Baring Bank Case Essay

The Fall of sanngs sank The story of Barings Bank shows how overconfidence, coupled with poor internal control, can even bring down an historic financial institution. Below we provide a few teaching points. Nick Leeson seemed to have all the characteristics of an overconfident trader. As described in the chapter, excessive trading, lack of diversification, and too much risk were obviously present. Self-attribution bias seemed to play a major role. One commentator notes that Leeson â€Å"got overconfident after initial trades were successful and] when he started to lose money, got way too aggressive trying to make it up. When Leeson was asked about his actions, he explained that â€Å"l was determined to win back the losses [†¦ ] I was well down, but increasingly sure that my doubling up and doubling up would pay off†¦ â€Å", thereby overestimating his abilities by thinking he could outperform the market even after severe losses. A case study into the affair concluded th at it was overconfidence that led Nick Leeson to bet his reputation. But, as Saul Hansell of The New York Times stated, â€Å"It isn’t Just rogue traders loose annons stretching internal rules on trading desks who have destroyed their investors’ wealth. Money managers who play by the rules can get caught up short, too, when they fall to overconfidence about their mastery of the markets. † He further wrote that, â€Å"It is no secret that traders, as a class, are a young, independent and cocky bunch. The sheer size of the money they are Juggling can lead toa master-of-the- universe attitude. The Fall of Barings sank Barings Bank was founded in 1762 as the â€Å"John and Francis Baring Company’ by Sir Francis Baring. This bank was the oldest merchant bank in London, financed the Napoleonic Wars, and was the Queen of England’s own bank. In 1996, one man, Nick Leeson, managed to bring down Barings Bank, one of the oldest and most conservative financial institutions in the world, through his illicit trading activity. In 1989, Leeson Joined Barings Bank. After being transferred to Jakarta, Indonesia to sort through a back-office mess involving EIOO million of share certificates, Leeson solidified his reputation within Barings when he successfully rectified the situation in 0 months. Lesson also knew how to account for derivatives, even if he did not fully understand the complexities of their pricing. Therefore, in 1992, when Barings opened a new office in Singapore to trade on the expanding Singapore Mercantile Exchange (SIMEX), Leeson became an obvious candidate to manage it. Senior management at Barings Bank assumed that Leeson would turn the Singapore office into a highly profitable endeavor and therefore gave him extensive responsibility. As eliminated the necessary checks and balances usually found within trading rganizations. Soon he was Barings Banks star Singapore trader, bringing in substantial profits from trading on the Singapore exchange. By 1993, Leeson had made more than Elo million, about 10% of Barings’s total profit for that year. In 1994, he delivered over half of the E52. 9 million in revenue for his division on his own, making many proclaim him as the â€Å"miracle worker. † In his autobiography Rogue Trader, Leeson said the culture at Barings was simple: â€Å"We were all driven to make profits, profits, and more profits I was the rising star. Aided by his lack of upervision, the 28-year-old Nick Lesson promptly started unauthorized speculation in futures on the Nikkei 225 stock index and Japanese government bonds. SIMEX regulators were aware of Leeson’s cross-trading activities, and his breach of their exchange regulations, but did not act decisively to stop him. Leeson’s large trading volumes were quickly becoming important for the exchange, and being a lightl y regulated market was central to SIMEX’s strategy to woo trade from neighboring Osaka. Using futures contracts, Leeson speculated that the Nikkei would rise.

