in Hong Kong and attract more mainland visitors -new incentive compensation, that linked employee compensation to the financial performance of park -What might be the competence of Ocean Park? Core competences resources and competences which are both valuable to customers and difficult to imitate -distinctive work culture, with its own norms and practices -local market loyalty -unique SmartFun Annual Pass program -cultural aspect (cultural heritage of Hong Kong), orientation on specific market segment-mainland Chinese visitors, -long-term reputation, distinct Chinese characteristics -powerful brand -customer trust -primary focus of OP on real nature and wildlife in contrast to Disneys strengths in cartoon characters, castles, virtual reality and fantasy -focused on education and the live animal attractions one of the key elements that will differentiate it from Hong Kong Disneyland when it opens in 2005. (from Echos articles) -cost and differentiation of product (continually adding new features and attractions as well as price advantage over Disney encouraged visitors to return to the park) -The aerial tram that takes visitors from the entrance side of the park over a hill to the rest of the attractions has become a Hong Kong tourism icon-is it still true (from Echos articles) Competitive advantage is explained by the distinctiveness of its resources and capabilities, by offering customers greater value by means of lower prices or greater benefits and service Competitive Advantages of Ocean Park over Disney: -long-time reputation, -hometown favorite, -cultural heritage of Hong Kong, orientation mostly on visitors from midland China -first-mover advantages -no need to engage in high-profile advertising and publicity, rely more on word-of-mouth -more diverse and wide range of products (including Sea World, marine life, real animals plus 35 rides and attractions) price advantage: the admission price for Disneyland is expected more than twice higher for child and one and a half higher for adult than price of Ocean park. And visitors from mainland China are very price sensitive. SmartFun Annual Pass program with unlimited admission to the park for its holders within a year, and discounted prices for food, souvenirs -Infrastructure 3 hotels had been constructed comparing to 2 at Disney. -orientation not only on entertainment, but also on education of visitors, differentiating by focusing on ecology and conservation issues -recognizable brand -In addition to all the American fun at the park, traditional Chinese holidays are still observed (Chinese New Year) -Disney has its characters, but we have flexibility to mix and match and bring in other entertainment (from Echos articles) -Does Ocean Park build its strategy on its resources, capabilities and competences? Yes. Importation of more species Water/Sea-related construction Hotel-better recreation -Are they sustainable? How can they be developed? Sustainable to some extent, but with some limitation. For example, it may face the opposition from environmental group. They cant relay only on resources, capabilities and competences-they need to be developed, innovated and refreshed, because they may begin to look dated and shabby for their visitors. SWOT Analysis Positive impact Negative impact Internal environment Strengths -Diversified and wide range of amusements (thrills, animals, seasonal and special events) -product line revamp -Highly linked with culture of mainland Chinese visitors, knows their demands and behavior -the main, oldest and most famous amusement park in the country (long-time reputation, hometown favorite), -cultural heritage of Hong Kong, -28 years of operating as a near monopoly -no need to engage in high-profile advertising and publicity, rely more on word-of-mouth -strong business connection to the local government (support from the government of Hong Kong and mainland China) -renovation of the parks brand image -mascot as a brand -previous experience of Thomas Mehrmann (new CEO of Ocean Park) in theme park industry (at US-based Six Flags Corporation) -local market loyalty -positive image of park Weaknesses -Located on a hills-hard to get to some riders-thats why visitors experienced rides only once. -different facilities are old and un-attractive and need renovation -a lot of activities depend on weather-ask Echo about it -no substantial capital investment External environment Opportunities -focusing on delivering mainland Chinas visitors as well as foreign visitors -development of new transportation South Island Line (when-check case-and ask Echo about it) that would cause convenience and fast access direct to the Park for the foreign and local visitors. -plan to build a mass transit railway (MTR) station to connect OP to the subway grid -the development and