Everest Report Essay

The Everest simulation is a group and team exercise that encourage us to play a unique role of a team of hikers, attempting to reach the summit of Mount Everest. The simulation is designed so that members are dependent on each other and are encouraged to work collectively in order to achieve the highest team goal outcome possible whiles simultaneously completing as much personal goals as the members can. The purpose of the report is to anyalyse the team experience while applying a range of subjects, concepts and theories that is learnt in the course â€Å"managing people and organization† to out experience, illustrating the 1. Group and teams 2. Power and Conflict 3. attitudes, perception and personality The simulation requires team members to be able to lead, to participate and to communicate and motivate each other effectively while making critical decisions in response to different situations and circumstances in each stages of the simulation while considering the different information each members received and the conflicting or opposing interests of each members. The experience gives us a first-hand insight into working as a team, it has enabled us to identify the benefits and the potential problem of working in a team or work group in the contemporary and dynamic business environment. We experience how conflict, power, collective thinking, and attitudes can be managed and influence to either benefit the team performance or hinder it. The Everest group simulation is a web-based simulation/ exercise produced by the Harvard Business School Where five or six students are placed into a formal group and each are assigned individual, unique and vital role to play by the system. Additionally, each individuals are given specific goals/mission in respect to their roles. The students are encouraged to work collectively as a team of hikers attempting to reach the summit of Mount Everest, whilst completing as many team and individual goals as they possibly can. The simulation covers a range of subjects, concepts and theories that is learnt in the course â€Å"managing people and organization†, illustrating the 4. Group and teams 5. Power and Conflict 6. attitudes, perception and personality The simulation requires team members to be able to lead, to participate and to communicate and motivate each other effectively while making critical decisions in response to different situations and circumstances in each stages of the simulation while considering the different information each members received and the conflicting or opposing interests of each members. GROUPS AND TEAMS Using Tucker’s five stages of group devleopment as the basis on describing the Everest Simulation. The forming stage began when every students were randomly assigned to a temporary team of 5 or 6 for the purpose of completing the everest simulation. During the tutorial, the team members had the chance to briefly introduced themselves and then proceed to discussing the team contract and at the end, members exchanged personal information as described by Tuckman (Maples 2008) . There was anxiety as we were stangers at first, curiosity of how the simulation experience will look like, and positive expectation for the team, as desrcibed by Lacoursiere and Spitz (Tuckman 1977). It is important to note that when using Tucker’s five stages of group development(Tuckman 1977) to describe our team experience, our team did not proceed sequentially from one stage to the next ie. from forming to storming, norming performing and lastly adjourning, as described by Tucker (Tuckman 1977). Rather, our group tends to occasionally regress back to previous stages of group development; as our team is always moving back and forth between the storming, norming and performing stage. The storming stage occured when our team were discussing the team contract. This stage is described by Tuckman as characterised of intragroup conflict (Tuckman 1977) For example, Everyone had their own opinions on which communication tool to use before, during and after the simulation and had their own preference on the location to meetup to run the simulation. We proceed to the norming stage when conflict of opinions are identified during the team contract. Noting that we were all strangers, the team contract discussion went smoothly as everyone was demonstrating a positive attitude and behaviour with agreeableness driven by the desire to get along and to be accepted by one another, and to avoid any serious potential conflict.Tuckman described this procces as devleoping group cohesion (Tuckman 1977) (Maples 2008) .The day and time to meet for the simulation was established rather quick as no one was traveling or had conflicting schedule. Although there were few suggestions of location to meet up prior the simulation, a solution came up rather quickly. The team decided to use communication tool, i.e. mobile phone or email before and after the  simulation as to discuss any further issues/problem prior and after the simulation. However most of the time our communication is via email. For the day of the simulation, the whole team member agreed on meeting and communicating face to face. We regressed back to the storming stage when prior to the first stage of the simulation, roles are given to us i.e. Leader, Marathon runner, environmentalist, photographer, physician and observer; and individual and team goals are assigned. In this stage, new problems and issues are addressed and conflicting opinions are voiced out by each member. i.e. How is the team going to simultaneously meet the team goals and personal goals as well as reaching the summit while avoiding being rescue. We move forward to the norming stage again when when roles and relationship has been accepted and familiarized, and personal goals has been reviewed as described by Tuckman (Maples 2008); team contract was also refereed back to in order to remind some members of how we are going to proceed throughout the simulation. During this stage, there was cohesiveness, cooperation and collaboration as described by Maples (maples 2008) between members as everyone wanted to achieve our primary goal of reaching the summit as a team. Our team undergo the performing stage when completing round 1 of the simulation after problem have been solved and final decision have been made (maples 2008). However, our team regressed back to the storming stage when new problems occurred at round 2 and new conflicting opinions are raised by team members. This trend of going back and forth between storming and performing stage continue to occur as our team progresses to each new rounds, new problems are presented such as frostbite or changing health condition forcing our team to regressed back to the storming stage. Unfortunately the end results of team goals and my individual goals indicated a bad performance by our team. This is the adjourning stage of our temporary group where the Everest simulation is completed, roles and duties are terminated as described by Tuckman (Maples 2008), and the members are concern with the disengagement and termination of the group as described by Braaten (Tuckman 1977). To some  members, there is some sense of achievement i.e. 2 out of 5 reached the summit, to others, there might be some sense of regret as we know we could of done better. After the simulation, we continue to discuss about the simulation experience via email and face to face. Analysis on experience based on groups and teams It was beneficial that our team agree to meet face-to-face rather than communicating virtually when running the simulation. It reflects the fact that our team is considered a future team described by Algae as having little experience as an intact team or share no past history with team members but expects to have an extended future with fellow members. (Algae 2003) Furthermore, the simulation is designed so that each members are interdependent of each other due to their roles and task in the simulation; as a result, our team is motivated to be open and trusting with one another during the simulation and tend to share information prior the simulation and during the early stages of the simulation similar to the argument of Algae. (Algae 2003) Our team has also set certain standards and norms during our team contract discussion which members are expected to follow, i.e. expected individual attendance, being punctual and participate and engage in discussion and active listening; we believe that the later(participation) will benefit our team decision-making process during the simulation. While our team tends to be open and communicative during the early stages by expressing their opinions and generating diverse alternatives for decision making, we tend to be less engage in decision making during the later stages of the simulation. Consequently, 3 out of 5 of our members were rescued off the mountain after round 3. I suspect that we have fallen into the trap of group-think where some of the members adopt an agreeableness personality and therefore may have contribute to poor decision making as described by Charles (Charles 1997). As we are a self-managing team, evidently we tend to be cohesive and emphasized excessively on majority voting and support our team goals rather than our own personal opinion therefore contributing to  the occurrence of group-think, and this is similary argued in Charles article (Charles 1997) Additionally, I felt that we have also forgotten about the team contract and the norm that we have set which states we must contribute to the decision-making process, as we do not occasionally refer back to the contract. What could have been done to reduce group-think is to develop a strong group norm/culture that values debate and disagreement from group members and to continuously promote and encourage team-think characterized of divergent views, open expression and discussion of collective doubts (Charles 1997). Power and Conflict Analysis of experience based on power and conflict To what extent of power each member has wasn’t important as members were treated with equal importance as the simulation is designed so that we are interdependent on each other. Furthermore, we agreed to adopt a shared leadership therefore everyone would feel equal, valued and involved. Although the leader was assigned to have the higher power due to his higher position in the hierarchy within the team, team members did not express any concern or demonstrate any negative attitude in response to his role. According to Bachrach, Baratz and Dahl, power is define as the ability to influence others to do something that it would not otherwise have done (politis 2005). By accepting this definition, our team did not exercised power enough to promote conflict during the simulation. Our team tends to hold a strong traditional view of conflict where conflict is seen as a problem that should be minimize or suppressed rather than the contemporary view of conflict where differences in opinions, alternatives and opposing views can be a positive sign teams in terms of decision making, as stated by Hellriegel (Darling 2001). As a result, our team only engaged in numerous minor level of conflict. For example, during the team contract discussion, members freely and comfortably expressed their different opinions of locations that they find suitable to meet up. The fact that we  are all strangers, gives us the incentive to avoid high level of conflict that may offend personal feelings and threaten relationships. As we progress through further rounds, I notice how it took a relatively shorter amount of time to make the final decisions in response to new problems and to proceed to the further stages. For example, when distributing the canister prior to proceed to the summit, there wasn’t a single opposing view by any of the other team members. This may indicate that the team members have continuously avoid conflict. Consequently, we did not achieve a high proportion of our team goals and my own personal goals. This trend supports Chen’s study and Song’s argument that adopting an avoiding conflict management behavior reduces team’s innovation performance. (Chen 2012) Culture may also play a part in our attitude towards conflict as we are all of Asian heritage; as Chen argued that â€Å"Chinese managers rely on an avoiding style because of their relatively high value on conformity and tradition; but US managers rely more on a competing style because of their relatively high value on individual achievement.