improvement of the amusement machinery can impact the services and features of the organization and its relationship to their foreign visitors. raise the standards of park with Disneyland arrival fostering sponsorships plan for building new hotels (boutique and spa-type) orientation on luxury tourism new market segment Threats -economical instability (such as the Asian financial crisis of 1999-2001, lasted for 3 difficult years for OP ), outbreak of different diseases, such as Severe Acute Respiratory Syndrome (SARS) in 2003 (Both these factors can affect number of visitors and their buying behavior, worsening the park financial situation) -arrival of Disneyland Hong Kong -OP was situated on valuable real estate: it could be shut down and its land could be sold off for other recreational or commercial purposes. Recommendation p.6-7!!! (recommend to use this business connection for future purposes, such as building a subway line for the visitors (itll happen in 2007). Say, in 3 years Build a mass transit railway (MTR) station for connection to the subway grid. Till 2015) (recommend to start innovation process, it will take about 6 years). Say, in 5 years

Education Essay -- essays research papers fc

  Ã‚  Ã‚  Ã‚  Ã‚  Most controversies over education are centered around the question of how strictly standards should be upheld. The concern over whether or not flunking students is appropriate or even in the best interest of the student is a widely discussed topic. The argument often begins with students just starting school where the question of standardized testing for kindergartners arises. The majority of people are actually against such testing because they feel that a child who is labeled as a failure at such an early age may be permanently damaged (Bowen 86). The worry over the failure issue is further traced to educators who feel children just entering school are not fully prepared. Teachers are faced with kindergarten students who do not know their addresses, colors, and sometimes even first and last names (An ‘F’ 59).   Ã‚  Ã‚  Ã‚  Ã‚  Another reason why the assignment of failing grades has decreased is the influence of the self-esteem movement, which promotes the assumption that children who do not have a positive self-image cannot learn or develop properly. Although this theory is widely accepted, it has been discredited by several studies. Recent research shows that, although American students felt more confident about themselves and their work, they were outperformed by several Asian countries on tests of elementary skills. American schools and teachers tend to worry more about the student’s self-esteem than the actual academic performance (Leo, â€Å"Damn† 21). Mary Sherry, a teacher of adult literacy programs, does not believe such theories. Her view is that students become motivated by the threat of failure, and that not failing a student not only shows lack of confidence on the teacher’s behalf, but also hurts the society as a whole. Employees are becoming highly dis appointed with so-called â€Å"graduate† students (8).   Ã‚  Ã‚  Ã‚  Ã‚  In a letter to columnist Ann Landers, a college professor wrote about his views of the education system. He feels that universities have turned into businesses where teachers are just looking for money and students are just looking for a piece of paper with a title on it. He says that the students of today think they are automatically entitled to a degree because they pay tuition (Depressed Old Prof. 3-B). Adding to the profit motive for schools is the government which, for the p... ...ressed Old Prof. â€Å"Ann Landers.† Times-Picayune [New Orleans] 4 Sep. 1995: 3-B. â€Å"An ‘F’ for the Nation’s Kindergartners (Education).† Newsweek 16 Dec. 1991: 59. Goldstein, Andrew and Ann Blackman. â€Å"No SAT Scores Required (Education).† Time 11 Sep. 2000: 52-53. Hendren, John. â€Å"Ex-English Professor Creates Corporate Prose Police.† Courier [Houma LA] 25 Aug. 1996: 4D. Leo, John. â€Å"The Answer Is 45 Cents (On Society).† U.S. News & World Report 21 Apr. 1997: 14. ---. â€Å"Damn, I’m Good! (On Society).† U.S. News & World Report 18 May 1998: 21. Morse, Jodie et al. â€Å"Does Texas Make the Grade? (Education).† Time 11 Sep. 2000: 50-54. Mulcahy, Fred. â€Å"No Free Rides for Dumb Students (My Turn).† Newsweek 15 Aug. 1994: 12. Pedersen, Daniel. â€Å"When an A Is Average (Education).† Newsweek 3 Mar. 1997. Ravith, Diane. â€Å"In Defense of Testing (Education).† Time 11 Sep. 2000: 52-53. Roberts, Paul. Modern Grammar. New York: Harcourt, Brace & World, 1968. Sherry, Mary. â€Å"In Praise of the F Word (My Turn).† Newsweek 28 Aug. 1990: 8. Wilkes, Paul. â€Å"The First Test of Childhood (My Turn).† Newsweek 14 Aug. 1989: 8. Winters, Rebecca. â€Å"From Home to Harvard (Education).† Time 11 Sep. 2000: 55.