† (Chen 2012) Something that is noteworthy from our team experience is the connection between avoiding conflict management and group-think which both occurred during our simulation, Cheng argued that adopting an avoiding behavior makes it very difficult for team to create open discussions or generate alternatives for decision making as seen in our team experience and therefore leads to the occurrence of group-thinks. (Chen 2012) As a result, What was lacking in our team is the persistent promotion of conflict in the later stages of the simulation; Consequently, it lead to a avoiding behavior and higher occurrence of group-think. Amason noted 2 types of conflict, cognitive conflict, that improve team’s effectiveness by encouraging team members to participate in decision making and generate variety of ideas and opinions; and affective conflict, that hinders team effectiveness by provoking hostility and distrust among members. (Amason 1995). The leader should have consider using his legitimate  power to promote cognitive conflict and encouraged members to comfortably and freely voice out objection or opinions. As I identify myself as an introvert, I tend to have a habit of not voicing out my opinion or express my view that may be in conflict with the other members decisions; this has happen in some occasion during the simulation. For example, when the environmentalist and myself are both in a weak condition, the doctor suggest that medicine should be given to the environmentalist and I agree without considering the situation for myself and the environmentalist. Another example, is when the leader announce the distribution of canister, I didn’t question his method however I was concern; consequently I did not make it to the summit as I ran out of oxygen. As Webb hypothesized, extroverted persons would participate more actively in group interaction than would introverted persons (Webb 1982) I find myself valuing personal feelings in surface level and tend to have strong view about traditional conflict therefore have the urge to avoid conflict. Attitudes, Perception and Personality Analysis of experience based on attitude, perception and personality During early stages of the simulation, our team was demonstrating a positive personality and attitude towards the simulation and other team members with openness and trust. Consequently, We were promoting organizational citizenship behavior(OCB) while simultaneously avoiding any workplace misbehavior. This is supported by Chiaburu findings that emotional stability, extraversion and openness promote higher citizenship relative to conscientiousness and agreeableness (Chiaburu 2011). This behaviors was partly due to the fact that the simulation was a one off event and therefore there is no second chances if we make a potential mistake due to any misbehavior; we don’t want to mess up or leave a bad impression especially since we are considered as future teams with no past history or relationship with each other(algae 2003). Another reason may be that we are all from an Asian heritage and therefore we tend to relate to each other easily. One of the problem with the design of the simulation is that the roles were assign to us without our preferences. Therefore the leader was unable to consider our personality and values that would best fit the 6 available roles and unable to initiate structure, that is, defining and structuring roles of group members ( Kerr 1974) For example, the observer was more involved in decision making and had a more proactive personality in comparison to myself and therefore may have done a better performance if assigned to another role. Although her role exclude her from running the simulation, she tend to be highly involved and felt that she had gain a job satisfaction. What some of the members such as myself lack is a proactive personality and attitude in later stages. This pro-activity that is characterized of people who identify opportunities, show initiative, take action. Perception can be a dangerous factor that may have hinder our team outcomes. Although there wasn’t a time limit established for the simulation, our team perceived a time limit for the simulation therefore felt a need to rush in the process. Evidently, in late stages, we tend to accept choices straight away without coming up with alternatives, decision making felt relatively faster as we progress through further rounds. In some occasions, information is perceived as of no relevance or we tend to underestimate or overlook the information given. For example, we think too highly of our health status and as long as we are not critical, we will be fine. Consequently we ignored the frostbite warning, our doctor got rescued due to a severe frostbite. The members also perceived that the leader know what is best for the team and has experience leading, and therefore we do not voice out. The same example, when our leader was distributing the canister, no one question his judgment. However, little do we know that the leader may be inexperience or have limited knowledge like us in regards to leading as he was only given the role during the simulation and had no time to plan. Additionally, while our team tends to be more analytical and calculative in the early stages, our team tends to be more risk taking in the later stage;  For example, we have strong support for our goal to reach the summit as a team rather than sacrificing any of our members therefore canister was distributed to everyone however subconsciously, I knew that both me and the environmentalist wouldn’t make in with the limited canister, neither me nor her would wish to offend each other by asking one another to sacrifice , as a result, both me and the environmentalist ran out of oxygen . Conclusion The Everest simulation was a beneficial experience by providing me insights into the team environment. Through the simulation, our team was able to apply theories and knowledge learned from the course Mgmt 1001 to practical use in team situations, demonstrating the relevance and logic behind these theories. The experience has enable us to identify the benefits and the potential problem of working in a team or work group. The benefit includes effective communication, collective thinking, cognitive conflict, generating diverse alternatives and opinions while the potential problem includes ineffective communication, conformity, group-think and affective conflict. Ultimately, it depends on the teams ability to manage this issues in order to achieve high performance and effective decision making..

Business Entrepreneurship for Di Bella Coffee †Visit for plete Sol

The entrepreneur chosen for the essay is Phillip Di Bella, founder and managing director of Di Bella Coffee. In a few short years, Di Bella Coffee has b e a very successful business. Many topics are discussed in the essay regarding the growth and development of the firm started by the entrepreneur along with future r mendations. The piece will provide a deeper understanding of the ideas and background of opening the new venture. The pany has been witnessed some developments along with recognition with an array of various prestigious awards. However, the success story of Phillip Di Bella is fuelled by innovation, mitment, and passion. In the year of 2006, Di Bella Coffee is recognized for its growth of business. Gradually after 2010, the pany had started to expand its business operations outside Australia i.e. in China, India, New Zealand, etc. in 2015. Di Bella Coffee is known for the leadership and business strategy of Phillips Di Bella. He is a revolutionary icon in the industry of beverage market, especially in the cafà © market. There were many petitors at that time when Phillips started his new small venture with a coffee roasting machine. He is passionate about coffee and is focused on providing an exceptional customer service to the people of Australia. Philips has understood that focusing on customers will help in growing his business at world-class level (Maher 2014). A dynamic business environment with the increase of petition in the market has lead Di Bella to introduce new and unique exceptional services to the customers. Before opening the business, Phillips had done an extensive market research about the experience of the clients with the existing cafà © present in the Australian market. Customers are not satisfied with the taste and flavor of the coffee available in the market. It is the point of opening his new ve nture in the Australian market (Paterson et al. 2014). On extensive research, Philips had found that most of the Australians drink coffee with milk without proper blend and flavor. Phillip’s vast knowledge about different types of coffee blends and perfect mixes is the key area of success of his pany in the market. He believes that focusing on business needs will not only result in success in business in the long run. However, his business focuses towards the needs of the customers. The core aspect of achieving trust from the customers is by targeting the needs. There is an another perspective that has put Philips in setting apart in the field of opening business the coffee retail chain in Australia (Featherstone et al. 2014). Thinking ability of Phillips in changing the traditional standard product into a new product with new texture and flavor helped in gaining customer preference along with loyalty. It is seen that the clients of Di Bella Coffee are very loyal to the brand. They like the products of the pany. He has also started to teach people about the coffee industry and the single cup of coffee from the enterprise. Customers can analyze the perfec t cup of coffee provided by the corporation (Glavas 2013). It is a unique approach to increasing the brand awareness among the public. Phillips Di Bella’s entrepreneurship is celebrated for many years in many parts of the world. The passion for coffee and entrepreneurial spirit had led him to open a small coffee roasting business operations in Brisbane in the year of 2002. Ernst & Young have recognized Di Bella as a finalist in the field of entrepreneur of the year in the year 2005. Finally, he received the award on 2008. Entrepreneurship of Di Bella is popular in Australia. The socio-cultural background of Di Bella is influenced by munity involvement (Dibellacoffee , 2016). Apart from his business, Phillip has many munity building roles. The significant level of participation of Philips in many munity developmental programs has helped in earning prestigious awards and recognitions. The awards include Corporate Citizenship Award, the order of the Star of Italian Solidarity, etc. for his great contribution to the Italian munity (Fritz et al. 2015). Apart from focusing on business, Philip is dedicated to encouraging environment and building relationships. Phillip is a very passionate person. However, he is also interested in developing passion among others also. It is the reason of involvement of him in the munity engagement programs (DiBella 2013). He inspires passion among others. Phillip involved in various charitable organizations and contributed a lot. The most notable organization he is involved is Pyjama Foundation.   He used to organize a recreational camp for careers and children of the disadvantaged and underprivileged children in the local munity (Kosalge and Ritz 2015). He is a keen observer of people. With the dissatisfaction in customer service in the industry, he opened his pany by convincing clients of providing better service. This had encouraged him to improve his business in the market. The exceptional signature blends of the coffee of Di Bella are now famous for the creation of the global brand. In his init ial days, Philips had visited clients to attract customers for his new business venture (Neilson et al. 2013). The petitive advantage of Philip is there in the Australian market. The main petitor of Di Bella Coffee is Victoria Coffee in Australia. Apart from that, there are other coffee retail chains such as Barista, Starbucks, McDonald’s, etc. These