Leadership Traits, Behaviors and Styles Essay

Leadership is one of the most useful skills one can obtain. It used to be thought that leadership cannot be taught, that one is just born with the appropriate skills to lead. Leaders can come in a wide range of different personalities and styles. There have been countless great leaders since the beginning of time, but what makes a great leader? Many theories have been formed about how leaders have been either made or born. This paper will describe all the leadership styles and traits of Sergio Marchionne. The most significant leadership styles that Sergio Marchionne has are participative (democratic) and delegate (Laissez-Faire or free reign). He could be autocratic when necessary and bureaucratic could be said as totally out of him. He always wants his employees to participate themselves in the decision making process. When they cannot come out with a solid decision, only then he will bring out the decision. He always there to guide them on how to do it, asking them to have the cour age to be independent (still, in the specified scope), with hope that his staffs themselves could be a leader. Doing the same action will brings us the same results. Sometimes, in order to make a change, the autocracy is needed. From the article, it is very clear that Sergio is a leader who always believes in himself, dare to make the bold and unpopular decisions, willing to work differently in a way that less practiced, and know how to influence people to work for the objective outlined though it sounds impossible. Whenever necessary, he does not hesitant nicely let go of those people who cannot be on the specified track (due to the old stigma that ingrained in them), to ensure that the others will not be affected with their resistance toward changes. Not only willing to spend his time for discussions with staffs and consider their opinions in making a decision, Sergio also entrusted them to carry out the actions as well. He delegates the necessary authority and accountability to the staffs, and of course any failure will come with some consequences. However, in the same time, he still could be tolerating because he believe we can always offset a failure here with a success there. Bureaucratic leader always lead by â€Å"following the books† and should the matter raised is not in the book, he will refer to the higher management. However, this trait is totally out from Sergio when he boldly abandoned the Great Man model of  leadership that long characterized the Fiat and came up with new model where everyone is expected to lead. Sergio Marchionne is the CEO and quite possibly the savior of Chrysler. After taking a bailout from the government, the company was still going downhill. Then Sergio got the job. Known for his dedication to the cause and his â€Å"no bullshit† (Taggart)attitude, Sergio took a more aggressive approach to turning things around. Marchionne immediately fired managers that weren’t doing their jobs properly and hurting the company. He then aligned his employees to start a new business plan (Taggart). Sergio’s new approach paid off too. Chrysler saw a â€Å"23% increase† (Taggart) in sales as well as total 2011 sales to hit â€Å"$55 billion† (Taggart). This is all a huge improvement from 2009 when Chrysler was losing â€Å"$1 billion† (Taggart) a month. This is a great example of when an aggressive leadership style must be used. The company was severely underachieving. Once Sergio stepped in he got rid of the people accountable for the poor numbers and changed the working culture. By doing this, his workers know that if they don’t do their job they won’t be kept around. Sometimes it is necessary to do this for the good of the company. Workers can appreciate this style because if they are good workers, their job is becoming more secure with the company getting stronger. The important thing to do while this style is being used is to acknowledge good work and praise the workers. If workers feel underappreciated or scared to lose their job unfairly, they may not perform at a high level. Contrary to some of the early theories, we now know anyone can become a good leader. We now know the best way to make a leader is to give them practice. If a leader can learn from experiences, good and bad, they will be more effective. The key is getting to know the people you want to respect and follow you. The leader must establish a genuine relationship with each of these people to fully gain their loyalty and respect. There are all sorts of styles on how to do that whether it is a democratic, coaching, or visionary, people will see the leader wants everyone to thrive for one  cause. When it comes to leadership, which is the ultimate goal. References: Taggart, J. CEOs of 2011 – The Good, the Bad and the Ugly: What We Can Learn from Senge’s 7 Learning Disabilities. Retrieved November 10, 2014, from Changingwinds.com Flavelle, D. (2014, Mar 08). CEO aims to steer Chrysler back on track. Toronto Star, Toronto Vijayaragavan, I. (2008). Chapter 2: Leadership theories and styles. High Performance Leadership, Global Media, Mumbai