coffee chains are global chains and are present in many countries of the world. Di Bella Coffee not only faces petition in Australia from these retailers but also in its foreign operations. However, Philips has a different point of view (Carter et al. 2015). It is discussed earlier that, Di Bella Coffee is focused on customers more than its products. It is the reason of maintaining a strong brand image in the market. Phillip also admitted the fact that in the modern petitive business world, with the change in a business environment the taste and preference of consumers also changes. New taste has evolved in the market. This has encouraged Phillip to develop the taste of its products in the Australian market. Consumers’ preferences h ave also changed in other countries such as New Zealand, India, etc. The above petitors are present in these markets also. The innovative mind of Phillips has resulted in many methods of brewing coffee that will provide a good taste but different from the previous ones. The cafà © specializes in bringing coffee from various parts of the world (Perrone et al. 2015). Apart from these, the pany for making product differentiation also uses different brewing methods. Though Di Bella Coffee is progressing its operations towards many countries of the world, there are many restrictions that the pany has to face while entering into new countries. Phillips mainly faced cultural issues in different countries of the world. The consumers of target market may not prefer the taste of coffee that is preferable in Australia. Apart from that, Philips has to change the business strategy of its pany to capture the trust and preference of the customers in the host country (Glavas 2013). The HRM procedures are to be formulated in a way to gaining an understanding of the nature of the people. The policies that are feasible in Australia may not provide actual result in the foreign countries due to cultural differences. Out of the box, thinking is required both in the field of product variation and recruitment of a right candidate for the maintenance of branch operations. There is a need for product changes that can hit the taste buds of the customers of the target market. Apart from different blends of coffee, Phillips can innovate new ranges of food products with coffee for the customers. The pany can expand its business operations in other countries by adopting various entry modes such as mergers, acquisitions, joint ventures, franchise, etc. Among these entry methods, Di Bella can adopt mergers and acquisitions for entering into a foreign market (Neilson and Shonk 2014). Apart from that, Phillips can also expand the stores of the pany by increasing the number of products. A different section of the store can sell other plementary fast foods other than coffee. It will also increase the brand image of the pany by tapping new customers. Entrepreneurship is setting a business of own. Philips had started his business initially on a small scale. It is discussed earlier that Di Bella Coffee has gradually shown the progress. Now the pany has adopted processes of globalization for expanding business operations in many countries of the world. The essay discusses entrepreneurial skills of an Australian entrepreneur. Phillips Di Bella is recognized as one of the most famous entrepreneurs in Australia. His zeal for development and passion for coffee has influenced him to achieve a great platform within such a short span of life. Apart from Phillips, many other entrepreneurs have flourished their business in Australia. Focus on people is the main area of success of the pany in the petitive market. Many technologies are used in roasting and brewing coffee. Phillips had identified the potential demands in the market to grow the business of coffee in Australia. Carter, J.F., Yates, H.S. and Tinggi, U., 2015. Isotopic and Elemental position of Roasted Coffee as a Guide to Authenticity and Origin.Journal of agricultural and food chemistry,  63(24), pp.5771-5779. DiBella, A.J., 2013. Sustainable change (or the end of change) at the US Mint: A case exercise.  The International Journal of Management Education,11(2), pp.55-65. Dibellacoffee . (2016).  About Phillip Di Bella | Di Bella Coffee. [online] Available at: https://dibellacoffee /Our-Story/About-Phillip-Di-Bella [Accessed 9 Sep. 2016]. Featherstone, T., 2014. Q and A with Phillip Di Bella. pany Director,30(9), p.12. Fritz, S., See, L., McCallum, I., You, L., Bun, A., Moltchanova, E., Duerauer, M., Albrecht, F., Schill, C., Perger, C. and Havlik, P., 2015. Mapping global cropland and field size.  Global change biology,  21(5), pp.1980-1992. Glavas, C., 2013. International marketing implementation:‘The sweet aroma of success. Modification of products for new markets: The case of TORQ by Di Bella Coffee’, case study.  International Marketing: An Asia-Pacific perspective (6e), pp.680-680. Glavas, C., 2013. The sweet aroma of success: Modification of products for new markets in the case of TORQ by Di Bella Coffee.  International Marketing: An Asia-Pacific Perspective [6th ed.], pp.680-683. Kosalge, P.U. and Ritz, E., 2015. Finding the tipping point for a CEO to say yes to an ERP: a case study.  Journal of Enterprise Information Management,  28(5), pp.718-738. Maher, B., 2014. Sardinia es to Australia: Finding spaces for Mediterranean writing in translation.  Journal of Australian Studies,  38(3), pp.304-313. Neilson, J. and Shonk, F., 2014. Chained to Development? Livelihoods and global value chains in the coffee-producing Toraja region of Indonesia.Australian Geographer,  45(3), pp.269-288. Neilson, J., Hartatri, D.S.F. and Lagerqvist, Y.F., 2013. Coffee-based livelihoods in South Sulawesi, Indonesia. Paterson, R.R.M., Lima, N. and Taniwaki, M.H., 2014. Coffee, mycotoxins and climate change.  Food research international,  61, pp.1-15. Perrone, A. and Wodonga, T.A.F.E., 2015. Centralian College: Creating a strategic marketing plan for long-term growth.  Marketing, p.85. With a decade's experience in providing essay help,

Racial Discrimination in Policing Case Study Example | Topics and Well Written Essays - 6250 words

Racial Discrimination in Policing - Case Study Example This project was conducted as a result of research done in the reading and reviewing of a great variety of racially motivated occurrences creating racial tensions and reactions to those tensions. This project focused its concentration upon the eruption of violence and the implications of racially motivated criminal actions. A specific incident which caused tensions to nearly roar occurred in Eltham, Kent when a young, eighteen year old Stephen Lawrence was murdered mere yards from his home by still unidentified white assailants. Perceptions within the public eye were such that racial discrimination was often spoken about by the witnesses, the family of the victim and others involved in the investigation. Though arrests were eventually made, no convictions were ever managed, the case remains open. After some deliberation and thought I chose to study racial discrimination in policing because I felt the consideration of public perception of racial discrimination in policing Eltham, Kent would be the most appropriate use of this information and an in-depth analysis of the processes and procedures in policing would facilitate understanding. Research was conducted to include true to life accounts of the entirety. This was the reason for seeking out governmental inquiries and files that would give accurate and even eye witness testimony of the events that occurred on 22 April 1993 in the brutal death of Stephen Lawrence. The methodology of this project was to develop the viewpoint of the various inquiries and police accounts along with the eyewitness accounts during and after the incident that erupted in the death of Stephen Lawrence more than a decade in the past. The impact of the work performed proves that one's perception of events rarely coincides with another's. There have been two inquiries into the events that transpired and resulted in the death of Stephen Lawrence in Waltham, Kent on 22 April 1993. Neither inquiry resulted in arrest and conviction of those responsible nor would those arrested at the time of the incident have been convicted, instead they were acquitted of the charges against them due to lack of evidence linking them to the crime. The inquiries were held to reveal the inadequacies of policing and the automatic perceptions of race implied or otherwise in the methods utilized while working to discover truth in the midst of mysterious occurrences. The evidence of these incidents would be documented several times in several testaments to the incident, including The Stephen Lawrence Inquiry, Report of an Inquiry by Sir William Macpherson of Cluny as advised by Tom Cook, the Right Reverend Dr. John Sentamu, and Dr. Richard Stone in February 1999. A treatise titled Racist Murder and Pressure Group Politics written by Norman Denni s, George Erdos, and Ahmed Al-Shahi from the Institute for the Study of Civil Society in London first published in September 2000. The Black Information Link of London also provided information in regards to Stephen Lawrence and the results of the official inquiries conducted. The annual reports of the metropolitan police in the United Kingdom would have been consulted, utilizing their annual

French colonisation in popular culture of francophone countries Personal Statement

French colonisation in popular culture of francophone countries - Personal Statement Example With the French culture spreading beyond the national boundaries, one would argue that one of the major implications of the French colonization led to the spread of French language to Africans. Sonnenburg continues to emphasize that the French assumed the African syntax and made it obligatory for the Africans to speak French, a policy referred to as the assimilation process (221). Centuries later, the Francophone countries still use French as their official language. Africans adopted the Frenchman way of living. The mode of dressing changed for the Africans. Regardless of copious protests against the revolution of the Africans to Frenchmen, the French managed to change the Africans. With time, studies indicate that Africans were able to change their lifestyles to French to extent that to be elected in the legislative assembly, Africans had to lead a life similar to that of the Frenchman (220). In the case of Tunisia for example, nearly all the elite and government officials had been assimilated to being Frenchmen. Eradication of the French language and replace it with the indigenous Arabic language was completely tasking for the Tunisians. With French literacy elevated in Tunisia, this is yet another impact on the culture of Francophone colonies of Africa. In a study of colonization and France with its spheres of influence, France ought not to be linked to colonization. France has been associated with education and spread of the same to other generations (223). In one way or another, it would arguable that the French brainwashed their colonies into accepting their language and culture; thus, entire loss of the African identity. As opposed to coercion like other colonial masters, the French managed to influence he colonies into embracing the Frenchman way of living (222). Francophone countries became multicultural societies embodied with a blend of both African culture- in minute forms, and the French culture dominating the way