A Study of The Two Marriage Proposals that Elizabeth Declines: Romance Versus Security Essay

Romance Versus Security. â€Å"It is universally acknowledged, that a single man in possession of a good fortune, must be in want of a wife.† These are the words of Jane Austen, and like many people of her time, she believed very much in the importance of finding a wealthy husband for young women. Jane Austen’s novel reflects the importance of marriage to many people around 1775. Although events such as the industrial revolution were sweeping the country, these were ignored and the life of a few middle class families in a country village were depicted. Marriage at this time was a way of securing a happy livelihood and relative happiness; love was not really a factor, marriage was a source of financial security. Being more of a convenience than a romantic affair. However this was beginning to become a factor as traditions slowly changed around this period. Still many women married to their advantage; there was still a very rigid class system although a new middle class was beginning to emerge. The alternative was life as a governess, which was not one of great social status. Jane Austen believed that marriage was â€Å"The only honourable provision for well educated young woman of small fortune.† This wasn’t a romantic union; it was a contract. A character that does value the importance of marriage for her daughters is Mrs. Bennet. † The business of her life was to get her daughters married.† This is because her current home, Longbourn estate, is entailed to a cousin Mr. Collins. This means when Mr. Bennet dies Mr. Collins is heir and the Bennet sisters would either have to rely on the hospitality of their male relative or become a governess. This soon becomes apparent to Mrs. Bennet and she sees it as imperative that her daughters are married off. In Pride and Prejudice Elizabeth Bennet receives two proposals of marriage the first from her cousin the bumbling Mr. Collins. The Bennet family had received a letter prior to his arrival; the impression put across is that Mr. Collins is long winded and all over a bit of a fool. This letter prepares the family and the reader for the arrival of a pompous egotist. Mrs. Bennet is excited about his arrival, as it is clear he is passing on marital business, causing great interest among the sisters and above all Mrs. Bennet. At the Netherfield ball he makes a complete show of himself as he lacks decorum and etiquette. His inability to dance is a cause of amusement to the characters and the reader. â€Å"The first two dances, however, brought a return of distress; solemn, apologising instead of intending.† He unwittingly introduces himself to Darcy and recieves a cold reception Whilst joining in the festivities, it becomes clear that Collins greatly admires Lady Catherine De Bourgh, his groveling adorations add to his foolery. He continues to examine every inch of the house comparing it directly to Rosings, in a very rude manner. Just as Collins tedious absurdness reaches its height, Elizabeth begins to fall for Wickham’s charms and stories of hate against Darcy and Collins proposal is unexpected and very unwelcome. Mr. Collins proposal to Elizabeth is a model of comical wit, and cannot be taken seriously, the very way he approaches the matter is ridiculous. â€Å"My reasons for marrying are†¦Ã¢â‚¬  Not romantically orientated at all, it is hardly going to win any woman’s heart, least of all Elizabeth’s. He breaks down his reasons, numbering them. And although Collins is sincere, the element of comedy is never lost as he is excessively formal and at great length tries to explain his reason, which is clearly unnecessary. â€Å"†¦Made Elizabeth so near laughing.