Leadership & Innovation in public services Essay

Leadership & Innovation in public services - Essay Example In fact, becoming a leader of a state is not only confined with managing the affairs within the state territory, but requires cooperation and collaboration with the leaders of other nations in order to maintain peace and security. Very few leaders can be classified as selfless and made sacrifices for the people. Few individuals assume the role of the leader with no other motivation but to serve the people. True leaders recognize that the power of a leader comes from the people who can take it back. Leadership Theories The general classifications of leadership theories are the Great Man Theories, Trait Theories, Behaviorist Theories, Situational Leadership, Contingency Theory, Transactional Theory, Transformational Theory (Bolden, Gosling, & Marturano, 2003), and Servant Leadership (The Robert K. Greenleaf, 2005). Each group of theories has been developed by individuals that contribute to the enhancement of a particular theory. According to Bolden et al. (2003), the schools of thought developed under the earlier models focus more on the personal characters and behaviors of the leader. Later schools take into consideration the participation of the followers in the development of the leader (Bolden et al., 2003). The Great Man theories proposed that leaders possess some exceptional innate qualities that destined them to lead. While the Trait Theories provide a list of traits and qualities that a leader should have, the Behaviorist Theories focus on the set of behaviors of a leader. Situational Leadership provides that leadership is seen according to the situation where the leader exists and includes the tasks and goals to be accomplished, as well as the willingness of the person to attain them. Contingency Theory provides the predictive variables that would make the leadership style appropriate on certain circumstances. Transactional Theory expounds on the relationship of the leader and the governed, the benefits they derive from each other, and the reward and ben efits given by the leader in exchange for the loyalty of followers. Transformational Theory focuses on the role of the leader in envisioning the transformation of the organization (Bolden et al., 2003). Servant leadership espouses that a leader is a servant to the people, with no other motivation except to serve the people (The Robert K. Greenleaf, 2005). Participative leadership refers to the involvement of other persons in decision-making and implementation of the same (Culture and Leadership, 2006). Participative leadership, also referred to democratic leadership (Spillane, 2005; Ogbonna & Harris, 2000), is a more successful kind of leadership (Ogbonna & Harris, 2000). Distributed leadership, a recent model, is the antithesis of the â€Å"heroics of leadership† wherein the leader is seen as the sole actor in leading the organization (Spillane, 2005, p. 143). Issues in Public Leadership Many studies were conducted on private organizations but they are likewise applicable in the public sector. Leadership in the public sector is critical in the current generation amidst the complex problems and issues confronting the governments on all fronts. Leadership issues entail survival of the followers, poverty or death. Leading a group also requires the application of strategic approaches to facilitate

Summary of Michelle Alexander argument relative to origin of Jim Crow Essay

Summary of Michelle Alexander argument relative to origin of Jim Crow - Essay Example As a result, they were constrained to second grade jobs and opportunities such as being slaves or performing menial jobs for the whites. It follows that the form of segregation postulated and fronted took the holistic approach such that the places where the African-Americans lived was supposed to be of lower cadre or class comparative to the other white neighborhoods. Thus, it goes without saying that the limited employment opportunities of the African-Americans limited their economic empowerment and as a result they lived in poverty. This is so due to the fact that they were set to occupy low paying jobs which implies that their economic power was greatly reduced and as a result they lived poor lives. Accordingly, the current criminal justice dispensation acts as a racial tool to discriminate and control the African-Americans if the empirical evidence and statistics is anything to go by. It is critical to note and mention that the speaker in the New Jim Crow, Michelle Alexander outlines that Blacks get arrested for equal or lesser crimes as their white counterparts. For instance, she mentions that the â€Å"blacks are arrested for non-violent often drug related offence, the vary sorts that occur with roughly equal frequency in the middle class white community or on college campuses.† Equally important is that the kind of treatment that the African-Americans are subjected to in prison is second class.