† The sheer length reflects Collins long winded nature. He even manages to mention Lady Catherine De Bourgh. As he draws to the end of his speech Collins does attempt a little romance, but all in vain: â€Å"†¦The most animated language of the violence of my affections†. Elizabeth becomes a little alarmed and rightly so, as Collins thinks it impossible for her to refuse. â€Å"†¦You are too hasty, sir.† But Collins won’t brook a refusal and continues with his stilted speech until Elizabeth has had enough and forcefully rejects him. Mr. Collins assumes this is the usual behaviour of young woman and that Elizabeth is simply being coy. His ignorance adds to the comedy. It takes 5 firm rejections before he seems to accept her answer. This refusal was very brave of Elizabeth .So much so that it may even be considered foolhardy. She cannot be guaranteed another proposal of marriage. Leaving her future hanging in the balance. Mrs. Bennet is understandably distressed when she hears of Elizabeth’s decision. Mr. Bennet is more relieved. One can hardly see Elizabeth married to a character like Collins. Her intelligence would be stifled. Elizabeth shows spirit and a fiery independence. But she does risk a lot by turning Collins down. However, someone who felt they couldn’t afford to risk no other proposal was Charlotte Lucas. She sees their marriage as a practicality, she needs her home comforts and the security Collins provides. She is already 27 years old and in need of a stable future. This is a direct example of how romance is only beginning to creep into marriage. It is obvious to Elizabeth that there was no romance in Collin’s proposal as he almost instantly moves on and his â€Å"affections† change. When Darcy proposes, it seems unlikely that Elizabeth would dare refuse a second suitor. But as much as Elizabeth couldn’t stand Collins, she despises Darcy. This prejudice is fuelled from a remark Darcy made at the Netherfield ball, â€Å"She is tolerable; but not handsome enough to tempt me.† This sparks a great dislike that continues to grow as the book progresses, by the time Darcy decides to propose, Elizabeth has been told by Wickham of his dealings with him and the interference of Bingley and Jane. Like Collins, Darcy is the last person Elizabeth would like to marry at the moment in time. Apart from the prejudice the timing is very off and she is already very agitated. Her prejudice and his pride combine to make the most incompatible two characters, however he is unaware. And in the same way that Collins lacked romance, Darcy’s opening line is hardly a compliment, â€Å"In vain I have struggled. It will not do. My feelings will not be repressed.† Darcy goes on to describe her inferiority and low connections. Despite this rather confident approach, the proposal is flawed from the start. He proceeds to insult her and her true feelings are soon revealed. † I have every reason in the world to think ill of you.† Despite Darcy’s obvious feelings, Elizabeth makes her long standing dislike quite plain. When Elizabeth confronts him about the Wickham incident he doesn’t deny involvement but replies in a sarcastic manner, â€Å"Yes, his misfortunes have been great indeed.† By the time Darcy leaves Elizabeth is reeling, she can’t believe his feelings. Astonishment leads to anger, as he showed no sign of denying his involvements with the break up of Jane and Mr. Bingley. To turn down one marriage proposal was risky but to do so again must have been foolish, most women would have thrown themselves at Darcy’s feet. He is a wealthy handsome young suitor. However Elizabeth cannot be married to some one she despises. She makes it perfectly clear to Darcy that however he had proposed she wouldn’t have accepted, â€Å"†¦You could not have made me the offer of your hand in any possible way that would have tempted me to accept it.† There is a rather ironic link that both men that propose are the only two men on earth Elizabeth wouldn’t dream of marrying. This is a great show of strength and courage. With a mother such as Mrs. Bennet it would be difficult to find any one who would be happy to take on such a family connection and Darcy makes it clear that to marry Elizabeth would be a â€Å"degradation† but nothing will deter him. The two marriage proposals are very different and very different outcomes; whether Elizabeth was foolhardy to decline two or not is debatable, but it is true to say she shows great independence considering her financial insecurity and social status. In turning down these proposals, was she ruining her chances of ever having a decent future?